Overview

Training Circular TC 4-0.01 Sustainment Training Strategy and Guide June 2017 The Army and the Sustainment Warfighting Function (SWfF) changed significantly in the nearly two years since we first published the Sustainment Training Strategy and Guide (STS&G). Sustainable Readiness and Objective-Training fundamental reshaped training and readiness reporting. Readiness is the number 1 priority of our current Chief of Staff. As the proponent for the Sustainment Warfighting Function, we developed a number of new initiatives and resources to assist Total Army sustainment leaders and Soldiers. Change 1 documents those major adjustments and also provides a guide for implementation of those changes within the SWfF. Nested with the Army Training Strategy and the Army G-4's Logistics Strategic Planning Guidance, the STS&G continues to build on TRADOC's Enhanced Realistic Training initiatives that support all Army units in the ahead of logistics, personnel servicers and health service support. The STS&G and Sustainment Leader Development Implementation Plan are companion documents which focus on the three domains of leader development: institutional, operational, and self-development. The STS&G assists sustainment units in defining the progressive training strategy. Additionally, it integrates Special Operations Forces (SOF), the Strategic Enterprise (U.S. Army Materiel Command, Defense Logistics Agency, U.S. Transportation Command, and other key enablers) and all elements of the SWfFs to ensure freedom of action, extend operational reach and prolong endurance. The STS&G addresses both the near and long-term training readiness of our Total Force, active and reserve, and current and future sustainment formations. This document applies to Brigade Combat Teams and below sustainment formations, and echelons-above-brigade multi-functional and functional units. Training remains the foundation of our transformation under Army Sustainment 2020. To provide our Soldiers with the best and most realistic training possible, we must have experiences and competent sustainment leaders committed to the Profession of Arms. The Sustainment Leader Development Implementation Plan and the STS&G are tools to develop the sustainment professionals we need now and well into the future. Finally, I strongly encourage leaders of ALL Warfighting Functions (WfFs) to digest the content of this strategy. There exists a sustainment aspect within every warfighting function. The intent is for this documentation to positively impact training of our sustainment formations and formations across the Total Army.

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