# Contracting Support Brigade June 2021

DISTRIBUTION RESTRICTION: Approved for public release; distribution is unlimited. This publication supersedes ATP 4-92, dated 15 October 2014.

## Headquarters, Department Of The Army

This publication is available at the Army Publishing Directorate site
(https://armypubs.army.mil), and the Central Army Registry site
(https://atiam.train.army.mil/catalog/dashboard).

## Contracting Support Brigade Contents

Page
PREFACE........ v
INTRODUCTION ........ vii
Chapter 1
ORGANIZATION OVERVIEW ........ 1-1
Army Materiel Command ........ 1-1 Contracting Support Brigade Organization and Functions ........ 1-3 Command and Support Relationships ........ 1-11 Joint Operations ........ 1-12 Coordinating Actions ........ 1-13 Supported Units and Requiring Activities ........ 1-13 Limitations........ 1-13 Other Army Contracting or Contract Support - Related Organizations and Programs ........ 1-14
Chapter 2
OPERATIONAL CONTRACTING FUNDAMENTALS ........ 2-1
Principles of a Contract ........ 2-3 Characteristics of Contracting Units ........ 2-3 Operational Contracting Functions ........ 2-3 Contracting Support to Army Special Operations Forces ........ 2-7 Financial Management Support ........ 2-7 Training Support ........ 2-9
Chapter 3
CONTRACTING ORGANIZATION ........ 3-1
Contracting Organization in Contract Support Integration Function........ 3-1
Contracting Organization in Contracting Support Function ........ 3-4
Contracting Organization in Contractor Management Support Function ........ 3-6 Contracting Support Brigade and Subordinate Organizations Support to Unified Land Operations ........ 3-7
Chapter 4
CONTRACT MEANS ........ 4-1
Contract Means ........ 4-1
Types of Contracted Support ........ 4-2 Types of Contracts ........ 4-5 Contracting Process ........ 4-8 Contract Administration Services ........ 4-9
Contract Modifications ........ 4-12 Contract Closeout ........ 4-12
Assessment of Contracting Operations ........ 4-13

DISTRIBUTION RESTRICTION: Approved for public release; distribution is unlimited.

This page intentionally left blank.

## Preface

ATP 4-71 provides doctrinal guidance on how Army contracting support organizations fit into the ARFOR
commanders' mission construct and execution process, to include joint force commander (JFC) directed contracting missions. It serves as a guide on how the United States Army Materiel Command (USAMC), Army Contracting Command (ACC) and its subordinate contracting support brigades (CSB), contracting battalions (CBn) and contracting detachments (CONDET) are organized, deploy, and support deployed Army forces. It also provides detailed information regarding how ACC and its subordinate structure can lead the contracting support planning and coordination effort for the Army, and when directed, for the JFC. Finally, this publication provides additional information on other Army expeditionary contracting and contract support-related capabilities, such as the United States Army Corps of Engineers (USACE), the United States Army Intelligence and Security Command (INSCOM), the Logistic Civil Augmentation Program (LOGCAP), the United States Army Health Contracting Activity (USAHCA), and the Assistant Secretary of the Army for Acquisition, Logistics, and Technology (ASA [ALT]) forward support teams, along with the integration of these capabilities into the overall contracting support effort in a designated operational area. The principal audience for ATP 4-71 is Army operational commanders and staff members from the Army Service component command level down to brigade level units. Trainers and educators throughout the Army will also use this publication. Commanders, staffs, and subordinates ensure that their decisions and actions comply with applicable United States, international, and in some cases host-nation laws and regulations. Commanders at all levels ensure that their Soldiers operate in accordance with the law of war and the rules of engagement. (See FM 6-27/ MCTP 11-10C.) ATP 4-71 uses joint terms where applicable. Selected joint and Army terms and definitions appear in both the glossary and the text. Terms for which ATP 4-71 is the proponent publication (the authority) are italicized in the text and are marked with an asterisk (*) in the glossary. Terms and definitions for which ATP 4-71 is the proponent publication are boldfaced in the text. For other definitions shown in the text, the term is italicized and the number of the proponent publication follows the definition. ATP 4-71 applies to the Regular Army, the Army National Guard, and the United States Army Reserve unless otherwise stated. The proponent for this manual is the United States Army Combined Arms Support Command. The preparing agency is the Office of the Deputy Assistant Secretary of the Army - Procurement (ODASA-P). The technical review authority is the Army Contracting Command, Huntsville, Alabama. Send comments and recommendations on Department of the Army (DA) Form 2028 (Recommended Changes to Publications and Blank Forms) to Commander, United States Army Combined Arms Support Command, ATTN: ATCL- ODASA-P, 2221 A Avenue, Fort Lee, Virginia 23801-1809, or submit an electronic DA Form 2028 by email to usarmy.lee.tradoc.mbx.lee-cascom-doctrine@mail.mil.

This page intentionally left blank.

## Introduction

ATP 4-71 describes the Army contracting support brigade and subordinate elements' role, organization and operations in support of unified land operations. ATP 4-71 is a revision of ATP 4-92, Contracting Support to Unified Land Operations last published in 2014. The title is changed to *Contracting Support Brigade* to align with other 4-series sustainment related publications. Operational contract support (OCS) is the process of planning for and obtaining supplies, services, and construction from commercial sources in support of combatant commander directed operations. While varying in scope and scale, OCS, and its subset of expeditionary contacting capability, is a critical force multiplier in unified land operations, especially long-term stability operations. With a smaller Army, less robust active component sustainment capability, and greater emphasis on Army competition and joint shaping operations, the critical importance of operational contract support and its associated operational contracting structure may increase as a necessary force enabling capability in future operations. Accordingly, the Army continues to enhance its capability to plan and provide OCS for deployed Army and joint forces. This contracting-focused ATP is one of numerous initiatives to inform the operating force on the importance of OCS planning and integration, again with focus on the Army's operational contracting force structure, in all phases of operations. ATP 4-71, along with the publications referenced throughout this manual, is intended to provide commanders and their staffs with the doctrinal and policy tools necessary to properly leverage the full spectrum of Army OCS capabilities in all phases of the operation. The publication also serves as a guide for worldwide deployment and employment of operational Army contracting organizational capabilities. ATP 4-71 aligns contracting doctrine with current and emerging Army operational initiatives as codified in FM 3-0, *Operations*, and FM 4-0, *Sustainment Operations.* Updates include operational contracting principles, the revised operational contracting support organizational structure, other contracting or operational contract support organizations, as well as expanded discussions of contract administration services. ATP 4-71 contains seven chapters:
Chapter 1 provides an overview of the contracting support brigade and subordinate organizations and their functions. It addresses other contracting-affiliated organizations such as USACE, INSCOM (under contracting authority of Army Contracting Command - Detroit Arsenal), USAHCA, LOGCAP Program Management Office, and the Assistant Secretary of the Army for Acquisition, Logistics and Technology. It also discusses command authority versus contracting authority and organizational regulatory and tactical limitations.
Chapter 2 discusses operational contracting fundamentals, imperatives, characteristics, and functions. It addresses operational contracting in terms of the three operational contract support fundamentals of contract support integration, contracting support, and contractor management. It addresses support to special operations forces, training support and the vital link with financial management.
Chapter 3 describes the roles and responsibilities of contracting organizations in contract support integration
& planning, employment of contracting support forces and contractor management. It provides a notional array of operational contracting forces and discusses their support to multi-domain operations in accordance with the Army's four strategic roles in supporting the joint force and unified action partners. Chapter 4 discusses contracting means, types of contracts, types of contract support, and the overall contracting process to include contract administration services and the assessment of contracting operations.

Chapter 5 provides an overview of supported unit functions concerning the three operational contract support functions.

## Introduction

Chapter 6 discusses commercial analysis of the operational environment. It provides a detailed overview of the eight operational variables and sub variables critical to the military decision-making process.
Chapter 7 provides an overview of joint contracting considerations, to include lead Service and joint theater support considerations.

## Chapter 1 Organization Overview

The Army continues to enhance its capability to plan and execute commercial support to military operations by employing effective OCS methodologies for deployed Army and as directed, joint forces. To ensure effective management and accountability of contracting support to unified land operations, the Army consolidated the majority of its operational contracting capability in separate table of organization and equipment (TOE) organizations under the command of the USAMC and its subordinate ACC.

ACC, through its subordinate contracting support brigades, plans, executes and oversees systems support, external support, and theater support contracts for deployed Army forces, and when directed, provides joint, multinational, and interagency support across the six warfighting functions of command and control (C2), movement and maneuver, intelligence, fires, sustainment, and protection (see ADP 6-0, Mission Command).

## Army Materiel Command

1-1. USAMC is the Army's senior logistics command and lead materiel integrator. While primarily a generating force organization, USAMC provides significant support to deployed operating force units primarily through its assigned TOE organizations, the Army field support brigades (AFSB) and contracting support brigades (CSB). AFSBs manage the Logistics Civil Augmentation Program (LOGCAP) planning and coordination mission. However, their primary contingency mission is to support the USAMC role as a national-level provider and to assist in the coordination of acquisition, logistics and technology support to Army units worldwide. See ATP 4-91, *Army Field Support Brigade*, for further information on AFSB techniques and procedures. The CSB provides unique contract support advice, contracting coordination, execution, and contract administrative services to Army, and Joint operational missions.

## Army Contracting Command

1-2. The Commanding General of ACC is designated by the Army senior procurement executive as head of the contracting activity (HCA). ACC executes systems support, external support, and theater support contracting to deployed Army forces through its subordinate commands, the contracting centers supporting the USAMC Life Cycle Management Command, other Major Subordinate Commands such as Joint Munitions Command, United States Army Intelligence and Security Command, the Mission and Installation Contracting Command, and the CSBs. The ACC also provides support to deployed Army forces via reachback contracting support from its continental United States-based contracting centers.

## Mission And Installation Contracting Command

1-3. Mission and Installation Contracting Command (MICC) is a subordinate command within ACC that provides installation and power projection support to the Strategic Support Area (SSA), Installation Management Command (IMCOM) and the AFSB Logistics Readiness Centers (LRC). The MICC is a key enabler for Homeland Defense and Defense Support to Civil Authorities operations.

## Army Contracting Command Deputy Commanding General For Outside The Continental United States Operations

1-4. The ACC Deputy Commanding General for outside the continental United States operations (DCGOO)
is responsible to oversee contracting services in support of deployed Army forces worldwide and installation contracting support for outside the continental United States Army forward-stationed units. The DCGOO
deploys to exercise C2 over Army contracting organizations when multiple CSBs are operating within the same area of responsibility (AOR) (for example, large-scale ground combat operations). The DCGOO is the senior contracting official (SCO) for Army contracting operations when deployed and commands deployed Army TOE or other Service operational forces. Figure 1-1 below reflects a likely/ probable organizational structure when deployed in support of large-scale combat operations (LSCO).

Note. CSB commanders are dual-hatted as the SCO responsible for their designated operational area. CSB commanders retain their SCO designation even when the DCGOO is in place. This SCO authority relates to the CSB designated support area (for example field army, corps). The DCGOO SCO authority is at a higher level and enables in-theater approval of proposed contract actions' thresholds through, for example, justifications and approvals that exceed the SCO warrant authority of subordinate CSBs.

1-5. The DCGOO executes his/her mission supported by the theater aligned and/or deployed CSBs. The DCGOO's major tasks include


Provide mission command guidance and procurement authority to theater, field army, corpsaligned CSBs.

Exercise C2 over theater, field army, and corps-aligned CSBs.

Enforce the head of the contracting activity authority, including contracting policy, compliance, and oversight of all deployed Army theater contracting missions.
1-6. The DCGOO, with a designated CSB, and with directed joint manning document augmentation, can form and execute joint theater support contracting command (JTSCC) operations. The JTSCC is a functionally focused joint command which executes command and contracting authority over all Service component theater support contracting organizations within a designated operational area. The DCGOO has limited reach-back contracting support and deployable staff augmentation capabilities. Additionally, he/she ensures there is a reach-back process in place inside or outside the combatant command (CCMD) AOR. See chapter 7 for details on the DCGOO operating as a JTSCC.

## Contracting Support Brigade Organization And Functions

1-7. The CSB provides C2 of assigned contracting forces, theater support contracting, contract administrative services, and contracting advice and assistance, primarily to Army forces and to joint forces when directed.

## Contracting Support Brigade Headquarters

1-8. CSBs are TOE commands assigned to ACC. One CSB is allocated to a theater Army, Field Army and Army Corps. The two corps-aligned CSBs are attached to the MICC when not deployed. The CSB executes theater support contracts; coordinates and executes contract administration services (CAS) for external support contracts, and in coordination with the AFSB and the Assistant Secretary of the Army for Acquisition, Logistics and Technology (ASA(ALT)) forward element, coordinates systems support contracting. The CSB commander is the Army's primary theater-strategic and operational-level contracting planner and OCS advisor, and commands Army theater support contracting organizations. Currently, CSB headquarters are aligned to each theater Army, to two of the four Army corps headquarters, and to the one field army. However, regardless of habitual alignment, the CSB and/or its subordinate commands may deploy to any operational area to support the ARFOR commander as directed. Once deployed, the brigade can command multiple contracting battalions within the theater. Theater Army, field army, and corps-aligned CSB commanders are dual-hatted as the SCO. In the event that multiple CSBs flow into a single theater, the DCGOO will typically move forward to C2 the contracting efforts of multiple CSBs and execute the higher level SCO responsibilities.

## Functions

1-9. CSBs are more than just a contracting services provider; they provide key OCS capabilities such as contracting support, supported unit planning assistance, contracting oversight, and fraud, waste, and abuse prevention. CSB primary tasks include


Provide C2 over all assigned or attached subordinate units.

Provide procurement authority and oversight.

Shape contracting support integration.

Execute contracting support.

Planning and executing theater support contracts.

Coordinating and executing CAS for external support contracts.

Coordinating and executing CAS for systems support contracts in coordination with the AFSB and ASA(ALT) forward.

Support contractor management.
1-10. In order to execute their mission essential tasks, the CSBs have numerous related subordinate tasks to include


Coordinate the deployment and tactical support of all assigned and attached subordinate units.

Serve as the theater or field army or ARFOR command's theater support contracting authority during all CCMD directed operations.

Provide advice and planning assistance to the supported unit's contract support integration effort, to include direct support to OCS planning and annex W development actions.

Collect and provide contracting-specific OCS analysis of the operational environment information to include local business environment, market survey information, and contract or contracting capabilities related data to the supported unit.

Perform contractor management functions in conjunction with supported unit staff leads for CSB-
issued service contracts where contractor personnel will have direct interaction with United States
forces.

Advise and assist major requiring activities, such as the theater sustainment command or engineer brigade, on theater-wide contracting actions.

Assist supported units to execute OCS related exercises and/or staff development training.

When designated by the CCMD through their respective theater Army, serve as the lead Service for contracting (LSC), lead Service for contracting coordination (LSCC), or joint theater support contracting command (JTSCC) with the ACC DCGOO in command and/or with joint manning document augmentation.
Note. All theater and field army headquarters have designated staff members responsible to lead the OCS planning and integration effort. In many of these headquarters, dedicated OCS integration cells (OCSIC) have been formed within their G-4 sections that include both military and civilian logistic officers. All of the supporting CSBs provide support, as required, to these cells.
1-11. The LSC is the Service component designated by the CCMD to provide theater support contracting services to all joint force components operating within a designated operational area. The supporting CSB operates as the lead contracting activity to perform these functions. When the Army component headquarters to the joint force is designated the LSCC, the supporting CSB operates as the lead contracting activity to coordinate, track and de-conflict common contracting actions, and provide theater support contracting services in support of Army forces. Other Services retain C2 and contracting authority over their deployed theater support contracting organizations. See chapter 7 for detail on LSC/LSCC.

## Organizational Overview

1-12. The CSB headquarters is a small organization consisting of a personal staff and a coordinating staff.

The brigade headquarters is mainly made up of Army acquisition corps commissioned officers and noncommissioned officers in the contracting career field (military occupational specialty 51C), performing contracting policy, solicitation review, contract review, assessment, support, and administration functions. The CSB headquarters personnel focus on contracting support and administrative services, contract support planning, advice, and coordination, as well as command standard operating procedures, plans, orders, contract-related policy development and implementation. They also provide contracting oversight of subordinate assigned and attached organizations. A CSB headquarters during competition/steady-state may be augmented by a table of distribution and allowances structure providing civilian staff and/or reach-back operational support. See figure 1-2 which depicts CSB headquarters organizational design.

## Commander And Personal Staff

1-13. The brigade commander serves as the theater Army, field army and/or corps contracting staff advisor. When deployed, the CSB commander is the Army SCO in the area of operations and exercises C2 of subordinate contracting organizations. The CSB commander also may serve as the LSC or LSCC SCO in the joint operations area (JOA) to accomplish joint contracting support missions as directed by the geographic combatant commander. The CSB commander chairs the Army contracting support board and when directed, the joint contracting support board (JCSB). The CSB commander or designated representative advises other Army and joint OCS boards as directed by the senior Army operational commander and in accordance with Army procurement policy guidance. The CSB commander's personal staff includes an executive officer, command sergeant major, and a legal section.

1-14. The executive officer is the commander's principal staff officer, directing and overseeing staff coordination and ensuring effective and prompt completion of staff actions to support the contracting mission. The executive officer performs a chief of staff-like function by directing and coordinating the efforts of the staff sections, which support the execution of the contracting mission. The executive officer accomplishes these tasks by ensuring staff work conforms to established orders, policies, and the CSB
commander's intent, and is synchronized with the supported operational commander's concept of operations.

1-15. The Command Sergeant Major is the senior enlisted advisor of the command and performs traditional duties for the CSB headquarters and all assigned and attached subordinate organizations. The Command Sergeant Major is the commander's advisor in carrying out policies and enforcing standards for performance in the training, maintaining, caring, and leading of the unit's enlisted Soldiers.

1-16. The CSB legal section includes a brigade judge advocate and a contract law attorney who serves as the brigade judge advocate during the principal's absence. The brigade judge advocate is the primary legal advisor to the CSB and subordinate commanders' staff, contracting officials, and the supported force regarding legal and policy issues affecting the planning, training, resourcing and execution of the CSB's missions in peacetime and all phases of unified land operations. Primary responsibilities of these staff include


Provide legal advice and assistance on all issues encountered during CSB operations, including, but not limited to: contract law; fiscal law; international law issues that affect the status and treatment of contractor personnel; and operational and criminal law matters that regulate the conduct of contractor personnel in the area of operations where armed conflict is possible.

Conduct legal reviews and assist in the development of CSB mission related plans and other contracting support-related orders, plans and policies.

Serve as a member of, or legal advisor to, contract support-related boards as required.

Develop and execute standard operating procedures to ensure the timely and uniform legal review of specified contract and related actions executed by the CSB, and its attached and assigned units, which is consistent with guidance issued by the command, law, regulation and policy.

Provide legal support when necessary on all other legal issues affecting command operations and
personnel, such as ethics; Freedom of Information Act of 1966 (Public Law [PL] 89-487);
Privacy Act of 1974 (PL 93579, 88 Statute 1896); labor and employment law; personal claims; legal assistance; military justice; and other administrative law matters.

Participate in the development and execution of unit plans, orders and after action reviews.

## Coordinating Staff

1-17. The CSB's coordinating staff is made up of the operations section (internal operations), support operations (SPO) section (external operations), and the contracting support section (contracting and CAS).

## Operations Section

1-18. The operations section is responsible to plan and coordinate internal personnel, logistics, security, and communications matters required to support and sustain the CSB headquarters and all assigned and attached subordinate units. Specific functions include


Maintain visibility of all current CSB operations; coordinate movement, maintain time phased force deployment data, integrate and synchronize operations, training, taskings, and plans, and prepares, coordinates, authenticates, publishes, reviews, and distributes written operation orders.

Develop and promulgate command internal standard operating procedures, exercise guidance, terrain requirements, and synchronizing all actions and products across the other staff sections.

Ensure contracting support execution supports the operational commander's guidance.

Coordinate CAS, collects and manages all procurement metrics, and submits internal and external reports.

Coordinate with the supported unit to ensure any deploying CSB element has proper support in the area of operations.

Provide assistance to supported command with developing vendor threat mitigation policies and procedures.

Provide limited intelligence functions focused on internal security.

Plan, coordinate and oversee the CSB's internal security programs, including personnel, physical and signal security programs.

Coordinate with the supported unit's assistant chief of staff for communications to ensure proper communications support is provided to subordinate contracting units and is responsible for security and communications matters in CSB operations order (OPORD).

Assist the CSB commander and executive officer to execute training, readiness and operational oversight of the CSB headquarters as well as assigned and attached subordinate units. The operations section is responsible for all matters concerning individual and collective training.

Coordinate with the supported unit assistant chief of staff for operations to ensure all deploying CSB elements are properly included in the deployment planning.

Execute Global Force Management Tracking (for example, request for forces, force tracking number or patch chart).

Publish operations orders and plans for the CSB.

Execute tasking authority for the CSB.

## Support Operations Section

1-19. The SPO section leads external coordination efforts and oversees contracting operations. This section conducts contracting planning and provides technical supervision over the CSB's contracting actions. The SPO section also focuses on support to the supported unit headquarters staff, and can provide a liaison officer to support the OCSIC (if formed) or in another staff section as directed by the supported command's chief of staff. The SPO liaison assists in planning and coordinating OCS and related contract support actions, integrates the CSB's contracting support plan, and coordinates and de-conflicts common in-theater contracting actions. The SPO section also assists the commander and executive officer in oversight of near-term, mid-term, and long-term contracting support planning, and on-going theater support or other delegated contract administration actions, such as support to LOGCAP.

1-20. The SPO section is made up of the current operations and future operations that focus on ensuring effective and efficient contracting support to the supported commander, executed in accordance with appropriate regulations and applicable law. SPO functions include


Current Operations:

Conduct near-term contracting planning and provides technical supervision over the CSB's contracting actions.

Integrate theater, systems, and external support contracting activities and determines where, how, and who executes and integrates other ACC contracting, Department of Defense and non-Department of Defense equities.

Plan and synchronize deployable contracting resources to ensure they remain consistent with current and future operations.

Provide guidance on contract consolidation and/or contracting solutions that will best assure both effective and efficient support to supported units.

Ensure contracting support execution supports the operational commander's guidance.

Monitor and publicizes applicable contracting policy and acquisition instructions to ensure CSB subordinate units, contracting battalions (CBn), CONDETs, and, if formed, regional contracting center (RCC), and regional contracting office contracting operations, remain in compliance with applicable policy and legal statutes.

Provide oversight of the following subordinate contracting units' tasks: theater contracting planning; contracting audit interface; contracting after action reviews or lessons learned analysis; Army and/or joint doctrine and policy review, analysis, coordination, and staffing;
and contracting officer's representative program management.

Provide input to contracting related training (for example, procurement, CAS).

Future Operations:

Conducts mid-term and long-term contracting planning and provides technical supervision over the CSB's subsequent contracting actions.

Assist the commander and executive officer in oversight of near-term, mid-term, and long term contracting support planning, and on-going theater support or other delegated contract administration actions such as support to LOGCAP and maintains visibility of all future contracting support brigade operations.

Assist the operations section in developing CSB OPORDs and mid- to long-range planning.
Specific tasks include: overseeing operations beyond the scope of the current order by developing long range plans and orders; developing policies and other coordinating or
directive products, such as memorandums of agreement; and closely coordinating the contracting execution part of CSB plans with the operations section.


Perform contract support liaison and coordination with supported units. Liaison functions include representing the CSB in routine unit headquarters planning meetings and OCS
working groups and supporting along with the LOGCAP forward operator the supported
unit's OCSIC (if formed). Contract support coordination functions include assisting the supported unit to plan and coordinate OCS and related contract support integration actions, integrating the CSB's contracting support plan, and coordinating and de-conflicting common in-theater contracting actions.

Provide support to other internal and external contracting boards.

## Contracting Support Section

1-21. The contracting support section includes the theater support contracting and CAS sections to enable the CSB headquarters to execute, administer, and close-out contracts within their supported area.

1-22. The contracting support section maintains metrics and is the CSB's subject matter expert and oversees the use acquisition and contracting enterprise tools, such as the Virtual Contracting Enterprise suite, Procurement Integrated Enterprise Environment, Procurement Integrated Enterprise Environment Wide Area Work Flow module, Paperless Contract File, Federal Procurement Data System-Next Generation, and others. The contracting support section conducts audit management, collects and manages all metrics, and submits internal and external reports.

1-23. The contracting support section also implements the Army procurement management review program through contract management reviews of subordinate contracting units to include regional contracting centers and offices (if formed). The contracting support section functions include


Perform pre-award and award functions. These functions include acquisition planning, developing solicitations, conducting market research, communicating with industry, cost and price analysis, negotiations, responding to protest or claims, and contract closeout.

Maintain metrics and is the CSB's subject matter expert on acquisition and contracting enterprise tools, such as the Virtual Contracting Enterprise suite, Wide Area Work Flow, Paperless Contract File, Federal Procurement Data System-Next Generation, and others. The contracting section implements the Army procurement management review program through contract management reviews of subordinate CSB units.

Performs highly complex, technical post-award functions in accordance with (IAW) federal acquisition regulations (FARs). These functions include contract administration, quality assurance, contract property administration, market research, cost or price analysis, and contract closeout.

Provide training and advisory support to any other supported unit authorized, mission-specific
programs, such as the Commander's Emergency Response Program.

Conduct internal solicitation review boards and contract review boards of subordinate contracting
organizations' planned contracting actions at specific instruction, policy, regulatory, and legal
threshold.

Coordinate supported unit field ordering officer (FOO), government purchase card (GPC), and contracting officer's representative (COR) management programs.

Coordinate reach-back support from continental United States contracting centers to support theater operations.

## Subordinate Units

1-24. A CSB's assigned subordinate TOE structure consists of CBns. CSBs, when deployed, normally provide command and contracting oversight for two to five CBns, but actual command arrangements are based on mission, enemy, terrain, troops available, time, and civilian considerations (METT-TC) and commercial support factors in the area of operations. CSB subordinate units are small, separate TOE organizations comprised predominately of 51C military occupational specialty officers and noncommissioned officers. The CSB exercises C2 over subordinate organizations with respect to contracting support-related missions, as well as Title 10, United States Code (USC) related missions, such as control of resources and equipment, personnel management, unit logistics, readiness, redeployment, and discipline.

## Contracting Battalion

1-25. The CBns subordinate units consist of two (2) organic CONDETs. The CBn command and staff's focus is on providing contractual oversight of the contracting effort. CBns are primarily aligned to divisions, and exercise C2 over their organic CONDETs. In this alignment, the CBn provides direct support to the division headquarters and general support to division troops (for example, combat aviation brigade, fires brigade, maneuver enhancement brigade). Actual support arrangement within the division AO are determined by the CBn commander based upon METT-TC. The CBn is also usually aligned to the theater and expeditionary sustainment commands and U.S. Army Special Operations Command in a direct support role. The CBn is capable of supporting small scale operations independently. When a CBn is deployed as the senior Army contracting unit in the area of operations, it will deploy under the command and contracting authority of the theater Army-aligned CSB. In this situation, the CBn commander, when designated, serves as the Army chief of contracting in the area of operations. In major sustained operations, a CBn can be combined with other Service contracting elements to form a RCC. If designated the RCC chief, the CBn commander serves as chief of the contracting office and has oversight of subordinate contracting activities. See figure 1-3, which depicts CBn organizational structure that may or may not be augmented in actual operations. The sergeant major is the senior enlisted advisor of the command and performs traditional duties for the CBn headquarters and all assigned and attached subordinate organizations. The sergeant major is the commander's advisor in carrying out policies and enforcing standards for the performance in the training, maintaining, caring, and leading of the unit's enlisted Soldiers. Figure 1-3 depicts the contracting battalion headquarters organization.

## Operations

1-26. The CBn operations section performs functions similar to the CSB headquarters operations section described previously. This staff works very closely with the CSB operations section to ensure logistical, facility, security and communications support arrangements are in place for the battalion headquarters and subordinate CONDETs. The operations staff section monitors and tracks ongoing battalion operations, ensures compliance with CSB operation orders and plans, and publishes battalion operation plans and orders as required. The operations section is internally focused on C2 of CBn contracting assets.

## Support Operations

1-27. The CBn SPO staff performs functions similar to the CSB headquarters support operations staff, focusing on policy, field support, and assessment. This staff section works very closely with the CSB SPO staff to monitor applicable contracting policy, ensuring subordinate CONDETs maintain currency through policy updates, and through metrics management and reporting. The SPO section oversees subordinate CONDET contract administration, in areas of quality assurance, property administration and contract closeout. The SPO section also coordinates supported unit FOO, GPC, and COR management programs as well as providing training and advisory support to any other specially authorized, mission-specific programs, such as the Commander's Emergency Response Program as seen in recent operations. The SPO section is externally focused on planning and synchronization of contracting effects with supported divisional operations. *Contracting effects* are the operational contracting organizations and capabilities that provide identification, integration, and synchronization of commercial support within an operational area that enable the execution, sustainment, and prolonged endurance of military operations.

## Contracting Detachment

1-28. *Contracting detachment* is a small table of organization and equipment unit with nine contracting personnel commanded by field grade officer that is organic to each contracting battalion.

Also called CONDET.  The primary mission of the contracting detachment is to develop, solicit, award, manage, and close out theater support contracts and supported unit specific contracts.

1-29. The CONDET commander, in coordination with the CBn commander, may employ a forward contracting element*. Forward contracting element is* the support element of an employed contracting battalion consisting of two or more contracting specialists from its contracting detachment that provides contracting support to units within an affected area of operations per mission, enemy, terrain and weather, troops and support available, time available, civil considerations. Also called FCE. See figure 1-4, which depicts contracting detachment organizational structure.

## Command And Support Relationships

1-30. Because of the multiple CSB missions, the unique nature of contracting authority and variety of supported customers, CSB command, support, and coordination relationships may differ from other units. CSBs execute their contracting mission under the C2 of ACC and contracting authority of the ACC commander as HCA. The CSB commander and staff must work very closely with ACC, the supported theater Army, field army, or corps to ensure these relationships are properly established, documented, and exercised.

## Command Versus Contracting Authority

1-31. Commanders and staff officers at all levels must understand that contracting authority differs from command authority. Command authority, prescribed in Title 10, United States Code, Section 164 (10 USC 164), includes the authority to perform functions involving organizing and employing commands and forces, assigning tasks and designating objectives, and giving authoritative direction over all aspects of an operation; however, command authority does not include the ability to make binding contracts on behalf of the United States Government. Contracting authority is the authority to acquire supplies and services for the government and comes from three sources: (1) the United States Constitution (2) statutory authority found in Title 10, USC, and (3) regulatory authority from the FAR, Defense Federal Acquisition Regulation Supplement (DFARS) and Service FAR supplements. Only the contracting officer, by virtue of a contracting warrant, has the authority to obligate the United States Government on contractual matters. Any attempt to bind the United States Government in contract by anyone other than a contracting officer is illegal and will result in an unauthorized commitment.

1-32. Under the current Army contracting structure, the Assistant Secretary of the Army for Acquisition Logistics and Technology, as the Army's Senior Procurement Executive, has appointed the ACC commander as HCA for Army theater support contracting. The ACC commander delegates SCO authority to the CSB commanders, who in turn delegate contracting authority to assigned and attached contracting personnel via the contracting officer warranting process.

## Support Relationships

1-33. Theater and field army aligned CSBs have a direct support relationship with specific theater or field army headquarters, and operational commanders receive contracting planning and execution support via their aligned CSBs and CSB assigned subordinate units. This direct support relationship provides theater and field army commanders the capability, in all phases of the operation, to set the aligned contracting support brigade's priorities, place the brigade on the battlefield (when deployed), and to task their supporting CSBs to accomplish missions within the scope of CSB doctrinally-based operations. Theater armies and the field army, or their designated subordinate commands, may utilize the request for forces process to request CSB unit support to deployed operations.

1-34.  Corps-aligned CSBs are co-located with, and are intended to deploy with, their aligned corps headquarters. However, in exceptional situations these brigades may deploy to major operations outside of their aligned corps headquarters mission set. When deployed, the corps-aligned CSBs remain under the command of the ACC, have a direct support relationship with the supported corps headquarters, and a coordination relationship with the theater Army-aligned CSB. Additionally, the corps-aligned CSB provides focused contract support to a specific land operation and maneuver commander, as well as command and contracting oversight over all deployed contracting battalions in a specific area of operations. Meanwhile, the theater Army-aligned CSBs maintain command and contracting oversight of other Army contracting battalions operating outside the specific area of operations, providing broad contracting support to the greater area of responsibility, and fulfilling enduring missions not necessarily related to the corps-aligned CSB's mission focus. When not deployed, the corps-aligned CSBs provide planning, training, and other contracting support-related advice and assistance to the corps headquarters and other local units on a general support basis.

1-35. CBns are co-located with, and generally aligned to divisions and theater sustainment command/expeditionary sustainment command (TSC/ESC) headquarters to assist in OCS related planning, and execution. Like the corps-aligned CSBs, CBns are intended to deploy with their aligned command unless there are exceptional reasons why this is not possible. When deployed, CBns are under the command and contracting authority of the supporting CSB and have a direct support relationship with their aligned division or TSC/ESC headquarters. When a CBn is deployed as the senior Army contracting unit in the area of operations, it will deploy under the command and contracting authority of the theater Army-aligned CSB.

1-36. CONDETs are organic to the CBns. When deployed, CONDETs, in coordination with the CBn commander, may employ a FCE consisting of two or more contracting specialists to provide contracting support to elements in the affected AO (for example, theater, corps, division) per METT-TC. CONDET support arrangements at any echelon are based upon METT-TC as determined by the CBn commander. Examples of CONDET FCE support to divisional, corps, or theater elements are


Direct support to individual maneuver brigade combat teams, particularly in early operational phases.

Direct support to sustainment brigade headquarters.

General support to non-brigade combat teams, divisional units, and to other units, to include other Services or multinational organizations, operating in the division area of operations, particularly in later operational phases.

Direct support to a division, corps, or theater controlled aerial port of debarkation/seaport of debarkation/combat support agency (CSA).

## Joint Operations

1-37. In joint operations, contracting support may be accomplished through several joint C2 and coordination organizational options as outlined in joint doctrine and as directed by the CCMD via the joint OPORD Annex W, specifically Appendix 1, *Contracting Capabilities and Capacities Support Estimate* (see CJCSM 3130.03A). Army contracting support to joint operations is covered in detail in chapter 7.

## Coordinating Actions

1-38. CSBs routinely coordinate contracting activities among many different supporting and supported organizations. These organizations include, but are not limited to


Theater Army, field army, or corps deputy commanding general, chief of staff, G-4 OCS staff,
and assistant chief of staff, financial management.

CCMD or subordinate JFC OCSIC (if formed) and/or other staff, as required.

Theater special operations command (TSOC) (as directed by CCMD through the appropriate theater or field army) or Army special operations forces units.

Theater sustainment command or ESC commander, support operations officer, financial management staff, and OCS cells.

Other major supported Army units to include corps, divisions, sustainment commands, or brigades.

Army contracting reach-back organizations.

Other Service deployed theater support contracting elements.

Army field support brigade LOGCAP staff and/or deployed team Logistics Civil Augmentation Program forward.

United States Navy and Air Force civil augmentation programs staff (if or when in support of the joint operation).

United States Army Corps of Engineers.

United States Army Medical Command.

United States Army Intelligence and Security Command.

Defense Contract Management Agency.

Defense Logistics Agency's Joint Contingency Acquisition Support Office.

Defense Logistics Agency Support Team.

Army Criminal Investigation Command Major Procurement Fraud Unit.

Army Contract and Fiscal Law Division & Procurement Fraud Branch.

Office of the Deputy Assistant Secretary of the Army for Procurement.

## Supported Units And Requiring Activities

1-39. Any operational area organization can be a supported unit, and/or a requiring activity. For the purpose of this ATP supported unit covers both. Senior sustainment commands can generate the highest number of contract support requirements; these commands include the TSC, the ESC, and the sustainment brigade. Significant requirements can also be generated by engineer brigades and Army special operations units. Brigade-level and higher maneuver units, as well as corps or division-level special troops battalions, can also generate requirements. See ATP 4-10 for detailed discussion of supported unit and requiring activity functions.

1-40. Supported units at the combatant command and Service component level can set up boards to evaluate requirements, such as the Army requirements review board (ARRB) and joint requirements review board
(JRRB). The *Army requirements review board* is the ARFOR commander's established board to review, validate, approve, and prioritize selected contract support requests. The JRRB is the joint force or subunified commander's established board to review, validate, approve, and prioritize selected Service component contract support requests. See ATP 4-10 and JP 4-10 for more information on ARRB, JRRB, and other related boards, bureaus, centers, cells and working groups (B2C2WG).

## Limitations

1-41. Operational contracting organizations are tremendous force multipliers and operational enablers.

They are TOE units with a very unique and challenging mission. They have regulatory and tactical limitations due to their contracting support mission set and limited staff.

## Regulatory Limitations

1-42. CSB operations are governed by Federal, DOD, and Army (or, in some cases, sister Service)
acquisition regulations which dictate certain limitations, such as contracting officer appointments (warrants), competition, sole-source requirements determinations, determinations and findings, justifications and approval, requirements funding, solicitations and contracts approvals, contractor performance assessment reporting system reports, and others. For example, Army competition and Joint shaping operations are normally not declared contingencies and contracting support for these operations generally follow normal peace-time procedures, such as dollar thresholds and contract solicitation competition requirements.

## Tactical Limitations

1-43. The CSB and its subordinate units have minimal organic tactical equipment and require logistical, security, and communications support from their supported command.

## Logistical Support

1-44. The CSB and its subordinate units require the following support to be provided by supported units as designated by the ARFOR commander: field feeding; field maintenance; classes I through VI and IX; field services; facilities; religious; human resources; equipment and personnel transportation; and medical (to include class VIII supplies).

## Security Support

1-45. Additionally, the CSB and subordinate units have only individual Soldier protection capabilities;
therefore the brigade and subordinate unit must be tied into the supported unit's security, movement and force protection plans. This reliance on security support is especially important when CSB personnel conduct pre-award activities such as site surveys with host nation contractors, or post-award activities such as quality surveillance, at work sites that may or may not be on a United States controlled installation.

## Communications Support

1-46. The CSB and its subordinate units have no organic tactical communications capability. They have limited unclassified commercial communications and information systems, to include cellular or satellite communications, unless provided with support by designated supporting units. Furthermore, the CSB and its subordinate units require access to other communications capabilitiessuch as host nation telephone systems, voice over internet protocol telecommunications, secret internet protocol router network, nonsecure internet protocol router network, and other internet protocol or satellite linksin order to access enterprise networks to conduct efficient and responsive contracting support operations.

## Other Army Contracting Or Contract Support- Related Organizations And Programs

1-47. In addition to USAMC subordinate contracting organizations, other Army organizations or programs also provide contracting and contract support-related capabilities. These include the USACE, INSCOM, LOGCAP Program Management Office, and ASA(ALT) forward.

## United States Army Corps Of Engineers

1-48. In accordance with JP 3-34, USACE is one of two primary construction agents responsible for military construction support to DOD. USACE and Naval Facilities Engineering Command provide construction related contracting services for major construction projects that reach the military construction level, based on geographical responsibilities codified in DOD policy (DODD 4270.5). USACE expeditionary contracting capabilities consist of civilian contracting personnel (standard occupational code 1102) and military contracting teams made up of 51C personnel. Both can augment and support USACE contingency real estate support teams and forward engineering support teams, which deploy through the request for forces process. The primary USACE military contracting elements include a five person contracting team and a four person military contracting team, each of which is led by a major. While deployed contracting personnel can officiate contracts for supplies and services in direct support of the contingency real estate or forward engineering support teams, their primary focus is on military construction contracts in support of United States forces or the host nation. USACE deployed contracting personnel can also provide contracting advice and assistance to the contingency real estate or forward engineering support teams, as well as advice on the requirements development process and packaging.

Note. United States Army Corps of Engineer expeditionary contacting capabilities do not normally deploy outside of USACE control in support of non-USACE minor construction related missions. However, like all Army units, USACE is subject to Headquarters, Department of the Army directed individual augmentation tasking requirements; therefore, on occasion USACE military contracting personnel may deploy individually to fill Army or joint manning document contracting officer billets.

## United States Army Intelligence And Security Command

1-49. INSCOM is an Army direct-reporting unit responsible for strategic and operational-level intelligence, security and information operations. INSCOM is the primary requiring activity for intelligence, security, and information operations related systems, and some related service contracts, such as interpreter or linguist support. While this capability is not expeditionary in nature, INSCOM is responsible for the Department of Defense Language Interpretation Translation Enterprise contract. Under the direction of Headquarters, Department of the Army Deputy Chief of Staff for Intelligence (G-2), INSCOM develops acquisition ready requirements packages for solicitation and administration by their supporting ACC contracting center. This contract serves all DOD activities in both garrison and deployed operations under the contracting authority of ACC-Detroit.

Note. G-2 is designated as the Headquarters Department of the Army staff office responsible to oversee the contract linguist program. All requests for contracted linguist, translator, or interpreter support must be executed through G-2 staff for execution via the DOD Language Interpretation Translation Enterprise contract, except in emergencies.

## Logistics Civil Augmentation Program

1-50. LOGCAP is an Army logistics-related commercial support program executed by multiple award contracts awarded by ACC-Rock Island Arsenal through individual, mission-specific task orders issued to performance contractors under the LOGCAP program. LOGCAP execution is controlled by Headquarters Department of the Army G-4 Operations and Logistics Readiness Directorate, and executed under the oversight of the Army Sustainment Command's LOGCAP Program Office, through the command authority of the supporting AFSB. AFSB LOGCAP forward operators conduct LOGCAP planning, in support of theater Army or field army Annex W and specifically two of its three key appendices: Appendix 2, Contractor Management Plan, and Appendix 3, *Contracted Support Estimate*, which are key to contractor support during sustainment development actions, in close coordination with the aligned CSB (see CJCSM 3130.03A). For more details on LOGCAP organization, operations and policy see ATP 4-10.1 and AR 700-137.

## United States Army Health Contracting Activity

1-51. The United States Army Health Contracting Activity is a subordinate unit within the United States Army Medical Command and supports Army readiness through responsive, accountable, and flexible medical contracting support and business solutions. USAHCA has been designated as the medical contracting center of excellence by the Deputy Undersecretary of the Army and leverages strategic vehicles to support health care as well as Army readiness.  USAHCA augments deployable medical formations and operational contracting missions through tailored teams across the range of military operations.  USAHCA
simultaneously supports Army and DOD medical organizations and Army readiness mission requirements through the health readiness contracting office and the alignment of its subordinate regional health contracting offices.

## Assistant Secretary Of The Army For Acquisition. Logistics, And Technology Forward Support Teams

1-52. The ASA(ALT) forward operations team is an ad hoc, specialized, adaptable and deployable, ASA(ALT) staff augmentation to the theater or field army and designated ARFOR headquarters. This team, formed as needed from the ASA(ALT) staff and other acquisition positions, serves as the primary ASA(ALT) interface to the theater or field army and subordinate ARFOR headquarters. It provides Army system supportrelated coordination and synchronization between the theater commands, the program executive offices (PEO) and program management (PM) offices, and the supporting AFSBs. For more details on ASA(ALT) forward operation, see ATP 4-70.

## Chapter 2 Operational Contracting Fundamentals

Operational contracting follows a system of imperatives, principles, and exhibits characteristics that enable the achievement of the Army's strategic roles in the conduct of LSCO in support of unified land operations.

2-1. Operational contracting is the execution of commercial support to operations via the employment of contracting authority and actions that create and converge contracting effects across all warfighting functions in support of multi-domain LSCO operations. Contracting commanders/leaders must visualize: contracting organization(s) utilizing contract means to achieve effects for supported units by way of the commercial support environment (see figure 2-1).

2-2. Details for the operational contracting imperatives follow


Contracting Organizations. Commanders must consider the capability and capacity of all
strategic enablers, to include inter and intra-theater contracting organizations, in order to optimize contracting effects to meet supported unit operational needs. Commanders must also fully understand how to employ contracting forces within the operational environment to be anticipatory at the tactical point of need.

Contract Means. Commanders must be cognizant of existing and available strategic and
operational options for systems support, external support (for example, LOGCAP), theater support contracts and the process to implement in support of military operations. Commanders must be well versed in the tactics, techniques, and procedures of tactical-level contracting.

Supported Units. Commanders need to understand all facets of supported unit mission,
commander's intent, concepts of operations (for example, sustainment, intelligence, and security),
operational needs, organic capabilities and capacities, and unique characteristics.

Commercial Support Environment. Commanders need to fully understand the dynamic climate
of changing political, military, economic, social, information, infrastructure, physical environment, and time (PMESII-PT) impacts on the commercial markets' willingness and ability to support military operations. See figure 2-2 on page 2-2 for further detail.

## Principles Of A Contract

2-3. A principle is a comprehensive and fundamental rule or an assumption of central importance that guides how an organization or function approaches and thinks about the conduct of operations (ADP 1-01).

Army operational contracting is guided by these five principles:


Defined - the supported unit contract(s) contains detailed cost, performance and scheduling information, and achieves the clearly stated desired effect for the supported unit.

Synchronized - the arrangement of military actions in time, space, and purpose to produce relative combat power at a decisive place and time (JP 2-0). Synchronization is achieved when contracts meet a desired effect for supported unit operations. Contracts are coordinated with other military services, DOD organizations, and non-governmental organizations, to synchronize contracting effects to theater operations.

Adaptable - the contract is tailored to support the unique and changing dynamics of the operational environment and mission.

Economy of force - providing contracting resources in an efficient manner to enable a commander to employ all assets to achieve the greatest effect possible. The contract reduces duplication of effort, reliance on multiple vendors, and the administrative burden in meeting the supported units' desired effects.

Observed - contractor work efforts must be observed, verified, and compliant to contract terms and conditions to ensure the desired effect is delivered for the supported unit.

## Characteristics Of Contracting Units

2-4. A characteristic is a feature or quality that marks an organization or function as distinctive or is representative of that organization or function. (ADP 1-01). Army operational contracting organizations have five prime characteristics:


Integrated - contracting forces are proactively engaged with the supported units during planning and execution of military operations.

Anticipatory - the capability and capacity to forecast operational requirements, provide contracting options, and deliver contracting effects to fulfill an operational need.

Flexible - the ability to task organize contracting units to meet changes in the supported unit's operational environment and mission.

Responsive - the ability to react decisively to a supported unit's changing operational environment, operational needs and mission.

Unity of effort - the coordination of efforts among multiple contracting organizations in and out of theater to deliver contracting effects for supported units' operational needs.

## Operational Contracting Functions

2-5. Operational contracting consists of planning, executing, and integrating commercial support to military operations across all warfighting functions. The contract principles and organizational characteristics guide the shaping, execution, and support to the three functions of operational contract support: contract support integration, contracting support and contractor management (see figure 2-3 on page 2-4). These functions are enduring and repetitive based on changing operational environmental variables and mission factors.

2-6. Contract support integration is the planning, coordination, and synchronization of contracted support to shape military operations. This function includes planning of contracting effects in the military decisionmaking process as well as assistance in defining the individual tactical requirements of a supported unit. The supported unit (requiring activity) is responsible for defining its operational need (requirement) in sufficient detail to be actionable. Actionable requirements are validated and funded by the supported unit. An actionable requirement, at minimum, will describe: who receives the supply/services, what needs to be accomplished, when it is to be accomplished, where it needs to be accomplished, and the desired effect. Contracting organizations are responsible for providing a commercial solution that meets the supported unit's operational needs and reduces risk to mission, force, and funds by determining the optimal contract means to employ.

2-7. Contracting support is the execution and employment of commercial solutions to meet operational needs. It is the decisive effort of contracting. Commanders' visualization and understanding of the commercial operational environment and the supported unit's requirements leads the contracting organization to select the most appropriate contracting support means to meet operational needs. This function includes all phases of procurement: solicitation, evaluation, award, administration, and close-out.

2-8. Contractor management is the oversight and integration of contractor personnel and associated equipment in support of military operations. The oversight of contractor performance is imperative to minimize risk to mission, troops (for example, life, health, and safety), contractors, civilians, and funds during mission execution. Contracting organizations support, advise, and assist the aligned command responsible for establishing, implementing, and enforcing contractor policies, procedures, and entitlements (sustain, account, protect, and potentially arm) in theater. Additionally, contracting organizations support the aligned command's ability to see contracts and contractors within their battle space through the commander's contract oversight review board (CCORB). Chapter 5 has more information about the CCORB.

## Contract Support Integration

2-9. Contract support integration is the planning, coordination, and synchronization of contracted support to shape military operations. A key component of this integration process is the supported unit-coordinated development of the Annex W - Operational Contract Support. The Annex W, to include appendices 1, 2, and 3 along with other related annexes (for example engineer, logistic, and other annexes), serves as the mechanism to provide detailed OCS planning guidance for a specific military operation, and is prepared by the OCS coordination cell, generally within the G-4 or the logistics directorate of a joint staff. Annex W provides basic command guidance on the function of acquiring (contracting for) theater support contracting and external support contracts, such as LOGCAP, United States Army Medical Command, and USACE, in support of a particular operation. The Annex W does not normally include significant discussion on system support contracts in that this type of contracted support generally does not require significant synchronization with other contracted support. This is because the operational commander has little control over decisions on whether or not to utilize system support contracts in support of military operations. However, the supported ARFOR commander will require visibility on the number of system support contractor employees in the area of operations in order to facilitate security, support and transportation planning. The AFSB has responsibility to coordinate system support planning, especially when there is no ASA(ALT) forward operations team formed. See ATP 4-70, for additional information on ASA(ALT) forward operations team tactics, techniques and procedures.
2-10. Contract support integration is a defined, integrated, synched and executable contract support action.

It is a coordinated effort between the contracting organization and the supported unit. Contract support integration is a complex process designed to ensure that key operational focused commercial support-related guidance and procedures are identified and included in the overall plan. Effective contract support integration is crucial in order to


Allow the supported commander to better synchronize and integrate contract support into the overall plan.

Allow the supported commander to properly establish and enforce priorities for acquisition of mission essential commercial supplies, services, and construction.

Codify contracting organization command, support and coordination arrangements and ensure appropriate contracting and funding authorities are in place.

Allow for proper resourcing and deployment of contracting support and associated financial support units.

Provide a mechanism to establish initial guidance to contracting organizations on the integration of contract support into the civil-military aspects of the overall operations plan.

Identify the initial or sustaining contract means (for example, theater support contract, or LOGCAP task order).

Provide an estimated number of contractor personnel projected to be in the operational area requiring support (for example, security, lodging, medical).

Establish guidance on the process to transition selected contract mechanisms to more cost effective mechanisms per mission, enemy, terrain, troops available, time, and civilian considerations (METT-TC) factors (for example transitioning individual theater support contracts to a theaterwide contract, transitioning selected portions of a LOGCAP task order to a fixed price theater support or other external support contract).
2-11. In accordance with AR 715-9 and ATP 4-10, Army Service component commands are responsible for contract support integration; however, the contracting organization plays a critically important advisory role in this process. The contracting organization staff and commander must be fully engaged in any major OCS planning action. At theater, field army, corps, and division level, the CSB and CBn SPO provides an interface with the supported unit planning staff.

2-12. Following guidance from Chairman of the Joint Chiefs of Staff Manual (CJCSM) 3130.03A, the CCMD, or the subordinate JFC, the theater or field army G-4 OCS planner leads the development of the Annex W and its appendices. Of equal importance, the G-4 OCS planner, with support from the CSB's contracting support operations staff and AFSB LOGCAP forward operators, works with other primary and special staff members to capture OCS-related information in other related concept plan operations plan (OPLAN) or OPORD annexes. For example, the G-2 may plan for the use of contracted interpreters and linguist support, or the engineer officer could plan for the use of contracted construction and facility maintenance, or other services. This non-logistic OCS planning is a critically important part of the OCS planning process, as this information is a key component to the transportation and supportability analysis process and is vital in determining required expeditionary contracting capabilities. JP 4-10 provides information on operational level OCS planning. Similarly, ATP 4-10 provides tactical level doctrine on OCS planning. CJCSM 3130.03A provides the format for the Annex W and its key appendices as well as guidance for operational contract support matters in other annexes.

Note. Corps headquarters are involved in OCS planning (normally crisis planning, as opposed to deliberate planning) when they are designated as the joint task force or ARFOR headquarters.

2-13. A critical part in the operational-level contract support integration process is the supported units'
OCSIC or designated staffs' OCS analysis of the operational environment, which includes the integration of this information with any OCS related, G-2 provided intelligence preparation of the battlefield information. This OCS analysis of the operational environment mission is a shared responsibility between the supported command's staff and the contracting organizations (for example, SPO) staff. Normally, the initial collection of this information begins with the aligned contracting organization's SPO staff collecting relevant contracting data. This data can include: a listing of all available Army, joint, and other government strategic sourcing contracts; information on the general business climate in the AOR; and market survey information obtained from deployed Army contracting elements, embassy general services officers, or Department of Commerce reports. Since time and resource constraints limit the capability to collect this information, OCS analysis of the operational environment actions must be aligned and prioritized based on the combatant commander's theater campaign plan guidance. The contracting organizations' SPO staff conducts an initial analysis of the validity and usefulness of this OCS-related operational environment data. Once this initial analysis is complete, the reviewed information is passed to the theater Army or field army OCSIC (if formed), plans staff, and other primary and special staff as appropriate.

2-14. The operational-level contract support integration process, when properly executed and supported with reasonably accurate OCS analysis of the operational environment information, allows the theater or field army logistics and other support planners to maximize available airlift and sealift assets, and to minimize the sustainment unit footprint in the operational area. The CSB staff and AFSB LOGCAP forward operators then help the Army operational level logistics planners to determine if and how OCS solutions utilizing commercially-available goods and services in or near the area of operations will be integrated into the overall concept of support. For example, CSB planners might identify available commercial billeting and catering, which planners can utilize to support the reception, staging, onward movement, and integration (RSOI) actions. This would allow the Army forces commander to forego or delay transporting tentage or force provider assets, saving critical airlift or sealift assets. Early involvement of the CSB's SPO and the AFSB's LOGCAP planners will ensure contracted support is appropriately considered as a support option, and the intended support is feasible and responsive to the operational commanders' needs.

2-15. Once the basic OCS decisions are made, the CSB's SPO, in close coordination with the AFSB's LOGCAP forward operator, must ensure the Army operational-level Annex W and its key appendices clearly describe the operational-specific capabilities and deployment sequence of theater support contracting and LOGCAP assets. The SPO staff and LOGCAP forward operators also assist the theater or field army OCS staff to ensure that requiring activity responsibilities, initial ARRB guidance and operation-specific OCS procedures are properly addressed in the Annex W and/or other sections of the concept plan, operation plan or operation order.

2-16. CBn personnel also assist their supported command's operational contract support staff (those individuals holding the "3C" skill identifier), as necessary, to develop tactical-level OCS plans. Based on higher level Annex W, other OCS planning, and supporting CSB command guidance, CBn personnel work with their supported units to ensure they have a plan to properly integrate OCS into their operations with emphasis on contract support tracking and COR management functions. Again, tactical-level OCS planning guidance can be found in ATP 4-10.

## Contracting Support Planning

2-17. Contracting support planning is a critical CSB-executed subset of OCS planning and must utilize the military decision-making process. The CSB SPO, in close coordination with the brigade operations section develops the a contracting support plan that will best support the supported unit's mission, utilizing available commercial support sources within the area of operations IAW the Annex W. The SPO staff develops and publishes this plan as part of the CSB's external support and deployment plan for a specific operation. This plan must include, at minimum, the following guidance: general acquisition strategy; internal and external audit activities and processes; automation and technology enablers to be used; and metrics and measures of performance for the accomplishment of mission and contracting actions, and a records preservation plan (for example, preserving important documents and maintaining contract files).

2-18. A key part of the contracting support planning process is the development of a mission-specific operational acquisition instruction in coordination with the ACC HQ to ensure its compliance with ACC acquisition instruction and Army, DOD, and Federal regulations/policies. It is important to note there is normally no contingency or emergency acquisition authority in Army competition and joint shaping operations. Therefore, standard peace time acquisition authorities and procedures are used. The supporting CSB SPO tailors the standing acquisition instructions to meet specific mission requirements. Mission specific modifications may include, but are not limited to, review process; local solicitation and contract clearances; determination and findings; justification and approval; waivers and deviations; approval and award thresholds; specific in-theater solicitation and contract language; and any theater business clearance stipulations (only applies if theater business clearance procedures have been implemented). The supporting CSB is then responsible to ensure all deployed contracting officers are familiar with and follow proper acquisition instructions. Chapter 4 provides a detailed discussion of contracting support.

## Contractor Management

2-19. Contractor management is the oversight and integration of contractor personnel and associated equipment providing support to military operations. While some aspects of contractor management are only relevant to contractors authorized to accompany the force (CAAF), others (for example, base access and security procedures) can also apply to non-CAAF. Furthermore, contractor management often extends to other United States Government departments and agencies and other mission partner contractor personnel operating near the joint force. The contractor management process is composed of five steps and several associated tasks. The contractor management steps include planning, pre-deployment preparation, deployment and reception, in-theater management, and redeployment. Additionally, equipment management, contractor force protection/security, use of private security companies, and other United States Government department and agency contractor management considerations are also addressed. Chapter 5 provides a detailed discussion of contractor management.

## Contracting Support To Army Special Operations Forces

2-20. The United States Special Operations Command has systems support contracting procurement authority for equipment and related services unique to special operations. However, deployed Army special operations forces units normally receive contracting support from the supporting theater Army-aligned CSB. Pre-mission planning and coordination support is received normally from installation based contracting. Army special operations forces sustainment is not self-sufficient; it is reliant upon service componentprovided conventional capabilities and combatant command or service component theater sustainment. The United States Army Special Operations Command is the Army Service component command to the United States Special Operations Command, and provides trained and ready Army special operations forces to a regionally-aligned theater special operations command (TSOC) conducting special operations missions in support of the CCMD's theater campaign plan. To ensure proper special operations forces support, ACC aligned a CBn to United States Army Special Operations Command to assist the headquarters in operational contract support efforts during Army special operations mission planning. The ACC may designate a contingency contracting element to assist in OCS planning and to coordinate support to Army special operations forces. However, deployed contracting support to specific Army special operations missions (for example, joint exchange training, counter narcotics training, security force assistance, military information support operations or civil affairs) will be determined on a METT-TC basis, and may or may not come from the designated contracting element which assisted in the mission planning effort. The deployed contracting element would be attached to, and fall under the contracting authority of, the theater Army-aligned CSB. The theater Army-aligned CSB works closely with, and provides contracting support to, the CCMD's TSOC to ensure proper commercial support arrangements are in place, either from CSB-trained Army special operations forces FOOs, deployed contracting officers, or reach-back contracts.

## Financial Management Support

2-21. In accordance with FM 1-06, the financial management process is inextricably linked to the contract support request and contracting execution processes. The ARFOR assistant chief of staff, financial management is responsible for performing financial management functions, to include identifying various funding requirements, and ensuring funding is in compliance with established statutes and regulations. This staff officer also has various funding sources available and advises the commander on the use of those funds.

## Fiscal Triad

2-22. The fiscal triad is the legally binding process that governs the critical path between contracting and financial management for acquisition management, internal controls, and fiscal law prescribed for the procurement process and is applicable to all phases of operations. Financial management, contracting, and legal counsel comprise a system that fulfills required fiscal support, from the acquisition and certification of funds, to the legal review of the proposed contracting action, to the contracting for goods and services, and finally to the disbursing and accounting of public funds. At the center of the fiscal triad is the requiring activity, the unit that formally identifies and defines the requirement, thus initiating the contract support request process. All elements of the fiscal triad must coordinate to conform to existing policies, regulations, and laws to ensure the proper obligation of funds and to prevent fraud, waste and abuse of government funds. To ensure separation of duties, each element of the triad is independent; yet each element works closely with the other to obtain products or services to meet the commander's needs in compliance with applicable laws and regulations. See figure 2-4 which depicts the fiscal triad.

2-23. Specific funding and disbursement tasks that support the OCS requirements development process and associated contracting actions include:


Funding related tasks which are to

Participate in Army or joint requirements review board process.

Certify and commit appropriate type of funds for all contract support requirements including requirements not processed through an ARRB or JRRB.

Provide accounting and cost management support.

Disbursement related tasks which are to

Disburse funds for payment at prescribed intervals or upon completion of contract performance, and in accordance with contract payment requirements, such as e-Commerce, host-nation currency, or United States currency.

Provide final payment documentation for contract closeout.

Provide pay agent training and funding.

## Procure To Pay Process

2-24. Financial managers and financial management units, as well as the requiring activity and the supporting contracting element, have specific roles in the "procure to pay" process. This policy driven Army process, applicable in both garrison and deployed military operations, begins with the requiring activity identifying the initial cost estimate of the desired supply or service, followed by verification of this estimate by the assistant chief of staff, financial management at the division level and higher (G-8), or by the battalion or brigade financial management officer (S-8). This is to ensure correct type and adequate amounts of funds are available for the requested commercially sourced commodity and/or service. Fund certification allows the supporting contracting element to develop, solicit and award a contract, thus obligating government payment for goods received and/or services rendered. Once the supply receipt and/or service acceptance is verified by the requiring activity (or designated supported unit), the contracting office forwards appropriate documentation to the supporting financial management support unit for either electronic or cash payment to the vendor. The process ends with final payment documentation. Failure to properly integrate requiring activity, financial management, legal counsel, and contracting personnel into this process could result in mismanagement of funding and duplicate contract payments. This failure could also result in delayed or no payment to contractors, which may degrade contractor performance capability and therefore its ability to support the supported commander's mission. See figure 2-5, which depicts the procure-to-pay process.

## Training Support

2-25. It imperative the CSB command and staff members are aware of the formal OCS courses and other training opportunities available to their supported unit commanders and staff. Formal Army OCS programs include the Army Logistics University's Operational Contract Support Course for unit 3C skill identifier or additional skill identifier, on-line and resident COR courses and the Mission Command Training Program via its embedded OCS team capabilities. Scheduling information for the Operational Contract Support Course and resident COR course is available through the Army Training Requirements and Resources System.

2-26. In addition to these formal Army OCS training programs, ACC provides contract support-related training to other Army units through its CSBs and installation directors of contracting. The ACC's tailorable unit training program is intended to provide supplemental OCS-related training and staff professional development, such as COR supplemental training and FOO training. Typical ACC provided training subject areas are addressed in table 2-1.

STAFF TRAINING
Contractor Management
Operational Contract Support Planning
Logistics Civil Augmentation Program
Ethics
Status of Forces in foreign
countries
Standing general orders issued
by the commander
Law of war
Procurement integrity
Foreign law
Fiscal law
Contracting support board procedures (for solicitation review boards and contracting review boards)
INDIVIDUAL TRAINING
Field ordering officer duties
Performance work statement development
Contracting officer's
representative duties (to include quality surveillance procedures)
Receiving official duties
Government-furnished services procedures
Independent government estimate development
Government-furnished property and accountability procedures

2-27. In addition to the unit and individual contract support-related training, ACC and subordinate CSBs offer support to collective training events not directly supported under existing command and support relationships. The LOGCAP program office also supports collective training events when requested. The aligned CSBs assist their supported commands to ensure OCS and its enabler contracting operations and support functions are integrated into the unit collective training exercises as much as practicable.

## Chapter 3 Contracting Organization

This chapter describes the roles and responsibilities of contracting organizations in contract support integration and planning, employment of contracting support forces, and contractor management.
Army operational contracting is organized to meet the challenges of the Army's keystone operational constructunified land operations. Operational contracting organizations shape the contract support integration process at each echelon to enable the convergence of contracting effects and operational plans during supported unit campaign and mission planning. This integration of contracting effects is critical to ensuring effective and timely commercial support to operations.
As detailed in chapter 2, the principles of a contract and the contracting organizational functions produce the desired effects of effective and sustainable commercial support to operations throughout all phases of military operations. These are enduring and repetitive based on changing operational environmental variables and mission factors.

Army operational contracting organizations have five prime characteristics:


Integrated - contracting forces are proactively engaged with the supported units during planning and execution of military operations.

Anticipatory - the capability and capacity to forecast operational requirements, provide contracting options, and deliver contracting effects to fulfill an operational need.

Flexible - the ability to task organize contracting units to meet changes in the supported unit operational environment and mission.

Responsive - the ability to react decisively to a supported unit's changing operational environment, operational needs, and mission.

Unity of effort - the coordination of efforts among multiple contracting organizations in and out of theater to deliver contracting effects for supported units' operational needs.

## Contracting Organization In Contract Support Integration Function

3-1. Contract support integration is the planning, coordination, and synchronization of contracted support to shape military operations. This function includes planning of contracting effects in the military decisionmaking process as well as assistance in defining the individual tactical requirements of a supported unit. The supported unit (requiring activity) is responsible for defining their operational need (requirement) in sufficient detail to be actionable. Actionable requirements are validated and funded by the supported unit and answer: who receives the supply/services, what needs to be accomplished, when it is to be accomplished, where it needs to be accomplished, and the desired effect. Contracting organizations are responsible for providing a commercial solution that meets the operational need and reduces risk to mission, force, and funds by determining the optimal contract means.

3-2. Contracting organizations must adhere to the characteristics of contracting units while conducting the contract support integration function. They provide contracting advice and assistance to the supported unit headquarters with emphasis on contracting support planning AOR-wide through all phases of military operations. It is imperative that the SPO staff actively participates in supported unit Annex W development and any other major operational contract support planning actions to ensure the contracting support plan is technically and tactically feasible. The SPO works closely with supported units to coordinate operational commercial support arrangements, particularly in support of theater-level military-to-military engagements, exercises, and training missions.

3-3. In accordance with AR 715-9 and ATP 4-10, Army Service component commands are responsible for operational contract support planning; however, the contracting support brigade plays a critically important advisory role in this process. The CSB staff and the commander must be fully engaged in any major OCS planning action. The SPO staff provides an interface between the CSB and the supported unit planning staff. The SPO staff officer provides routine interface and support to all OCS planning (and execution) actions and, as necessary, coordinates direct involvement by the SPO chief or the CSB commander in any critical OCS planning action.

3-4. OCS planning is a complex process designed to ensure key operational focused contract support integration, contracting support, and contractor management related guidance and procedures, are identified and included in the overall plan. Effective OCS planning is crucial in order to


Allow the supported commander to better synchronize and integrate contract support into the overall plan.

Allow the supported commander to properly establish and enforce priorities for acquisition of mission essential commercial supplies, services, and construction.

Codify contracting organization command, support and coordination arrangements and ensures appropriate contracting and funding authorities are in place.

Allow for proper resourcing and deployment of contracting support and associated financial support units.

Provide a mechanism to establish initial guidance to contracting organizations on the integration of contract support into the civil-military aspects of the overall operations plan.

Identifies the initial or sustaining contract means (for example, theater support contract, or LOGCAP task order).

Provide an estimated number of contractor personnel projected to be in the operational area, and requiring support (for example, security, lodging, medical).

Establish guidance on the process to transition selected contract mechanisms to more cost effective mechanisms per mission, enemy, terrain, troops available, time, and civilian considerations (METT-TC) factors (for example transitioning individual theater support contracts to a theaterwide contract, transitioning selected portions of a LOGCAP task order to a fixed price theater support or other external support contract).
3-5. The Annex W, to include appendices 1, 2, and 3 along with other related annexes (for example, engineer, logistic, and other annexes), serves as the mechanism to provide detailed OCS planning guidance for a specific military operation, and is prepared by the OCS coordination cell, generally within the G-4 or the logistics directorate of a joint staff. Annex W provides basic command guidance on the function of acquiring theater support contracting and external support contracts, such as LOGCAP and USACE, in support of a particular operation. The Annex W does not normally include significant discussion on weapon system support contracts. This type of contracted support generally does not require significant synchronization with other contracted support because the operational commander has little control over decisions on whether or not to utilize system support contracts in support of military operations. However, the supported ARFOR commander may, at a minimum, require visibility on the number of system support contractor employees in the area of operations in order to facilitate security, support, and transportation planning. The AFSB has responsibility to coordinate system support planning, especially when there is no ASA(ALT) forward operations team formed. See ATP 4-70 for additional information on ASA(ALT) forward operations team tactics, techniques and procedures.

3-6. Following guidance from CJCSM 3130.03A, the CCMD, or the subordinate JFC, the theater or field army G-4 OCS planner leads the development of the Annex W and its appendices. Of equal importance, the G-4 OCS planner, with support from the CSB's SPO staff and AFSB LOGCAP forward operators, works with other primary and special staff members to capture OCS-related information in other related concept plans, OPLAN or OPORD annexes. For example, the G-2 may plan for the use of contracted interpreters and linguist support, or the engineer officer could plan for the use of contracted construction and facility maintenance, or other services. This non-logistic OCS planning is a critically important part of the OCS planning process, as this information is a key component to the transportation and supportability analysis process and is vital in determining required expeditionary contracting capabilities. JP 4-10 provides information on operational level OCS planning. CJCSM 3130.03A provides the format for the Annex W and its key appendices as well as guidance for operational contract support matters in other annexes. Similarly, ATP 4-10 provides tactical level doctrine on OCS planning.

Note. Corps headquarters are involved in OCS planning (normally crisis planning, as opposed to deliberate planning) when they are designated as the joint task force or ARFOR headquarters.

3-7. A critical part in the operational-level OCS planning process is the supported unit's OCSIC or designated staff's OCS analysis of the operational environment, which includes the integration of this information with any OCS-related, G-2 provided intelligence preparation of the battlefield information. This OCS analysis of the operational environment mission is a shared responsibility between the supported command's staff and the CSB's SPO staff. Normally, the initial collection of this information begins with the aligned contracting organization's SPO staff collecting relevant contracting data. This data can include: a listing of all available Army, joint, and other government strategic sourcing contracts; information on the general business climate in the AOR; and market survey information obtained from deployed Army contracting elements, embassy general services officers, or Department of Commerce reports. Since time and resource constraints limit the capability to collect this information, the OCS analysis of the operational environment actions must be aligned and prioritized based on the combatant commander's Theater campaign plan guidance. The CSB SPO staff conducts an initial analysis of the validity and usefulness of this OCS- related operational environment data. Once this initial analysis is complete, the reviewed information is passed to the theater or field army OCSIC (if formed) plans staff, and other primary and special staff as appropriate.

3-8. The operational-level OCS planning process, when properly executed and supported with reasonably accurate OCS analysis of the operational environment information, allows the theater or field army logistics and other support planners to maximize available airlift and sealift assets, and to minimize the sustainment unit footprint in the operational area. The CSB staff and AFSB LOGCAP forward operators then help the Army operational level logistics planners to determine if and how OCS solutions utilizing commerciallyavailable goods and services in or near the area of operations will be integrated into the overall concept of support. For example, CSB planners might identify available commercial billeting and catering, which planners can utilize to support the RSOI actions. This would allow the Army forces commander to forego or delay transporting tentage or force provider assets, saving critical airlift or sealift assets. Early involvement of the CSB's SPO and the AFSB's LOGCAP planners will ensure contracted support is appropriately considered as a support option, and that the intended support is contractually feasible and responsive to the operational commander's needs.

3-9. Once the basic OCS decisions are made, the CSB's SPO, in close coordination with the AFSB's LOGCAP forward operator, must ensure that the Army operational-level Annex W and its key appendices clearly describe the operational-specific capabilities and deployment sequence of theater support contracting and LOGCAP assets. The CSB SPO staff and LOGCAP forward operators also assist the theater or field army OCSIC to ensure requiring activities have initial ARRB guidance and that operation-specific OCS procedures are properly addressed in the Annex W and/or other sections of the concept plan, OPLAN, or OPORD.

3-10. CBn personnel also assist their supported command's OCS staff to develop operational-level OCS
plans. Based on higher level Annex W, other OCS planning, and supporting CSB command guidance, CBn personnel work with their supported units to ensure they have a plan to properly integrate OCS into their operations with emphasis on contract support tracking and COR management functions. Tactical-level OCS planning guidance can be found in ATP 4-10.

3-11. The CSB SPO section enables the generation of desired contracting effects to meet and sustain the supported unit's mission requirements, effectiveness, and sustainment through all phases of military operations. The CSB SPO works closely with the supported unit SPO/S4 to determine mission requirements best suited for commercial support to operations. Contracting organization planners (CSB, CBn, CONDET-
FCE) in conjunction with the supported unit planners must consider each of the warfighting functions and determine which requirements can be most effectively met using a contracted solution. Table 3-1 illustrates a way to portray a warfighting function tied to a requirement and an associated type of contracted support.

War
Requirement Shortfall
Systems
Support
External
Support
Theater
Support
Source
Fighting
Function
Strategic
X
Command and Control
DISA NETCOM PEO
Communications Analysts
Intelligence
X
X
Theater ACC- Detroit Arsenal
Interpreters/Translators
Information Operations
Fires (Nonlethal)
X
X
LOGCAP Theater
Civil Affairs Media Large Scale Movement
X
X
TRANSCOM LOGCAP Theater
Ground/Air/Water
Movement & Maneuver
Bridging
X
X
PEO Theater
Protection
Private Security Contractors
X
X
PEO
Sustainment
Equipment/Commodities
X
X
LOGCAP Theater

Legend: ACC - Army Contracting Command DISA - Defense Information Systems Agency LOGCAP - Logistics Civil Augmentation Program NETCOM - U.S. Army Network Enterprise Technology Command PEO - Program Executive Office TRANSCOM - Transportation Command

## Contracting Organization In Contracting Support Function

3-12. Contracting support is the execution of commercial support to operations via the employment of contracting authority and actions that create and converge contracting effects in all domains across the range of military operations. Contracting support involves planning in synch with supported unit operations and needs. It also involves preparations based on an analysis of the commercial environment and awareness of contracting force availability and capability. It is the synergistic execution and application of commercial support to operations across all domains to enable combatant commander/ARFOR achievement of Army strategic goals through sustained freedom of action, operational reach, and prolonged endurance.

3-13. Contracting support is the decisive action of commercial support to operations and includes all phases of procurement: solicitation, evaluation, award, administration, and close-out. It orchestrates the efforts of the contracting organization, supported unit, and the identified contract means within the commercial operational environment to achieve accurate and sustainable contracting effects.

3-14. Contracting organizations array their forces for contract execution based on the contracting support plan and the organizations ability to best support current and future operations. Units are normally arrayed based on habitual alignments (for example, CSB to theater, field army, corps; CBn to TSC/ESC, and division). However, METT-TC factors could require realignments to meet mission requirements (figure 3-1).

3-15. Execution of the contracting support plan is more than simply writing and awarding a contract.

Execution includes a continued assessment of the commercial operational environment. This assessment may require an expansion or restriction of the vendor base based on observations and reports from higher staffs and supported units. Execution also requires continued integration with the supported units' planning cells to stay abreast of changes or potential changes to operational requirements, which could require the deployment of FCEs to support operational branches and sequels.

3-16. Contracting organizations are responsible to provide a commercial solution that meets the operational need and reduces risk to mission, force, and funds by determining the optimal contract means to employ. Specifically, CSBs provide procurement oversight and C2 of subordinate CBns, and CBns, in accordance with the theater Annex W, and apportion FCE support to supported units based upon METT- TC. Contracting organizations implement and revise plans based on evolving PMESII-PT variables and METT-TC factors throughout all phases of an operation.

## Contracting Organization In Contractor Management Support Function

3-17. Contracting organizations, working with the supported unit OCS planners, provide advice and assistance in developing contractor management plans and procedures that comply with CCMD (for example, Army Service component command) policies and directives. They monitor the supported unit's contractor management plan implementation and assist in the continuous refinement of contractor management related policies. Additionally, as required or directed by higher HCA authority, contracting organizations modify contract terms and conditions to support changes affecting contractor management within the operational environment.

3-18. Some specific contractor management related tasks that contracting organizations perform while assisting supported units are


Identifying and ensuring contractor entitlements. These requirements include, but are not limited to, operational-specific administrative preparation and medical preparation, as well as general training and equipping guidance as follows:

Identification Cards. Include language in applicable contracts and comply with theater business clearance procedures in order to ensure that all eligible CAAF are issued an identification card with their Geneva Conventions CAAF designation.

Ensure medical preparation requirements are codified under the terms and conditions of their contracts. Contractors are responsible for providing employees who are medically and psychologically fit to perform duties as specified in their contracts.

Ensure Individual Protective Equipment and Uniforms are specified in the contract. Army components are responsible for ensuring CAAF have adequate military organizational clothing and individual equipment (for example, helmet, body armor, protective mask equipment) IAW Army policies.

Ensure special training requirements for contractor personnel requirements are properly considered and promulgated. Key contractor personnel training requirements include, but are not limited to: legal status familiarization, familiarization of applicable U.S. laws, local laws, and SOFAs, authorized government support familiarization (for example, postal MWR, medical), law of war, rules for the use of force, personnel recovery, combating trafficking in persons, medical awareness, and theater-specific requirements.

Contractor Personnel Certification. Contracting organizations provide regulatory and policy guidance to supported units and contract companies to ensure contractor personnel are properly certified and fully integrated into the supported command and reported in the Synchronized Predeployment and Operational Tracker (SPOT). This is critical. SPOT is available over both classified and unclassified networks, allowing access to the contract numbers, individual contractor identities, and movement data stored in SPOT wherever there is connectivity.
Contractor companies enter their employee data in accordance with published business rules. The CCMD (for example, Army Service component command) authorizes the deployment requests and the appropriate contracting officer approves the resulting Letter of Authorization, all within
SPOT's automated workflow process. SPOT is integrated with the Defense Eligibility Enrollment
Reports System to validate user entered information and increase data quality. Movement data collected at Joint Asset Movement Management System workstations is appended to the person's record in SPOT allowing users to track current locations and providing theater commanders and logistics planners with up-to-date contractor visibility.

## "Spot" On Accountability

Extract from the April - June 2015 issue of Army AL&T Magazine
"We also made tremendous improvements in contractor accountability. Contractors are part of the total forcewe depend on them for all of our life support requirements. We must account for them in all phases of the operation and communicate with them so they are made aware of changes in the operation and adjust accordingly." "In the early years of the wars, contractor accountability was sporadicalmost nonexistent, one could say. The Synchronized Pre-deployment and Operational Tracker (SPOT) helped us get a much better handle on our contractor population. SPOT, a Web-based system, is the central data repository for contractors deploying with the force; it holds contract capability information for use by federal contractors, government agencies and the military. It and other tools allow us to verify a person's identity in theater, track the person's movements and provide theater commanders up-to-date visibility into contractor assets and capabilities. We also put new policies in place to look for prime contractors and subcontractors who might be engaging in human trafficking or aiding our enemies." BG JAMES E. SIMPSON (then) the director for contracting in the Office of the Assistant Secretary of the Army for Acquisition, Logistics and Technology.


Determining Contractor Status. Contracting organizations ensure supported units aware of the appropriate DOD policy and CCMD (for example, Army Service component command) contractor management guidance when determining the contractor personnel status of thirdcountry nationals (TCN) and local national (LN) employees.

Time-Phased Force and Deployment Data. The contracting organization assists the supported unit in ensuring contractor movements are fully integrated with operational needs and the approved deployment plan.

## Contracting Support Brigade And Subordinate Organizations Support To Unified Land Operations

3-19. The CSB is integral to Army accomplishment of its strategic role in supporting the joint force and unified action partners. The four Army strategic roles are as follows:


Shape operational environments.

Prevent conflict.

Prevail in large-scale ground combat.

Consolidate gains.

## Shape Operational Environments

3-20. Key forward-stationed CSB actions and responsibilities during planning for shape-the-environment operations include, but are not limited to


Perform Army Title 10-based training and readiness oversight of assigned CBns.

Develop internal contracting support and CSB deployment plans necessary to supported unit Annex W development (Appendix 1, *Contracting Support Plan*).

Assist the supported unit operational contract support coordination cell or designated staff during their operational contract support analysis of the operational environment.

Conduct initial commercial analysis of the operational environment focused on

PMESII-PT (commercial base willingness and ability to support military operations).

Host-nation support agreements.

Acquisition cross service agreements.

Current theater support contracts.

Visibility of inter/intra theater contracts.

Applicable Army external support.

Applicable Army systems support.

Applicable Army strategic sources.

Identify applicable non-Army/DOD contracts.

Local business environment market survey information.

Vendor lists.

Contract data and contracting capability information.

Initiate planning and coordination for contracting reach-back support.

Provide commercial analysis of the operational environment to the supported command OCSIC (if formed) or other designated staff as directed.

Provide advice and assistance in supported unit Annex W development actions and operational contract support-related matters in other OPLAN annexes.

Coordinate with the theater logistics procurement support board to develop initial vendor threat mitigation, theater business clearance, and contract administration delegation (if required) policies and procedures.

Assist supported units requirements in the requirements development process, specifically who, what, when, where, and desired end-state.

Utilize operational contract support analysis of the operational environment information to support the contracting planning effort.

Coordinate Army contracting support planning actions with other Army contracting support elements such as USACE and AFSB's LOGCAP forward operator personnel.

Establish and/or support applicable B2C2WG.
3-21. In planning for major operations, the theater Army-aligned (forward-stationed) CSB commander will ensure contracting support planning is closely coordinated with the early-entry and follow-on CSB and CBn deploying into a specific area of operation(s). Early-entry and follow-on CSBs and CBns normally deploy with their aligned units.

## Prevent Conflict

3-22. CSB prevent conflict operations are characterized by preparatory actions specifically supporting or facilitating the possible execution of an OPLAN or OPORD. These actions may include mobilizing forces, tailoring forces, and pre-deployment activities. General actions for the forward-stationed CSB in this phase include finalizing planning, pre-deployment activities, and reception of early entry contracting forces in accordance with the published theater or field army Annex W to the OPORD and ACC guidance. Focus will be on establishing contracting support to the intermediate support/staging base (if established) and initial operational area support base operations. Key forward-stationed CSB actions and responsibilities in this phase normally include


Finalize internal plans, executing pre-deployment preparation actions for CSB headquarters and subordinate unit personnel and equipment.

Prepare to receive early entry (blunt) contracting forces as directed by the theater or field army headquarters.

Provide support to the supported unit headquarters OCSIC (if formed).

Refine commercial analysis of the operational environment.

Provide commercial analysis of the operational environment to the supported command OCSIC (if formed) or other designated staff as directed.

Continue to assist the supported unit OCSIC or designated staff to analyze the operational environment data.

Comply with theater business clearance, and contract administration delegation (if required) policies and procedures when implemented by the CCMD.

Continue to coordinate refinement of vendor threat mitigation policies and procedures.

Provide ongoing advice and assistance in finalizing annex W development actions and operational contract support-related matters in other OPLAN annexes.

Establish contracting support to the intermediate support base (if established) and initial
operational area support base operations.

Establish formal coordination relationships with Army contract support organizations to include Team LOGCAP Forward, financial management, and USACE as applicable.

Establish support relationships to major customers (for example divisions, the senior sustainment command, and other commands) in accordance with theater or field army, ARFOR, and ACC
commander's guidance.

Finalize planning and coordination for contracting support reach-back.

Continue support to applicable B2C2WG.

Providing command and contracting oversight of subordinate contracting elements as directed.
3-23. Contracting organizations execute support to the Army roles of Prevail in Large-Scale Ground Combat and Consolidate Gains.

## Prevail In Large-Scale Ground Combat

3-24. The main focus of the forward-stationed, and early entry CSBs during prevail operations is assisting the supported commander in the generation of combat power at the time and place of need. The CSBs provide significant support to major logistic nodes and port operations along with important, but generally limited support to Army maneuver units. Key forward-stationed CSB prevail actions and responsibilities normally include


Provide reception and integration, command, and contracting oversight for subordinate contracting organizations assigned or attached in the area of operations.

Continue to refine and provide commercial analysis of the operational environment to the supported command OCSIC (if formed) or other designated staff as directed.

Continue to assist the supported unit OCSIC or designated OCS staff to analyze the operational environment data.

Provide contracting support-related advice and planning assistance to the supported unit commander and staff, the OCSIC (if formed), the senior sustainment command in the operational area, and other major Army commands as required.

Provide general support contracting services to RSOI actions.

Provide direct support contracting services to designated maneuver units as appropriate.

Closely coordinate all CSB contracting plans and actions with Team LOGCAP Forward, USACE and any other Army contracting support element with current and future theater support
contracting actions.

Initiate contracting support reach-back as applicable.

Ensure all service contracts that have associated CAAF or have LN employees who require base access, meet local security and other contractor management related policies, through the inclusion of appropriate contract language, provisions, or clauses.

Comply with theater business clearance, and contract administration delegation (if required) policies and procedures when implemented by the CCMD.

Comply with vendor threat mitigation policies and procedures to ensure all contracting actions are in compliance with U.S. law, to include ensuring DOD-related in-theater contracts with local contractors do not provide indirect support to our adversaries.
3-25. During prevail operations, the forward-stationed CSB and subordinate organizations provide theater contracting services throughout the area of operations. The CSB adjusts its contracting battalion arrangements as necessary, to support additional deploying forces in accordance with the ARFOR commander's guidance. The forward-stationed CSB's main focus is ensuring effective, responsive support, and fully integrating OCS into the overall concept of support, based on the ARFOR commander's priorities.

The early arrival contracting forces, once through RSOI, provide the same support to their aligned units (for example, corps, ESC, division) during prevail operations.
3-26. Prevail operations are normally characterized by significant combat operations. During this phase, the CSB headquarters focus on providing effective and responsive support to deployed Army units along with designated joint and multinational organizations as directed. During this phase, direct support is the preferred support relationship, especially to major maneuver units (for example divisions and brigade combat teams). Prevail CSB mission focus and functions may include, but are not limited to


Provide command and contracting oversight for its subordinate contracting organizations in the area of operations.

Provide contracting support advice and planning assistance to the ARFOR and supported commander and staff, the OCSIC (if formed), the senior sustainment command in the operational area, and other major Army commands as required.

Assist the supported unit OCSIC (if formed) and senior sustainment command in developing new or revising existing contracting related plans and procedures, with emphasis on adjusting plans to meet future mission requirements, to include redeployment or follow-on stability operations as applicable.

Provide a liaison to supported unit command headquarters OCSIC (if formed) as required.

Continue to refine and provide commercial analysis of the operational environment to the supported command OCSIC (if formed) or other designated staff as directed.

Assist the supported unit OCSIC or designated OCS staff to analyze the operational environment data.

Provide direct and general support contracting per METT-TC to designated maneuver units.

Coordinate and adjust CSB and subordinate unit administrative, tactical logistics, communications, and protection support arrangements.

Reorganize and reposition deployed contracting elements in preparation for emerging and followon stability and/or redeployment operations, under the direction of the supported commander, and in conjunction with the ACC.

Coordinate all CSB contracting plans and actions with Team LOGCAP Forward, USACE, and other any other contracting support elements (as applicable).

Execute contracting support reach-back as applicable.

Continue to ensure all service contracts that have associated CAAF, or have LN employees who require base access, meet local security and other contractor management-related policies.

Comply with theater business clearance and contract administration delegation (if required) policies and procedures when implemented by the CCMD.

Comply with vendor threat mitigation policies and procedures to ensure all contracting actions are in compliance with U.S. law and CCMD policies and procedures.
3-27. Contracting support must be focused on sustaining combat power and should be weighted to support the main effort. Certain operational requirements have the potential to over-commit CSB capabilities. To prevent this from happening, the CSB will coordinate closely with the supported commander to prioritize requirements and with the ACC to deploy additional contracting forces as required.

## Consolidate Gains

3-28. Consolidate gains are activities to make enduring any temporary operational success and to set the conditions for a sustainable security environment, allowing for a transition of control to other legitimate authorities.

3-29. During consolidation operations, CSB units are repositioned, contracts are adjusted, and support arrangements are changed as appropriate. Mission focus emphasizes efficiencies of contracted services, reduction in cost, and support to the civil-military aspects of the operation. In most cases, direct support relationships are curtailed and replaced with general support on an area basis. Specific CSB mission focus and functions during consolidation operations may include, but are not limited to


Continue to provide command and contracting oversight for its subordinate contracting organizations in the area of operations.

Continue to provide contracting support to remaining Army forces and other joint and multinational partners, mostly on a general support area relationship basis.

Coordinate reach-back support through ACC headquarters to the ACC contracting centers as
directed.

Continue to provide contracting support-related advice and planning assistance to the ARFOR commander and staff, the OCSIC (if formed), the senior sustainment command in the operational area, and other major Army commands as required.

Adjust subordinate unit organization and locations to provide general support on an area basis in
accordance with the supported commander's guidance.

Continue to refine and provide commercial analysis of the operational environment to the supported command OCSIC (if formed) or other designated staff as directed.

Continue to assist the supported unit OCSIC or designated OCS staff to analyze the operational environment data.

Provide contracting planning support to major tactical units as required, with a new focus on support to the civil-military aspects of these units' missions as directed by JFC and as authorized by policy.

Provide training or other required support to any special LN assistance programs, such as the
Commander's Emergency Response Program or similar programs, as seen in recent operations.

Adjust subordinate unit organization, location, and support arrangements to enhance efficiencies and prepare for re-deployment out of the area of operations.

Continue to ensure all service contracts that have associated CAAF or have LN employees who require base access, meet local security and other contractor management related policies.

Comply with theater business clearance, and contract administration delegation (if required) policies and procedures when implemented by the CCMD.

Comply with vendor threat mitigation policies and procedures to ensure all contracting actions are in compliance with U.S. law and CCMD policies and procedures.

Work with Team LOGCAP Forward and ARFOR or subordinate JFC operational contract support staff to coordinate LOGCAP transition plans in order to ensure drawdown and transition activities by either party are fully synchronized.

Continue to coordinate and adjust CSB, subordinate unit administrative, tactical logistics, communications, and protection support arrangements in accordance with METT-TC factors.

Refocus effort on contract termination and closeout.

Execute contracting support reach-back for applicable assistance to terminate and close contract actions.
3-30. In consolidation operations, forces support contracting actions continue, but priorities may be adjusted to focus on the civil-military impacts of the stabilization mission. For example, theater support contracting may become an important means to stimulate the local economy. LOGCAP support may continue to be a key support mechanism, especially to multinational forces and other federal agencies such as Department of State and United States Agency for International Development. Additionally, Team LOGCAP forward may be required to enhance the use of LN vice United States citizen or TCN personnel.

3-31. During consolidation operations, theater support contracting may be increased in both scope and importance to meet the overall mission. However, the ARFOR or JFC must ensure this new mission focus does not exceed the competency and capacity of CSB personnel. For example, major reconstruction and security force assistance support is generally beyond the capability of the CSB and may require significant support from the applicable military construction agent (for example USACE or Naval Facilities Engineering Command), and/or augmentation from other Army and other Service contracting elements.

3-32. As appropriate, and in accordance with supported command guidance, the CSB begins planning and coordinating support to redeploying forces. This effort may include contracting support to materiel retrograde, as well as maintenance support, to returning Army pre-positioned stock equipment and stay-behind equipment. During this phase, the AFSB may become an increasingly important CSB customer conduit.

3-33. The close of consolidation operations is characterized by significant interagency support to enhance the legitimacy of host-nation civil governance. The goal is for the joint force and other Federal agencies such as Department of State and United States Agency for International Development to enable the viability of civil authority and its provision of essential services to the local population. It also will include the redeployment of selected forces.

3-34. During the close of consolidation operations, the CSB focuses primarily on contract termination and closeout. While contract closeout should be occurring on a continuous basis, there may need to be a more concerted contract closeout effort during this phase of the operation. It is critical that the CSB coordinate closely with financial management personnel to prioritize contract closeout efforts. Such coordination is essential to ensure that expiring unliquidated funds can be deobligated by the contracting office and utilized by the supported unit for other priorities. Consideration should also be made in performing some of these contract closeout actions via reach-back means. During closure of consolidation operations, the CSB completes the redeployment of subordinate units as directed by the supported commander and in conjunction with the ACC.

## Chapter 4 Contract Means

The means by which commercial support is provided is determined by a number of factors, to include: the willingness and ability of the local vendor base to support military operations; threats; size, mobility, and composition of the supported force; and other PMESII-PT/METT-TC factors. The analysis of these factors enables the determination of the optimal means for convergence of contracting effects, in all domains, to enhance the commander's freedom of maneuver, operational reach, and prolonged endurance across the range of military operations.

## Contract Means

4-1. Selecting the contract means is a contracting organization function. The contracting organization selects the means of contracting support that will best meet the supported commander's intent. The type of contracted support is determined within the contract support integration function and is driven by the supported unit's analysis. This analysis consists, at a minimum, of the following:


Who - who needs the support (capability gap being addressed)?

What - what is the commercial support desired?

When - when is the support required?

Where - where is the support required?

Desired effect - what is the anticipated outcome of the support?
4-2. The individual contracting officer selects the appropriate contract means, taking into consideration the supported commander's intent and legal and regulatory requirements. In any selected means, flexibly to adjust to conditions is a necessary criteria for contracts, and contracting organizations may modify contracts, execute change orders, descope, increase or terminate as conditions and the specifics of the contract warrant. Thus the principles of a contract must be adhered to.

4-3. The principles of a contract, to reiterate, are


Defined - the supported unit contract(s) contains detailed cost, performance, and scheduling information and achieves the desired effect for the supported unit.

Synchronized - the arrangement of military actions in time, space, and purpose to produce relative combat power at a decisive place and time (JP 2-0). Synchronization is achieved when contracts meet a desired effect for supported unit operations. Contracts are coordinated with other military services, DOD organizations, and non-governmental organizations, to synchronize contract effects to theater operations.

Adaptable - the contract is tailored to support the unique and changing dynamics of the operational environment and mission.

Economy of force - providing contracting resources in an efficient manner to enable a commander to employ all assets to achieve the greatest effect possible. The contract reduces duplication of effort, reliance on multiple vendors, and the administrative burden in meeting the supported unit's desired effects.

Observed - contractor work efforts must be observed, verified, and compliant to contract terms and conditions to ensure the desired effect is delivered for the supported unit.

## Types Of Contracted Support

4-4. Contract means is the method by which a commercial support effect is produced for a supported unit's operational needs. A contracting organization accomplishes this first by determining the distinct types of contracted support: systems support contracts, external support contracts, theater support contracts and a derivative; unit simplified purchase. Further in the contracting process, the contract means (type of contract)
is selected that achieves the desired operational effect for the supported unit while also complying with statute, regulation, and best business practices. Table 4-1 lists the most common contract means executed within an operational environment.

| Systems Support                                      | Systems support contracts are awarded by    |
|------------------------------------------------------|---------------------------------------------|
| Services or United States Special Operations         |                                             |
| Command's matrixed contracting offices. These        |                                             |
| contracts are funded by directed appropriations and  |                                             |
| managed through acquisition program executive        |                                             |
| officers and their program managers. These           |                                             |
| contracts provide what is commonly known as          |                                             |
| contractor logistics support through deployed field  |                                             |
| service representatives. Systems support contract    |                                             |
| related employees are mostly United States           |                                             |
| citizens who have habitual relationships with a      |                                             |
| particular unit or serve as members of a fielding or |                                             |
| modification team.                                   |                                             |
| External Support                                     | External support contracts are awarded by   |
| contracting organizations whose contracting          |                                             |
| authority does not derive directly from a theater    |                                             |
| support contracting head of the contracting activity |                                             |
| head of the contracting activity or from system      |                                             |
| support contracting authorities. External support    |                                             |
| service contracts provide a variety of logistic and  |                                             |
| other related services and supply support. External  |                                             |
| support contracts normally include a mix of United   |                                             |
| States citizens, third-country nationals, and local  |                                             |
| national contractor employees. Examples of           |                                             |
| external contract support include                   |                                             |
|                                                     |                                             |
| Service civil augmentation programs (CAPs).          |                                             |
|                                                     |                                             |
| Special skills contracts (for example, staff         |                                             |
| augmentation support and interpreter                 |                                             |
| services).                                           |                                             |
|                                                     |                                             |
| Defense Logistics Agency prime vendor                |                                             |
| contracts.                                           |                                             |
|                                                     |                                             |
| Reach-back contracting support provided by           |                                             |
| contracting offices outside the operational          |                                             |
| area.                                                |                                             |
| Theater Support                                       |
|-------------------------------------------------------|
| by Service component contracting officers             |
| deployed to the operational area. These contracts,    |
| normally executed under higher micro purchase         |
| and simplified acquisition thresholds during          |
| contingency operations, provide supplies, services,   |
| and minor construction from commercial sources        |
| within the operational area. From a contractor        |
| management perspective, it is also important to       |
| note that local national personnel commonly make      |
| up the bulk of the theater support contractor         |
| employees in operations outside the United States.    |
| Theater support contracts can be area-wide or unit-   |
| specific contracts.                                   |
| Unit Simplified Purchases (decentralized micro        |
| purchases for example, government purchase            |
| card/field ordering officer)                          |
| The government purchase card is used to               |
| streamline payment procedures and reduce the          |
| administrative burden associated with purchasing      |
| supplies and services. The government purchase        |
| card provides "on the spot" purchasing, receiving,    |
| and payment authority for individuals other than      |
| contracting or purchasing officers.                   |
| The field ordering officer is an individual who has   |
| been authorized by the contracting officer in writing |
| to execute micro-purchases by using SF 44 (           |
| U.S.                                                  |
| Government Purchase OrderInvoiceVoucher)            |
| .                                                     |

4-5. Commanders must be cognizant of the strategic and operational contract options available, since these are the means by which contracting effects are applied to military operations. There are three main types of contracted support usually seen within an operational area: systems support, external support, and theater support.

4-6. Systems support contracts are awarded in the strategic support area by Life Cycle Management Command's PM/PEO offices for specific intra-theater system support. These contracts may have been awarded by the DOD or other United States Government agency and are available for use by the in- theater Army contracting structure. These types of contracts are normally awarded and administered from the strategic support area. However, the CSB may receive limited CAS delegation to assist in oversight. The AFSB and ASA(ALT) forward elements play a large role in the administration of systems support contracts.

Examples of systems support contracts are


Aviation Maintenance.

Combat Vehicle Maintenance.

System-Specific Field Support Representatives.

Strategic Communications Systems.

Ammunition Quality Assurance.
4-7. External support contracts are contracts written and awarded by entities outside the theater for execution within the theater. The most recognizable Army external support contract is the LOGCAP. External support contracts also include large, high-dollar contracts awarded in the strategic support area for execution and administration in theater (for example, EAGLE). These types of contracts typically fall on the theater CSB to administer. Often, supported units rely on external support contracts to such a great extent that military operations would be severely degraded if the theater CSB is not involved in administration and able to effect quick contract changes. Other examples of external support contracts are


Private Security Contractors.

Linguists.

Public Affairs Efforts.

Staff Augmentation.

Army Prepositioned Stock Sites.
4-8. Theater support contracts are contracts awarded within the area of operations by warranted contracting officers. They vary in complexity and may be area-wide supporting multiple units or unit-specific (singular unit or locale). Area-wide theater support contracts, unlike contracts executed in support of a single unit, address a large geographic area and can support multiple units (for example, support area-wide common user logistics). The TSC for the joint security area or ESC for the corps support area are the typical requiring activities for this type of contract. This may also apply in the divisional support area where common user logistics are provided area-wide. Area-wide theater support contracts are awarded and administered by the CSB. Examples of theater area-wide contracts are


Theater trucking.

Minor construction.

Security contractors.

Utility (Gas, Water, Electric) contracts.

Stevedore services.
4-9. A unit simplified purchase (to include decentralized micro purchase for example, FOO/GPC) is a derivative of a theater support contract, awarded and administered at the supported unit's tactical echelon.

These type contracts are very low in complexity and require little administration. Some of these type actions can be accomplished through supported unit's FOO using a SF 44 (U.S. Government Purchase Order InvoiceVoucher). Unit simplified purchase attributes may include


Meets immediate support unit's needs (one time purchase).

Simplified acquisition.

Low risk and complexity.

Employs local area vendors.

Examples:

MHE (for example, tractor or backhoe) for survivability enhancement.

Gravel placement at a river crossing ford site.

Trash removal.

Lease of vehicles for humanitarian assistance.

Rubble clearing.
4-10. Inherent in selecting the contract means is the ability to utilize the concept of reach-back contracting.

This is paramount to effective contract support. Reach-back contracting support is the ability for forwarddeployed units to submit specific contracting actions to the higher level command or procurement authority for execution. This includes continental United States-based agencies but is not limited to a FCE utilizing reach-back support for a more complex requirement. Figure 4-1 depicts a notional complexity spectrum with potential operational contracting variables. This type of analysis is conducted by the contracting organization to maximize the efficiency and effectiveness of the contracting force.

## Types Of Contracts

4-11. Table 4-2 lists the types of contracts, a general description of each, and a recommendation as to when to use.

| Contract Type                          |
|----------------------------------------|
| Used only when circumstances do        |
| not allow the agency to define its     |
| requirements sufficiently to allow for |
| a fixed-price type contract, OR        |
| uncertainties involved in contract     |
| performance do not permit costs to     |
| be estimated with sufficient accuracy  |
| to use any type of fixed-price         |
| contract.                              |
| Cost Reimbursement                     |
| Provides for payment of allowable,     |
| allocable incurred costs, to the       |
| extent prescribed in the contract.     |
| These contracts establish an           |
| estimate of total cost for the purpose |
| of obligating funds and establishing   |
| a ceiling that the contractor may not  |
| exceed (except at its own risk)        |
| without the approval of the            |
| contracting officer. This places cost  |
| risk on the government.                |
| Time & Materiel/Labor                 | Acquires supplies or services on the    |
|---------------------------------------|-----------------------------------------|
| basis of:                             |                                         |
|                                      |                                         |
| Direct labor hours at specified       |                                         |
| fixed hourly rates that include       |                                         |
| wages, overhead, general              |                                         |
| expenses, and profit.                 |                                         |
|                                      |                                         |
| Actual cost for materials             |                                         |
| including:                            |                                         |
|                                      |                                         |
| Direct Materials.                     |                                         |
|                                      |                                         |
| Subcontracts for supplies             |                                         |
| and incidental services for           |                                         |
| which there is not a labor            |                                         |
| category specified in the             |                                         |
| contract.                             |                                         |
|                                      |                                         |
| Other direct costs (travel, or        |                                         |
| computer usage).                      |                                         |
|                                      |                                         |
| Applicable indirect costs.            |                                         |
| Material handling costs               |                                         |
| shall include only costs              |                                         |
| clearly excluded from the             |                                         |
| labor-hour rate.                      |                                         |
| Indefinite Delivery/                  |                                         |
| Indefinite Quantity                   |                                         |
| Acquires supplies or services but     |                                         |
| does not specify a firm quantity that |                                         |
| will be issued and delivered during   |                                         |
| the period of the contract (as        |                                         |
| delivery orders or task orders). The  |                                         |
| basic contract specifies the contract |                                         |
| types authorized (for example Cost    |                                         |
| Reimbursement or Firm Fixed Price)    |                                         |
| and each task order will identify the |                                         |
| specific contract type utilized.      |                                         |
| Basic Ordering                        |                                         |
| Agreement                             |                                         |
| Basic ordering agreement is a         |                                         |
| written instrument of understanding,  |                                         |
| negotiated between the government     |                                         |
| and a vendor that contain terms and   |                                         |
| conditions that will apply to future  |                                         |
| contracts between the parties during  |                                         |
| the term of the agreement.            |                                         |
| Fixed Price                           | Provides supplies or services for a     |
| specific price not subject to any     |                                         |
| adjustment on the basis of the        |                                         |
| contractor's incurred costs. This     |                                         |
| contract type imposes minimum         |                                         |
| administrative burden.                |                                         |
Used only when it is not possible at the time of placing the contract to estimate the extent or duration of the
work or to anticipate costs with any reasonable degree of confidence. Used only when the contracting officer determines that no other contract type is suitable. When acquiring commercial services, a time-and-materials or labor hours contract may be used only when the award of the contract or order is made using competitive procedures. Used when the Government cannot predetermine, above a specified minimum, the precise quantities of supplies or services the Government will require during the contract period and it is inadvisable for the Government to commit itself for more than a minimum quantity. Used when a recurring need is anticipated. There are three types of indefinite-delivery contracts: definite quantity, indefinite quantity, and requirements contracts. A basic ordering agreement itself is not a contract but may include terms and conditions intended to describe the types of goods and services that
may be ordered in the future, to define the pricing that will apply to the orders, or to define the ordering and delivery procedures. A basic ordering agreement is not a contract, but each order placed under this type of agreement is a contract. Generally favored because the contractor assumes the risk of increase performance costs. Used for acquiring supplies and services with reasonably definite specifications, and reasonable prices can be established at the outset.
Government Purchase Card/Field Ordering Officer
The Government Purchase Card (GPC) mission is to streamline payment procedures and reduce the
administrative burden associated with purchasing supplies and services. The GPC provides "on the
spot" purchasing, receiving, and
payment authority for individuals other than contracting or purchasing officers. The Field Ordering Officer (FOO) is an individual who is trained by a designated contracting officer to make micro-purchases within established thresholds (normally with
local vendors) and places orders for
goods or services. FOOs are requiring activity Soldiers who perform FOO functions as an additional duty. FOOs are not organizationally located in a contracting office. FOOs are appointed by the contracting officer and are under the technical supervision of the contracting officer in all matters concerning the administration of FOO duties.

Legend: FAR- Federal Acquisition Regulation DFARS - Defense Federal Acquisition Regulation Supplement AFARS - Army Federal Acquisition Regulation Supplement
4-12. Figure 4-2 on page 4-8 lays out the applicability of the selected contracting type to contract means based on risk to mission, risk to funds, and risk to troops. This type of analysis is conducted by the contracting organization to maximize the efficiency and effectiveness of the contracting force and to ensure timely, sustainable, and cost effective commercial support to operations.

The GPC may provide a streamlined way of paying for contracts, including those listed above and
others, but a contracting officer shall first determine that use of the GPC is in the best interest of the government. The maximum single transaction dollar limit for the GPC for stand-alone purchases shall be the micro-purchase threshold as defined at FAR 2.101, DFARS 213.301(2) and AFARS 5113.270- 90. The maximum single transaction dollar limit for contract payments against existing contracts shall be as
identified in the contract and shall be
within the limits defined in the written Delegation of Authority letter or the contracting officer's warrant. The FOO is paired with a purchasing agent in order to maintain separation of duties. Because of this, the FOO cannot be appointed as a purchasing agent, handle physical cash, make payments to vendors, or hold other accountable positions such as property book officer, imprest fund cashier, collection agent, or change fund custodian..

## Contracting Process

4-13. Contracting is a methodical process regardless of where it occurs. The contracting process consists of six phases (see figure 4-3).

4-14. The six phases of the contracting process are

Phase I - Planning and Forecasting: Planning and forecasting is a coordinated effort between the
contracting organization and supported unit (requiring activity) staff. During this phase, requirements for commercial support to operations are identified and synchronized with available contracting means (figure 4-3).

Phase II - Contract Initiation: After planning and forecasting, the contracts initiation phase begins
with the development of a complete acquisition ready requirements package. The supported unit (requiring activity) has the primary responsibility for developing the package and performing market research in accordance with the FAR and its supplements with the contracting organization providing guidance and assistance as needed. The quality of the information developed during this phase has a significant impact on the success of all subsequent phases of the acquisition process. The acquisition process begins with identifying the technical requirement and funding needed, as identified in phase I. The procurement acquisition lead time begins from the time contracting organization receives and accepts an acquisition-ready requirements package to the time of contract award. A high-quality acquisition-ready requirements package is critical to ensuring contracts are awarded in the shortest time possible with minimum re-work. In addition to
supporting the development of packages, the contracting organization, in conjunction with the supported unit, performs market research and vendor outreach throughout this phase.


Phase III - Contract Solicitation: This phase begins when the contracting organization accepts the
acquisition-ready requirements package as complete and final. The package is assigned to a
contract specialist/contracting officer, who will prepare a detailed solicitation document to
facilitate the submission of responsive proposals from qualified offerors. The contracting organization has the primary responsibility for this phase of the acquisition process. The supported unit (requiring activity) is responsible for prompt and clear responses to any questions the contract specialist may have regarding the requirement, and for providing any additional documentation. When the solicitation is prepared and approved in accordance with applicable regulatory and policy requirements, it is often issued through the government-wide point of entry.

Phase IV - Contract Evaluation: The evaluation phase begins when the contracting organization
receives the offerors' proposals in response to the solicitation. In order to determine which proposal will provide the government with the best quality product or service at a fair and reasonable price/cost, the contracting organization's contract specialist/contracting officer reviews
both the offerors' technical and business proposals. Determinations are based on a fair assessment
of each proposal. As the technical experts, the supported unit (requiring activity) reviews and evaluates the technical proposal (if applicable) or verifies that the supplies/services proposed meet the minimum requirements specified in the solicitation. Then, along with the contracting organization's guidance and assistance, they review the business proposals. If necessary, negotiations are held between the contracting officer and offerors found to be in the competitive range once the reviews are completed. The contracting organization is the primary facilitator throughout this process, and ensures all offers are evaluated in accordance with the instructions in the solicitations that include the pre-determined evaluation criteria.

Phase V - Contract Award: This phase begins after all offers have been evaluated, any negotiations
required have been concluded, and the government contracting officer has determined a successful offeror. The contract specialist prepares a final award determination which is approved by the contracting officer. When applicable, all offerors are formally notified of the award decision and debriefing sessions are conducted by the contracting organization, if requested by an offeror. The responsibility of notifying unsuccessful offerors and processing formal award documents rests with the contracting organization but the supported unit (requiring activity) usually participates in, or provides input to, the debriefings.

Phase VI - Administration: The administration phase begins with the award of the contract and
ends with contract closeout. During this phase, it is critical that work is conducted in accordance with the performance work statement or statement of work and is monitored by the supported unit's (requiring activity) COR for technical compliance and that of the procuring contracting officer (PCO) and/or administrative contracting officer (ACO) if one has been delegated authority by the PCO. The COR does not have the authority to make any material changes to the contract.
Only the contracting officer may approve changes to the contract, to include extending periods of performance. All correspondence or actions relating to the contract are maintained in the contracting organization contract file, to include final close out or termination documents.

## Contract Administration Services

4-15. Contract administration begins upon completion of contract award. Administering contracts in support of military operations requires significant managerial efforts from the contracting activity PCO and/or ACO, the requiring activity, CORs, and certifying/receiving officials. Proper command involvement and effective contract administration capabilities, enable the supported commander by reducing operational costs, and increasing operational effectiveness.

4-16. When a contract (for example, LOGCAP task order or large high-dollar theater support contract) is assigned and accepted for administration, the contract administration section of the CSB will perform/delegate contract administration functions in accordance with the FAR, DFARS, Army Federal Acquisition Regulation Supplement (AFARS), and local policies. The CSB is responsible for three primary contract administration functions: contract administration, property administration, and quality assurance.

4-17. The contracting officer normally delegates the following contract administration functions to the ACO of the CAS section.

4-18. The CAS section will perform functions in the following areas only when, and to the extent, specifically authorized by the contracting office:


Contract administration functions are as follows:

Conduct in-theater post award orientation conferences, when the need is identified during contract receipt and review.

Integrate the CAS unit into the supported unit's battle rhythm and order review process.

Execute engagement strategies with contractors developed during the contract receipt and review.

Issue letters of technical direction, when required, IAW the contracts change management procedures and established timelines.

Issue undefinitized change orders IAW the contracts change management procedures and established timelines.

Resolve requests for contractor requisition approval (for example, materiel requisitions) IAW established procedures and timelines.

Resolve requests for contractor overtime approval IAW the FAR, and established procedures and timelines.

Resolve requests for consent to subcontract IAW the FAR, and established procedures and timelines.

Review cost vouchers within the time specified in the letter of delegation.

Approve invoices in time to avoid interest charges.

Perform other delegated administrative contracting functions IAW the FAR, and established procedures and timelines.

Verify the contractor management contract requirements are met.

Verify
the
contractor
submitted
required
reports
and
deliverables
IAW
the
schedule/frequency, format, and content required by the contract.

Maintain documentation in the contract file IAW the FAR.

Perform assessments of the contractor's in-theater performance in coordination with the contract.

Appoint CORs. (These CORs may be unique from ACO appointed CORs.)

Train CORs.

Manage CORs.

Terminate CORs.

Require the contractor to take corrective action when inspections, COR management activities, or data analysis identify contractor non-conformance and/or trends in nonconformance.

Conduct Contractor Performance Assessment Report, Joint Contingency Contracting System, and/or incentive fee boards as applicable.

Conduct reoccurring performance feedback meetings with the contractor(s).

Report contractor in-process performance to supported units, higher headquarters, and the PCO IAW established procedures and timelines.

Submit final in-theater Contractor Performance Assessment Report, award fee, and/or incentive reports to the PCO.

Maintain documentation of assessments and reports in the contract file.

Property administration functions are as follows:

Determine adequacy of the contractor's property management system procedures.

Conduct contract/task order property management system analysis IAW established procedures.

Verify the contractor receipts government furnished property in the Item Unique Identification Registry through sampling.

Coordinate contractor use of Government sources of supply when authorized/required by the contract.

Coordinate providing property to a contractor on an existing contract/task order.

Resolve loss cases IAW the FAR, DFARS, and procedural requirements and timeframes.

Disposition of government property IAW the FAR, DFARS, and procedural requirements and timeframes.

Evaluate aspects of contractor claims associated with government property.

Complete contract closeout tasks related to property administration.

Verify accountability of property incidental to performance.

Maintain consistent communication with contractors, supported units, and the PCO to keep them informed.

Maintain property administration records IAW the FAR.

Quality assurance functions are as follows:

Update the Quality Assurance Surveillance Plan.

Assess the contactor's Quality Management Plan when required by the contract.

Conduct inspections of contractor quality control, including prime contractor quality for subcontractors.

Conduct inspections of high risk performance work statement and clause requirements identified during contract receipt and review.

Verify quality assurance-related e-business system inputs are correct.

Perform data collection and analysis.

Provide technical support to negotiations for change orders, contractor modifications, and new task order awards.

Evaluate quality, schedule, and/or technical aspects of contractor claims.

Maintain consistent communication with supported units and the PCO to keep them informed.

Maintain Government Contract Quality Assurance records IAW FAR requirements.
4-19. Any additional contract administration functions, not listed in FAR 42.302(a) and (b), or not otherwise delegated, remain the responsibility of the contracting office that originally awarded the contract.

## Base Operations Support Tested In Midst Of Covid-19

Contract Administrative Services Support, Regional Contracting Center, Qatar, 408th Contracting Support Brigade - Contract Management For years, the Qatar Base Operations Support Services (QBOSS) contract consistently provided high-quality life support and logistical services to the population of Camp As- Sayliyah, Qatar. However, on 17 March 2020 a phone call from the area support group (ASG) commander to the QBOSS administrative contracting officer (ACO) created significant challenges to the continued successful execution of ten major base services, involving 14 subcontractors who were, in turn, responsible for providing over 35 supplementary services. The ASG commander informed the ACO that in response to the emerging COVID-19 pandemic, which had finally made its way to Qatar, the local authorities locked down the three-square-mile neighborhood adjacent to the base that was home to six QBOSS subcontractors' business offices as well as over 70 contractor employees. To further complicate the situation, the ASG commander also ordered a lock-down of Camp As-Sayliyah in order to prevent the spread of COVID-19 to the base, which prevented an additional 600 contractor employees from being able to access the installation and perform their duties. The ACO, in conjunction with legal counsel at Regional Contracting Center-Qatar (RCC-Q), acted quickly to work with the contractor to make required changes to the contract and ensure the continuity of essential base services. A positive and collaborative working relationship between the ACO, ASG, and contractor ensured that despite the challenges presented by the COVID-19 pandemic, the military mission could continue and, most importantly, the warfighters and civilians on Camp As-Sayliyah were protected.

## Contract Modifications

4-20. One portion of contract administrative services is contract modification. Contract modification refers to any written change in the terms of a contract. A contract modification may introduce or cancel specifications or terms of an existing contract, while leaving its overall purpose and effect intact. Contract modifications occur in two ways:


Bilateral. A bilateral modification (supplemental agreement) is a contract modification that is signed by the contractor and the contracting officer. Bilateral modifications are used to

Make negotiated equitable adjustments resulting from the issuance of a change order.

Definitize letter contracts.

Reflect other agreements of the parties modifying the terms of contracts.

Unilateral. A unilateral modification is a contract modification that is signed only by the contracting officer. Unilateral modifications are used, for example, to

Make administrative changes.

Issue change orders.

Make changes authorized by clauses other than a changes clause (for example, property clause, options clause, or suspension of work clause).

Issue termination notices.

## Contract Closeout

4-21. Contract closeout is the final action taken on each DOD acquisition and establishes that each party has fully satisfied its obligation to the other. The contractor must have delivered everything the contract required (for example, material, services, data and certifications) and the Government must have paid the contractor in full. Any excess funds on the contract must have been de-obligated. Property rights, both physical and intellectual, must have been settled to the satisfaction of the parties. Administrative actions must have been finalized, all necessary documentation must have been included in the contract file, and a Contract completion statement must have been generated.

4-22. Contract closeout should be accomplished as close as possible to the date contract completion is verified and all outstanding contract administration issues are resolved. The standard varies with type of contract. This step includes initiating final payment to or collection from the contractor, de-obligating excess funds, disposition of GFP, and records disposal or disposition. Contract closeout ends once the contracting officer has prepared a contract completion statement and makes appropriate disposition of the closed contract file in accordance with the procedures in the FAR, DFARs or the AFARs, as well as the appropriate contingency acquisition instruction.

4-23. Timely contract closeout is important because without this final step in a contract's life cycle, the Government cannot settle its financial records. Unliquidated balances, the funds remaining on a contract after performance has ended, can result in not identifying improper payments in a timely manner, or in the inability to reuse excess unspent funds elsewhere. For a quick reference regarding contract close out see the DOD *Contract Closeout Guidebook*, Version 1.0 as of October 25th, 2019.

## Assessment Of Contracting Operations

4-24. Contracting operational assessment is a continuous process to see, understand, and refine contracting means based on the fluidity of the operational environment (METT-TC) and variables (PMESII-PT). The SPO should have a common operational picture (COP) of contracting organizations, supported units, contract means and types, and status. This is not just a snap shot in time. It is a continual/ manageable display. Figure 4-4 is an example of an operational contracting COP for recent humanitarian assistance operations (can be modified for any type operation).

4-25. Operational contracting assessment should be performed on each individual contract. This is a continuous assessment of the contract, oversight and the performance of the contract and must be a collaborative effort. The individual contracting officer and contracting officer representative from the supported unit should be intimately involved and pose the following questions in the following areas when assessing their contracts:


Contract:

When does the contract period of performance end?

Is the current period of performance fully funded?

When is the next funding period of the contract if not fully funded?

If options exist on the contract, when is the timeframe to exercise the option?

What is the timeframe needed for a follow-on contract?

Is there a requirement for a follow on contract?

Oversight:

Is this a high-risk contract that could affect life, health, or safety?

Has the supported unit provided a COR?

Does the associated contract have a quality assurance plan?

Does the contracting organization have a dedicated quality assurance representative associated with this contract?

Does the associated contract have GFP associated with it?

Does the contracting organization have a dedicated property administration representative?

Performance:

Is the contractor performing in accordance with the terms and conditions of the contract?

Is the contract achieving the desired effects for the supported unit?

Is there any change to the contract performance needed at this time?

## Chapter 5 Supported Units

Supported units, when planning for shape-the-environment operations, conduct an operational analysis of the operating environment focusing on threat mitigation and sustainment. They identify organic/non-organic capability gaps which may require commercial support to mitigate. They look to the supporting contracting organization throughout the process for assistance in determining and prioritizing requirements using their 4W's and desired end state:


Who - who needs the support (capability gap being addressed)?

What - what is the commercial support desired?

When - when is the support required?

Where - where is the support required?

Desired end-state - what is the anticipated outcome of the support?
Supported units use this information, along with higher command orders and annexes to develop their Annex W (OCS) and supporting appendices.

## Contracting Support Integration Function

5-1. To facilitate identified commercial support to their operations, supported units establish B2C2WGs, specifically an OCSIC or staff section, depending upon their echelon (for example, division, corps and theater). The primary purpose of this cell is to plan, coordinate, and integrate OCS actions across all applicable joint directorates and special staffs, subordinate components, supporting CSAs, and any designated lead theater support contracting activity in the operational area. Higher-level OCSICs also coordinate with lower-level OCSICs (if formed). See JP 4-10 for more information on the OCSIC. Figure 5-1 on page 5-2 depicts the intricacy of supported unit OCSIC/OCS cell and staff integration.

## Contracting Support Function

5-2. Supported units (requiring activities), in preparation for contracted support, identify and nominate a COR for service contracts, receiving officials for commodities, and FOOs for local micro-purchases. Execution involves continued refinement of requirements, close coordination with the supporting contracting organization, and performance of B2C2WGs as required to ensure commercial support to operations is integrated and synchronized across the range of military operations. For more information regarding supported unit (requiring activity) contract support integration planning, preparation, and execution see ATP 4-10.

## Assessment Of Contracting Operations

5-3. Contracting operational assessment is a continuous process to see, understand, and refine contracting means based on the fluidity of the operational environment (METT-TC) and variables (PMESII-PT). The SPO should have a COP of contracting organizations, supported units, contract means and types, and status. This is not just a snap shot in time. It is a continual/ manageable display. See figure 4-4 on page 4-13 as an example of an operational contracting common operational picture (can be modified to reflect only contracting).

5-4. Maintaining a COP is a concerted effort between the contracting organization and supported unit staff.

Maintenance of this assessment enables anticipatory, accurate, and timely application of contracting effects across the range of military operations.

5-5. Contracting operational assessment with regard to contractor management, is a continuous process to see, understand, and refine contractor management policies and procedures based on the fluidity of the operational environment (METT-TC) and variables (PMESII-PT). The SPO should have a contractor management COP of supported units, contract means and types, status of each contract, and the number and type (United States CAAF, Non-CAAF and TCN) of contractors at each site. This is not just a snap shot in time. It is a continual/ manageable display and is a coordinated effort between the contracting organization and the supported unit. Figure 5-2 is an example of a contractor management COP.

## Contractor Management Function

5-6. The supported unit's (requiring activity) contractor management planning focuses on integrating contractor personnel and associated equipment at the tactical unit area and operating base levels in accordance with OPLANS, OPORDs, and DOD/Service component policy. Joint and Service headquarters issue most contractor management policies and procedures. These issuances are based on DODI 3020.41, Operational Contract Support (OCS), other documents, and related Service policy such as AR 715-9, Operational Contract Support Planning and Management. Supported unit OCS staff should have a copy of the higherlevel contractor management appendices 2 and 3 to Annex W, while each primary and special staff should be familiar with guidance related to their staff functional area (for example, the personnel staff should be familiar with contractor personnel reporting policy and procedures). The supported unit OCS staff should establish a contractor management working group when contractor management planning areas of concern cover multiple staff lanes. This working group addresses these concerns and integrates cooperative solutions across all appropriate primary and special staff lines. See ATP 4-10, Multi-Service Tactics, Techniques, and Procedures for Operational Contract Support, for more information.

5-7. The supported unit prepares for contractor management by nominating qualified personnel (United States Service member, multinational partner service member, or government civilian) as a COR, who is then appointed in writing by the supporting contracting officer. CORs play a critical role in ensuring that contractors comply with the terms and conditions of their contracts. They facilitate proper development of requirements and assist contracting officers with managing their contracts. Primary COR duties include onsite monitoring of contractor performance, providing quality assurance, certifying receipt of services, and acting as a liaison between the requiring activity and the contracting officer. CORs require formal training and, in many cases, technical subject matter expertise certification IAW DODI 5000.72, DOD Standard for Contracting Officer Representative (COR) Certification, and Service-equivalent policy.
5-8. The supported unit executes contractor management by adhering to the established rules and guidelines outlined in appendix 2 (Contractor Management Plan) to Annex W and by following the terms and conditions in the contract. It is important to remember, CORs do not have authority to change, add to, or otherwise modify a contract or enter into a new contract. See JP 4-10 and ATP 4-10 for more information regarding supported unit contractor management and CORs.

5-9. Supported unit contract support integration, contracting support, and contractor management functions are continuous and require command emphasis and involvement. One method by which a commander can assess the effectiveness of contracted support with regard to his/her mission is by convening a commander's CCORB.

5-10. The CCORB is a commander's forum that ensures mission-critical service contracts are properly tracked and assessed for both effectiveness and efficiency and to ensure they are properly extended, curtailed, or closed out based on the operational requirement. In general, the CCORB focuses on the same contracts and task orders covered through the JRRB process. The CCORB is a formal process for key requiring activities to ensure their supporting service contracts, within their doctrinal mission areas, are properly integrated into the command's mission execution process. In general, these will be the same contracts or task orders that went through the JRRB process. This mostly tactical-level OCS board is generally only applicable to long-term operations with significant contracted support and where there is command direction to closely track, report on, and assess - not just for effectiveness but for efficiency as well - current services contracts. However, supported unit commanders, regardless of echelon and duration of the operation, must track all contract actions within their affected AO in order to ensure OCS effectiveness and efficiencies in the use of commercial support to operations.

5-11. The CCORB is normally chaired by the requiring activity commander with support from the unit's OCS staff. Board participants normally include the unit's support operations staff and appropriate subordinate unit commanders/support operations staff. In some cases, higher-level HQ OCS staff and supporting contracting activities may participate in these boards, especially when there are major issues to be covered that are beyond the requiring activity's control. See figure 5-3 for an example of a CCORB organization.

5-12. While the CCORBs should be used by all requiring activities regardless of echelon, they are normally established by higher-level requiring activities such as an Army theater or expeditionary sustainment command. If directed by the subordinate JFC, the subordinate JFC's OCSIC usually receives reports from these boards and provides board observers when possible. See JP 4-10 and ATP 4-10, for more details on CCORB process.

This page intentionally left blank.

## Chapter 6 Commercial Support Environment

The commercial support environment is a major component of the operational environment and as such, commanders need to understand the dynamic climate of changing PMESII-PT impacts on the commercial market's willingness and ability to support military operations.

## Commercial Analysis Of The Operational Enviroment

6-1. An operational environment (OE) is a composite of the conditions, circumstances, and influences that affect the employment of capabilities and bear on the decisions of the commander (JP 3-0). The Army doctrinal framework for addressing an operational environment is known as PMESII-PT. Contracting planners can identify existing and potential relationships among aspects of each of the operational variables by applying them systematically to a specific operational environment, in coordination with subject matter experts from supported unit staff (for example G2 and G5).

6-2. The commercial aspect of the OE is the combination of internal and external factors that influence the availability of commercial support to operations within a specific area. The commercial environment includes factors such as suppliers and clients; competition and owners; improvements in technology; laws and government activities; and market, social, and economic trends all of which have a bearing upon the willingness and ability of a commercial base to support military operations.

6-3. Contracting planners must continuously assess, refine, and react to this commercial environment during military operations in order to maintain synergy between available commercial support and supported unit mission sustainment across the range of military operations. This enables a holistic view of the operational environment.

## Operational Variables

6-4. Operational variables (PMESII-PT) are a baseline to analyze an OE. These variables and the interactions among variables determine the nature of a particular OE. By studying the variables of a specific OE, the commander and staff can see, understand, and appreciate the conditions in the environment in which their mission is to be accomplished. The following description of each operational variable (PMESII-PT) and selected example questions can initiate OE analysis.

6-5. The political variable describes the distribution of responsibility and power at all levels of governanceformally constituted authorities as well as informal or covert political powers. This variable discusses all relevant political conditions within the OE, as well as associated regional and global political conditions. The political variable answers the following sample questions:


What is the effectiveness and legitimacy of the current government?

What political parties are present in the OE?

What are the current domestic political issues?

What are the most vulnerable sub-cultures in the OE?

What is the attitude of the population, and political and military leadership toward the United States?

What is the attitude of the population doing contracted work for the United States?

What is the willingness of local contractors to do work for the United States?

What is the attitude of the local population when other nationalities do work for the United States?
6-6. The military variable explores the military and/or paramilitary capabilities of all relevant actors
(enemy, friendly, and neutral) in a selected operational environment. Analysis includes organizational structure and equipment holdings for capabilities and limitations. The military variable addresses the following sample questions:


What is the composition of the military force(s) operating across the OE?

What threat actors are operating in the OE?

How will threat actors use a local contractor in their operations?

What military capability does each threat actor and coalition and friendly force possess?

What are the limitations of the military capabilities possessed by each threat/actor and the potential to exploit those limitations?
6-7. The economic variable encompasses individual and group behaviors related to producing, distributing, and consuming resources across an OE. Interaction includes physical or electronic communications and transfer. Analysis considers influences outside an OE that affect the economic status of the specified OE. The economic variable addresses the following sample questions:


What illegal economic activities occur in the OE?

What is the basis of the economy? (For example, agriculture, manufacturing and technology)

What is nature of the banking system?

Are there any local business development organizations?
6-8. The social variable describes the cultural, religious, and ethnic composition within an OE. Analysis includes beliefs, values, customs, and behaviors of society members. The social variable addresses the following sample questions:


What is the cultural makeup of the OE?

How is the population distributed?

How many internally displaced persons and refugees are in the OE?

What is the religious and ethnic diversity in the OE?

Are there any social aspects of contractors we should be aware of?
6-9. The information variable depicts the nature, scope, and effects of individuals, organizations, and systems that collect, process, disseminate, or act on information. The information environment considers the formal and informal communication means among people, as well as the use of a global information environment effect on a particular OE. The information variable addresses the following sample questions:


What are the nature and contact demographics of the public communications media?

How controlled or open is the information environment?

What threat information warfare capabilities are used in the specified OE?

Does the local commercial support environment utilize IT systems for the conduct of business?
6-10. The infrastructure variable portrays the basic facilities, services, and installations needed for the functioning of a community or society. The degree of macro- or micro- details depends on the fidelity required to present conditions in support of a task/action. The infrastructure variable addresses the following sample questions:


What are the common construction patterns?

What utilities are present and operational?

What transportation networks exist?

What is the industry standard for construction within the AO?

Are there any compatibility challenges we need to overcome through contracting?
6-11. The physical environment variable explains the geography and man-made structures. Other necessary considerations are the climate and weather of an OE. The physical environment variable addresses the following sample questions:


What types of terrain exist within the OE?

What types of weather conditions are likely to occur during a mission context?

What natural disasters are most likely to occur in this OE?

What are the effects of the physical environment on the contracted workforce or contracted operations?
6-12. The time variable describes the timing and duration of activities, events, or conditions within an OE, as well as how timing and duration are perceived by various actors within the operational environment.

Time is a constant. The time variable addresses the following sample questions:


What are the key dates, time periods, or events?

What is the cultural perception of time?
6-13. Each of the eight operational variables has associated sub-variables or subordinate categories of interest. The degree to which each sub-variable provides useful information relevant to a particular OE depends on the situation and training-education-leader development requirement task/action. (See table 6-1 for aspects of variables and sub-variables.)

| Political      |
|----------------|
| Environ-       |
| ment           |
| Military       |
| forces         |
| Economic       |
| diversity      |
| Demographic    |
| mix            |
| Construction   |
| pattern        |
| Attitudes      |
| toward the     |
| United States  |
| Public         |
| communi-       |
| cation/        |
| Cultural       |
| perception     |
| of time        |
| Urban zones    |
| Terrain        |
| Natural        |
| hazards        |
| Social         |
| volatility     |
| Climate        |
| Government     |
| paramilitary   |
| forces         |
| Employ-        |
| ment           |
| status         |
| Utilities/     |
| Services       |
| Weather        |
| Centers of     |
| political      |
| power          |
| Measure-       |
| ment of        |
| Time           |
| Education      |
| level          |
| media          |
| Information    |
| warfare        |
| Economic       |
| activity       |
| Transportation |
| architecture   |
| Type of        |
| government     |
| Non-state      |
| paramilitary   |
| forces         |
| Intelligence   |
| apparatus      |
| Ethnic/        |
| Religious      |
| diversity      |
| Unarmed        |
| combatants     |
| Illegal        |
| economic       |
| activity       |
| Information    |
| management     |
| Key dates,     |
| Key time       |
| periods,       |
| Key            |
| events         |
| Banking        |
| Population     |
| movement       |
| Government     |
| effectiveness  |
| Government     |
| legitimacy     |
| Nonmilitary    |
| armed          |
| combatants     |
| Common         |
| languages      |
| Influential    |
| political      |
| groups         |
| Military       |
| functions      |
| Criminal       |
| activity       |
| Human rights   |
| Diseases       |
| Centers of     |
| social power   |
| Cultural       |
| norms and      |
| values         |

6-14. PMESII-PT is critical to the military decision-making process. This careful analysis enables planners to frame the environment, identify potential problems, develop problem statements which are concise statements of issues requiring resolution, and consider operational approaches - the broad general actions - to solve the problems. The operational approach then serves as the main idea that informs detailed planning and guides the force through preparation and execution. See TC 7-102 for more information on PMESII-PT.

This page intentionally left blank.

## Chapter 7 Joint Considerations

In accordance with JP 1, *Doctrine for the Armed Forces of the United States*, DOD primarily employs two or more services (from two military departments) in a single operation, particularly in combat, through joint operations. To support joint operations, theater support contracting in CCMD-directed operations should be accomplished through one of several CCMD-directed joint C2 and coordination organizational options. The only exception to this doctrinal construct is Service-specific shaping operations where the parent Service would provide contracting support to its own force with no joint C2 or coordinating arrangements. Joint theater support contracting C2 and coordination arrangements directly pertinent to the CSB include LSCC, LSC, and JTSCC. This chapter provides guidance on executing these joint theater support C2 and coordination options utilizing Army expeditionary contracting units. For specific LSCC, LSC and JTSCC designation criteria, tasks, and organizational information, see appendix B, JP 4-10.

## Lead Service Considerations

7-1. In accordance with JP 4-10, *Operational Contract Support*, the CCMD should designate a LSCC, LSC, and JTSCC to ensure effective and efficient use of limited local commercial vendor base, and to coordinate common contracting actions with designated supporting external support contracting agencies. The specific organizational option is determined by the CCMD in conjunction with the subordinate JFC and Service components based on specific mission requirements. Additionally, the LSCC, LSC, and JTSCC may coordinate with the joint task force level OCSIC, if or when formed.

## Lead Service For Contracting Coordination

7-2. In a LSCC arrangement, Service components provide theater support contracting to their own forces, but a CCMD-designated Service would be responsible to coordinate and de-conflict common contracting actions in support of subordinate joint force operations. Additionally, the CCMD may direct a Service component to perform LSCC planning and OCS analysis of the operational area functions for a specified region, country, or designated operational area.

7-3. Any CSB (theater, field army, corps) may be designated a LSCC activity responsible to plan, coordinate, synchronize, and de-conflict common contracting operations. Normally, an Army component LSCC designation would apply to smaller, short-term Army-centric joint operations. Additionally, a CCMD may direct its theater Army headquarters to require the aligned CSB to perform operations-related LSCC functions. These LSCC functions are often associated with lead Service common user logistics (sometimes referred to as base life support or base operations support) designations for CCMD specified countries. CSBs may also be tasked to perform LSCC functions for CCMD Theater Special Operations Command (TSOC) missions. As the TSOC-aligned LSCC activity, the designated CSB would be responsible for routine OCS planning assistance to the TSOC for missions. However, actual contracting support arrangements for any particular special operations mission would be determined on case-by-case basis. For example, if the operation was a United States Air Force-centric operation requiring deployment of a contracting capability, then the Air Force component contracting element would provide this contracting support, not the CSB. Also of note, LSCC designations do not entail any changes to Army command or contracting authority.

## Lead Service For Contracting

7-4. In the LSC construct, one Service component - normally the Service with the preponderance of forces
- is responsible to provide all common theater support contracting to all forces operating in the joint operational area. The LSC construct also can be applicable to the base level in operations where the geographic combatant commander has directed a particular Service component to perform base operating supportintegrator for a designated base. The integration arrangements normally apply in operations where there are well established, long-term operating bases with a clear preponderance of the force at each base. For example, the Air Force may be designated the base operating support-integrator for a major air base, while the Army is the integrator for the other bases in the JOA. JP 4-0 and DODD 3000.10 provide more details on base operating support-integrator functions.

7-5. In some operations, the LSC element (the CSB when the Army component is designated the LSC) may be augmented with other Service military or civilian contracting officers, either through an inter-Service support agreement or through staff augmentation support. In either case, these documents would direct specific positions to be filled by a particular Service or CSA, to include qualifications and standards of grade.

7-6. When the CCMD designates the Army as the LSC, the supporting CSB would be responsible to plan and execute all common theater support contracting actions for all United States and designated multinational forces operating within the JOA or base. Army component LSC designation is most appropriate in Armycentric operations where support to other than Army forces is minimal. In missions where the CSB is augmented with other Service or CSA contracting officers, it is recommended that these non-Army contracting officers be positioned to support their associated Service forces unless METT-TC factors preclude keeping these Service-to-Service support arrangements in place. And like LSCC arrangements, the LSC construct does not entail changes to Army command or contracting authorities. However, the LSC construct may entail changes to contracting authorities over any non-Army military or civilian personnel serving as warranted contracting officers. Such changes to authority may require memoranda of agreement between the CSB and the other Services and/or CSA contracting activities.

## Staff Augmentation Requirements

7-7. Both of the lead Service contracting arrangements discussed above can include significant common contracting planning and coordination requirements to include joint contracting support board lead and joint requirements review board advisory responsibilities. For LSCO, the LSC or LSCC tasks may be beyond the capability of a CSB headquarters and may require significant staff augmentation support and the JFC standup of a JTSCC. Possible LSC, or LSCC, augmentation requirements include the following:


Contracting operations officer(s) or noncommissioned officer(s).

Joint contracting support board secretariat.

Joint requirements review board advisor.

Plans officer(s).

Liaison officer to subordinate joint force command OCSIC (if formed).

Interagency coordinator(s).

Integrated financial operations coordinator(s).

Contract information database manager(s).
7-8. LSC and LSCC staff augmentation can come from various sources from within and outside of the Army. Army sources include, but are not limited to: ACC military staff as well as deployable or volunteer civilians; other Army through the Worldwide Individual Augmentation System; and, as necessary, contracted support. Support from non-Army sources could include: sister Services and/or the Defense Contract Management Agency. In general, any long-term non-Army manning requirements will necessitate the development and approval of a CCMD-driven request for forces/request for support or a Worldwide Individual Augmentation System request. Contracted support for staff functions that do not require contracting authority should also be considered when other options are not available.

## Joint Theater Support Contracting Command

7-9.

A JTSCC is formed via the joint manning document process with the newly established contracting command reporting directly to the subordinate joint force commander. In cases where a joint task force is formed, a JFC OCSIC may be formed. In accordance with joint doctrine, the JTSCC would normally have C2 and exercise contracting authority over all Service theater support contracting elements or individuals operating in the JOA. However, in cases where an installation contracting structure already exists, such as an Air Force contracting squadron at an established base, the JTSCC would have coordination authority with the existing contracting element, but not command authority.
7-10. The CCMD has the authority to direct the Army component to provide the primary capability to establish a JTSCC. This theater support contracting C2 option would most likely be used in a large scale, long term, Army force-centric operation. In this type of operation, the joint task force headquarters would likely be built on an existing Army corps headquarters; whereas the JTSCC would be formed around the appropriate corps-aligned Army CSB. In this case, the JTSCC would have a coordinating relationship with the joint task force OCSIC.

7-11. The primary building block of an Army centric JTSCC will be a CSB headquarters. The JTSCC would also include significant augmentation from other Services and combat support agencies. While actual JTSCC organization is METT-TC driven, there will be certain JTSCC staff and subordinate organization arrangements that will be common to any JTSCC. As such, when the Army provides the basis for a JTSCC some of these headquarters and key subordinate positions will normally be designated as Army mission critical positions. While other positions will be designated for fill by whatever source is determined most appropriate in the joint manning document build process. For example, in an Army based JTSCC, the ACC DCGOO would fill the JTSCC command billet, while the deputy commander should come from another Service, most likely the Air Force. Likewise, the supporting CSB commander would serve in one of the other key JTSCC positions such as the SCO for theater support in one or more expeditionary force AOs, especially in LSCO. Additionally, key HCA over-watch and other reach-back related positions would be designated. These positions would be filled by designated ACC and ASA(ALT) forward personnel and may include overseas-contingency-operationsfunded, term Army Civilians and contractors. The ASA(ALT) in coordination with the Army Staff, joint staff, and JFC would have to determine if the JTSCC commander performs as the most senior SCO with specific delegations from a HCA for example, the ACC commander/HCA using Army contracting authority, or otherwise delegated HCA authority.

7-12. A JTSCC organizational construct should only be considered for large, complex, long-term operations where there will be significant contracted support requirements and a strong likelihood of competition for limited, locally available, commercially provided services and supplies as in support of LSCO. In less complex, short-term operations, an LSC or LSCC construct would be more appropriate. See figure 7-1, on page 7-4, which depicts a notional Army based joint theater support contracting command to include key Army, other Service, CSA, and non-specified positions.

7-13. When a JTSCC is formed or when there is the possibility of significant competition for local contract supplies and services and redundancy in-theater contracting capabilities, the designated SCO, as directed by the JFC, will form a JCSB. The JCSB is the primary JFC-directed coordination mechanism to synchronize contracting actions for common supplies and services within a designated operational area and to improve the overall economy and efficiency of contracting actions being delivered or executed in the operational area. The JCSB is a contracting focused functional board used to coordinate and de-conflict common contracting actions between theater support contracting and external support contracting activities executing or delivering what could be overlapping contracted supplies and services, possibly from the same local vendor base within the operational area (JP 4-10).

7-14. The JCSB serves as the JFC contracting-related advisory forum, especially for issues that cannot be resolved through the JCSB consensus-driven process. It may also serve as a coordination board to determine the proper contract source for requirements not directed to a specific contract venue through the OCS planning and/or JRRB processes. The JCSB is supported and convened by the JTSCC SCO as appropriate, and meets as necessary to accomplish its JFC-directed mission. JCSB membership must include appropriate Service CAP and CSA representatives, as well as a joint staff operations/ logistics advisor. The JCSB has no authority to direct contracting-related actions to JCSB member organizations. JCSB coordination ensures contract requirements are appropriately synchronized, consolidated, and optimized so as to provide the most effective OCS across the operational area. See figure 7-2 for a general JCSB organization. See JP 4-10 appendices B and C for information regarding JCSB organization and functions.

This page intentionally left blank.

## Glossary

The glossary lists acronyms and terms with Army or joint definitions. Where Army and joint definitions differ, (Army) precedes the definition. Terms for which ATP 4-71 is the proponent are marked with an asterisk (*). The proponent publication for other terms is listed in parentheses after the definition.

## Section I - Acronyms And Abbreviations

ACC
Army Contracting Command
ACO
administrative contracting officer
ADP
Army doctrine publication
AFARS
Army Federal Acquisition Regulation Supplement
AFSB
Army field support brigade
AOR
area of responsibility
AR
Army regulation
ARRB
Army requirements review board
ATP
Army techniques publication
B2C2WG
boards, bureaus, centers, cells, and working groups
C2
command and control
CAAF
civilians authorized to accompany the force
CAS
contract administration services
CBn
contracting battalion
CCMD
combatant command
CCORB
commander's contract oversight review board
CJCSM
Chairman of the Joint Chiefs of Staff Manual
CONDET
contracting detachment
COP
common operational picture
COR
contracting officer's representative
CSA
combat support agency
CSB
contracting support brigade
DA
Department of the Army
DCGOO
Deputy Commanding General for outside the continental United States operations
DFARS
Defense Federal Acquisition Regulation Supplement
DOD
Department of Defense
DODD
Department of Defense Directive
DODI
Department of Defense Instruction
FAR
Federal Acquisition Regulation
FCE
forward contracting element
FM
field manual
FOO
field ordering officer
G-2
assistant chief of staff, intelligence
G-4
assistant chief of staff, logistics
GPC
government purchase card
HCA
head of the contracting activity
HQDA
Headquarters, Department of the Army
IAW
in accordance with
INSCOM
United States Army Intelligence and Security Command
J-4
logistics directorate of a joint staff
JCSB
joint contracting support board
JFC
joint force commander
JOA
joint operations area
JP
joint publication
JRRB
joint requirements review board
JTSCC
joint theater support contracting command
LN
local national
LOGCAP
Logistics Civil Augmentation Program
LSC
lead Service for contracting
LSCC
lead Service for contracting coordination
LSCO
large-scale combat operations
METT-TC
mission, enemy, terrain and weather, troops and support available, time available, civil considerations
MICC
Mission and Installation Contracting Command
OCS
operational contract support
OCSIC
operational contract support integration cell
OE
operational enviroment
OPLAN
operation plan
OPORD
operation order
PCO
procuring contracting officer
PEO
program executive offices
PMESII-PT
political, military, economic, social, information, infrastructure, physical environment, and time
RCC
regional contracting center
RSOI
reception, staging, onward movement, and integration
SCO
senior contracting official
SF
standard form
SPO
support operations
SPOT
synchronized pre-deployment and operational tracker
TC
training circular
TCN
third-country national
TOE
table of organization and equipment

TSOC
theater special operations command
USACE
United States Army Corps of Engineers
USAHCA
United States Army Health Contracting Activity
USAMC
United States Army Materiel Command

## Section Ii - Terms *Army Requirements Review Board

The ARFOR commander's established board to review, validate, approve, and prioritize selected contract support requests. Also called ARRB.

## Commander's Contract Oversight Review Board

The commander's contract oversight review board is a commander's forum that ensures mission-critical service contracts are properly tracked and assessed for both effectiveness and efficiency and to ensure they are properly extended, curtailed, or closed out based on the operational requirement. Also called CCORB. (JP 4-10)

## Contract Administration Services

The Service-led process recognized by acquisition policy to centrally administer selected civil augmentation program task orders and complex theater support contracts executed in the operational area. It involves contract administration, property administration, and quality assurance. (JP 4-10)

## Contract Support Integration

The planning, coordination, and synchronization of contracted support to shape military operations. (JP 4-10)

## *Contracting Detachment

A small table of organization and equipment unit with nine contracting personnel commanded by field grade officer that is organic to each contracting battalion. Also called CONDET.

## *Contracting Effects

The operational contracting organizations and capabilities that provide identification, integration, and synchronization of commercial support within an operational area that enable the execution, sustainment, and prolonged endurance of military operations.

## Contracting Support

The execution, employing commercial solutions to meet operational needs. It is the decisive effort of contracting. (JP 4-10)

## Contractor Management

The oversight and integration of contractor personnel and associated equipment in support of military operations. (JP 4-10)

## *Forward Contracting Element

The support element of an employed contracting battalion consisting of two or more contracting specialists from its contracting detachment that provides contracting support to units within an affected area of operations per mission, enemy, terrain and weather, troops and support available, time available, civil considerations. Also called FCE.

## Joint Contracting Support Board

The joint contracting review board is a contracting focused functional board used to coordinate and deconflict common contracting actions between theater support contracting and external support contracting activities executing or delivering what could be overlapping contracted supplies and services, possibly from the same local vendor base within the operational area. Also called JCSB. (JP 4-10)

## Glossary Joint Requirements Review Board

The joint requirements review board is the subordinate JFC's mechanism to review, validate, prioritize, and approve selected component contract support requests. Also called JRRB. (JP 4-10)

## Head Of The Contracting Activity

The head of the contracting activity is the official with responsibility for managing the contracting activity.

HCAs do not typically exercise command authority within the operational area. Also called HCA. (JP 4-10, FAR 2.101)

## References

URLs accessed on 17 March 2021.

## Required Publications

These documents must be available to intended users of this publication. DOD Dictionary of Military and Associated Terms. January 2021. FM 1-02.1. *Operational Terms.* 09 March 2021. FM 1-02.2. *Military Symbols.* 10 November 2020.

## Related Publications

These documents contain relevant supplemental information.

## Joint And Department Of Defense Publications

Most Department of Defense publications are available on the Executive Services Directorate website https://www.esd.whs.mil/dd/dod-issuances/. Joint publications are available online at https://www.jcs.mil/doctrine.
CJCSM 3130.03A. *Planning and Execution Formats and Guidance*. 4 February 2019. Defense Contingency Contracting Handbook. Version 5 - April 2017. Available:
https://www.acq.osd.mil/dpap/ccap/cc/jcchb/.

Contract Closeout Guidebook, Version 1.0 as of October 25th, 2019. Available:
https://dodprocurementtoolbox.com/site-pages/training-resources.

DODD 3000.10. *Contingency Basing Outside the United States.* 10 January 2013. DODD 4270.5. *Military Construction*. 12 February 2005. DODI 3020.41. *Operational Contract Support (OCS)*. 20 December 2011. DODI 5000.72. DOD Standard for Contracting Officer Representative (COR) Certification.
26 March 2015.

JP 1. *Doctrine for the Armed Forces of the United States*. 25 March 2013. JP 2-0. *Joint Intelligence*. 22 October 2013.

JP 3-0. *Joint Operations*. 17 January 2017. JP 3-34.  *Joint Engineer Operations*. 06 January 2016. JP 4-0. *Joint Logistics*. 4 February 2019.

JP 4-10. *Operational Contract Support*. 4 March 2019.

## Army Publications

Most Army doctrinal publications are available online at https://armypubs.army.mil/. ADP 1-01. *Doctrine Primer*. 31 July 2019. ADP 6-0. *Mission Command: Command and Control of Army Forces*. 31 July 2019. AR 700-137. *Logistics Civil Augmentation Program*. 23 March 2017.

## References

ATP 4-10.1.  *Logistics Civil Augmentation Program Support to Unified Land Operations*. 01 August
2016.
ATP 4-70. Assistant Secretary of the Army for Acquisition, Logistics, and Technology Forward
Support to Unified Land Operations. 12 May 2014.
ATP 4-91. *Army Field Support Brigade.* 15 December 2011.

FM 1-06. *Financial Management Operations*. 15 April 2014. FM 3-0. *Operations*. 6 October 2017. FM 4-0. *Sustainment Operations*. 31 July 2019. FM 6-27/MCTP 11-10C. *The Commander's Handbook on the Law of Land Warfare*. 7 August 2019. TC 7-102. *Operational Environment and Army Learning*. 26 November 2014.

## United States Government Publications

Most Acquisition regulations are available on https:// www.acquisition.gov. United States Codes are available online at https://uscode.house.gov/
10 USC. *Armed Forces*. 10 USC 164. *Commanders of Combatant Commands: Assignment; Powers, and Duties*. AFARS 5113.270-90. *Use of Government Purchase Card*. 01 May 2019. DFARS 213.301(2). *Governmentwide Commercial Purchase Card.* 15 January 2021. FAR 2.101. *Definitions*. 10 March 2021. FAR 42.302 (a) and (b). *Contract Administration Functions*. 27 December 2011.

## Other Publications

United States Constitution. 17 September 1787. Website:
http://www.archives.gov/exhibits/charters/constitution_transcript.html.

PL 89-487. *Freedom of Information Act*. 4 July 1966. Website:  https://www.foia.gov. PL 93-579*. Privacy Act of 1974. 31 December 1974.* Website:
https://www.justice.gov/opcl/privacy-act-1974.

## Websites

Procurement Integrated Enterprise Environment portal page, at https://wawf.eb.mil/piee-landing/. Virtual Contracting Enterprise Portal Page, at https://vce.army.mil/Portal.

## Prescribed Forms

This section contains no entries.

## Referenced Forms

Unless otherwise indicated, DA forms are available on the Army Publishing Directorate (APD)
website: https://armypubs.army.mil/. Standard Forms are available on the U.S. General Services Administration web site at https://www.gsa.gov/reference/forms/.

DA Form 2028. *Recommended Changes to Publications and Blank Forms*. SF 44. U.S. Government *Purchase OrderInvoiceVoucher* (Available through normal supply channels).

## Index

Entries are by paragraph number.

## A F

forward contracting element, 1-28,
1-35, 3-12, 3-16, 3-17, 4-10
contracting support battalion, 1-25
contracting detachment, 1-28
contracting effects,  1-27, 2-1, 2-2, Army Materiel Command, 1-1,
1-2, 1-46
Army Contracting Command, 1-2

## J

joint theater support contracting
2-3, 2-4, 2-6, 3-1, 3-2, 3-12, 3-13, 3-14, 4-1, 4-5, 5-4

## B

contracting operational command, 1-6, 1-10, 7-1, 7-7, 7-9, 7-11, 7-12, 7-13, 7-14
assessment, 4-24, 5-3, 5-5
common operational picture, 4-24, boards, bureaus, centers, cells and working groups (B2C2WG), 1-39, 3-21, 3-23, 5-1, 5-2
5-3, 5-4, 5-5

## L C D

lead Service for contracting commercial analysis of the Deputy Commanding General For coordination, 1-10, 1-11, 1-13, 7-1, 7-2, 7-3, 7-6, 7-7, 7-8, 7-12
operational environment, 3-3, 3-21, 3-23, 3-25, 3-27, 3-30, 6-1
lead Service for contracting, 1-10, contract administration services, Outside the Continental United States Operations,  1-4, 1-5, 1-6, 1-8, 1-10, 7-11
1-11, 1-13, 7-1, 7-4, 7-5, 7-6, 7-7, 7-8, 7-12
1-8,  1-9, 1-17, 1-18, 1-20, 1-21, 4-6, 4-15, 4-17, 4-18
Limitations, 1-40
contracting support brigade, 1-8
This page intentionally left blank.

By Order of the Secretary of the Army:
Official:
Administrative Assistant to the Secretary of the Army
2114603

## Distribution:

Active Army, Army National Guard, and United States Army Reserve:  Distributed in electronic media only (EMO).