Question

帮忙翻译 英语 翻译

Determining What to Retrograde
Another critical task is identifying what to retrograde. Notwithstanding the risk of negative images created by abandoned equipment and supplies, the planner must still consider the cost, in resources and manpower, of a complete recovery and retrograde.
To the maximum extent possible, units should consume supplies and not replenish them in the months leading up to the final retrograde, including classes I (subsistence), II (clothing and individual equipment),III (petroleum, oils, and lubricants), V (ammunition),and IX (repair parts) and bottled water. Leaders must ensure that their units are aggressively reducing stockage levels and allowing normal consumption to draw down the remaining supplies.
When units are maintaining supply support activities (SSAs), careful consideration should be given to consolidating and closing them. Lines may be drawn down to zero balances and excess supplies retrograded during the time leading up to the closing of the SSA. Even as an SSA has its lines reduced to zero balances, using units can still order their supplies and parts through the SSA’s Standard Army Retail Supply System computer, with supplies coming from a central SSA. In such cases, the SSA continues to act as a requisition and turn-in point, accepting non-mission-essential supplies and equipment from customer units for retrograde and receiving supplies pushed from the central SSA to the users. The policy for turn-in of supplies must be liberal—that is, easy to comply with—in order to encourage customer units to bring their excess supply items to the SSA rather than abandon them.
Commanders must be willing to accept some operational risk during the supply drawdown. One such risk is accepting a longer response time in reacting to insurgent activity or host-nation requests for logistics assistance because fewer supplies are on the ground. Lower stockage levels for commodities such as fuel and ammunition may be acceptable, provided those commodities can be pushed quickly in the event of an emergency. To reduce risk, U.S. forces can maintain a centralized logistics base in the vicinity of the port of embarkation that can provide emergency air resupply. The key is to reduce stockage levels to the maximum extent possible and as early as possible before final retrograde.

Answer 1

确定哪些逆行
另一个重要任务是确定如何逆行。尽管由废弃的设备和用品制造负面形象的风险，策划者仍必须考虑资源成本，以及一个完整的恢复和逆行人力。
为了尽最大可能，各单位要消耗用品，而不是在未来几个月他们补充领先到最后逆行，包括I类（生存），二（服装和个人装备），三（石油，油和润滑油），第五章（弹药）和第九（维修零件）和瓶装水。领导者必须确保他们的单位正在积极减少stockage正常消费水平，并允许动用余下的供应。
当单位保持供应支助活动（SSAS）中，应认真考虑考虑巩固和关闭它们。行可能会被提取到零余额和期间的时间逆行领导到了SSA关闭多余的用品。即使作为公共福利金有结余减少到零线，使用单位仍然可以通过订购SSA的标准陆军零售供应系统的计算机零部件的供应和公共福利金由中央来的物资。在这种情况下，继续作为福利金的申报表和关点，接受逆行非任务必要用品和设备以及客户单位在接获中央福利金推到了用户的供应。对于政策的用品又必须是自由的，也就是说，易于遵行，以鼓励客户单位，使他们的供应过剩项目，公共福利金，而不是抛弃他们。
指挥官必须愿意接受一些在供应缩编操作风险。一个这样的风险是在接受叛乱活动作出反应或后勤援助主办国的请求，因为在地面上少用品较长的响应时间。下stockage的商品，如燃料和弹药的水平是可以接受的，只要这些商品可以推在紧急情况下迅速。为了降低风险，美军能维持在起运港，可提供紧急空中补给附近集中的物流基地。关键是要减少stockage水平的最大可能范围内尽早最后才逆行。

Answer 2

逆行,你需要确定
又一重要任务是时退却认识。尽管创造的负面形象的风险由废弃的设备和用品,我们目前仍然必须考虑到成本,在资源、人力,一个完整的恢复和逆行。
最大限度内,各单位要消耗供应,而不是一时的几个月里,导致最后的逆行,包括课程我(生存)、二(服装和个人设备)、III(石油
军事指挥员必须愿意接受一些经营风险在供应的下跌。一个这样的风险是接受更长的响应时间在对暴乱行为host-nation请求或协助,而更少物流供应是在地面上。较低的厂水平等大宗商品燃油和弹药可能是可以接受的,提供了一些商品都可以推在发生紧急事故时迅速。降低风险,美国军队才能保持vicinit集中性物流基地