Introduction
In the context of unified ground operations, the contracting structure is a crucial component of the logistics and support required to sustain military operations. The contracting structure consists of the Commanders’ Emergency Response Program (CERP), a program that enables commanders to quickly and effectively use funding to meet pressing humanitarian and reconstruction needs (Commanders’ Emergency Response Program, 2017). The local economy will benefit and the organization’s objective will be supported by using CERP funds to contract with neighborhood businesses and organizations. In order to find ways to leverage CERP funds and make sure they are perused responsibly and efficiently, the sergeant major (SGM) collaborates with the commander.
Discussion
The SGM and the commander follow operational contract support (OCS) principles when using CERP. One of the fundamental tenets of OCS is that, while there are many different sources of support for the combined force, contractual help can be a powerful force multiplier (Operational Contract Support, 2019). Together with the commander, the SGM carefully weighs the best combination of various sources of support, including both organic and non-organic sources (Operational Contract Support, 2019). The benefits and drawbacks of each of these sources must be carefully considered to choose the most suitable source of support.
Another principle is that most military operations will involve contracted assistance, particularly with regard to stability initiatives. The SGM must make sure that contracted support includes major non-logistical support as well, such as linguist, signal, and private security contractor services (Operational Contract Support, 2019). Contract support should not only be limited to logistics support. All employees must participate in the OCS planning, integration, and oversight processes for this to happen. The SGM must also take into account the additional non-monetary cost elements related to outsourced support, such as the inability to delegate additional or ancillary tasks to contract workers and other requirements for force protection (Operational Contract Support, 2019). The SGM should carefully consider these aspects when undertaking OCS planning, particularly during the risk assessment procedure.
To lessen unanticipated burdens on the combined force, such as increased base camp services and force protection requirements, proper OCS planning and integration must be integrated early in the operation planning process. The SGM must prioritize this type of integrated planning and manage the campaign plan shaping tasks that require contracted assistance (Commanders’ Emergency Response Program, 2017). OCS design and implementation may have a substantial impact on the later stages of the operation.
Conclusion
In summary, the SGM plays a vital role in leveraging money as a weapon system through the use of CERP and fiscal appropriations processes. OCS principles are critical to understanding the potential opportunities and challenges of contracted support during unified land operations. The SGM ensures that the organization’s contracting support is efficient, effective, and in compliance with the OCS principles.
References
Commanders’ Emergency Response Program, ATP 1-06.2 (2017). Web.
Operational Contract Support, JP 4-10 (2019). Web.