Air Force Doctrine Document 2-4 

23 March 2005

This document complements related discussion found in Joint Publication (JP) 1-0,

Doctrine for Personnel Support to Joint Operations; JP 4-0, Doctrine for Logistic 

Support of Joint Operations; and JP 6-0, Doctrine for Command, Control, 

Communications, and Computer (C4) Systems Support to Joint Operations. 

COMBAT SUPPORT 
BY ORDER OF THE AIR FORCE DOCTRINE DOCUMENT 2-4 

SECRETARY OF THE AIR FORCE 23 MARCH 2005 

SUMMARY OF REVISIONS 

 This revision restructures the entire publication for better presentation of key ideas; 

provides the overarching construct of agile combat support (ACS) and the subset of 

expeditionary combat support (chapter 1); discusses combat support command and control 

(CSC2) (chapter 2); describes the ACS master processes (chapters 3-8); updates the ACS 

functional specialties (appendix B); and provides best practices and lessons learned from recent 

operations. 

Supersedes: AFDD 2-4, 22 Nov 99 

OPR: HQ AFDC/DR (Lt Col Kathleen A. Kelly, USAF) 

Certified by: AFDC/CC (Maj Gen Bentley B. Rayburn) 

Pages: 71 

Distribution: F 

Approved by: JOHN P. JUMPER, General, USAF 

Chief of Staff 
FOREWORD 

Air and space forces respond to global taskings within hours. The support for these forces 

must be equally responsive. This is the challenging job of combat support, the foundation of air 

and space power. Air and space expeditionary task forces employment capabilities demand 

rapid positioning of force packages to achieve combat, peacekeeping, counterdrug, and nationbuilding effects. 

Air Force agile combat support capabilities are provided by people and organizations 

responsible for planning, programming, and sustaining the forces; determining who and what are 

deployed; as well as how they arrive and return home safely. Agile combat support is an Air 

Force distinctive capability that touches every functional area and is key to meeting the US Air 

Force’s mission to organize, train, equip, and employ air and space power. The dedicated support 

of our people makes agile combat support a reality. The goal of agile combat support is to 

provide the most capable air and space forces to combatant commanders. 

JOHN P JUMPER 

General, USAF 

Chief of Staff 
Intentionally Blank 
TABLE OF CONTENTS 

INTRODUCTION ........................................................................................................................ vii 

FOUNDATIONAL DOCTRINE STATEMENTS........................................................................ ix 

CHAPTER ONE—Combat Support Overview.............................................................................. 1 

Agile Combat Support (ACS) Defined....................................................................................... 1 

Expeditionary Combat Support .................................................................................................. 1 

ACS Attributes............................................................................................................................ 1 

ACS Effects ................................................................................................................................ 3

ACS Master Processes................................................................................................................ 3 

ACS Capabilities......................................................................................................................... 4 

ACS Integration .......................................................................................................................... 6 

CHAPTER TWO—Combat Support Command and Control (CSC2) Roles and Responsibilities 7 

Introduction................................................................................................................................. 7 

C2 of Combat Support ............................................................................................................ 7 

CSC2 Processes and Capabilities ........................................................................................... 7 

Organization................................................................................................................................ 9

Roles and Responsibilities...................................................................................................... 9 

Air Force Components of Combatant Commands................................................................ 10 

Vertical and Horizontal Integration ...................................................................................... 11 

Unique Capabilities/Relationships/Organizations.................................................................... 12 

Force Modules ...................................................................................................................... 12 

Air Mobility Command......................................................................................................... 12 

US Air Force Special Operations Command Forces............................................................ 12 

Air Force Space Command................................................................................................... 12 

Regional Supply Squadron ................................................................................................... 13 

Consolidated Intermediate Repair Facility ........................................................................... 13 

Support to Other Services..................................................................................................... 13 

Multinational Operations...................................................................................................... 13 

Decision Support Systems/Tools.......................................................................................... 14 

Conclusion ................................................................................................................................ 14 

CHAPTER THREE—Readying the Force ................................................................................... 15 

Introduction............................................................................................................................... 15 

Readying the Force ............................................................................................................... 15 

Prepare .................................................................................................................................. 15 

Organize.................................................................................................................................... 16 

Train.......................................................................................................................................... 16 

Lessons Learned ....................................................................................................................... 18 

Equip......................................................................................................................................... 19 

Conclusion ................................................................................................................................ 19 

CHAPTER FOUR—Preparing the Battlespace............................................................................ 21 

Introduction............................................................................................................................... 21 

Assessment Processes............................................................................................................... 21 

iii
Logistics Sustainability Analysis.......................................................................................... 22 

Contingency Response Group .............................................................................................. 22 

The Expeditionary Site Survey Process................................................................................ 22 

Planning .................................................................................................................................... 23 

Deliberate Planning............................................................................................................... 23 

Crisis Action Planning .......................................................................................................... 24 

Expeditionary Site Planning ................................................................................................. 24 

Support Agreements.............................................................................................................. 25 

Contract Augmentation Programs......................................................................................... 25 

Planning Documentation....................................................................................................... 26 

Posturing For Employment....................................................................................................... 26 

Intratheater Movement.......................................................................................................... 26 

Conclusion ................................................................................................................................ 26 

CHAPTER FIVE—Positioning the Force .................................................................................... 27 

Introduction............................................................................................................................... 27 

Lines of Communication....................................................................................................... 27 

Modular-Scalable UTCs....................................................................................................... 28 

Deploying.................................................................................................................................. 29 

Flow Prioritization ................................................................................................................ 29 

En Route Infrastructure......................................................................................................... 29 

In-Transit Visibility .............................................................................................................. 29 

Contingency Comptroller ..................................................................................................... 29 

Receiving And Bedding Down................................................................................................. 30 

Reception, Staging, Onward Movement, And Integration ................................................... 30 

Personnel Accountability...................................................................................................... 30 

Force Protection.................................................................................................................... 30 

CHAPTER SIX—Employing the Force ....................................................................................... 31 

Introduction............................................................................................................................... 31 

Employing Combat Support Capabilities................................................................................. 31 

Right-Sized Essential Support .............................................................................................. 31 

Reachback Support ................................................................................................................... 32 

Conclusion ................................................................................................................................ 32 

CHAPTER SEVEN—Sustaining the Force.................................................................................. 33 

Introduction............................................................................................................................... 33 

Sustainment............................................................................................................................... 33 

Combat Support Command and Control............................................................................... 33 

Distribution And Delivery ........................................................................................................ 34 

Air Mobility Division ........................................................................................................... 34 

Depot Support....................................................................................................................... 34 

Aircraft Maintenance ................................................................................................................ 35 

Weapon System Support....................................................................................................... 35 

Munitions.................................................................................................................................. 36 

Conclusion ................................................................................................................................ 36 

CHAPTER EIGHT—Recovering the Force................................................................................. 37 

iv
Introduction............................................................................................................................... 37 

Redeployment ........................................................................................................................... 37 

Considerations ...................................................................................................................... 37 

Redeployment Focal Point.................................................................................................... 38 

Closing Locations..................................................................................................................... 38 

Reconstitution ........................................................................................................................... 38 

Lessons Learned And Applied.................................................................................................. 39 

Conclusion ................................................................................................................................ 39 

Suggested Readings...................................................................................................................... 41 

Appendices.................................................................................................................................... 43 

Appendix A Contingency Contracting .................................................................................... 43 

Appendix B ACS Functional Specialties Described ............................................................... 47 

Glossary ........................................................................................................................................ 51 

v
Intentionally Blank 

vi
INTRODUCTION 

PURPOSE 

This Air Force Doctrine Document (AFDD) establishes doctrinal guidance for combat 

support to air and space forces across the full range of military operations. 

APPLICATION 

This AFDD applies to all active duty, Air Force Reserve, Air National Guard, and 

civilian Air Force personnel. 

The doctrine in this document is authoritative, but not directive. Therefore, commanders 

need to consider the contents of this AFDD and the particular situation when accomplishing their 

missions. Airmen should read it, discuss it, and practice it. 

SCOPE 

 AFDD 2-4, Combat Support, is the keystone document addressing the full spectrum of 

agile combat support functions that operate in peace and in war. It stresses the need for tailored 

combat support packages with the Airmen, facilities, equipment, and supplies required for 

supporting Air Force forces. 

vii
COMAFFOR / JFACC / CFACC 

A note on terminology

One of the cornerstones of Air Force doctrine is “the US Air Force

prefers—and in fact, plans and trains—to employ through a

COMAFFOR who is also dual-hatted as a JFACC.” (AFDD 1) 

To simplify the use of nomenclature, Air Force doctrine documents

will assume the above case unless specifically stated otherwise. The

term “commander, Air Force forces” (COMAFFOR) refers to the Title

10 Service responsibilities while the term “joint force air and space

component commander” (JFACC) refers to the joint operational

responsibilities. 

While both joint and Air Force doctrine state that one individual will

normally be dual-hatted as COMAFFOR and JFACC, the two

responsibilities are different, and are typically executed through

different staffs. 

Normally, the COMAFFOR function executes operational

control/administrative control of AF forces through a Service A-Staff

while the JFACC function executes tactical control of all joint air and

space component forces through an air and space operations center. 

When multinational operations are involved the JFACC becomes a

combined forces air and space component commander. Likewise,

though commonly referred to as an AOC, in joint or combined

operations the correct title is JAOC or CAOC. 

viii
FOUNDATIONAL DOCTRINE STATEMENTS 

Foundational doctrine statements are the basic principles and beliefs upon which AFDDs 

are built. Other information in the AFDDs expands on or supports these statements. 

 Agile combat support (ACS) includes actions taken to create, effectively deploy, and 

sustain US military power anywhere—at our initiative, speed, tempo. ACS is 

technologically superior, robust, flexible, and fully integrated with operations. ACS 

capabilities include provisioning for and protection of air and space personnel, assets, and 

capabilities throughout the full range of military operations. (Page 1) 

 Expeditionary combat support (ECS) is a subset of agile combat support that responds 

quickly and is highly mobile. ECS is the deployed ACS capability to provide persistent 

and effective support for the applications of Air and Space power on a global basis. (Page 

1) 

 ACS master processes apply the capability to produce the desired effects necessary to 

create, operate, and sustain globally responsive air and space forces. (Page 3) 

 ACS capabilities are aggregations of many activities; imbedded and cross-functional 

tasks performed by the 23 combat support functional areas. Collectively, the combat 

support functional areas generate combat capability by creating, posturing, bedding 

down, protecting, servicing, maintaining, and sustaining support and operational forces. 

(Page 4) 

 ACS is heavily dependent on integration; 23 combat support functional areas make vital 

contributions to US Air Force operational mission capability, relying on total force 

(active duty, Air Reserve component, civilians, and contractors). ACS forces are 

organized, trained and equipped into one seamless team to optimize readiness capability 

and total force utilization. (Page 6) 

 Networked, adaptive combat support command and control facilitates integration with 

warfighting functions to optimize the commanders’ ability to execute their military 

operation. (Page 7) 

 ACS makes no distinction between peacetime and wartime processes, the effects promote 

and defend US national interests at anytime or place. (Page 15) 

ix
Intentionally Blank 

x
CHAPTER ONE 

COMBAT SUPPORT OVERVIEW 

The...different doctrinally defined functional areas of combat support 

provided effective support to commanders across the AOR through 

innovation, adaptability, and professionalism. 

—Task Force Enduring Look Report,

 Operation IRAQI FREEDOM, Vol. 2, Decisive Operations

AGILE COMBAT SUPPORT (ACS) DEFINED 

Agile combat support (ACS) includes actions taken to create, effectively deploy, and 

sustain US military power anywhere—at our initiative, speed, tempo. ACS is 

technologically superior, robust, flexible, and fully integrated with operations. ACS 

capabilities include provisions for and protection of air and space personnel, assets, and 

capabilities throughout the full range of military operations. ACS is the foundation for 

global air and space power engagement and the linchpin that ties together Air Force distinctive 

capabilities. It is the foundational and cross cutting US Air Force system of support that enables 

Air Force operational concepts and the capabilities that distinguish air and space power—speed, 

flexibility, and global perspective. 

EXPEDITIONARY COMBAT SUPPORT (ECS) 

ECS is a subset of ACS that responds quickly and is highly mobile. ECS is the 

deployed ACS capability to provide persistent and effective support for the applications of 

Air and Space power on a global basis. The ECS aspect of ACS specifically supports air and 

space expeditionary task force (AETF) operations. ECS includes the essential capabilities, 

functions, activities and tasks necessary to employ all elements of air, space and land operational 

forces in deployed locations, to include redeployment and reconstitution. 

ECS provides essential support while minimizing the forward footprint. The 

combination of operational mission, environment, and resource availability, criticality, and risk 

management determine the components of support capability provided. Therefore, right-sized 

ECS requires aggressive planning to produce effective support. This enables leaders and 

planners at every level to assess preparation, training, movement, support and sustainment in a 

disciplined routine. ECS planners must analyze and assess mission requirements, the operating 

environment, aircraft and munitions configurations, and other sustainment requirements essential 

to determining minimum assets to be deployed forward. 

ACS ATTRIBUTES 

The defining attributes of ACS are agility, reliability, integration, and responsiveness. 

 Agility is the attribute of ensuring timely deployment concentration, adaptive 

employment, and resourceful sustainment of air and space power. 

1
 Reliability results from the effectiveness of the ECS team, competency and health of

personnel, dependability of equipment, trustworthiness of information, and the 

consistency of ACS effects. 

 Integration brings together or incorporates diverse parts into a common team. This is not 

just a combination of parts; integration creates a synergistic effect, whereby the sum is 

much greater than its constituent parts. 

 Responsiveness results when critical ACS capabilities are right sized, when and where 

needed. 

The combat support community has made great strides in reducing the airlift 

requirements, improving depot responsiveness, and streamlining the acquisition processes since 

Operation DESERT STORM. The continuous goal of increasing velocity and decreasing the 

footprint will ensure we can quickly get to the fight with minimum ECS force presence, yet with 

maximum ECS effectiveness. This is a key concept defining combat support as “agile”. 

Figure 1.1 provides an overview of ACS. The functional areas (for more information on 

the different areas see appendix B) combine to create different combat support capabilities. 

Using the master processes, the desired effects are achieved, and in turn become enablers 

available to the combatant commander to achieve mission objectives. 

 Figure 1.1. Agile Combat Support Overview. 

2
ACS EFFECTS 

An effect is a state defined by measurable conditions resulting from the dynamic 

application of capabilities through a prescribed process. The desired effect is the product we 

provide to the commander, Air Force forces (COMAFFOR). Defining these effects is important 

to being able to build capabilities that are flexible in their application and can be adapted to 

changing strategic and operational environments. 

 Readied Forces—Combat-capable forces that are healthy, protected from disease and 

injury, organized, trained, and equipped to provide efficient and effective combat and 

combat support effects across the full range of military operations. 

 Prepared Battlespace—An environment where assessment, planning, and posturing for 

employment in an operational area have been accomplished to provide rapid, and 

appropriate application of air and space power capabilities, tailored to support of the 

supporting and supported combatant commanders’ requirements. 

 Positioned Forces—Combat and combat support forces that have been prioritized, rightsized, and effectively deployed, received, and bedded-down at final destination. 

 Employed Forces—A supportable combat and combat support force applied to attain 

specific military objectives. 

 Sustained Forces—A force sustained and protected for the duration of an operation with 

time-definite supply of materiel and personnel, and force protection measures to maintain 

on-going operations. 

 Recovered Forces—A force that has been reconstituted and set for future operations. 

ACS MASTER PROCESSES 

ACS master processes apply the capability to produce the desired effects necessary 

to create, operate, and sustain globally responsive air and space forces. The master 

processes measure and answer the operationally imperative questions—are the forces ready, is 

the battlespace prepared, etc. ACS is a key enabler in readying and preparing USAF forces for 

quick response, as well as sustaining all operational activity with the right resource, at the right 

place, at the right time, and for the right length of time. It includes the procurement, protection, 

maintenance, distribution, and replacement of personnel, materiel, and installations to ensure 

responsive AETF support for right-sized forces supporting contingency operations. The six ACS 

master processes depict critical ACS capabilities that produce military readiness and 

responsiveness across the full range of operations: 

 Readying the Force—ensuring force fitness and organizing, training, and equipping to 

provide military capability. 

 Preparing the Battlespace—assessing, planning, and posturing for rapid employment. 

3
 Positioning the Force—tailoring, preparing for movement, deploying, receiving, and 

integrating forces. 

 Employing the Force—generating timely launch and/or strike capability, providing 

right-sized essential support, and ensuring safe recovery of engaged forces. 

 Sustaining the Force—maintaining effective levels of support for global operations 

worldwide beginning day one of employment operations. 

 Recovering the Force—redeployment and reconstitution, ensuring that the instrument of 

air and space power can effectively and repeatedly be applied at the direction of the 

President/SecDef.

ACS CAPABILITIES 

ACS is an amalgamation of capabilities that can be assessed or measured in peace and 

war, in garrison and deployed for their contribution to desired operational effects. A capability 

is the combined capacity of trained personnel, materiel, and equipment systematically operating 

together in a defined activity to achieve a desired outcome. A capability is applied in a process 

singularly or in combination with other capabilities to achieve desired effects. 

ACS capabilities are aggregations of many activities; imbedded and cross-functional 

tasks performed by the 23 combat support functional areas. Collectively, the combat 

support functional areas generate combat capability by creating, posturing, bedding down, 

protecting, servicing, maintaining, and sustaining support and operational forces. The

seven top-level ACS capabilities are:

 Create Forces—Providing a fit and healthy force and organizing, training, and 

equipping the combat and support capabilities of the Total Force to meet combatant 

commander requirements on a global basis. This includes designing and acquiring 

standing forces, including the ability to tailor forces and organize, train, equip, and size 

forces to produce a responsive, sustainable, and survivable combat support force prepared 

to promote and defend national interests anytime, anywhere. Such a force must be tailored, 

trained, organized, and equipped to support multifaceted missions ranging from

humanitarian and peacekeeping operations to military conflicts at forward, deployed 

locations. Meeting the requirements of diverse missions demands integrated, effective, and 

efficient support functions designed for rapid deployment, engagement, and recovery from

operations. Air Force members must be ready to operate in-garrison or with minimal 

infrastructure and logistics footprint in forward areas. 

 ACS Command and Control (C2)—Monitoring, assessing, planning, and executing the 

capabilities of ACS forces across the range of military operations. C2 is critical to the 

successful conduct of ACS and ECS operations through centralized control and 

decentralized execution of all combat support activities. This capability is further 

explained in Chapter 2. 

4
 Establish Operating Locations—Planning, reconfiguring or building a supportable 

infrastructure to support personnel and equipment at a specific locality from which 

operations are projected or supported. Fundamental requirements include providing 

operating location assessments that address the following infrastructure items: runways, 

taxiways, ramps, roads, and building sites; utility grid(s); communications grid(s); 

aviation fuels grid(s); munitions storage area(s); and facilities.

 Posture Responsive Forces—Assessing, structuring (e.g., Force Modules), scheduling 

(i.e., Volume II, Air & Space Expeditionary Force Presence Policy [AEFPP], Capabilities 

Allocation Annex), and processing of force capabilities for their discrete assignment to 

combatant commander requirements, including execution of prepositioning strategy to 

maximize ACS responsiveness and speed of employment. Assessing force capabilities 

are the actions needed to define common operating and support pictures for global, 

theater, and operating location current and future operating environments. Structuring 

force capabilities are the actions needed to right-size, in modular and scalar form, 

singular and combined capabilities or unit type codes (UTCs) to create specified effects 

as required by the combatant commander. (e.g., force modules such as Open the Base, 

Establish the Base, etc.) Processing force capabilities are the actions needed to (1) assure 

real-time visibility and availability of capabilities and their component parts of personnel, 

materiel, and equipment, (2) accurately account for deploying force capabilities, (3) 

accurately account for debarkation of capabilities. Scheduling force capabilities is the 

action needed to centrally manage all Air Force forces, to include combat coded units 

apportioned to a combatant commander, to best meet the overall requirements of the 

national defense strategy. Executing prepositioning strategy consists of the actions 

needed to assess, plan, and place prescribed levels of resources at strategic locations in 

order to meet required availability and timing. 

 Protect Forces—Applying integrated offensive and defensive action to detect, preempt, 

prevent, or mitigate the damaging effects of hostile actions or environmental and health 

threats against air and space operations and assets. Actions required include detecting, 

identifying, and defeating penetrative, standoff threats to personnel and resources; 

assessing operating locations for threats and available support from host civil/military 

agencies; disseminating information and warning personnel; and protecting 

infrastructure. 

 Generate the Mission—Preparing and generating mission elements; launching/initiating 

air, space, SOF, information, and humanitarian relief operation (HUMRO) missions; 

recovering mission elements; and regenerating mission capability repetitively in the full 

range of mission operations. “Prepare and generate” includes actions necessary to repair, 

configure, and provide support to operations to accomplish the assigned mission. 

Supporting launch/initiation includes actions necessary to set up for a specific mission. 

Recovering mission elements involves receiving and assessing the status of mission 

elements to include actions necessary to repair, restore, and reconfigure in preparation for 

another mission. 

5
 Support the Mission, Forces, and Infrastructure—Directly assisting, maintaining, 

supplying, and distributing at operating locations to achieve the mission and assure the 

operational utility of all personnel, materiel, equipment, and the operating location 

infrastructure. “Support and Sustain the Mission and Forces” provides the foundation for, 

and enables generation of, the mission and maintenance of the operating location and its 

infrastructure, assuring lean-force support begins immediately through the maximum use 

of reachback. 

 Sustain the Mission, Forces, and Infrastructure—Maintaining effective capacities of

mission services and support for the duration of operations worldwide. Services include 

lodging, feeding, hygiene, fitness, medical, religious, postal, legal and financial. These 

services contribute to the health, morale and cohesiveness of all forces. This assures 

lean-force support begins immediately through the maximum use of reachback. 

These ACS capabilities are combined differently to support the iterative process from

preparation through deployment and recovery/reconstitution. This ensures the AF forces are 

prepared to perform the process all over again. 

ACS INTEGRATION 

ACS is heavily dependent on integration; 23 combat support functional areas make 

vital contributions to US Air Force operational mission capability, relying on total force 

(active duty, Air Reserve component, civilians, and contractors). ACS forces are 

organized, trained and equipped into one seamless team to optimize readiness capability 

and total force utilization. In addition, ACS unifies the depth of support managed at all 

echelons of command, as well as the breadth of organic, commercial, wholesale, retail, 

interservice, and international environments. ACS also integrates the diverse functional areas 

(see Figure 1.1) that provide unique contributions essential to Air Force operational success, thus 

allowing ACS to maximize effects; making the sum more dynamic than any of its individual 

parts. Air Force combat support capabilities are fundamental to the success of employing air and 

space power. 

6
CHAPTER TWO 

COMBAT SUPPORT COMMAND AND CONTROL ROLES AND 

RESPONSIBILITIES 

INTRODUCTION 

Networked, adaptive combat support C2 facilitates integration with warfighting 

functions to optimize the commanders’ ability to execute the military operation. Combat

support command and control (CSC2) supports the mission and provides operational risk 

mitigation, near-real-time combat support information, and cross-AOR resource arbitration. The 

key to operational risk mitigation is the integration of sustaining base and ECS capabilities for 

global, short-term inventory optimization. Additionally, near real-time dynamic, continuous 

management of combat support information and operational intelligence ensures adaptive 

operations and combat support plans. 

C2 is the means by which Air Force commanders monitor and maintain situational 

awareness, achieve common understanding of the battlespace, assess status, plan potential 

courses of action, and synchronize appropriate activities to achieve effects essential to meeting 

military objectives. Effective C2 requires well-defined process, streamlined organization, and 

collaborative decision-making constructs that are adaptable to meet unexpected challenges. C2 

of combat support enables the commander to employ capabilities and resources effectively 

(despite competing demands) provides the means for implementing combat support plans, and 

the agility to modify those plans as necessary to meet evolving operational requirements. 

C2 is critical to the successful employment of air and space power and should be 

interoperable, horizontally integrated across functions, vertically integrated across all echelons 

of command, and provide organizational connectivity between commanders and decision makers 

down to the employing units. C2 supports centralized control and decentralized execution of all 

combat support activities. 

C2 of Combat Support 

The commander, Air Force forces (COMAFFOR) requires the ability to maintain 

awareness of the status of the blue order of battle, recognize what support capability is needed 

where, and direct resources accordingly. Because many Air Force resources are limited and 

designed to serve the needs of multiple missions in widely dispersed unified commands, 

centralized control and decentralized execution are especially critical to assure an optimum

balance between flexibility and responsiveness of Air Force combat support. Key to this is the 

concept that various echelons need visibility and authority over assets relevant to their respective 

roles and responsibilities. 

CSC2 Processes and Capabilities 

The CSC2 process possesses the inherent capabilities of monitoring, assessing, planning, 

and executing that allows commanders to employ combat support capabilities and resources 

7
effectively. CSC2 systems provide the tools and technology to access, analyze, display and act 

upon relevant information enabling them to ready, deploy, employ, and sustain forces for 

assigned missions worldwide. 

The following definitions of CSC2 capabilities and processes bring into focus the 

continuum of action required to link operational and combat support capabilities to achieve 

desired effects. The four sub capabilities that make up the overall C2 capability are monitoring, 

assessing, planning and executing. 

 Monitoring involves the processes of collecting, storing, maintaining, and tracking of 

data. 

 Assessing results is the ability to determine the nature and impact of conditions and 

events on force capabilities and commander’s intent. It involves the processes of 

analyzing and evaluating along with modeling and simulation to describe situational 

awareness and alternatives solutions. 

 Planning is how we support the operational objectives; develop, evaluate, and select 

courses of actions; generate force lists (capabilities) and force movement requirements; 

and detail the timing of sequential actions. Planning is essentially a description and 

prioritization of how to achieve stated mission goals. 

 Execution is the overall dissemination and action of the plan to ensure successful 

mission accomplishment. 

The MAJCOM commanders serve as the theater COMAFFOR in both peacetime and 

wartime. His/her staff forms the core of a theater AFFOR staff. During a contingency, the 

engaged NAF commander serves as the COMAFFOR to the JFC, and his NAF staff then forms 

the core of the regional AFFOR staff, and establishes reachback to the MAJCOM theater 

AFFOR for support as required. Where multiple contingencies (e.g., separate warfighting and 

HUMRO missions) employ multiple JTFs, and, by proxy, multiple regional AFFORs operate 

simultaneously within the same theater, the theater AFFOR will provide support to each regional 

AFFOR as required. A separate COMAFFOR for each JTF is also possible, depending on the 

size of the operation. 

Total asset visibility (TAV) is one example of tracking that provides data that allows 

commanders to monitor resource levels. This data can be used to assess and predict critical 

support shortfalls and recovery expectations. TAV not only includes an awareness of the 

location of assets, but also other key information elements such as readiness status, ownership, 

availability, and accessibility. Combat air forces (CAF)-wide implementation of standard 

Automated Information Technologies (AIT) is an essential tool to achieve TAV. 

Full range planning and execution of Air Force forces requires an ACS communication 

and information system architecture that is integrated across the functional areas shown in figure 

1.1 and provides nonsecure and secure capability. For example, the foundation for reachback 

consists of C2 information centers and their supporting databases. Connectivity to any deployed 

8
operating location, including bare bases, is needed early; robust secure communications and 

information capabilities should connect all combat support functions. Support to achieve 

interoperability requires standards, frequency management, standardized systems and databases, 

and common processes. 

 

ORGANIZATION 

Air Force combat support command relationships are hierarchically structured the same

as the operational elements. These relationships provide the basis for authority, accountability, 

and responsibility of all the elements that cooperate and integrate to achieve military objectives. 

Although commanders may delegate authority to accomplish a mission, they cannot delegate the 

accountability and the responsibility for the attainment of mission objectives. Proper command 

relationships also assure unity of command and provide for clear delineation of responsibility, 

authority, and accountability from the tactical to strategic level of operations. 

A unified combatant commander exercises combatant command (COCOM) and directive 

authority for logistics. For assigned Air Force forces, he exercises his authority through the 

commander, Air Force forces (COMAFFOR) who is normally dual-hatted as the joint force air 

component commander (JFACC). Additionally, when TRANSCOM is supporting a combatant 

commander with airlift and air refueling capabilities, the JFACC provides the command and 

control interface for those assets. Air Force command and control structures for combat support 

are designed to enable a COMAFFOR’s ability to support the combatant commander’s exercise 

of his “directive authority for logistics.” 

Roles and Responsibilities 

The Chief of Staff, United States Air Force (CSAF) has a subordinate Air Staff for 

policies and advisory support to respective combat support functional areas. They also provide 

Service support to both in garrison and expeditionary forces. Air Staff functional elements 

maintain liaison through their respective counterparts down to squadron level. They similarly 

coordinate directly with respective functional counterparts on other Service staffs as well as the 

Joint Staff and the Unified Combatant Command staffs in support of the Air Force’s global 

mission. 

When MAJCOMs are the combatant command’s air component, they advise how to 

organize and employ these forces to accomplish assigned missions. MAJCOMs, as the theater 

AFFOR, provide theater reachback support to the regional AFFOR. NAFs provide the senior 

Air Force warfighting echelon and provide the organizational combat support planning expertise. 

The NAF staff plans the C2 architecture for operations and forms the core of the regional 

AFFOR staff. Air Force commanders should be prepared to accept single-Service responsibility 

for joint common use items. Regardless of the source of support or support C2 structure, the 

Service component is responsible for ensuring essential combat support for assigned or attached 

Air Force personnel within a joint command. 

The combat support center (CSC) is the strategic level CSC2 node at the Pentagon. It 

provides global views of Air Force combat support capabilities, and also monitors and assesses 

9
global resource allocation by integrating multi-theater requirements. The CSC also conducts 

integrated assessments and recommends allocation of actions for critical resources. It is the agile 

combat support component of the Air Force Operations Group (AFOG) and supports the AFOG 

in its mission to support the CSAF, SECAF, and the CJCS. 

Air Force combat support global responsibilities may include, but are not limited to, the 

following key tasks to monitor, assess, plan, and execute the development, maintenance, and 

sustainment of combat support capabilities: 

 Plan and coordinate communications and information support 

 Plan and coordinate force protection support 

 Establish and identify manpower and equipment requirements 

 Develop supporting plans to meet combatant commander mission requirements 

 Identify host-nation support (HNS) requirements 

 Coordinate planning activities and requirements with force provider(s) 

 Coordinate with commander’s staff to identify employment locations 

 Develop expeditionary site plans (ESP) for approved employment locations 

 Establish CSC2 nodes and responsibilities 

 Manage allocated war reserve materiel (WRM) 

Air Force Components of Combatant Commands 

Within the AFFOR headquarters, combat support functions are aligned in the A-Staff, as 

well as the special staff. The A-staff structure is used instead of the “traditional” US Air Force 

staff designations (DP, LG, SC, etc.) to more readily identify the Air Force component staff 

equivalents of the corresponding J-staff functions. The COMAFFOR exercises combat support 

control through the A-staff structure. A-staff roles and responsibilities are defined in AFDD-2, 

Organization and Employment of Air and Space Operations.

AFFOR combat support staff elements coordinate with joint task force staffs to plan, 

coordinate, and execute required combat support functions. The joint force commander may 

establish various centers, boards, and offices to facilitate C2 of combat support functions. They 

are organized around specialized tasks (e.g., the Deployment/Distribution Operations Center, the 

Joint Civil-Military Engineering Board, the Joint Rear Tactical Operations Center, the Joint 

Blood Program Office, the Joint Mortuary Affairs Office and the Joint Information Bureau). 

AFFOR staffs interface with J-staffs, to: 

 Coordinate in all decision making and planning 

 Synchronize combat support with operations 

10
 Develop detailed combat support plans 

 Establish a joint combat support architecture 

 Ensure unity of combat support effort 

 Organize for continuous operations 

 Maintain flexibility 

 Integrate national and theater combat support 

 Perform logistics sustainability analysis 

Vertical and Horizontal Integration 

During the execution of ACS functional plans, staff planning and reachback occurs 

simultaneously at all echelons of command: 

 The Air Staff conducts contingency resource allocation 

 COMACC, through the AEF Center, tasks, organizes, and deploys AEF forces 

 MAJCOMs establish processes and procedures to support combatant command 

reachback operations 

 AETFs establish bases and support 

Each echelon accomplishes its tasks in coordination vertically with other elements. At 

the same time, there are horizontal linkages between common functional elements across units 

and MAJCOMs as well as between supporting and supported commands, fostering continuity 

and standardization. 

Air component commands and the Air Staff have roles in determining support 

requirements and assessing AF capabilities to support those requirements. Some combat support 

resources, such as munitions, are centrally computed, managed, and allocated to theater 

combatant commands for specific operational needs. Other support may be determined by air 

component commands and sent forward to the Air Staff for approval. It is imperative for the 

staffs involved to coordinate with one another to exploit opportunities to develop consolidated 

support activities that may support more than one theater. For example, consolidated 

intermediate repair facilities (CIRFs) that operated during Operation ENDURING FREEDOM 

(OEF) and Operation IRAQI FREEDOM (OIF) and en route support bases served as central 

distribution hubs for both the European and southwest Asia (SWA) theaters. In addition, 

coalition support facilities may be closer and more responsive than CONUS options for serving 

deployed units and the allocation of war reserve materiel (WRM) resources.

11
UNIQUE CAPABILITIES/RELATIONSHIPS/ORGANIZATIONS 

The following is a list of unique capabilities/relationships/organizations that both impact 

and are impacted by ACS/ECS operations: 

Force Modules 

Force modules (FM) provide a packaged capability of combat and combat support forces 

for presentation to a combatant commander. The Air Force packages UTCs together to comprise 

a force module. Each module represents a specific modular and scalable capability; they are not 

necessarily deployed in series, but are designed to deploy and employ incrementally and in 

parallel. FMs are used extensively in deliberate and crisis action force flow planning. Planners 

should attempt to use the same or similar FMs for all of their plans to ensure continuity. As an 

example, the Air Force recommends the use of the five force modules for base establishment, 

deployment, and employment: Open the Airbase, Command and Control, Establish the Airbase, 

Generate the Mission and Operate the Airbase. The supported combatant command staff 

determines which force modules are actually used in a deliberate or crisis action operations plan. 

Right-sizing UTCs within the Air Force planning and execution process is essential to ensuring 

rapid response to crisis with light, lean, decisive capability to meet mission requirements. 

Air Mobility Command 

Air Mobility Command (AMC) will normally place air mobility support units, such as 

tanker airlift control elements (TALCEs) and mission support teams (MSTs) within the theater to 

support inter- and intra-theater operations. The director of mobility forces (DIRMOBFOR) will 

evaluate the capabilities of combat support, and the requirements for airlift and tanker aircraft 

assigned or attached to the theater, to determine their ability to provide transportation and air 

refueling support. To ensure close coordination with the overall airlift effort, the DIRMOBFOR 

is normally collocated with the air and space operations center (AOC) and JFACC (see AFDD 2-

6, Air Mobility). The theater COMAFFOR is responsible for ensuring that proper support 

requirements are met. 

US Air Force Special Operations Command (AFSOC) Forces 

OPCON of theater AFSOC forces is normally exercised through the theater special 

operations command (TSOC). The TSOC is responsible for providing SOF-specific combat 

support materiel. COMAFFOR is responsible for providing non-SOF specific combat support to 

AFSOC forces in coordination with AFSOC. Air Force planners should include these additional 

support requirements when developing combat support plans and sustainment objectives. 

Air Force Space Command 

Space forces may be global, theater-deployable, or theater-organic. Command 

relationships for space forces depend on the nature of those forces. The majority of Air Force 

space assets, particularly on-orbit assets such as GPS, support multiple theaters and are normally 

provided to a JFC via the support command relationship. Deployable, ground-based space assets 

may be attached to a JFC via OPCON or may act in support. In theater, the Director of space 

forces (DIRSPACEFOR) serves as the senior space advisor to the JFACC. The DIRSPACEFOR 

12
conducts coordination, integration, and staffing activities to tailor space support for the JFACC. 

The DIRSPACEFOR is a senior Air Force officer with space expertise and theater familiarity, 

nominated by AFSPC/CC and appointed by the theater COMAFFOR. The DIRSPACEFOR is 

attached to the COMAFFOR, and should be part of the COMAFFOR’s special staff (see AFDD 

2-2.1, Counterspace Operations). 

Regional Supply Squadron (RSS) 

The Regional Supply Squadrons are the consolidated C2 hub for materiel management 

and distribution. They directly support the AFFOR/A-4 during contingencies from the theater 

and/or rear location. Their primary focus is on weapon system support, however, the RSS also 

provides spares support for vehicles, communications and support equipment, and other base 

operating support items as required. As a critical node for CSC2, the RSSs provide a theaterwide perspective, extensive reachback capability, and a link between deployed units and the 

support structure. 

Consolidated Intermediate Repair Facility (CIRF) 

CIRFs provide a unique deployable intermediate repair capability for critical aircraft and 

system components. This capability is built on modular scalable UTCs and is designed to either 

augment existing work centers in or near the AOR or be built in place at bare or austere base 

locations. Assets repaired at CIRFs will rely on effective C2 using information technology to 

provide asset visibility and time definite transportation. The deployed capability depends on 

numerous logistics factors that are evaluated by the supported command; these include potential 

locations, expected load, availability of transportation, footprint, etc. CIRFs offer the benefit of 

reduced initial deployment lift, better force response time and reduced logistics footprint and 

force protection profile. 

 

Support to Other Services

When participating in joint operations, the Air Force may be required to provide support 

to other services, either by being appointed by the joint force commander as the lead Service for 

a particular commodity or by designation by the SecDef or specified subordinates of the SecDef 

as the executive agent for a particular function. It is important to remember the inherently 

organic capability of combat support to Air Force forces to the successful accomplishment of the 

air and space mission. The capability to establish operations at bases of varying functional types 

must be maintained to meet future mission assignments. 

The joint force commander may designate the Air Force as lead Service to provide 

common support, such as land transportation, bulk fuels, or contracting services in order to avoid 

duplication of effort among the services. Typically, the predominant user is named lead Service. 

Memoranda of Agreement may provide a framework and detailed procedures for joint Service 

interoperability. 

Multinational Operations 

Combat support for multinational operations is normally provided by respective Service 

components. Coordination with allies can foster efficient resource allocation, but exchange of 

13
assets between Air Force and allied elements is subject to specific laws and agreements. For 

example, acquisition and cross servicing agreements (ACSA), or another properly executed 

international agreement, must be used to exchange support between US and foreign forces. 

Understanding allied cultural, regulatory, and management differences are essential to unity of

effort. 

Decision Support Systems/Tools (DSS/DST) 

The combat support information system architecture will employ a series of decision 

support systems/tools that translate large quantities of data into functionally useful information. 

Some of the analysis needs required for effective C2 of AF forces include: 

 Planning, managing, and tracking airbridge/theater air refueling and inter/intratheater 

airlift 

 Determining time-phased resource requirements 

 Evaluating the operational impacts of alternative combat support systems design and 

operation 

 Tracking resources (personnel, supplies, equipment for locations, conditions, movement 

requirements) 

 Identifying bottlenecks/shortfalls in system operations or resources 

 Providing early warning of potential problems 

 Comparing actual to planned performance 

 Compiling multiple Expeditionary Support Plan requirements to gage theater-wide 

requirements 

CONCLUSION 

CSC2 includes the means to monitor, assess, plan, and execute combat support 

operations, providing accurate and timely decision-quality feedback on combat support 

capability status and limiting factors. Access to combat support information allows commanders 

to plan alternative courses of action and make those operational-level decisions required to 

provide effective global combat support. 

14
CHAPTER THREE 

READYING THE FORCE 

INTRODUCTION

Readying the force is defined as the process of establishing an organized, trained, and 

equipped force set to operate in peace or war. Actions include but are not limited to: 

 Establishing quality of life 

 Monitoring world situations 

 Supporting training operations 

 Establishing and securing lines of communication 

 Ensuring personal health and fitness 

 Providing a medically ready force 

 Informing the force and public 

 Promoting spiritual and emotional well being. 

Readying the Force 

“Readying the force” ACS capabilities can be broken down into the individual functional 

area unit type codes (UTCs) consisting of skilled personnel, trained organizations, appropriate 

materiel, and functional equipment acting together in a prescribed activity to produce a desired 

effect. ACS makes no distinction between peacetime and wartime processes; the effects 

promote and defend US national interests at anytime or place. 

The process of readying the force produces a responsive, sustainable, and survivable 

support force prepared to promote and defend national interests anytime, anyplace. Meeting the 

requirements of diverse missions demands integrated, effective, and efficient support functions 

designed for rapid engagement and recovery from operations. This means that employment may 

occur from garrison locations in CONUS for intertheater missions or a requirement for Air Force 

forces to be ready to operate with minimal infrastructure in forward areas, where support may be 

severely limited. Rapid deployment capability from bases in the CONUS and key installations 

around the world provides the essential combat support for expeditionary combat operations. 

Prepare 

The first step to readying the force is preparing warfighters for contingency operations. 

ACS prepares personnel through a host of functions such as medical, financial, spiritual, and 

legal services. For example, health services ensure that every Air Force member is healthy and 

15
fit and has been given proper preventive health measures such as immunizations and preventive 

health assessments. The Judge Advocate provides legal services such as preparing wills and 

powers of attorney. Services such as these are vital to ensuring the force is ready to deploy 

anytime. Failure to adequately prepare the force undermines mission effectiveness. 

ORGANIZE

Planning and preparation are crucial for commanders to ready personnel and equipment 

for immediate response. Combat support should be aligned to minimize turmoil and confusion 

in transitioning from peacetime roles and missions to those required during contingencies. 

The environment of military operations is ever changing. To meet the challenge, 

assessment is made of evolving mission, employment, and support concepts. Changes in 

technology, weapon systems, and equipment also affect how we think about our methods and 

structures of organization. Combat support has evolved from an emphasis on massing of forces 

and equipment when transportation was relatively expensive and slow, to the present where 

highly skilled personnel and complex equipment can be transported in specific quantities, to 

specific localities, in minimum response timing. 

As an example, combat support is now tailored to support the requirements of the 

combatant commander, using force modules that provide modular, scalable capabilities. A force 

module is a grouping of operational and combat support forces with their accompanying supplies 

and required non-unit resupply and personnel necessary to sustain forces for minimum periods. 

The elements of force modules are linked together or are uniquely identified so that they may be 

extracted from or adjusted as an entity in the Joint Operations Planning and Execution System

(JOPES) database to enhance flexibility and usefulness of the operation plan during a crisis (JP 

1-02). The AETF presentation is in the form of five different force modules, which are modular 

and scalable. It includes Open the Airbase, Command and Control, Establish the Airbase, 

Generate the Mission, and Operate the Airbase. 

The force modules are composed of multiple UTCs, which are tailored for deployment 

based on needed capabilities. This allows air and space combat support to deploy with the 

smallest required footprint to support the mission. For those capabilities not brought forward, 

reachback is obtained from CONUS and rear overseas locations, and can include MAJCOM, 

depot, or commercial support. 

TRAIN 

Comprehensive and rigorous training for all warriors is necessary to meet the complex 

and dynamic nature of modern, agile military operations. Combat support forces train and 

exercise in realistic scenarios with their operational counterparts to maximize the employment of 

air and space power. Educated and trained forces serve as force multipliers that enable a smooth 

transition from peacetime to wartime operations. 

All Airmen, when first entering the Air Force, attend basic training or some form of basic 

officer training. Enlisted personnel begin with basic training. Upon completion, they will attend 

16
technical training. Upon arriving at their assigned location, enlisted Airmen will receive 

additional home-station on-the-job training (OJT) and functional skill level training. Officers 

receive accession training through three sources (e.g., Air Force Academy, Reserve Officer 

Training Corps or Officer Training School). Officers, just as the enlisted, attend a technical 

training school, and receive follow on home-station OJT. All Airmen receive professional 

military education (PME) at various points in their careers. Certain career fields (e.g., Security 

Forces and Civil Engineering) have regional/theater training centers that focus on functional 

skills training within that career field. They also provide AOR-specific training, as needed. 

The Air Force ACS training cycle is iterative, ongoing and aligned with AEF cycles. The 

foundation ensures individuals grow professionally within their functional career path through 

technical training, basic and professional military education, professional continuing education, 

and on-the-job experience. Expeditionary preparation prepares personnel for deployments with 

common expeditionary skills as well as functional skills that can be performed at home station. 

Functional communities determine the requirements for skills training where personnel 

participate in individual or team skills training. Exercises support training programs by 

providing an opportunity to validate prior training and ensure the desired capabilities are 

available. The reason we train to realistic scenarios is to ensure all personnel are prepared to 

perform their duties in an expeditionary environment. After the down period following a 

deployment, the training cycle begins again (Figure 3.1). 

 Figure 3.1. The ACS training cycle. 

17
An example of ECS preparation is EAGLE FLAG: 

EAGLE FLAG 

More than 350 expeditionary combat-support warriors from around the Air Force arrived at 

Fort Dix, New Jersey, on October 13, 2003, for the inaugural Eagle Flag, the Air Force’s 

newest flag-level field-training exercise. The goal of the exercise is to stress the ability of the 

participants to open and establish an air base achieving operating capability for a forward 

operation, regardless of mission or aircraft type. The Air Mobility Warfare Center’s 421st 

Training Squadron, located at Fort Dix, N.J., is the lead agency for conducting the exercise. 

ECS personnel are assigned to role-play Eagle Flag, playing the parts of media, terrorists 

and local residents. First to arrive is an eight-person assessment team to determine what repairs 

or upgrades the site will require in order to make it operational as a U.S. Air Force forwardoperating base. While the assessment team continues its work, the balance of the three AETF 

force modules will arrive. 

Module 1, (Open the Airbase) consists of people from aerial port, contracting, fuels, 

medical, security forces, special tactics and supply, to name a few, along with the respective 

equipment required to open the air base. 

Module 2,(Command and Control) consists of communications, logistics planners, 

personnel specialists and public affairs professionals. These airmen will provide support to the 

deployed commander during the “command and control” module phase of the operation. 

Module 3, (Establish the Airbase), consists of people who will help expand the base’s 

infrastructure—Chaplains, CE, safety, services, weather and others fall into this module. 

At the end of the exercise, the base is ready to receive the first of the AETF Force Module 

forces to include FMC aircraft and mission generation forces consisting of maintenance and 

munitions personnel. 

Lessons Learned 

Incorporation of lessons learned from recent operational experience is critical to the 

continued success of the Air Force mission. Commanders at all levels should strive to capture 

both positive and negative lessons for future reference. Air Force and joint doctrine at the basic; 

operational, and tactical level is largely built on ensuring that we continue to develop “best 

practices” while avoiding those methods that are proven failures. Training programs should 

continually evolve, allowing the preparation phase for the next AEF cycle to gain from lessons 

learned during the last cycle. 

The Air Force is currently constructing its formal lessons learned process. Task Force 

ENDURING LOOK was formed to capture lessons learned during Operation ENDURING 

FREEDOM, a mission that has recently been taken over the Air Staff as a permanent, standing 

organization to capture and disseminate all operational lessons learned. Other informal methods 

of capturing “best practices” and avoiding failure repetition also exist—all of these channels 

should feed into improved training to better prepare the force for the next operational task. 

18
EQUIP 

The overarching objective of equipping the Air Force is to provide commanders and 

forces the right equipment, at the right time, in the right place and for the right price, during 

peacetime and contingencies. Equipping the Air Force is considered on several levels—

determining requirements, initial acquisition, and sustaining the force to support training, 

maintain readiness, and supporting operational missions. 

 Requirements Determination: The Air Force determines combat support based on 

required capabilities to achieve desired effects. Combat support capabilities should 

support commanders for the full spectrum of operational employment. 

 Investment Strategy: MAJCOMs develop investment requirements based on capability 

shortfalls and provide their inputs to the Program Objective Memorandum (POM) 

process to ensure operational deficiencies are identified and prioritized for investment. 

 Acquisition supports ACS by acquiring resources. The acquisition process buys 

everything from an individual black box, to a flight line tow tractor, to the F-22 Raptor. 

By following ACS precepts, important benefits such as reduced footprint, can be 

designed into weapons and support systems from their inception. Important warfighting 

capabilities such as joint and coalition interoperability can also be achieved this way. 

CONCLUSION 

ACS forces should be ready within the AEF construct to respond to a full range of military 

operations, ranging from regional/global crises to humanitarian support, to general/major theater 

wars. This readiness ability relies upon the basic Title 10 Service responsibilities to organize, 

train, and equip. The ACS master process, readying the force, fulfills these responsibilities by 

ensuring that the resources necessary to maintain readiness are available and in the required state 

of preparedness. 

 

19
Intentionally Blank

20
CHAPTER FOUR 

PREPARING THE BATTLESPACE 

INTRODUCTION 

Preparing the battlespace is defined as assessing, developing, and posturing for the 

employment of forces in an operational area. Actions include but are not limited to: 

 Knowing the battlespace environment, factors and conditions 

 Performing and disseminating intelligence 

 Garnering and clarifying strategic, operational, and tactical levels of support 

 Identifying employment requirements through deliberate and crisis action planning 

 Defining levels of theater assets (for deployment and prepositioned) 

 Accomplishing host-nation and coalition support agreements 

 Establishing and maintaining deployment capabilities of resources through intra-theater 

and inter-theater movement 

ASSESSMENT PROCESSES 

The battlespace includes the environment, factors, and conditions that must be 

understood to successfully apply combat power, protect the force, and complete the mission. 

ACS ensures all mission-critical resources are constantly maintained and readily available to 

meet the warfighter’s global needs by rapidly and accurately assessing support capabilities and 

infrastructure. This is critical to Air Force agility because it allows planners to determine 

support requirements and to properly tailor force packages for immediate response to crises. 

Continuous assessment of theater and reachback capabilities and constraints underpins the 

master process of preparing the battlespace. There are a number of critical risk assessment 

considerations that must be included in the planning for support of theater operations. 

“Preparing the battlespace” actions are an intelligence and communications intensive 

activity relying on various platforms and infrastructure. Disseminating the right information to 

the right warfighters is crucial to this master process. The true ACS role is defined through the 

expeditionary site planning (ESP) process. That is best called “prepare the base.” In the joint 

community, this is called intelligence preparation of the battlespace, and is defined as a 

systematic method employed to reduce uncertainties concerning the enemy, environment, and 

terrain for all types of operations. Intelligence preparation of the battlespace builds an extensive 

data base for each potential area in which a unit may be required to operate. The data base is then 

analyzed in detail to determine the impact of the enemy, environment, and terrain on operations 

21
and presented in graphic form. Intelligence preparation of the battlespace is a continuing 

process. 

Logistics Sustainability Analysis 

The logistics sustainability analysis (LSA) is a product of sustainment planning. It 

provides an assessment and action plan to improve key combat support capabilities required to 

execute a combatant commander’s planned operation. It is required for OPLANS, CONPLANS 

with time phased force and deployment data (TPFDDs), and any planned operation the 

combatant commander deems necessary. The assessment spans the plan duration and addresses 

the four pillars of logistics sustainability (materiel, infrastructure, logistics support forces, and 

lift) identified in the Logistics Supplement of the Joint Strategic Capability Plan (CJCSI 

3110.03). These four pillars are mutually dependent and require an integrated evaluation to fully 

comprehend sustainability. 

The LSA process anticipates ACS challenges and stimulates action to resolve them

before they become showstoppers. Critical forces and capabilities are identified and evaluated 

against risks to the plan. The findings highlight logistics deficiencies and their associated risk 

and are included in the combatant commander’s readiness assessment reports and considered as 

candidate issues for further analysis in war games and other capability assessments. 

Contingency Response Group 

Air and space expeditionary force contingency response groups (CRGs) are organized, 

trained, and equipped to provide an initial “Open the Base” capability to combatant 

commanders. The theater CRG provides a rapid response team to assess operating location 

suitability and defines combat support capabilities needed to establish air and space 

expeditionary force operating locations. 

The Expeditionary Site Survey Process 

The expeditionary site survey process (ESSP) is a standardized process that represents 

the capability to effectively identify potential operational locations, collect site data, store site 

data, and access site data in support of the warfighter decision-making process. ESSP provides 

decision makers with reliable and substantive site survey information. Air Force planners access 

site survey data for expeditionary locations via standardized data storage and processing systems 

to visualize site survey data through a common installation picture. Ultimately, the ESSP is an 

integrated way to address initial operational questions critical to planning air and space 

operations. 

22
The Importance of an Effective Expeditionary Site Survey Planning Process 

The ESSP process is critical to creating a prepared battle space and a prepared force.

However, during Operation ENDURING FREEDOM, there were several instances where the

process was not effectively implemented. There was inadequate preparation and coordination

at several bases resulting in high unit health risks when 100 personnel were beddown with only

two latrines. This occurred because course of action and basing decisions were made before

site surveys were conducted and after forces were committed. Additionally, surveys were

redundant for some locations, missing or inaccurate, and not readily available or easily shared. 

PLANNING 

Planning is an important part of every mission and task at every echelon of command. 

The cycle of monitor, assess, plan, and execute assures dynamic, responsive capabilities are 

postured for action and decisive in operations. 

The Air Force operational planning process begins when the joint force commander 

(JFC) assigns a task to the COMAFFOR and ends when the plan is implemented or rescinded. 

Preplanning is required at each echelon of command and across the spectrum of anticipated 

combat support master processes. Anticipating requirements, coordinating with all the relevant 

participants, improving responsiveness posture, and rehearsing the execution plan are all 

important elements of planning. Combat support planners should be involved in planning, from

readying the force through recovering the force, to ensure the feasibility of planned operations. 

The operational environment ranges from broad, theater-wide activities to focused base 

support assessment and planning. Many factors must be understood to successfully apply combat 

power, protect the force, and complete the mission. These include but are not limited to the air 

and space, land, and maritime domains; relevant enemy and friendly forces; environment and 

facilities; electromagnetic spectrum; and information environment within operational areas and 

related areas of interest. Planners should gather, assess, analyze, and disseminate information on 

the environment’s support capabilities and constraints and present it in an appropriate annex or 

appendix of an OPLAN. 

In planning combat support, the minimum possible footprint consistent with effective 

operations is desired. Limiting the footprint reduces lift requirements, force protection, and 

combat support and sustainment requirements. Wherever possible, establishing processes and 

infrastructure with maximum reachback capability improves agility and efficiency. 

Deliberate Planning 

Deliberate planning prepares for possible contingencies based upon the best available 

information (i.e., assumptions are listed) and using forces and resources apportioned by the Joint 

Strategic Capabilities Plan. Deliberate planning attempts to address all the major likely support 

scenarios for military operations in advance of impending operations. A quick transition can be 

made to Crisis Action Planning (CAP) when deliberate planning is approached as a continuous 

23
process, with periodic updates. Whether the specific preplanned OPLAN, some variation of that 

plan, or some entirely unanticipated operation is required, CAP is required in preparation for 

deploying and employing forces. 

Crisis Action Planning (CAP) 

Crisis action planning leads into positioning the force and is usually accomplished in a 

time-constrained environment addressing situations and emergencies using assigned, attached, 

and allocated forces and resources. Crisis action planners follow prescribed CAP procedures 

that parallel deliberate planning, but are more flexible and responsive to changing events. 

Combat support should be an integral part of all planning. When developing potential courses of 

action (COA), close coordination between combat support and operations planners is essential to 

assure feasibility of potential COAs. As a subset of this activity, logisticians should consider 

alternative logistics COA to support and sustain operations. Because significant assets are 

committed in various steady-state contingencies, any new CAP considerations should include the 

impact of already committed assets in other theaters and the potential necessity for using some of 

those to support higher priority commitments. 

Expeditionary Site Planning 

Expeditionary site planning (ESP) is the foundation for Air Force expeditionary 

operations. The Air Force Instruction that covers base support and expeditionary site planning 

provides focus, guidance, integration, and prioritizes actions for site survey teams. The 

expeditionary site planning process produces an In-Garrison Expeditionary Site Plan (IGESP) 

and an expeditionary site plan (ESP). IGESPs are primarily developed for locations with a 

permanent Air Force presence, and are fully developed by the collaborative planning efforts of 

many functional experts with a deliberate planning timeline. ESPs are chiefly associated with 

locations without a permanent Air Force presence and may only contain the minimum data 

necessary to make beddown decisions. Air Force units and personnel should plan and execute 

site surveys using the Expeditionary Site Survey Process (ESSP), a subset of the overall 

expeditionary site planning process.1

 ESSP is used to plan deployment, reception and beddown, 

employment, and sustainment of air and space expeditionary forces. It also provides the 

necessary detailed information required by planners at all levels in the process. 

Air Force planners base their beddown capability analysis on the following hierarchy of 

operating locations in the theater to which they are deploying. Bases are labeled by function and 

intensity of operations. Base functional types include: 

 Main Operating Bases (MOB). MOBs are characterized by highly developed 

infrastructure and support activities. These bases cover the varying extremes in operating 

environments with a high degree of sophisticated infrastructure. 

 

1

 The process is outlined in the ESSP CONOPs, dated 25 June 03. 

24
 Collocated Operating Bases (COB). COBs are usually owned and operated by an ally. 

These bases vary in accessibility, readiness, infrastructure, and support activity and are 

suitable for total force requirements/support. 

 Joint Operating Bases (JOB). JOBs are usually “forward fighting position” bases where 

joint-use of space, resources, joint defense, etc. will be issues. 

 Forward Operating Bases (FOB). FOBs range from austere bases with little or no 

infrastructure to bases that are well developed. Usually, FOBs are minimally maintained 

with limited support capabilities. These bases include en route support bases, forward 

operating locations (FOLs), bare bases, and forward arming and refueling points. The 

most challenging situation is a bare base, defined as a site with a usable runway, taxiway, 

parking areas, and a source of water that can be made potable. 

Support Agreements 

Agreements with allies, basing access, overflight rights, staging bases, en route 

infrastructure, and air bridge planning are examples of tasks and requirements that are 

preplanned and coordinated during deliberate planning. CAP leverages these aspects of 

deliberate plans where feasible. Preparations include reviewing the laws and agreements that 

enable and constrain matrixed support. These may include interservice support agreements; 

agreements between US military departments; acquisition/cross-servicing agreements between 

the US services and other countries, and foreign military sales agreements. Agreements should 

specify for all parties what the Air Force will receive or provide to whom, in what quantities, and 

for how long as well as the payment or reimbursement options. 

Joint operating base agreements need to be specified. Specifically, the senior Airman at a 

base needs some level of authority over airfield operations, even if another Service has the senior 

officer present. 

Contract Augmentation Programs 

Air Force practice is to integrate commercial contract support into the Total Force 

wherever appropriate while preserving core-uniformed competencies. There are three standing 

contract capabilities immediately available to support Air Force contingency operations in the 

theater. 

 The Air Force contract augmentation program (AFCAP) is a cost-plus contract 

established as a force multiplier option to augment civil engineer and services capabilities 

during worldwide contingency planning and deployment operations. AFCAP can 

provide construction support at overseas locations and can support recovery operations 

after a natural disaster, accidents, or terrorist attacks. Major capabilities include the full 

scope of civil engineer capabilities and logistics, with the exception of EOD and flight 

line crash fire rescue. Services capabilities supported by AFCAP can include food 

service, troop support, lodging, laundry, fitness and recreation. 

25
 The Navy’s construction capabilities contract (CONCAP) is a cost reimbursable contract 

administered by the Navy’s Atlantic Division. The contractor is usually a large 

construction firm, joint venture firm, etc., with international capability. The contract 

offers responsive engineering and construction capabilities for a wide range of 

construction missions. 

 US Army Materiel Command (USAMC) support contract provides engineering, 

construction, and general logistic services. USAMC is supported by US Army Corps of 

Engineers (USACE) for engineering and construction contract management and by the 

Defense Contract Management Agency for logistic services contract administration. 

Planning Documentation 

Reviewing a preplanned TPFDD is an important preparation task as the TPFDD is a 

principal source of joint planning and execution information central to every aspect of 

deployment and reception. It provides a prioritized list of what UTCs deploy in support of a 

particular operation plan. It catalogs the UTCs to deploy and outlines the notional sourcing for 

them. It also identifies where they are going, how they get there, cargo weights, number of 

personnel, and the non-organic personnel movement required. (For additional information see 

Volume II, AEFPP, Capabilities Allocation Annex and the Air Force Wartime UTC Summary 

[AFWUS] statements.) 

 

POSTURING FOR EMPLOYMENT 

Posturing for employment bridges the gap between assessment and planning, and the 

execution portion of any plan. Posturing involves a continuous, global effort ranging from

maintaining worldwide readiness of personnel, equipment and units through training, exercising, 

and continuous assessment to worldwide prepositioning equipment strategies. 

Intratheater Movement 

Intratheater movement is critical to supporting and sustaining Air Force operations, must 

be planned and coordinated in advance of deployment, and be ready to implement as soon as 

practical. A key component to intratheater movement is airlift. Frequency or regular channel 

support is done through scheduled theater airlift routes system (STARS), which are a series of 

hub and spoke routes developed and set up to move people, mail, parts and other types of 

resupply items. The theater J4 is responsible for defining the requirements through the 

deployment distribution operations center (DDOC)/joint movement center (JMC). The 

COMAFFOR/JFACC through the AOC and the AMD is responsible for designing the routes to 

satisfy requirements for all services. 

CONCLUSION 

Posturing is the last step of preparing the battlespace. The next logical step is positioning 

the force. 

26
CHAPTER FIVE 

POSITIONING THE FORCE 

INTRODUCTION 

Positioning the force is defined as the deployment, reception, and beddown of tailored 

and prioritized forces. Actions include but are not limited to: 

 Receiving and accounting for forces 

 Accounting for US host nation and coalition pre-positioned assets and support 

 Deploying en route support force and employment elements 

 Establishing initial operational cadre in the AOR 

 Reviewing and conducting baseline surveys and situational awareness to protect forces 

 Preparing for operations 

 Beginning reachback operations 

Lines of Communication 

Air, ground, and sea lines of communications (LOC) are transportation bridges to deploy, 

sustain and redeploy forces to and from CONUS and within a theater. Establishing efficient and 

protected inter- and intra-theater LOCs is vital to the success of combat support. The Air Force 

establishes LOCs and nodes among selected aerial ports of embarkation (APOEs), en route 

locations, forward support locations (FSLs), and aerial ports of debarkation (APODs). Combat 

support forces are integral to establishing and operating the air LOCs and the supporting nodes. 

Bases used for APODs, en route, or final destination are frequently non-US and require 

extensive support provided by the host nation. This reduces the need to lift Air Force support to 

the new location. It is critical to consider the following when developing LOCs: 

 Overflight, landing, port, and ground transportation rights provided by the host and en 

route nations 

 Existing host-nation agreements 

 Feasibility of establishing host nation agreements 

 Availability of support 

 Pre-sited munitions handling areas, especially at ports of debarkation for afloat 

prepositioning force and standard munitions packages hot cargo areas 

 Ability to protect the LOC and transit corridors 

27
 Distances to/between APODs 

Modular-Scaleable UTCs 

Prioritizing and right-sizing combat support forces and their equipment in UTCs are 

critical to ensuring adequate capability with minimum forward footprint. UTCs today are 

developed to provide a wide variety of capabilities. The goal is to develop these capabilities in 

order to deploy right-sized, stackable UTCs in order to minimize tailoring. A right-sized UTC 

represents a logical module of capability that can be used across the range of military operations, 

from steady state to crisis, small-scale contingencies to major combat operations. Right-sized 

UTCs provide a generic building block capability, greater flexibility to planners, and enable 

optimal support to the warfighter. At execution, tailoring should be accomplished, based on 

mission and deployment location. UTCs are not self-sustainable and are made up of personnel, 

personnel and equipment/tools or just equipment/tools. 

For a UTC to be considered right-sized, it must meet the following criteria:

 It must be modular/scalable. A modular/scalable UTC is a UTC that can be used across 

the full range of operations including peacekeeping/humanitarian relief operations, 

steady-state rotations, smaller-scale contingencies, or major combat operations. If 

necessary, augmentation UTCs may be added to a core UTC to provide greater capability 

at a given location. A key element in modular-scalable UTCs is the UTC resources are 

mutually exclusive. 

 It must be global. A UTC is global if it can be deployed to any AOR and originates from

any MAJCOM. 

 UTCs should be developed so the entire UTC can be tasked to a single organization. 

This will eliminate the need to task the UTC across multiple units. The UTC should not 

exceed unit manpower document (UMD) manpower authorizations or allowance 

standards for equipment. Air Force UTCs are not Modified Table of Organization & 

Equipment (MTOE). A MTOE is an authorization document that prescribes the 

modification of a basic TOE necessary to adapt it to the needs of a specific unit or type of 

unit. The Air Force UTCs are a Table of Distribution and Allowances (TDA). A TDA is 

an authorization document developed for non-doctrinal units that prescribes the 

organizational structure and the personnel and equipment requirements and 

authorizations of a military unit to perform a specific mission for which there is no 

appropriate TOE. 

 The UTC should be developed to fulfill a specific capability. Once a desired capability 

is defined, a mission capability statement (MISCAP) must be developed to fully explain 

the desired capability. UTCs must be capable of stand-alone operations within their 

functional area, unless specifically designed otherwise (such as augmentation/follow-on 

elements). The UTC must be able to perform its mission across the spectrum from a bare 

base through an established main operating base. Prepositioned WRM further enhances 

and/or extends the capability of a UTC. 

28
DEPLOYING 

Deploying personnel and equipment fulfills the requirements levied by the commander to 

meet operational priorities. Deployment should expedite personnel, aircraft, and equipment 

movement to meet operational priorities. 

Flow Prioritization 

Prioritization should be based on the combatant commander desired capabilities and 

timing for force closure, as reflected in the TPFDD. Phasing provides an orderly schedule to 

move forces and assists commanders in refining requirements in terms of the having the right 

capabilities in place, in the right order, to maximize the efficiencies of beddown and minimize 

force protection risks. Proper phasing of deploying forces is essential to ensure the coordinated 

buildup of support, C2, sustainment, and combat power throughout the theater and at each 

operating location. 

 

En Route Infrastructure 

Political or physical restrictions on personnel, aircraft, and equipment in a forward 

environment may restrict the ability to deploy. These restrictions mandate an en route 

infrastructure capable of staging, storing, caring for, and managing assets and their flow between 

the time they leave the origination point to the time they arrive at the final destination. An 

efficient en route infrastructure that can be quickly activated and tailored should assist in 

overcoming these restrictions. Adequate infrastructure and personnel enable operations to begin 

quickly after arrival (see AFDD 2-6, Air Mobility). 

In-Transit Visibility 

Accurate, timely, and complete in-transit visibility (ITV) information on cargo, 

passengers, medical patients, and personal property provides commanders the ability to track the 

location and progress of movement of critical resources essential to the readiness of forces in the 

theater. Modern C2 systems utilize ITV to reduce the element of uncertainty inherent in 

deployed operations. C2 systems should be integrated in a network accessible to theater 

commanders to provide status of assets at en route locations, reception points, staging points, and 

final destinations. 

Equipment accountability is critical to mission success, warfighter support, efficient 

retrograde, and maintenance of our warfighting capability. Commanders are directly responsible 

for equipment accountability and they must ensure proper stewardship of Air Force assets. 

Accountability begins with the home station and continues throughout the deployment, 

employment, and re-deployment phases. 

Contingency Comptroller 

The deployed financial manager provides customer service and financial advice to the 

deployed commander and personnel. The senior commander in charge of the deployment 

declares periods of field duty and determines methods and sources for feeding and billeting 

during periods of field duty. Prior to the deployment, the supporting MAJCOM and base-level 

disbursing/paying agent should find out as much information as possible about the deployed 

29
location. The deployed financial manager is responsible for knowing what can and cannot be 

purchased locally, and also the best way to obtain goods and services. 

RECEIVING AND BEDDING DOWN 

Receiving forces involves offloading at staging locations, accounting for all assets, and 

moving to operating locations. Bedding down forces occurs at a variety of locations ranging 

from main operations bases (MOBs) to austere bare bases. Forces should immediately be able to 

support operations upon arriving at their final destination. 

Reception, Staging, Onward Movement, and Integration (RSO&I) 

In addition to receiving and bedding down permanent forces, we must also be capable of 

providing RSO&I. RSO&I consists of the processes required to transform arriving personnel 

and materiel into forces capable of meeting operational requirements throughout a theater. Air 

Force units operating at an APOD should be prepared to facilitate Joint RSO&I activities for 

other Service components. Separate staging areas need to be established for units that will 

beddown at the APOD and other forces that will be marshaled for onward movement. 

Sustainment and force protection for transiting forces is required until onward movement occurs. 

Personnel Accountability 

Accountability of personnel is the personnel support for contingency operations 

(PERSCO)’s primary mission and perhaps the most important item to establish after arrival. 

Commanders must have accurate, complete information on personnel transiting or deployed to 

contingency locations. Force accountability allows commanders to determine when they have 

force closure; when they have the forces needed to accomplish their mission. Proper force 

accounting allows commanders to plan for additional combat support needs such as beddown 

space and feeding capability. Should an emergency occur at home station or the deployed 

location, commanders must also be able to locate their people quickly. Coordination with the 

contingency contracting office, should also account for all contractor personnel assigned to 

support operations at the deployed location. 

Force Protection 

Force protection (FP) is executed by every functional area and indeed, every Airman, 

civilian, and family member. Enhanced protection against conventional and asymmetric threats 

of chemical, biological, radiological, nuclear, and high yield explosive elements (CBRNE) are 

absolutely critical. This requires combat support solutions that will protect deployed and nondeployed forces, resources and facilities from conventional and non-conventional threats. Force 

protection capabilities include remote threat detection and identification; neutralization of

penetration and stand-off threats, counterintelligence, explosive detection; blast and 

fragmentation protection, risk management tools; improved situational awareness; command and 

control; CBRNE defense; camouflage, concealment and deception, combat casualty care; and 

increase health and physical fitness. Denial of information, access, and influence to a hostile 

force is key to FP efforts. (For more information, see AFDD 2-4.1, Force Protection.)

30
CHAPTER SIX 

EMPLOYING THE FORCE 

INTRODUCTION 

Employing the force is defined as the conduct and support of air and space operations. 

Actions include but are not limited to: 

 Generating forces to combat or operational levels 

 Providing timely information and intelligence dissemination 

 Launching, recovering, or regenerating operational elements 

 Planning for force replacement to continue operations 

 Preserving installation security 

EMPLOYING COMBAT SUPPORT CAPABILITIES 

Employing the force is the execution of the commander’s assigned missions through the 

use of air and space forces. The optimum situation is for all combat support functions to be in 

place prior to initial mission aircraft arrival. However, operations may commence while combat 

support is being received and integrated. Manpower and Personnel must accurately account for 

and report arrival of forces so commanders can determine when they have force closure and are 

able to commence operations. Those support forces, as determined by planners to be of the 

proper type, mixture, and quantity, will be employed to accomplish the assigned mission at the 

deployed location. Augmenting capabilities are prioritized and movement dates are established 

to provide the appropriate support to assure mission success. Only required support assets 

should move forward. Duplicative and unneeded support merely creates a need for additional 

support, drains scarce resources, increases the footprint, and wastes airlift. Specific examples 

include: rapid runway repair, mortuary affairs, military working dogs, and battle-damage 

assessment through intelligence reports and computer software. To support the agility concept, 

it is imperative that only combat support forces and equipment essential to the mission are 

employed in these efforts, and supplemented as necessary by host-nation contracted support. 

Maintaining accountability of people and equipment is vital to continuing and completing the 

mission. 

 

Right-Sized Essential Support 

 

In theater, the combat support elements that perform combat support center/logistics 

readiness center (CSC/LRC) actions now perform those functions necessary to generate the air 

tasking order (ATO). They provide capability information required for use in shaping the ATO, 

and respond to JTF commander and JFACC guidance by sourcing and distributing required 

combat support resources to best meet mission tasking. Resource requirements that cannot be 

31
supported with in-theater assets are satisfied through reachback. CSC/LRC cells maintain

visibility of in-theater assets and requirements, and make distribution/re-distribution decisions 

for new assets allocated to the region and to optimize the effectiveness of those resources already 

under AOR control (Figure 6.1). 

 

Determine

Requirements

From ATO

Assess Status of

Aircraft and Predict

Availability to

Support AOR Regions

Repair and Prepare

Aircraft for Mission

Order Replenishment

Spares and

Consumables

Launch Aircraft

Increase Depot

Production as

Needed

Recover Aircraft

JOA

Reachback

Force and Materiel Accountability and Visibility

Deploy Ready AEF Forces

Force Aug./Replacement Requests

Figure 6.1. Force and Materiel Accountability and Visibility 

REACHBACK SUPPORT 

Information required for seamless integration of home station capabilities and sustaining 

base capabilities with ECS requirements falls into two categories: (1) anticipated service and/or 

weapons system-specific products, applications, and services; and (2) unanticipated spillover 

tasking from the theater AOC. 

Deployed forces in the battlespace reachback for (1) force augmentation, replacement 

and rotation and (2) personnel program support operations. CSC2 processes and capabilities 

enable flexible, adaptive logistics support for the COMAFFOR to meet COCOM objectives 

across AORs. Scarcity of resources and competing needs are elevated through CSC2 channels 

for resolution IAW Joint Publication 0-2, Unified Action Armed Forces (UNAAF). 

CONCLUSION 

The main focus of the Employing the force process is launch, recover, and regeneration 

to regain the capability to do it all over again. As the airbase achieves full operational capability 

the focus is on what needs to happen to ensure the ability to support and sustain operations for 

the duration required by the combatant commander. 

32
CHAPTER SEVEN 

SUSTAINING THE FORCE 

INTRODUCTION 

Sustaining the force is defined as the ability to maintain and prolong combat support to all 

users in the theater for the duration of the operation. Actions include but are not limited to: 

 Transitioning the initial force to a mature, steady-state operation 

 Optimizing intelligence, communication, and resource flow 

 Improving quality of life for deployed personnel 

 Maintaining operational security 

SUSTAINMENT 

For this master process to be effective, the Air Force must acquire and maintain 

equipment that is easily transportable and readily deployable. The capability to sustain the force 

is the cornerstone on which all other combat support capabilities rely on. To keep the force agile 

and capable of meeting the sustained mission objectives, support forces must provide an 

effective base infrastructure, provide personnel adequate quality of life, and execute timedefinite delivery and reachback capability. There are four goals that must be achieved for the 

successful sustainment of forces: 

 Networked, adaptive, responsive ACS command and control 

 Ensured time-definite battlespace delivery and distribution 

 A lean and responsive depot structure that operates using performance-based business 

processes and metrics to provide improved financial performance and institutionalized 

agile logistics 

 Weapon and support systems that meet mission requirements with high reliability, low 

life-cycle costs, and a small mobility footprint 

Elements of the sustainment phase simultaneously begin the day after the deployment 

operation commences (C+1) along with the deployment phase. As units are received in the 

theater and initiate sortie generation, they consume critical assets that require responsive 

replenishment actions. As a result, immediate resupply and retrograde operations are necessary 

to sustain forces and maintain a ready flow of reparables to sources of repair. 

Combat Support Command and Control 

The Air Force employs a sustainment concept that depends on reachback, real-time 

visibility and control of all resources to reduce the forward footprint and enable more airlift to be 

33
dedicated to moving combat power. Because of the reduction in forward deployed inventories, 

resupply must begin almost immediately. 

Reachback for sustainment of equipment, information, materiel, and personnel resources 

requires robust, long-haul communication links to identify, coordinate, and monitor combat 

support requirements ensuring deployed forces are sustained from the onset of operations. In 

this context, CSC2 ensures information is both a conduit and product to be used by combat 

support forces. In that light, information technology is used to identify the source, location, 

availability, quantity, or cost for sustainment assets. 

DISTRIBUTION AND DELIVERY 

Intratheater distribution occurs in that part of the distribution pipeline extending from

ports of debarkation to final destinations. The theater distribution system (TDS) consists of 

those capabilities and resources necessary to move personnel and materiel (to include retrograde 

movement) throughout the joint operations area (JOA), regardless of the phase of the operation. 

An emerging concept, the deployment distribution operations center (DDOC), is an expanded, 

robust JMC which links strategic deployment and distribution processes to operational and 

tactical functions. The COMAFFOR, through the A-4, and JFACC, through the DIRMOBFOR, 

are responsible for planning and establishing the theater airlift system. The theater airlift system

usually consists of a mixture of regularly scheduled theater airlift routes for routing movement 

and special assignment airlift missions to move high priority cargo and links inter- and intratheater airlift in a hub and spoke type system. The A-4 should ensure the theater airlift system is 

integrated with other modes of transportation to for a coordinated TDS with resources and 

procedures in place to maintain ITV throughout the theater airlift system. The COMAFFOR’s 

A-4 staff also coordinates the supply process. The materiel management, and specifically the 

supply system, operates in the same manner during peacetime, contingency, and wartime 

operations. It should be structured to provide uninterrupted support of both in-place and 

deployed forces. Since Air Force sustainment needs begin at day one, planners will build a 

logical flow at the outset of operations. Key aspects of the sustainment that planners should 

consider early on include: theater distribution alternatives and forward support locations; 

optimal and alternative transportation modes for various classes of supply; RSO&I, and TAV. 

Air Mobility Division 

The Air Mobility Division (AMD), one of the five standard AOC divisions, manages 

day-to-day intratheater air mobility operations. The AMD is normally broken into various teams 

which plan, coordinate, and execute on behalf of the JFACC. See AFDD 2-6, Air Mobility 

Operations, for further information. 

Depot Support 

The depot is responsible for retrograde management of assets coded for depot level 

maintenance. The depots will establish accountability measures to ensure assets coded for repair 

are located, prioritized, tracked and moved to the repair activities as soon as possible. Timely 

retrograde movement of reparables is crucial to the repair process and overall customer wait 

time. The A-4 should establish high priority retrograde lift requirements in the TPFDD for interand intra-theater movement to repair activities. 

34
Contracting for repair services and procurement of new spares are convoluted processes, 

requiring an accurate projection of requirements to provide the necessary lead-time. Depots 

must begin surge operations to support spare parts repair almost immediately. Contractors and 

manufacturers, key partners in the sustainment equation, must prove themselves capable of 

meeting stringent delivery schedules while at the same time producing quality products. Host 

nation support should also be used when applicable to provide needed assets and services to 

deployed forces. 

Wartime Development and Employment 

An overlooked facet of sustainment is the ability to accelerate the research,

development, and fielding of a new or modified weapon system to meet special or unforeseen 

needs. For example, the GBU-28 “Bunker Buster” bomb was developed in 18 days during

Operation DESERT STORM; and the E-8 Joint Surveillance, Target Attack Radar System, (JSTARS) was deployed while under development testing in the US. Development programs 

should consider the potential to accelerate the fielding of immature systems, should the need

arise. 

AIRCRAFT MAINTENANCE

Aircraft maintenance is a vital link in the "kill chain" for the Air Force's combat mission 

and it is crucial to understand the role it plays in combat. 

Regardless of which concept a weapon system operates under, the required maintenance 

defined by technical orders is necessary for operation. In this way, the operation and 

maintenance of a weapon system are intrinsically intertwined. Aircraft cannot be flown without 

the expectation that maintenance be properly performed. 

Aircraft and equipment readiness is the maintenance mission. However, it is essential to 

remember that "readiness" carries both short and long-term connotations. While we have to be 

ready to execute a daily schedule, ultimately the maintainer's primary job is to maintain combat 

readiness for the long run. It is the responsibility of maintenance leaders to provide effective 

oversight of all maintenance production processes to ensure aircraft and equipment readiness. 

A flying unit must balance its annual flying hour program between the competing 

requirements of the operations and maintenance functions. Aircrew and maintenance personnel 

require upgrade and continuation training, and aircraft fleet health must be preserved for longterm viability. 

Weapon System Support 

Mobility readiness spares packages (MRSP), consumables support packages, and 

deployable bench stock form the core of supply weapon system support. Once in place at the 

35
deployed location, the authorizations for these packages will be filled by sources of supply to 

sustain the deployed force throughout the course of the operation. 

Petroleum, oils, and lubricants (POL) support is crucial for all air operations. Quickly 

establishing necessary storage and dispensing capability, resupply, and appropriate backup stock 

ensures flexibility and uninterrupted support for operations. 

Establishing safe and effective munitions support for air and ground operations depends 

on quick establishment of necessary storage, production, resupply, and delivery capabilities. 

This requires extensive preplanning to consider quantity-distance clear zones that may limit 

explosive storage and aircraft parking capabilities and impact uninterrupted munitions support. 

CIRFs provide flexibility to the warfighter by providing regional, intermediate repair 

capabilities for those items that cannot be repaired at forward locations. CIRFs provide an 

intermediate maintenance repair, not depot level repair, capability for selected commodities such 

as engines, propellers, electronic countermeasure pods, low-altitude navigation and targeting 

infrared for night (LANTIRN) targeting pods, avionics, wheels/tires, brakes, and aircraft fuel cell 

repairs. CIRFs use existing or “scratch built” facilities and leverage information to provide 

repair to maximize critical resources and increase distribution efficiency. The consolidated 

capability results in a reduced theater footprint, and reduced lift and force protection 

requirements. 

Agile combat repair (ACR) provides weapon system and component availability 

commensurate with operational needs. Key to this is planning the repair and sustainment 

capability for weapon systems deployed to FOLs. ACR looks at the repair process as a system

that encompasses maintenance, materiel management, distribution, acquisition, and inventory 

management, providing sustainment for forward deployed weapon systems. 

MUNITIONS 

The munitions function plans, forecasts, requisitions, receives, inspects, warehouses, 

assembles, tests, troubleshoots, loads for transport, transports, recovers, inventories, accounts 

for, reports, certifies, and disposes of conventional air and ground munitions. Effective 

munitions support depends on clear and timely communication of requirements. Munitions 

operations require a large infrastructure footprint (clear zones). Quantity-distance explosive 

separation requirements necessitate a large area to minimize destruction and loss of mission 

capability in the event of an accident or sabotage. 

CONCLUSION 

Since the critical processes have been established at this point, sustainment can 

theoretically be maintained for as long as needed by the combatant commander. Once the 

decision is made that the objectives have been met and combat forces are no longer required at 

the deployed location, the recovery process begins. 

36
CHAPTER EIGHT 

RECOVERING THE FORCE 

INTRODUCTION 

Recovering the force is defined as readying the forces to deploy, redeploy or reintegrate 

to home station. Actions include but are not limited to: 

 Assigning personnel to support redeployment efforts 

 Continuing medical surveillance 

 Deploying en route support forces 

 Launching redeployment forces 

 Maintaining intelligence and communication flow 

 Controlling the flow of resources 

 Considering environmental impact 

 Reconstituting resources 

REDEPLOYMENT

Recovering the force includes readying forces to redeploy or reintegrate into their home 

station. Both actions can occur simultaneously. Planning for redeployment and reconstitution 

starts during the preparing the battlespace process. Planners track resources throughout the 

recovery process to enable rapid reconstitution and continued readiness during recovery. 

Recovering the force involves more than aircraft and units, and may also include acquiring new 

types or updated equipment to set the force for future operations. Bases may have to be closed, 

repaired, or returned to host nations. Environmental guidance must be complied with. Essential 

base services must continue until all personnel have departed. Force protection and 

accountability continues throughout the redeployment process. Deferred maintenance, 

refurbishment, and reconstitution to make the unit ready should take priority. 

Considerations 

Commanders may have to make tradeoffs in capability and accept some risk as the war 

termination process occurs and personnel and equipment begin the drawdown process. Risk 

management is accomplished through analysis to determine what functions can be performed at a 

reduced level without adverse impact to on-going and/or recovery operations. Successful 

recovery operations result from the same kind of disciplined execution required during the other 

37
operational phases of the mission. The use of analytical models and decision support tools can 

provide helpful information for redeployment. Activities accomplished during the readying the 

force and preparing the battlespace phases include initial RSO&I data collection providing a 

good foundation to prepare personnel and equipment for return or forward movement. Security 

and support for LOCs are essential to combat support operations enabling effective management 

of the distribution systems. 

When directed to redeploy, commanders should evaluate the support requirements 

needed to successfully accomplish redeployment actions. Evaluation results are used to develop 

the redeployment TPFDD. It requires the same dedicated planning to assure the proper and safe 

sequencing of assets for departure, movement, and recovery. 

Redeployment Focal Point 

Redeployment movement support can originate from a variety of sources, including host 

nation, contract, fixed port, aerial port, and unit (self) moves. Logistics readiness officers and 

personnel are primary points of contact working in conjunction with PERSCO. It is the 

redeploying unit’s responsibility to prepare unit cargo and vehicles for redeployment, and ensure 

all items are movement ready. This includes customs and agricultural clearances from departing 

and arriving countries. For movements via other modes, applicable USTRANSCOM 

representatives will normally coordinate with an Air Force representative to ensure proper 

shipping configuration. The TDS is assumed to remain viable throughout redeployment 

operations. 

CLOSING LOCATIONS 

The commander may direct closure of a deployed location when that location is no longer 

required to support operations. It is essential that actions to collect environmental and resource 

information are taken and that site condition be compared to the information from the original 

ESSP. Units must perform required cleaning/decontamination and arrange for hazardous waste 

disposal and hazardous spill remediation of the site to return it to the condition it was in prior to 

its use as a deployed base. Additionally, redeployment of assets/equipment as well as the 

closing out of all accountable records, to prevent inadvertent movement of assets to the 

inactivated contingency location, must be done. Units must pack their equipment and mark 

items for refurbishment or disposal (ensuring reparables are returned to depot). When another 

DOD organization remains, actions beyond the movement of the deployed assets will be 

accomplished as directed. As forces depart a FOL, commanders should review support 

infrastructure (including contracted support) and reduce requirements to maintain the smallest 

footprint possible to meet required movement timing. One of the major objectives of 

redeployment is to ensure a coordinated withdrawal while maintaining unit integrity. 

RECONSTITUTION 

Reconstitution is the restoration of combat capability following operations. 

Reconstituting capability to meet future threats presents a tremendous challenge; one that must 

be met within the constraints of budgetary realities, with an eye toward our transformational 

38
force, and the demands of ongoing deployed operations. Reconstitution of the force includes 

both equipment and personnel. This includes post deployment health assessment. Health 

concerns should be reported immediately to a medical provider. Fitness, recreation, and familyoriented programs play an essential role in recovering the force. Returning personnel should be 

provided time to reintegrate into their families, communities, and work places. Allowing 

adequate time to reestablish these ties is essential to the long-term viability of the force. An 

aggressive review of reconstitution requirements and asset serviceability should be completed 

when establishing movement priorities. Reconstitution for traditional Guard and Reserve forces 

is unique since many of them will be integrating back into a civilian job, which places additional 

burdens upon these personnel. Reconstitution is a very important phase for both traditional 

Guard and Reserve military members and military civilian employers. “Taking care of the Total 

Force” keeps morale of our personnel high and ensures we quickly achieve a high state of 

readiness. 

The objective of combat support in reconstitution is to maintain control over resources 

and maximize asset recovery consistent with time and transportation limitations for movement to 

designated locations. If performed at the employment location or another deployed site, 

reconstitution is managed under the guidance of the COMAFFOR. Reconstitution at home 

station is normally under the guidance of the parent MAJCOM. In either case, the objective is to 

prepare the reconstituted force for future operations in minimum time. 

LESSONS LEARNED AND APPLIED 

An important task in any operation is to document and analyze new and innovative ideas 

and best practices as well as mistakes and problems. Capture of lessons learned should be 

documented throughout all ACS master processes. In many cases, documenting and 

disseminating lessons learned and applied them early in the operation can improve efficiency 

and effectiveness for the remainder of the operation. Care will be taken to ensure documented 

lessons learned are clear, concise, and measurable. Experience gained through well-documented 

lessons learned will benefit future leaders and Airmen alike. 

CONCLUSION 

Recovering the force utilizes many resources throughout the Air Force in the AOR and 

CONUS. Accounting for perishable items, bringing equipment back, and re-integrating 

personnel back into home life closes the loop of the master processes—and “readying the force” 

begins. 

39
Intentionally Blank 

40
SUGGESTED READINGS 

Air Force Doctrine Documents 

(Note: All Air Force doctrine documents are available on the Air Force Doctrine Center web 

page at https://www.doctrine.af.mil)

AFDD 1, Air Force Basic Doctrine 

AFDD 1-1, Leadership and Force Development 

AFDD 2, Organization and Employment of Aerospace Power

AFDD 2-3, Military Operations Other Than War

AFDD 2-4.1, Force Protection 

AFDD 2-4.2, Health Services

AFDD 2-4.4, Bases, Infrastructure, and Facilities

AFDD 2-4.5, Legal Support

AFDD 2-5, Information Operations

AFDD 2-6, Air Mobility

AFDD 2-8, Command and Control 

Air Force Policy Documents 

AFPD 10-29, Air and Space Expeditionary Force Presence Policy

Joint Publications 

JP 0-2, Unified Action Armed Forces (UNAAF)

JP 1-02, Department of Defense Dictionary of Military and Associated Terms

JP 4-0, Doctrine for Logistic Support of Joint Operations

JP 6-0, Doctrine for Command, Control, Communications, and Computer (C4) Systems

Other Publications 

Air Force Manual (AFM) 10-100, Airman’s Manual

Army Field Manual 3-100.21, Contractors on the Battlefield 

Volume II, AEFPP, Capabilities Allocation Annex and the Air Force Wartime UTC Summary 

(AFWUS) statements

Books 

Moving Mountains: Lessons in Leadership and Logistics from the Gulf War, Lt Gen William G. 

Pagonis (US Army, Retired) 

41
Intentionally Blank 

42
APPENDIX A 

CONTINGENCY CONTRACTING 

Contracting Authority 

Contracting authority gives a contracting officer the legal right to enter into contracts and 

obligate funds on behalf of the US government. Contracting authority, referred to as Head of 

Contracting Authority (HCA), and command authority are separate. Contracting authority flows 

from the SECAF to the Deputy Assistant Secretary (Acquisition) and is re-delegated/designated 

further depending on the type and nature of effort to be performed. In a JCS-declared 

contingency operation, the commander of the Air Force component command responsible for 

supporting the supported commander is the HCA designee for contracting actions supporting the 

operation. HCA authority is normally re-delegated to the staff officer with overall responsibility 

for contracting on the commander’s staff. Contingency Contracting Officers (CCOs) are 

appointed by and responsible to this chain of authority for the contracts they award and manage 

while deployed. Legal support is essential when operating in a foreign country. (See AFDD 2-

4.5, Legal Support) 

HCA 

Designee

Head of Contracting 

Activity (HCA)

Agency

Head

AEW or AEG

Air and Space

Expeditionary

Task Force

Senior Contracting

Staff Officer

CONTINGENCY CONTRACTING AUTHORITY

SAF

ASAF (Acquisition)

DAS (Contracting)

Tasked Air

Component 

Commander

Air Component

Command 

Contracting Staff

Chief of Contracting

ECONS or ECONF

[NOTE: Expeditionary Contracting Squadron (ECONS) and Flight (ECONF)] 

CCOs sometimes support Air Force units that do not deploy under an AETF (e.g., tanker 

airlift control element (TALCE), Rapid Engineer Deployable Heavy Operational Repair 

Squadron, Engineer (RED HORSE), and Special Operations). In this case, contracting authority 

will flow to the contracting officer from their home unit. CCOs deploying in support of these 

operations should take advantage of contracting capability already in place in the region to 

include sharing vendor information and using existing contracts. While sometimes unavoidable, 

exclusive contracting support is inherently inefficient. Providing dedicated CCO support to a 

single mission or unit should be deliberate and rare. 

 

43
Air Force CCOs sometimes deploy in support of other Services or multi-national 

organizations. In theses cases the CCO remains under the administrative control of their home 

unit and commander. The supported organization will provide operational control and 

contracting authority. In some cases they may elect to honor the CCO’s Air Force contracting 

officer appointment; however, the CCO will follow the contracting rules of the supported 

agency. Home unit commanders should maintain liaison with the supported agency and CCO, if 

possible, to ensure they are accounted for and properly supported. 

The COMAFFOR may establish expeditionary regional contracting centers (ERCCs) to 

support one or more operating locations. ERCCs increase flexibility, align in-theater CCO assets 

to vendor bases, increase effectiveness, coordinate and consolidate negotiation leverage, improve 

ability to allocate scarce resources, prevent duplication of effort, and reduce personnel tempo. 

An ERCC can support multiple deployed locations within the same country or region, as well as 

remote deployed locations, that are heavily dependent on commercial and/or military 

transportation. If ERCCs are used, a contracting liaison should remain at each operating location 

to facilitate contracting service from the ERCC. 

There are typically three categories of contractors performing work at a deployed 

location: systems contractors, external support contractors, and theater/local support contractors. 

The CCO’s primary responsibility is to award and manage theater and local contracts. However, 

deployed commanders will rely on the deployed CCO to address issues related to all applicable 

contracts and contractors on the installation and in the commander’s AOR. As such, procuring 

contracting officers (PCOs) should strongly consider delegating authority to administer systems 

and external support contracts to the deployed CCO before seeking external or dedicated support 

to perform these duties. Air Force PCOs should provide the CCO, through the Air Component 

Command contracting staff, as much information as possible about contractors performing 

within the AOR of the combatant commander. 

Contingency Contract Planning 

Contracting personnel should be involved in the operational planning process at every 

level to ensure that contracting support, when used, will be responsive to the needs of the 

commander. An operation plan should reflect which agent is designated as the cognizant 

contract administration activity and appropriate delegations of authority should be put in place. 

Contracting officers should not perform finance functions. Properly included in the planning 

process, contingency contracting personnel: 

 Locate vendors within and near the mission area. 

 Identify supplies, services and equipment available from the local economy. 

 Advise the commander how to leverage this commercially available support. 

This allows planners to maximize available airlift and sealift assets. Contingency 

contracting personnel also help commanders avoid basing their plans on false assumptions about 

the availability or suitability of commercial supplies, services, and equipment in the mission 

area. 

44
Contracting personnel play an integral role in the site survey. They identify 

commercially available goods and services in or near the mission area and help logistics planners 

determine how best to integrate those potential assets into their logistics concept of support. A 

current, accurate, and complete analysis of the local market conditions and vendor capabilities is 

crucial to effective planning for any contingency that relies on CCO support. 

Planners should not assume their CCOs are the only customer for locally available 

commodities and services. Other DOD and allied forces deployed in a given AOR may require 

support from the same business base. When practical, planners should consolidate expeditionary 

contracting units at a given deployed location to take advantage of economies of scale on 

procurements, reduce internal competition within a local vendor base, and prevent duplication of 

effort. 

Planners should consider and address the inherent force protection challenges associated 

with allowing local contractors, both local national (LN) and third country national (TCN) 

access to base facilities and personnel. Planners should also consider alternative support options 

in the event that LNs or TCNs are not allowed on base or are unwilling to come on base because 

of force protection or other operational issues. 

Contracting personnel should be among the earliest to arrive at a deployed location. 

CCOs and paying agents normally operate as a team. In the early phases of the operation, a 

single CCO and paying agent will be the deployed commander’s sole life line to the local 

economy. 

45
Intentionally Blank 

46
APPENDIX B 

ACS FUNCTIONAL SPECIALTIES DESCRIBED 

FUNCTIONAL ROLE

Acquisition Plans for, develops, and procures everything from spare parts to 

complete weapons and support systems, including acquiring resources

for ACS. Provides the right resources at the right time during the 

readiness phase and is focused on reducing cycle times to render 

acquisition more responsive to a rapidly changing security environment.

Airfield Operations Facilitates the safe, orderly, and expeditious launch, recovery, and 

beddown of aircraft supporting national objectives and the overarching 

air and space capabilities of global vigilance, reach and power. 

Air Traffic Control Provides safe, orderly, and expeditious movement of US, allied, and 

civil aircraft around the world during peacetime, training, and 

contingency operations. 

Chaplain Service Provides for the spiritual health of the Air Force, which is fundamental 

to the overall well-being of assigned personnel and their families. 

Spiritual wellness has an explicit impact on mission effectiveness by 

enabling Air Force members to swiftly and decisively respond to any 

contingency. 

Civil Engineer Provides bases, infrastructure, and facilities in support of the 

projection of air and space power across the range of operations to 

include explosive ordnance disposal; disaster preparedness; major 

accident recovery; fire protection; and mitigation and recovery from

the effects of weapons of mass destruction (including nuclear, 

biological, and chemical weapons), peacetime emergencies, and 

terrorist incidents. Provides initial open the base capability, support, 

and sustainment. 

Communications and 

Information 

Provides nonsecure and secure voice and data connectivity to support C4 

functions at home station and deployed locations around the world. 

This enables air and space forces to retrieve, create, fuse, and 

disseminate information when and where desired. Effective 

communication includes ability in the native language of coalition 

partners and/or opposition forces in the mission area. Provides 

guidance, assistance and support in the management and maintenance of 

Air Force records, regardless of media. 

Contracting Provides contingency contracts to operations and other force support 

activities engaged in ACS, and establishes contracts and agreements 

with local services to provide basic life support, including lodging, 

food, water, transportation, and fuel. 

Financial 

Management and 

Provides early support to commanders in airlift and tanker operations, 

and theater-based coordinated action with contracting in arranging 

47
Comptroller lodging, food, supplies, and materials in the area of operations prior to 

the arrival of deploying forces. 

Health Services Provides force health protection, health surveillance and risk 

assessment, dentistry, prevention, health care delivery; interfaces with 

aeromedical evacuation. 

Historian Provides Air Force leadership at all levels with accurate and wellreasoned historical knowledge and documentation of key activities 

including collection, preservation, evaluation, and interpretation of 

current operational data. 

Judge Advocate Provides legal advice to commanders on all areas of combat support to 

include command relations, budget, personnel, military justice, claims, 

status-of-forces agreement status, international agreements, 

contracting actions and specialized support in multinational, civilmilitary, and combat operations. Provides services that maximize the 

legal readiness of the force on both organizational and personal levels. 

Logistics Readiness Provides expeditionary site planning, management of war reserve 

materiel, and implementation of efficient combat support across the 

range of military activities. Provides the transportation component for 

deploying to, reception of forces in, sustaining, and redeploying from

the theater of operations. Responsible for managing and maintaining 

the fleet. Facilitates efficient availability of the right materiel, in the 

right place, in the right condition, and in the right quantities to meet 

the mission needs of the warfighter. Ensures quality petroleum

products and cryogenic fluids are acquired and issued to meet 

combatant commander mission requirements. 

Maintenance Repairs weapon and support systems and their components. Provides 

organic, intermediate, and emergency battle damage depot-level 

maintenance on the flight line. 

Manpower & 

Personnel 

Responsible for manpower policy and management, organization policy 

and designations, performance management, and competitive sourcing 

& privatization strategy and policy. Develops methodology to 

determine Total Force manpower requirements and composition, and 

mix of active duty and civilian end-strengths to meet wartime and 

peacetime needs. Provides force accountability and personnel 

management to integrate the active duty, Guard, Reserve, and civilians 

(both civil servant and contractors) to meet personnel resource 

requirements. Provides casualty reporting capability to ensure timely 

and humane notification to next of kin. 

Munitions Procures, manages, allocates, and maintains munitions to include 

maintenance, buildup, staging, delivery, and loading. 

Office of Special 

Investigations 

Conducts counterintelligence activities to enhance force protection by 

identifying and mitigating the threat “outside the wire” from terrorists, 

foreign intelligence services, and other criminal and insurgent 

elements. Gathers information regarding existing or emerging threats 

through the use of human sources and a vast network of police and 

48
security service contacts around the globe. The Air Force single point 

of contact with federal, state, local and foreign national law 

enforcement, counterintelligence, and security agencies. 

Postal Provides mail services around the world in partnership with 

USTRANSCOM and the United States Postal Service. 

Public Affairs Communicates truthful, timely, and accurate information about Air 

Force activities to provide effects-based response to ongoing military 

activities. Provides trusted counsel to leaders, enhances Airman morale 

and readiness, gains and maintains public support, and communicates 

US military resolve in a manner that provides global influence and 

deterrence. 

Safety Promotes a safe environment for air and space forces to live and work, 

resulting in the preservation of vital resource. Assists with 

implementation and integration of operational risk management into 

all operations and missions. 

Science and 

Technology 

Develops technologies for lighter, leaner, and more lethal weapon 

systems and their support structure through the continuing discovery, 

exploitation, demonstration, and rapid transition of technology to meet 

users’ operational needs 

Security Forces Provides responsive force protection capability and defense forces 

capable of countering installation ground threats. Provides enhanced 

base defense, physical security, combat arms training and 

maintenance, military working dogs, and police services. Lead agency 

for protection of convoy movements, noncombatant evacuation 

operation support, criminal investigations and detainee (prisoner) 

escort. 

Services Provides food service, mortuary affairs, lodging, fitness, protocol, 

retail sales and services, laundry and dry cleaning services, and 

recreational opportunities. Enhances combat capability and improves 

productivity by providing life-sustaining and essential services, and 

quality-of-life programs to support force reception and beddown 

across the spectrum of military operations. 

Test and Evaluation During weapons system development, T&E is integral to the system

engineering process that brings the weapons system to the point where 

it is ready for production. Ensures the weapons system is 

operationally effective and suitable. Incorporates lessons learned 

during test and evaluation into the new system to increase its agility. 

Takes a rapid response process project, developed in response to a 

combatant commander’s critical wartime need, and makes sure it will 

work as designed. Readies an immature weapons system for 

immediate wartime deployment, making critical decisions as to the 

system’s ability to perform its mission sufficiently well to warrant 

deployment without jeopardizing irreplaceable resources or delaying 

the system’s initial operating capability. 

49
50
GLOSSARY 

Abbreviations and Acronyms 

A1 personnel directorate (COMAFFOR) 

A2 intelligence directorate (COMAFFOR) 

A3 operations directorate (COMAFFOR) 

A4 logistics directorate (COMAFFOR) 

A6 communications directorate (COMAFFOR) 

A7 installations and mission support(COMAFFOR) 

A8 programs and financial management(COMAFFOR) 

A9 analysis and assessments(COMAFFOR) 

ACR agile combat repair 

ACS agile combat support 

ACSA acquisition and cross servicing agreements 

AEF air and space expeditionary force 

AEFC Air and Space Expeditionary Force Center 

AETF air and space expeditionary task force 

AFCAP Air Force Contract Augmentation Program

AFDC Air Force Doctrine Center 

AFDD Air Force doctrine document 

AFFOR Air Force forces 

AFRC Air Force Reserve Command 

AFSOC Air Force Special Operations Command 

AFSPC Air Force Space Command 

AMT air mobility team

ANG Air National Guard 

AOC air and space operations center 

AOR area of responsibility 

APOD aerial port of debarkation 

APOE aerial port of embarkation 

ATO air tasking order 

BOS base operating support 

C2 command and control 

CAP Crisis Action Planning 

CBRNE chemical, biological, radiological, nuclear and high yield 

explosives

CCO contingency contracting officer 

CE civil engineers 

CIRF consolidated intermediate repair facility 

COA course of action 

COB Collocated operating base 

COCOM combatant command (command authority)

COMACC Commander, Air Combat Command

51
COMAFFOR commander, Air Force forces 

CONUS continental United States 

CSAF Chief of Staff, United States Air Force 

CSC combat support center 

CSC2 combat support command and control 

CRG contingency response group 

DIRMOBFOR director of mobility forces 

DIRSPACEFOR director of space forces 

DOD Department of Defense 

DSS decision support system

DST decision support tools 

ECONF expeditionary contracting flight 

ECONS expeditionary contracting squadron 

ECS expeditionary combat support 

ERCC expeditionary regional contracting center 

ESP expeditionary site planning 

ESSP expeditionary site survey process 

FOA field operating agency 

FOB forward operating base 

FOL forward operating location 

FP force protection 

HCA head of contracting authority 

HNS host-nation support 

HUMRO humanitarian relief operation 

ITV in-transit visibility 

JFACC joint force air component commander[JP 1-02]; joint force 

air and space component commander {USAF} 

JTF joint task force 

JOA joint area of operations 

JOPES Joint Operation Planning and Execution System

JSTARS Joint Surveillance Target Attack Radar System

JTLM Joint Theater Logistics Management 

LANTIRN low-altitude navigation and targeting infrared for night

LOC line of communication 

LOGCAP Logistics Civil Augmentation Program

LRC logistic readiness center 

LSA logistics sustainability analysis 

LN local national 

52
MAJCOM major command

MISCAP mission capability

MOB main operating base 

MRSP mobility readiness spares package 

NAF numbered air force 

NEO noncombatant evacuation operation 

NGO nongovernment organizations 

OEF Operation ENDURING FREEDOM 

OIF Operation IRAQI FREEDOM 

OPCON operational control 

OPLAN operation plan 

PCO procuring contracting officer 

PERSCO personnel support for contingency operations 

POL petroleum, oils, and lubricants 

Prime BEEF prime base engineer emergency force 

RED HORSE Rapid Engineer Deployable Heavy Operational Repair 

Squadron, Engineer 

RSO&I reception, staging, on-ward movement, and integration 

RSS regional supply squadron 

SECAF Secretary of the Air Force 

SecDef Secretary of Defense 

SOC special operations command 

SOF special operations forces 

SSC small-scale contingencies

STARS scheduled theater airlift routes system

SWA Southwest Asia 

TALCE tanker airlift control element 

TAV total asset visibility 

TCN third country national 

TDS theater distribution system

TPFDD time-phased force and deployment data 

UNAAF Unified Action Armed Forces

US United States 

USAF United States Air Force 

USTRANSCOM United States Transportation Command 

WRM war readiness materiel 

53
Definitions

agile combat support. An Air Force distinctive capability that encompasses the process 

of creating, effectively deploying, and sustaining US military power anywhere—at our 

initiative, speed, and tempo. Includes provisions and protection of air and space 

personnel, assets, and capabilities throughout the full range of military operations. Also 

called ACS. (AFDD 2-4) 

air and space expeditionary force. An organizational structure to provide forces and 

support on a rotational, and thus relatively more predictable basis. They are composed of 

force packages of capabilities that provide rapid and responsive air and space power. 

Also called AEF. (AFDD 1) 

air and space power. The synergistic application of air, space, and information systems 

to project global strategic military power. (AFDD 1) 

Airmen. Any US Air Force member (officer or enlisted, active, reserve, or guard, along 

with Department of the Air Force civilians) who supports and defends the US 

Constitution and serves our country. Air Force Airmen are those people who formally 

belong to the US Air Force and employ or support some aspect of the US Air Force’s air 

and space power capabilities. The term Airman is often used in a very narrow sense to 

mean pilot. An Airman is any person who understands and appreciates the full range of 

air and space power capabilities and can employ or support some aspect of air and space 

power capabilities. (AFDD 1-1)

area of responsibility. The geographical area associated with a combatant command 

within which a combatant commander has authority to plan and conduct operations. Also 

called AOR. (JP 1-02)

battlespace. The environment, factors, and conditions that must be understood to 

successfully apply combat power, protect the force, or complete the mission. This 

includes the air, land, sea, space, and the included enemy and friendly forces; facilities; 

weather; terrain; the electromagnetic spectrum; and the information environment within 

the operational areas and areas of interest. (JP 1-02) 

beddown. A location at which a deploying unit operates during a contingency. It is 

usually, but not always, in the area of responsibility. (AFDD 2-4) 

combat support. Fire support and operational assistance provided to combat elements. 

Also called CS. (JP 1-02) [Provides the foundation for and is the enabler of the Air 

Force distinctive capabilities. It includes the actions taken to ready, sustain, and protect 

personnel, assets, and capabilities through all peacetime and wartime military 

operations. Furthermore, it supports the unique contributions of air and space power: 

speed, flexibility, versatility, and global reach.] (AFDD 2-4) {Italicized words in 

brackets apply only to the Air Force and are offered for clarity.} 

54
command and control. The exercise of authority and direction by a properly designated 

commander over assigned and attached forces in the accomplishment of the mission. 

Command and control functions are performed through an arrangement of personnel, 

equipment, communications, facilities, and procedures employed by a commander in 

planning, directing, coordinating, and controlling forces and operations in the 

accomplishment of the mission. Also called C2. (JP 1-02)

decision support systems/tools. A compilation of processes and systems developed 

from the application of maturing information systems technologies that provide the 

warfighter and the logistician with the means to rapidly plan, execute, monitor, and 

replan logistical operations in a collaborative environment that is responsive to 

operational requirements. (AFDD 2-4) 

deliverables. The desired or expected results of specific support functions that 

contribute to responsive combat support for an air and space expeditionary force. (AFDD 

2-4) 

deployment. 1. In naval usage, the change from a cruising approach or contact 

disposition to a disposition for battle. 2. The movement of forces within operational 

areas. 3. The positioning of forces into a formation for battle. 4. The relocation of forces 

and materiel to desired operational areas. Deployment encompasses all activities from

origin or home station through destination, specifically including intra-continental United 

States, intertheater, and intratheater movement legs, staging, and holding areas. (JP 1-02) 

distribution. 1. The arrangement of troops for any purpose, such as a battle, march, or 

maneuver. 2. A planned pattern of projectiles about a point. 3. A planned spread of fire to 

cover a desired frontage or depth. 4. An official delivery of anything, such as orders or 

supplies. 5. The operational process of synchronizing all elements of the logistic system

to deliver the “right things” to the “right place” at the “right time” to support the 

geographic combatant commander. 6. The process of assigning military personnel to 

activities, units, or billets. (JP 1-02)

doctrine. Fundamental principles by which the military forces or elements thereof guide 

their actions in support of national objectives. It is authoritative but requires judgment in 

application. (JP 1–02) 

expeditionary combat support. Includes the essential capabilities, functions, activities, 

and tasks necessary to employ and sustain all elements of air and space forces in a 

deployed location. Expeditionary combat support, a subset of agile combat support, 

provides those capabilities associated with deployment, reception, beddown, 

employment, sustainment, and redeployment in support of Air Force or joint operations. 

Also called ECS. (AFDD 2-4) 

force protection. Actions taken to prevent or mitigate hostile actions against 

Department of Defense personnel (to include family members), resources, facilities, and 

critical information. These actions conserve the force’s fighting potential so it can be 

55
applied at the decisive time and place and incorporate the coordinated and synchronized 

offensive and defensive measures to enable the effective employment of the joint force 

while degrading opportunities for the enemy. Force protection does not include actions to 

defeat the enemy or protect against accidents, weather, or disease. Also called FP. (JP 1-

02) [Integrated applications of offensive and defensive actions that deter, detect, preempt, 

mitigate, or negate threats against or hazards to Air Force air and space operations and 

assets, based on an acceptable level of risk.]{Definition in brackets applies only to the 

Air Force and is offered for clarity.} 

garrison. A permanent Air Force base where Airmen execute and support air and space 

operations. Also referred to as home station. (AFDD 2-4) 

home station. The permanent location of active duty units and Reserve Component units 

(e.g., location of armory or reserve center). (JP 1-02)

host-nation support. Civil and/or military assistance rendered by a nation to foreign 

forces within its territory during peacetime, crises or emergencies, or war based on 

agreements mutually concluded between nations. Also called HNS. (JP 1-02)

information. 1. Facts, data, or instructions in any medium or form. 2. The meaning that 

a human assigns to data by means of the known conventions used in their representation. 

(JP 1-02)

integration. 1. In force protection, the synchronized transfer of units into an operational 

commander’s force prior to mission execution. 2. The arrangement of military forces and 

their actions to create a force that operates by engaging as a whole.... See also force 

protection. (JP 1-02) [This is a partial JP 1-02 definition and is the portion that pertains 

to this AFDD.]

in-transit visibility. The ability to track the identity, status, and location of Department 

of Defense units, and non-unit cargo (excluding bulk petroleum, oils, and lubricants) and 

passengers; medical patients; and personal property from origin to consignee or 

destination across the range of military operations. Also called ITV. See also total asset 

visibility. (JP 1-02)

joint force air component commander. The commander within a unified command, 

subordinate unified command, or joint task force responsible to the establishing 

commander for making recommendations on the proper employment of assigned, 

attached, and/or made available for tasking air forces; planning and coordinating air 

operations; or accomplishing such operational missions as may be assigned. The joint 

force air component commander is given the authority necessary to accomplish missions 

and tasks assigned by the establishing commander. Also called JFACC. (JP 1-02) [The 

joint air and space component commander (JFACC) uses the joint air and space 

operations center to command and control the integrated air and space effort to meet the 

joint force commander’s objectives. This title emphasizes the Air Force position that air 

power and space power together create effects that cannot be achieved through air or 

56
space power alone.] [AFDD 2] {Words in brackets apply only to the Air Force and are 

offered for clarity.}

joint publication. A publication containing joint doctrine and/or joint tactics, 

techniques, and procedures that involves the employment of forces prepared under the 

cognizance of Joint Staff directorates and applicable to the Military Departments, 

combatant commands, and other authorized agencies. It is approved by the Chairman of 

the Joint Chiefs of Staff, in coordination with the combatant commands and Services. 

Also called JP. (JP 1-02)

mission. 1. The task, together with the purpose, that clearly indicates the action to be 

taken and the reason therefore. 2. In common usage, especially when applied to lower 

military units, a duty assigned to an individual or unit; a task. 3. The dispatching of one 

or more aircraft to accomplish one particular task. (JP 1-02)

operation plan. Any plan, except for the Single Integrated Operation Plan, for the 

conduct of military operations. Plans are prepared by combatant commanders in 

response to requirements established by the Chairman of the Joint Chiefs of Staff and by 

commanders of subordinate commands in response to requirements tasked by the 

establishing unified commander. Operation plans are prepared in either a complete 

format (OPLAN) or as a concept plan (CONPLAN).... An operation plan for the 

conduct of joint operations that can be used as a basis for development of an operation 

order (OPORD). An OPLAN identifies the forces and supplies required to execute the 

combatant commander’s Strategic Concept and a movement schedule of these resources 

to the theater of operations...(JP 1-02) [This is a partial JP 1-02 definition and is the 

portion that pertains to this AFDD.]

operational level of war. The level of war at which campaigns and major operations are 

planned, conducted, and sustained to accomplish strategic objectives within theaters or 

areas of operations. Activities at this level link tactics and strategy by establishing 

operational objectives needed to accomplish the strategic objectives, sequencing events 

to achieve the operational objectives, initiating actions, and applying resources to bring 

about and sustain these events. These activities imply a broader dimension of time or 

space than do tactics; they ensure the logistic and administrative support of tactical 

forces, and provide the means by which tactical successes are exploited to achieve 

strategic objectives. See also strategic level of war; tactical level of war. (JP 1-02)

PERSCO. Personnel Support for Contingency Operations: The collection of manual 

and automated procedures, systems, hardware, personnel agencies, and deployable teams 

to accomplish total force accountability, casualty reporting, strength reporting, and 

personnel program support. Total force accountability is primary mission of PERSCO—

providing personnel support to the warfighter. (AFDD 2-4)

reachback. The process of obtaining products, services, and applications, or forces, 

equipment, or materiel from Air Force organizations that are not forward deployed. 

(AFDD 2-8)

57
RED HORSE. Air Force units wartime-structured to provide a heavy engineer 

capability. They have a responsibility across the operational area, are not tied to a 

specific base, and are not responsible for base operation and maintenance. These units 

are mobile, rapidly deployable, and largely self-sufficient for limited periods of time. (JP 

1-02)

remediation. Actions taken in response to cleaning up a contaminated site to mitigate 

effects of environmental contamination on human health and safety, the environment, or 

the mission. Remediation actions can range from total cleanup, to monitoring of the site, 

to no action required. These site clean-up activities are performed safely and consistently 

in accordance with the Air Force Solid and Hazardous Waste Program. (AFDD 2-4) 

retrograde. Returning assets—particularly reparable parts—from the AOR to their 

source of repair. (AFDD 2-4) 

sustainment. The provision of personnel, logistics, and other support required to 

maintain and prolong operations or combat until successful accomplishment or revision 

of the mission or of the national objective. (JP 1-02)

tactical level of war. The level of war at which battles and engagements are planned and 

executed to accomplish military objectives assigned to tactical units or task forces. 

Activities at this level focus on the ordered arrangement and maneuver of combat 

elements in relation to each other and to the enemy to achieve combat objectives. (JP 1-

02)

task force. 1. A temporary grouping of units, under one commander, formed for the 

purpose of carrying out a specific operation or mission. 2. A semi-permanent 

organization of units, under one commander, formed for the purpose of carrying out a 

continuing specific task. (JP 1-02)

total asset visibility. The capability to provide users with timely and accurate 

information on the location, movement, status, and identity of units, personnel, 

equipment, materiel, and supplies. It also includes the capability to act upon that 

information to improve overall performance of the Department of Defense’s logistic 

practices. Also called TAV. See also in-transit visibility. (JP 1-02) 

training. Instruction and study focused on a structured skill set to acquire consistent 

performance. Training has predictable outcomes and when outcomes do not meet 

expectations, further training is required. (AFDD 1-1) 

war. Open and often prolonged conflict between nations (or organized groups within 

nations) to achieve national objectives. (AFDD 1) 

warfighter. The air and space expeditionary task force (AETF) commander—the 

COMAFFOR—is the lead Air Force warfighter and exercises control over forces, 

assigned, attached, and in support. The AETF forces that are engaged in the operational 

58
and tactical levels of warfare are the COMAFFOR’s warfighters. (AFDD 1) 

war game. A simulation, by whatever means, of a military operation involving two or 

more opposing forces using rules, data, and procedures designed to depict an actual or 

assumed real life situation. (JP 1-02) 

59