The BSB should provide resourced training packages for all sustainment Soldiers and oversee their professional development by mentoring and training all junior sustainment leaders. The BSB commander and CSM should establish and validate the sustainment tactical standard operating procedures to cover all sustainment echelons in the BCT. ![]() BSBs should establish the brigade support area with its FSCs at least twice a year and practice the complexity of tactical distribution, sustainment synchronization at each echelon, and the science of control by establishing the field trains command post and combat trains command post and defining the skill sets and equipment (to include communications systems) that should reside at each location. ![]() The BSB should incorporate the FSCs into all battalion-level field training exercises so that the support relationships remain intact. This will make them well-rounded and ultimately better prepared to be multifunctional logistics captains. The goal should be for all logistics lieutenants to have three job assignments during their tenure with the BCT that include both time in the BSB and the FSC. A second lieutenant should do a branch-specific job first, if possible, but position openings do not always align with new arrivals. BSB commanders should rotate logistics lieutenants between supply, maintenance, and transportation jobs with the lieutenant's final year ending as a company executive officer or in a staff position. The BSB commander should make an effort to professionally develop logistics lieutenants and grow the next generation of logisticians. ![]() Talent should be dispersed proportionately between the BSB and the FSCs. The BSB CSMs do the same with senior NCOs they accept risk with the internal BSB leader talent because they have more control to mentor less talented leaders. Many BSB commanders put their best Logistics Captain's Career Course graduates in the FSCs. Talent management and honest, accurate assessments of all subordinate leaders are critical to mission success and support flexibility. The BSB commander should have the authority (delegated from the BCT commander) for logistics officer management, while the BSB command sergeant major (CSM) should have the delegated authority for logistics noncommissioned officer (NCO) management. With only a few exceptions, FSCs receive the same support from their supported battalion as the supported battalion's organic companies. This "terms of reference" document must clearly delineate who is responsible for what while in garrison and in the field. ![]() With this in mind, the BSB commander should establish a memorandum of agreement that delineates roles and responsibilities and ensure that the agreement is supported by the BCT and the maneuver commanders. In garrison, the task organization and command relationship of the FSCs require analysis of BCT operations and the consensus of all commanders. The BSB commander is the BCT's senior logistician and is responsible for sustainment planning, coordination, integration, and synchronization for the brigade, regardless of FSC command relationships. This is mainly because those within the BCT do not understand the difference between command and support relationships. There is a tendency for the FSCs to become "distanced" from the BSB, which limits the BSB commander's influence and undermines his authority as the senior logistician in the brigade combat team (BCT). The BSB is assigned subordinate FSCs by its modified table of organization and equipment, but most FSCs in the Army are under the operation control of and are almost entirely integrated into their supported battalions. Forward support company paratroopers with the 1st Battalion, 325th Airborne Infantry Regiment, 2nd Brigade Combat Team, 82nd Airborne Division, recovery a vehicle disabled by a simulated improvised explosive device during a logistics convoy across th.Ī good relationship between the brigade support battalion (BSB) and the forward support company (FSC) starts in garrison, and it is difficult.
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