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1
Q

Just War Tradition (Theory)

A

Just war theory is a doctrine, also referred to as a tradition, of military ethics studied by military leaders, theologians, ethicists and policy makers. The purpose of the doctrine is to ensure war is morally justifiable through a series of criteria, all of which must be met for a war to be considered just. The criteria are split into two groups: “right to go to war” (jus ad bellum) and “right conduct in war” (jus in bello). The first concerns the morality of going to war, and the second the moral conduct within war.

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2
Q

Combatant Command

A

A unified or specified command with a broad continuing mission under a single commander established and so designated by the President, through the Secretary of Defense and with the advice and assistance of the Chairman of the Joint Chiefs of Staff. Also called CCMD.

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3
Q

Combatant Commander

A

A commander of one of the unified or specified combatant commands established by the President. Also called CCDR

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4
Q

Global Campaign Plan

A

(GCP) Primary means by which the Chairman of the Joint Chiefs of Staff or designated combatant commander arranges for unity of effort and purpose and through which they guide the planning, integration, and coordination of joint operations across combatant command areas of responsibility and functional responsibilities.

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5
Q

National military strategy

A

A document approved by the Chairman of the Joint Chiefs of Staff for distributing and applying military power to attain national security strategy and Defense Strategic Guidance objectives.

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6
Q

National security strategy

A

A document approved by the President of the United States for developing, applying, and coordinating the instruments of national power to achieve objectives that contribute to national security. Also called NSS. See also national military strategy; strategy; theater strategy.

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7
Q

Operational Art

A

The cognitive approach by commanders and staffs—supported by their skill, knowledge, experience, creativity, and judgment—to develop strategies, campaigns, and operations to organize and employ military forces by integrating ends, ways, and means

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8
Q

PMESII

A

(Political, Military, Economic, Social, Information, Infrastructure) an analytical start point to assess an operational environment

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9
Q

Unified action

A

The synchronization, coordination, and/or integration of the activities of governmental and nongovernmental entities with military operations to achieve unity of effort

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10
Q

Unified command

A

A command with a broad continuing mission under a single commander and composed of significant assigned components of two or more Military Departments that is established and so designated by the President, through the Secretary of Defense with the advice and assistance of the Chairman of the Joint Chiefs of Staff. Also called unified combatant command. See also combatant command; subordinate unified command.

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11
Q

Unified Command Plan

A

The document, approved by the President, that sets forth basic guidance to all unified combatant commanders; establishes their missions, responsibilities, and force structure; delineates the general geographical area of responsibility for geographic combatant commanders; and specifies functional responsibilities for functional combatant commanders. Also called UCP

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12
Q

Levels of War.

A

Three levels of warfare—strategic, operational, and tactical—model the relationship between national objectives and tactical actions. The operational level of warfare links the tactical employment of forces to national strategic objectives.

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13
Q

Ends

A

explain “what” is to be accomplished. Ends are objectives that if accomplished create, or contribute to, the achievement of the desired end state at the level of strategy being analyzed and, ultimately, serve national interests. Ends are expressed with verbs (i.e., deter war, promote regional stability, destroy Iraqi armed forces).

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14
Q

Ways

A

explain “how” the ends are to be accomplished by the employment of resources. The concept must be explicit enough to provide planning guidance to those who must implement and resource it. Since ways convey action they often have a verb, but ways are statements of “how,” not “what” in relation to the objective of a strategy. Some confusion exists because the concept for higher strategy often defines the objectives of the next lower level of strategy. A simple test for a way is to ask, “in order to do what?” That should lead to the real objective. Some concepts are so accepted that their names have been given to specific strategies (containment, forward defense, assured destruction, forward presence are illustrations). However, note that in actual practice, these strategies have specific objectives and forces associated with them and the concept is better developed than the short title suggests.

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15
Q

Means

A

(resources) explain what specific resources are to be used in applying the concepts to accomplish the objectives and use no verb. Means can be tangible or intangible. Examples of tangible means include forces, people, equipment, money, and facilities. Intangible resources include things like “will,” courage, or intellect.

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16
Q

National Security Strategy (NSS)

A

The NSS is required annually by Title 50, USC, Section 3043. It is prepared by the Executive Branch of the USG for Congress and outlines the major national security concerns of the US and how the administration plans to address them using all instruments of national power. The document is often purposely general in content, and its implementation by DOD relies on elaborating direction provided in supporting documents.(

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17
Q

Unified Command Plan (UCP)

A

signed by the President, establishes CCMD missions and CCDR responsibilities, addresses assignment of forces, delineates geographic AORs for GCCs, and specifies responsibilities for FCCs. The unified command structure identified in the UCP is flexible and changes as required to accommodate evolving US national security needs. Title 10, USC, Section 161, tasks CJCS to conduct a review of the UCP “not less often than every two years” and submit recommended changes to the President through SecDef. This document provides broad guidance that CCDRs and planners can use to derive tasks and missions during the development and modification of CCMD plans

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18
Q

Roles, responsibilities and authorities of combatant commanders

A

a. Roles: CCDR, JFC, Unified CDR
b. Responsibilities: ADD SLIDE 13 for comprehensive breakdown (CMD Functions) c. Authorities: COCOM, Logistic Directive Authority

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19
Q

Levels of War & CCDR’s place in them

A

Strategic, Operational, and Tactical…CCDRs place - seam between strategic and operational

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20
Q

The combatant commander’s use of operational art to link the objectives of strategy to tactical actions;

A

a. Determine when, where, what purpose major forces will be employed and to influence adversaries’ disposition before combat.
b. Governs deployment of those forces and arrangement of battles and major operations to achieve operational and strategic objectives

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21
Q

The dynamics of Civil-Military relations

A

a. Civilian Control
b. Congressional Oversight (Congress Approves everything we do)
c. National Legitimacy (Jus Ad Bellum, Jus In Bello, Professionalism)

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22
Q

The application of a systems perspective to achieve understanding of complex concepts

A

A system is a functionally, physically, and/or behaviorally related group of regularly interacting or interdependent elements forming a unified whole

Using systems to frame and depict a complex environment / concept. How we visualize, perceive, and think about systems.

PMESII / METT-TC

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23
Q

The threats, challenges and opportunities of the international security environment (ISE) and sources for this information;

A

a. Threats – Who are the Actors (Revisionists States, Rogue States, VEOs)
b. Challenges - How do you deal with…(Influencing actions of See actions of above / environmental dependent - See presentation and paper).
a. Contested Norms (JOE 2035)
b. Persistent Disorder (JOE 2035)
c. Sources – NSS, NIC, Global Trends - Get there through PMESII

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24
Q

Emerging concepts for dealing with the threats, challenges and opportunities of the ISE

A

a. JCIDS

b. AFC

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25
The elements of national power within the international system
DIME
26
international relations theories within the international system and the idea of sovereignty
a. Realism | b. Liberalism
27
A framework for strategy using the Ends, Ways, Means, Risk construct and how states develop strategies at the strategic level of war
a. Ends - What b. Ways - How c. Means - With What d. Risk - Gap between what is to be achieved and the ways and means to achieve the end
28
How these concepts are applied to operational art;
Operational Art translates strategic level guidance to Campaign Plans
29
How states harness power, through strategies, to achieve their interests within the international system.
Apply DIME to strategic objectives to reach strategic ends
30
The role of Civil-Military relations in the processes
a. Civilians Direct; Military Advises b. Made up of both Civ-Mil c. Responsible to Congress
31
The roles and programs associated with Theater Security Cooperation activities.
a. Security Cooperation run by DoD under the National Defense Authorization Act (NDAA) and other authority b. Security Assistance is authorized under Title 22 (under the State Department) a. 3 Legislative Authorities i. Foreign Assistance Act of 1961 ii. Arms Control Act of 1976 iii. Annual Appropriations for foreign operations, export financing, and related programs c. When the DoD executes a Security Assistance function it is considered to be a part of our Security Cooperation
32
Ends, ways, means, and risk associated with a notional regional strategy
See NSS / NDS Exercise (Purple Pipeline / Laminated Handout)
33
Generalizing the content of the National Security Strategy (NSS), National Defense Strategy (NDS), and the National Military Strategy (NMS)
a. See NSS / NDS Exercise i. America First ii. WMD iii. Immigration
34
DOTMLPF-P
doctrine, organization, training, materiel, leadership and education, personnel, facilities and policy
35
JCIDS
Joint Capabilities Integration and Development System TAA: total Army analysis TAP: The Army Plan TDA: Table of Distribution and Allowance TDS: technology development strategy TOA: total obligating authority TOE: table of organization and equipment MTOE: modified table of organization and equipment MSA: Materiel Solutions Analysis (DAS phase FMS: Force Management System COMPO 1: active component COMPO 2: Army Reserve-National Guard (ARNG) COMPO 3: United States Army Reserves (USAR)
36
The Department of the Army’s responsibility to the government.
The DA executes the Title 10 functions assigned to the Army
37
How the Army translates strategy into concepts and requirements
JCIDS & the Army plan - see TAP graphics
38
Develop solutions across DOTMLPF-P.
Materiel solutions through the Defense Acquisition System DAS. Organizational requirements driven by doctrine. Process to change organizations. Combatant command concerns. ****JCIDS feeds the process; CCDRs provide input through the JCIDS****
39
9 Force Integration Functional Areas (FIFA)
``` Structuring Manning Equipping Training Sustaining Funding Deploying Stationing Readiness ```
40
What is a TOE?
requirements document
41
MTOE
authorizations documents *applies to all components (guard, reserve, active)
42
BOIP
Basis of Issue Plan - requirements documents; does not just apply to equipment/materiel; it applies to personnel as well
43
Explain how the Army allocates resources to support solutions
Army planning events that feed resourcing decisions. a. Phase III – Develop Requirements (TOE) b. Phase IV – TAA i. Phase I: Quantitative Analysis ii. Phase II: Qualitative Analysis
44
Limitations and tradeoffs required in the Planning, Programming, Budgeting, and Execution (PPBE) system
a. TAA comes in between the Planning and Programming of the PPBE
45
Legal issues and ethical concerns in resourcing decisions
a. Cannot exceed what congress has appropriated | b. Conflict of interest
46
The claims of emerging concepts of theory and doctrine using the historical record
a. Studying History -> Creates Theory -> Theory Creates Doctrine -> Validating the Theory Creates Doctrine -> Doctrine put into practice drives History
47
Changes in warfare from 1500 to present
a. 17th Century advance of the Nation State - Limited Warfare(Frederick the Great) b. 18th Century French Revolution - Subject -> Citizen / Unlimited Warfare (France +Napoleon - Enhanced) c. Industrial / Managerial Revolution - Mass Production d. WWI - 3D warfare / Combined Politics of b. with mass production of c. e. Nuclear Proliferation
48
The key elements of Geoffrey Parker’s model of the “Western way of war”
a. Technology + Discipline > Superior Numbers b. Cause and Effect / Challenge and Response a. Adapt to Tech c. Capitol Finance d. Continuity of Western Military Traditions (Decisive War)
49
The role of the “Western way of war” in establishing a dominant military tradition
a. Paradigm Army | b. Accept higher casualties for decisive victory
50
The concepts of societal and military revolutions
a. Dominance of the Nation State b. Idea of Army as an instrument of the State c. Ruling Families in Charge
51
The sources and elements of revolutionary societal change
a. Legitimacy of the State b. Absolutism c. Divine Right
52
The effects of societal change on military art
a. Marshal Discipline b. Officers loyal to the State (I am the first servant to the state) c. Need to preserve the civilian population base (Limited War) d. Need to preserve resources (restricted logistics)
53
The concepts of civil authority and military power (frederick)
a. Officers derive authority via commission from the State | b. Flexing military power within the new Nation State
54
The sources of civil authority and military power (frederick)
a. Foreign troops (grant from foreign countries) - Treaty of Westphalia b. Only members of the State can Fight
55
The relationship between civil authority and military power (frederick)
a. Administrative State b. National Currency c. Break Serfdom Relationship d. Conscription (begins relationship of citizen soldier)
56
French Rev - Causes of Conflict
a. French Killed King; Every other King didn't want that to happen to them b. Kings used to fight wars, now they were wars of the people
57
The military instrument of power
a. Army was a creation of the people b. No more Subjects, Now Citizens…All participate a. Levee en Masse (Unlimited War)
58
Absolute vs real war
a. Thesis: Absolute war: maximum use of force, maximum exertion of strength, completely disarm the enemy b. Antithesis: Moderating conditions: war is never an isolated event, war is never a single blow, war is never final c. Synthesis: War tends toward the extreme, but it can never completely get there
59
Trinity of war
a. Probability (Military Commanders) b. Hatred / Enmity (of the People) c. Subordination to Rational Control (Government)
60
Character vs. Nature
a. Character i. Time ii. Society iii. Equipment iv. Geography b. Nature i. Violence ii. Politically driven iii. Currency of war is blood iv. Friction: the concept that differentiates actual war from war on paper," those surprising things that happen during wartime that make “even the simplest thing difficult."
61
d. Defense vs. Offense
a. Defense is stronger form of war but for a NEGATIVE purpose b. Offense is a weaker form of war but for a POSITIVE effect (you can't win in the defense) i. Goal is to inflict will.
62
The revolutionary changes in military affairs
a. Pause in history before the next major conflict | b. Everyone striving to match the paradigm army
63
The relationship between theory and changes in organization, equipment, and doctrine
History -> Theory -> Doctrine | b. Clausewitz lived through the History and was there able to develop his theories which were adopted into doctrine
64
The use of critical thinking in problem framing
a. Solve the right problem and not a bunch of symptoms | b. To Gain Understanding
65
3. The need for a vision to drive the organization
a. Vision: A picture of the future framed by a values-based purpose that creates a path to drive behavior, change, and motivation
66
Ethical Triangle
Principle-based (standards of morality) | Consequences (results - greatest good for greateest number) Virtues (ethics)
67
Jus Ad Bellum
The justice of going to war
68
Jus In Bello
just ways of waging war
69
Jus post bellum
just treatment after war
70
The relationship between power and influence
a. Power is the capacity to influence others | b. Influence is the application of power
71
The role of influence in compliance and commitment achievement
a. Positional Power - Compliance | b. Personal Power - Commitment
72
Culture
 pattern of shared basic assumptions, learned by a group, as it solved its problems of external adaptation and internal integration that has worked well enough to be considered valid, and therefore to be taught to new members as the correct way to perceive, think and feel in relation to those problems.
73
Levels of Culture and Definitions
Artifacts- visible and feasible structures and processes; observed behaviors.  One of these is "climate."  "Climate" is not culture; it's a manifestation of culture.  Difficult to infer deeper meaning because it is superficial, and any analysis is informed by your own culture.   Espoused Beliefs and Values- group takes joint action, determines results, over time this becomes the group's belief system. If something serve the normative or moral function of guiding group members how to deal with key situations and training new members how to behave. Over time this hardens to the point of assumptions. Basic Underlying Assumptions- the core, non-confrontable, non-debatable beliefs; any challenging produces defensiveness and anxiety
74
Dynamics of climate
reflection of how ppl think and feel about their organization **if successful it can be changed quickly and will assist w/ culutre change
75
The interrelationship between organizational culture and climate
1. Climate is a manifestation of culture (we talked about the saber reading/crimson tide film)
76
3 key elements of toxic leadership syndrome:
An apparent lack of concern for the well being of subordinates. 2. A personality or interpersonal technique that negatively affects organizational climate. 3. A conviction by subordinates that the leader is motivated primarily by self-interest.
77
Unified Action
Synchronization, coordination of the activities of governmental and nongovernmental entities w/ military operation to achieve unity of effort
78
Unity of Effort
Coordination and cooperation toward common objectives, even if the participants are not part of the same command or organization, which is the product of successful unified action
79
Unity of Command
The operation of all forces under a single responsible commander who has the requisite authority to direct and employ those forces in pursuit of common purpose
80
Interagency
Pertaining to USG agencies and departments
81
Nongovernmental Organization (NGO)
Private, self-governing, not-for-profit organization dedicated to alleviating human suffering and/or promoting education, health care, economic development
82
INTERAGENCY COORDINATION
The coordination that occurs between elements of DoD and engaged USG agencies to achieve an objective.
83
Interorganizational Cooperation
The interaction that occurs among elements of DoD, participating USG departments and agencies, state, territorial, local, tribal agencies; foreign military forces and government agencies; international organizations, non-governmental organizations, and the private sector
84
principles of Joint Operations
1. Mass 2. Objective 3. Unity of Command 4. Security 5. Economy of Force 6. Maneuver 7. Offensive 8. Surprise 9. Simplicity 10. Restraint 11. Perseverance 12. Legitimacy
85
Theater of War
Geographical area defined by SecDef or GCC and comprised of some combination of air, land, and maritime domains established for the conduct of major operations and campaigns involving combat. Established primarily when there is a formal declaration of war or it is necessary to encompass more than one theater of operations (or a JOA and a separate theater of operations) within a single boundary for the purposes of C2, sustainment, protection, or mutual support. Does not normally encompass the GCC’s entire AOR but may cross the boundaries of two or more AORs.
86
Theater of Operations
An operational area defined by the GCC for the conduct or support of specific military operations.  Established primarily when the scope of the operation in time, space, purpose, and/or employed forces exceeds what can normally be accommodated by a JOA. One or more theaters of operations may be designated.   Different theaters of operations will normally be geographically separate and focused on different missions. Typically, is smaller than a theater of war, but is large enough to allow for operations in depth and over extended periods of time. Normally associated with major operations and campaigns and may cross the boundary of two AORs
87
Joint Security Area
(JOA) - Specific surface area designated by the JFC to facilitate protection of joint bases that support joint operations
88
Systems Perspective at the operational level
PMESII
89
Physical factors of the Operational Environment
: air, land, maritime, space, and information domains
90
Key elements of the Joint Functions.
1. Command and control- not synonymous; battle rhythm 2. Intelligence- JIPOE is a living process 3. Movement and Maneuver- movement = putting forces in position of advantage; maneuver = maneuvering against an enemy ICW fires 4. Fires- It's about the effects, not about system 5. Sustainment- Logistic and personnel support (different from Army doctrine) 6. Protection- active and passive defensive measures 7. Information- doctrine still developing; feeds others
91
Joint tools that assist with functional integration and synchronization of joint operations (B2C2WG)
a. Board b. Bureau c. Center d. Cell e. Working Group
92
Universal Joint Task List
UJTL - menu of tasks in a common language, which serves as the foundation for joint OPS planning across the range of military and interagency operations
93
Ethical considerations for the employment of joint fires
Military necessity- you can target it and you must target it in order to compel the submission of the enemy as swiftly as possible a. Distinction- distinguish between b. Proportionality c. Humanity
94
Joint Security Area
JSA - A specific surface area designated by the JFC to facilitate protection of joint bases that support joint operations
95
The factors of time, space, purpose
Joint doctrine recognizes the basic and beneficial effects of unity of command and the synergy that results from the integration and synchronization of military operations in time, space, and purpose
96
How national interests affect actions of partner nation military forces during MN operations
1. National Caveats 2. C2 3. Budgeting
97
How the tenets of MN operations contribute to obtaining unity of effort
1. Respect- often national honor and prestige matter as much as capability 2. Rapport- direct relationships  3. Knowledge of Partners- understand communication, regional knowledge, customs, culture 4. Patience- time and attention to develop 5. Mission focus- Balance the first four with the requirement that the necessary tasks are accomplished by those with the capabilities, capacities, and authorities-- especially force protection 6. Trust and confidence- deliberate effort, doesn't just happen
98
Joint Interagency Coordination Group JIACG
The JIACG is an interagency staff group that establishes regular and collaborative working relationships between civilian and military operational planners. Composed of USG civilian and military experts at CCMD. Intended to be forum for CCMD (joint force commands) to collaborate with (representatives from) USG departments and agencies and potentially other external (IO/NGO/private sector) organizations as well.
99
The roles and considerations of NGOs, and IGOs related to unified action. What are considerations?
LNOs, where the individual retains parent agency identity and direct reporting relationship Direct assignment/detail to the command **considerations**Organizational differences in hierarchies, especially at organizational level USG departments and agencies deploy relatively junior personnel; different in age, seniority, experience, or status should not cause unnecessary friction
100
Ways to focus interorganizational cooperation:
Centralize cooperation within the command group, synched by COS or special staff officer - Assign lead to a directorate (useful if most cooperation falls in one staff directorate) - Establish a separate directorate - Decentralized cooperation (leaving direct coordination with external stakeholders, but limits internal synch - Establish a JIACG [Joint Interagency Coordination Group]
101
UN- four purposes:
* To maintain international peace and security * To develop friendly relations among nations * To cooperate in solving international problems and in promoting respect for human rights * To be a center for harmonizing the actions of nations
102
UN Security Council
``` gives authority and legitimacy for action against a belligerent country or authorizes a peace mission Permanent members (US, UK, Russia, China, France) ```
103
USAID
disaster relief and recovery, democratic reforms, economic development
104
Department of State
Secretary of state is the key advisor on foreign affairs Lead agency for foreign affairs – has a piece of all 4 DIME elements (Peace corps programs, economic assistance, military assistance, military education and training, military sales programs, immigration, refugee assistance)
105
The roles, responsibilities, and authorities of a U.S. Embassy/ Diplomatic Mission related to unified action
* Official representation of US to foreign country * Conduit for all official contact between US  * The county team are the staff principals * Government and foreign government
106
Principles of Unified Land Operations
a. Mission command b. Develop the situation through action c. Combined Arms d. Adherence to the law of war e. Establish and maintain security f. Create multiple dilemmas
107
2. US Army command, control, and unified action considerations in support of the Joint Force Commander
ARFOR is the senior Army Command of the Joint Force Command
108
Five Core Elements of Maritime Power
``` All Domain Access Deterrence Sea Control Power Projection Maritime Security ```
109
US AF 5 Functions
Global strike, rapid global mobility, ISR, C2, Air and Space Superiority
110
US AIr Force Domains
Air, Space, & Cyberspace
111
Air superiority
degree of control of the air by one force that permits the conduct of its operations at a given time and place without prohibitive interference from air and missile threats
112
Airpower Definition
the ability to project military power or influence through the control and exploitation of air, space, and cyberspace to achieve strategic, operational, or tactical objectives
113
Tenets of Air Power
Centralized Control and Decentralized Execution, Flexibility and Versatility , Synergistic Effects, Persistence, Concentration Priority , Balance
114
US Air Force command, control, and unified action considerations in support of the Joint Force Commander
Airforce does not have mission command but Centralized control and Decentralized execution is defined as the “delegation of authority to designated lower-level commanders
115
Strategic context of joint logistics
* Strategic Context: In the U.S., sustainment originates at the strategic base. The strategic base consists of the Department of Defense and industrial base. The DOD acquisition(s) sustainment resources and capabilities and then provide(s) them for use in support of national strategic objectives. * Joint Interdependence: Joint interdependence is the purposeful reliance by one Service’s forces on another Service’s capabilities to maximize the complementary and reinforcing effects of both. Army forces operate as part of an interdependent joint force]
116
What is Army Sustainment
A sustaining operation is an operation at any echelon that enables the decisive operation or shaping operations by generating and maintaining combat power and is inseparable from decisive and shaping operations.”
117
Theater Support Command (TSC)
* Synchronizes, coordinates, and integrates intra-theater sustainment support. * Plans an synchronizes intra-theater sustainment operations at the operational level of war. * Is assigned to an ASCC. * General support to Army forces, and when directed, to joint or multi-national forces. * Executes missions throughout the AOR. * Facilitates RSOI of deploying forces and materiel to TAAs
118
Expeditionary Sustainment Command (ESC)
* Is attached to TSC. * Is assigned to a corps. * Plans for near term operations and synchronizes operational level sustainment. * Deploys forces in the JOA while the TSC maintains theater-wide focus of the AOR. * Is task organized. * May serve as the expeditionary joint command for logistics when directed by CCDR or JTF CDR.
119
Division Sustainment Brigade (DSB)
* Assigned to the division. * Division commander determines the task organization. * Coordinates and synchronizes tactical-level sustainment operations
120
Sustainment Brigade
* Provides multifunctional logistics capability. * Coordinates and synchronizes tactical level sustainment operations. * Can be attached to a corps ESC or TSC * Corps commander determines the task organization, if attached to a corps
121
Force Management (FM)
is the Army process for managing change...integrates business processes required by Dept Army to manage change
122
What is JCIDS?
requirements/solutions development)
123
What is DAS?
materiel development and acquisition
124
What is PPBE?
prioritization and resourcing of requirements
125
What does title 10 do?
outlines the DA’s congressionally mandated responsibility for developing and supporting capabilities required by the CCDRs for sustained land operations.
126
How does DA execute title 10 mission?
through Headquarters Department of the Army (HQDA), Army Commands (ACOMs), Army Service Component Commands (ASCCs), Direct Reporting Commands (DRUs) and Field Operating Offices (FOAs).
127
What is the Army Plan?
is a 5 part plan that integrates, prioritizes and directs execution of the DA’s Title 10 responsibilities. It is built on the requirements outlined in national strategy (NSS, NDS & NMS) and informed by CCDR’s specific requirements.
128
What control does DA have to exercise its title 10 responsibilities?
ADCON (not C2 relationship)
129
Sustainment WfF consists of how many functions? What are they?
Four functions - logistics, financial management, personnel services, and health service support
130
How many elements of combat power? What are they?
Leadership, information, command and control, movement and maneuver, intelligence, fires, sustainment, and protection
131
Principles of sustainment
integration, anticipation, responsiveness, simplicity, economy, survivability, continuity, improvisation
132
Throughput distribution
method of distribution that bypasses one or more intermediate supply echelons in the supply system to avoid multiple handling
133
Unit distribution
method of distributing supplies by which the receiving unit is issued supplies in its own area, with transportation furnished by the issuing agency
134
Supply point distribution
method of distributing supplies to the receiving unit at a supply point, railhead, or truckhead
135
6 principles of Army mission command
1. Build cohesive teams based on mutual trust. 2. Create shared understanding. 3. Provide a clear commander’s intent. 4. Exercise disciplined initiative. 5. Use mission orders. 6. Accept prudent risk.

X-100 (1 decks)

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