Contract Support Operations

Contract Support Operations. What role does contracting support operation play when it comes

to the success of the Army and what will happen, if contract support was not available? What is

your role as a SGM/CSM?

Analyze the benefits, limitations, and planning considerations of contract support of military


Analyze Contracting Support to Operational Planning.

Analysis includes:

  1. Explaining the contracting structure of an organization and administrative support.
  2. Operational contract support (OCS) principles
  3. The contractor management process; and
  4. The commander’s obligations and restrictions concerning planning, integration, and

supervision of contract personnel

Analyze the monetary requirements of supporting contingency operations.

Analyzing includes:

  1. Funds available to support the theater;
  2. The key players, roles, and responsibilities in resourcing internal and external requirements;


  1. Processes used to validate and to prioritize requirements.

Analyze Performance Work Statement (PWS).

  1. Performance Work Statement (PWS) IAW US Army Center for Army Lessons Learned

Handbook 09-48;

  1. Standards for writing an effective PWS, and;
  2. Roles of the contracting officer (KO) and the PWS Team leader.

Analyze operational contracting support to the division and brigade in unified land operations.

  1. Contract management in the division and brigade area of operation
  2. Key players, roles and responsibilities, and relationships in resourcing and managing internal

and external requirements

  1. Description of requirements and performance work statements


  • JP 4-10, Operational Contract Support (2014), Ch. 1, para. 3b, Key Contracting-Related

Terms, pp. I-5 to I-11 (4 pp.)

  • JP 4-10, Operational Contract Support (2014), Ch. 5, Contractor Management pp. V-5 to V-23

(19 pp.)

  • USJoint Chiefs of Staff. JP 4-10, Operational Contract Support, Washington, DC: JCS, 16 July
  1. I-7 and I-10 to I-11. (3 pages)
  • US Department of the Army. “Army Accepts Gansler Commission Report on Contracting;

Commits to Action,” US Army News Releases, 1 November 2007. (2 pages)

  • ATP 1-06.2 (May 2017), The Commanders’ Emergency Response Program (CERP), Chapter

1 pp 1-1 to 1-10 and Chapter 2 pp 2-1to 2-6 (16 pages)

  • FM 1-06 (April 2014), Fiscal Appropriations, Authorities, and Agreements, Chapter 2 Sec IV pp

2-21 to 2-34 (13 pages)

  • US Army Center for Army Lessons Learned. (September, 2009). Handbook 09-48, Developing

a Performance Work Statement in a Deployed Environment: Tactics, Techniques, and

Procedures. Chs. 3 and 4, Fort Leavenworth, KS.






Contract Support Operations


Benefits, Limitations, and Planning Considerations of Contract Support of Military Operations

Boyce (2007) points out that Army Pete Geren, the Army Secretary, received a report containing the benefits, weaknesses, and various organizational-based shortcomings experienced in the United States Army. These aspects, as mentioned above concern the contracting and acquisition system that is incorporated by the army in supporting expeditionary operations. Contract support ensures the provision of value and maximization of performance. Also, the contractor can be flexible since detailed procedures are not required and it promotes commercial services that are leveraged by the government to their advantage (“US Army Center for Army Lessons Learned,” 2009). One major weakness is that the operations of the US in both Afghanistan and Iraq were characterized by corrupt activities associated with contingency contracting (Boyce, 2007).

Operational Contract Support (OCS)

OCS is defined as the planning process for the acquisition of construction, services, and supplies from various commercial-based sources to support the operations of the commander and single services, notwithstanding the designation of the existence of official contingency (JP 4-10, 2019). The main principle of OCS in the process of planning and execution includes a programmatic method for the joint force commander (JFC) and the combatant commander (CCMD) in addition to included contracting companies. Moreover, the process of planning and collaboration in OCS is a joint team effort, which requires incorporation several commands, staff in the commands, and support provided concerning the contracting operations, including the geographic combatant commander (GCC), cells, boards directed by JFC and working teams. Contract support provides a mechanism of reducing the overall long terms costs as well as flexibility. Hence, lack of contract support leads to an overall high operational cost. For instance, recent operations in Afghanistan and Iraq have shown the importance of contracting support, which has enabled flexibility within the operational management (Doll, 2017). Utilizing commercial support has enhanced the sustainment capabilities of the forces, and its success is based on the ability of the SGM/CGM to integrate contract support within their operational design. Thus, SGM/CGM plays a crucial role in the effective implementation of OCS.

Monetary Requirements for the Support of Contingency Activities

The army operates with constant funding from the government. The funding process includes the key competencies of financial management (FM) based on the provisions of the theatre command. Commanders in charge of various formations during the war are responsible for the relevant allocation, distribution, and use of various resources (ATP 1-06.2, 2017) Fund the force is a core element of FM that matches the relevant and legal funds. Sources that are thoroughly vetted based on stringent requirements (FM 1-06, 2014). The provision of funding is complex and requires the input of managers to leverage various appropriations. Congress oversees prioritizing and validation of the resource distribution in the army granted by the Constitution. The power of appropriation is granted to the legislative arm of the government that sets legal limits on various officials.

Performance Work Statement (PWS)

The incorporation of the PWS method encourages innovation and efficiency for the contractor. Moreover, the development of the PWS entails less research and effort by the group designing the requirements.  An effective PWS follows a conventional format, dividing the contract into four sections. The first section is the schedule section and the second section contains the clauses of the contract. Moreover, the third section contains a list of attachments, exhibits, and documents (“US Army Center for Army Lessons Learned,” 2009). Further, the fourth section includes instructions and representations, statements, and certifications. Furthermore, the contracting officer (KO) is authorized to probe, administer, and terminate contracts. The KO ensures that all contract activities comply with various legislation, regulations, and executive orders. Also, in this connection, the KO is identified as the team leader of the PWS and is required to ensure the contract’s success.

OCS to a Joint land Operation in the Division and Brigade

Contractors are required to have their own logistics support measures except for cost-prohibitive and impractical circumstances that are in the interest of national security. The majority of military activities are in non-permissive and austere environments; as a result, contractors authorized to accompany the force (CAAF) receive the support of the military (“US Army Center for Army Lessons Learned,” 2009). For instance, in the interest of the government, personnel recovery will include the integration of political, civil, and military efforts for the recovery of the individuals that have been captured or those missing from the hostile environments. The entire process of recovery includes efforts from the CAAF, NGOs, and various diplomatic initiatives.


ATP 1-06.2. (2017). The Commanders’ Emergency Response Program (CERP) (pp. 1-90).

Boyce, P. (2020). Army accepts Gansler Commission report on contracting; commits to action. Forscom, 1-3.

Doll, J. A. (2017, July 5). Operational contract support needs a joint force focus. Retrieved from U.S Army:

FM 1-06. (2014). Financial Management Operations (pp. 1-198).

US Army Center for Army Lessons Learned. (2009). Handbook 09-48, Developing a Performance Work Statement in a Deployed Environment: Tactics, Techniques, and Procedures (pp. 1-67). Fort Leavenworth, KS.


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