Logistics in Paradise

An MP Logisticians Experience in the Pacific

By CPT Andres Figueroa and 1LT John Tapp

June 25, 2026 | Military Police, 2026 E-Edition

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The 728th MP BN S4 Team assists in a lateral transfer of the robotics equipment.

Contrary to popular belief, a Battalion S-4, Logistics, Officer-in-Charge (OIC) position in a Military Police Battalion Headquarters is a unique role specifically designated for a Military Police Officer (31A), not a traditional logistician. This article captures the recent experiences of the S-4 OIC and Assistant OIC of the 728th Military Police Battalion and offers a blueprint for how military police officers in sustainment roles can drive meaningful, measurable outcomes. The experiences of the 728th Military Police Battalion S-4 in the Pacific theater highlight the critical influence military police officers can have in logistics, particularly during periods of rapid transformation, experimentation, and high-stakes deployments.

The Role of the MP Sustainer

A military police officer newly assigned as a battalion S-4 may initially feel unprepared for a logistics-focused role. However, the position is pivotal; the S-4 leads the battalion’s entire sustainment enterprise. This includes shaping and enforcing the Command Supply Discipline Program, Command Maintenance Discipline Program, and Command Deployment Discipline Program. These responsibilities, outlined in ADP 4-0,¹ encompass a wide spectrum of functions—maintenance, transportation, supply, field services, distribution, and finance operations. In the sustainment world, failure is not an option. Soldiers’ lives and mission success depend directly on the effectiveness, precision, and reliability of the S-4 section.

While technical proficiency in Army sustainment and mobility systems is essential, the true engine of a successful S-4 shop is a genuine passion for logistics. This passion fuels the relentless drive to ensure that Soldiers are fed, paid, equipped, and fully prepared to execute their mission.

SSG Caratti operates a 3D printed FPV drone during a during a Combat Training Center rotation.

MP officers in this role do not operate alone. They lead a qualified team of logistics experts, including a Property Book Officer, Maintenance Officer, a Senior Supply Sergeant, and a Senior Mechanic. By providing purpose, direction, and motivation, the S4 OIC can forge a cohesive team.² They serve as the critical link, ensuring the battalion’s operators understand the value of their sustainment counterparts and integrating logistics as a key component of the MP mission. Having an MP lead the S4, rather than a career logistician, ensures that logistical decisions are filtered through a niche operational lens.

Transformation

The S4 shop, just like many others across the Army, was at the forefront of managing property and equipment divestment during a major Army Structure (ARSTRUC) change. In Hawaii, this transformation involved the inactivation of two Combat Support MP Companies and two Law Enforcement Detachments, alongside the simultaneous activation of two new Law Enforcement Activities (LEA).

A primary challenge was divesting a significant amount of equipment. To achieve this, the battalion leadership forged a key relationship with the 25th Infantry Division (ID), allowing them to participate in its Rapid Removal of Excess (R2E) “Lightning Purge” operation.³ The 728th MP Battalion volunteered to be the proof-of-principle unit for United States Army Hawaii (USARHAW), a decision that greatly expedited its divestment process. Of the 5,000 pieces of equipment turned in by the entire division over two months, 3,000 belonged to the 728th MP Battalion, marking the operation a major success.

A key lesson from the R2E experience was the importance of operationalizing logistics tasks. The S4 shop assumed command and control of the turn-in process, creating synchronized timelines and achieving synergy among the inactivating units. This ensured the successful divestment of the majority of MTOE equipment.

A Combat Support Squad utilizes robotics equipment to provide mobility support during a Combat Training Center rotation.

The inactivation process also unearthed a massive amount of non-property book excess equipment throughout the entire battalion. More than 11,366 pieces of equipment, hidden away for over 20 years, were discovered. In response, the battalion initiated a “War on Excess,” operationalizing the divestment process across the formation. Over the course of a year, this initiative successfully fed nearly all of the organizations’ excess equipment back into the Army supply system for other organizations to use.

Concurrently, the S4 shop had to support the two new, fully functional LEAs through a unique command relationship that involved USARHAW, 25th ID, and the 8th MP Brigade. This required building external connections with higher headquarters to resource the LEAs unique needs, such as “Military Police” placards for new vests, Mobile Training Teams (MTTs) for required skills, and non-expired Individual First Aid Kits (IFAKs). The S4’s role as an MP sustainer was vital in advocating for these law- enforcement-specific requirements. Although resourcing new LEAs was challenging, the S4 team leveraged its key relationships with the 25th ID and USARHAW. This streamlined advocacy yielded dual benefits: It secured vital resources for protecting Oahu’s military installations while also institutionalizing a process of integrated logistics, guaranteeing the primacy of the law enforcement mission in ongoing decision-making.

728 MP BN S4 team briefs 25th ID units and their Commanding General on TTP recommendations for a successful R2E operation.

Experimentation

Beyond managing daily sustainment, an effective S4 must also drive experimentation to make the force more lethal. The S4 shop was challenged to resource and set conditions for the battalion to spearhead experimentation for the MP Regiment. Three key initiatives demonstrate this effort: a deployable detainee operations container, “Warfighter Labs,” and Robotics Integration.

Deployable Detainee Operations Container

Leveraging the “War on Excess” initiative, the S4 shop identified and consolidated enough excess equipment—including tents, riot control gear, and concertina wire—to create a 20-foot container. This deployable set provides combat-support companies with the materiel needed to establish a deliberate detainee holding areas at a moment’s notice.

728th MP BN S4 team turns in excess equipment to the Defense Logistics Agency Pearl Harbor.

Warfighter Labs

Inspired by the 25th ID’s use of 3D-printed drones, the S4 shop, in collaboration with the Battalion CSM, HHD Detachment Sergeant, and S6 shop, resourced and established an internal 3D printing lab. With mentorship from the 25th ID, the “Warfighter Labs” team began producing inexpensive, expendable First-Person View (FPV) drones. These systems were successfully employed by the 58th MP Company during a rotation at the Joint Pacific Multinational Readiness Center (JPMRC), providing a valuable reconnaissance capability.

The 728th MP BN S4 Team works with mobility contractors in support of Operations Pathways.

Robotics Integration

During JPMRC 26-01, it became clear that MP units were expected to maintain pace with TiC maneuver brigades, despite having outdated equipment. The S4 shop assisted in an opportunity to bridge this gap by acquiring experimental robotics for the battalion. By networking with DEVCOM, USAMPS, and the 125th Intelligence and Electronic Warfare (IEW) Battalion, the S4 team assisted the 58th MP Company in executing a lateral transfer of Transformation in Contact (TiC) robotics systems. The S4’s role was crucial in ensuring the receiving unit understood the complex property accountability requirements, enabling the successful employment of these new systems in both defensive and offensive operations during JPMRC.

Operation Pathways

The S4 is fundamentally responsible for ensuring units can deploy at a moment’s notice. In the Pacific, the 728th MP Battalion supports strategic objectives by deploying forces via Operation Pathways, a series of exercises designed to build partnerships and test U.S. deployment capabilities. The strategic message of these exercises is undermined if units arrive ill-equipped or off-balance. The S4’s ability to build robust deployment systems and processes is therefore critical to mission success.

728th MP BNs War on Excess Glidepath.

Sustainment Elements as listed in ADP 4-0.

Each deployment requires meticulous preparation, and the S4 must ensure subordinate echelons are set up for success. This includes overseeing vehicle maintenance, container blocking and bracing, resourcing military shipping labels (MSLs) and radio frequency identification (RFID) tags, and coordinating transportation by sea, rail, or air.

The 728th MP BN S4 Team assists with deploying critical equipment to the Philippines in support of Operations Pathways.

Deployment support resources vary by installation. In Hawaii, a small team of three civilians provides deployment expertise, meaning the deploying unit bears the full responsibility of the movement. The 728th S4 shop overcame this challenge by proactively building long-lasting relationships with joint partners and mobility contractors. Direct, in-person engagement was the key factor in success, as it fostered the trust and cooperation needed to secure support from critical external agencies. In doing so, the battalion has been able to effectively deploy west of the International Dateline without an organic mobility specialist in the S4 shop.

Summary

The role of a Military Police Battalion S4 is far more than an administrative position. What an MP in the S4 may lack in specialized logistical experience, they more than compensate for with a critical operational perspective. This allows them to filter sustainment decisions through an MP’s lens, connecting support directly to mission success in ways that a career logistician might not. The experiences of the 728th MP Battalion’s S4 shop prove it is a dynamic role with a direct and significant impact on regimental transformation, experimentation, and operational readiness.

The key lessons from this experience are threefold:

1. MP officers must embrace the unique challenges and opportunities of a sustainment position.
2. They must step outside their comfort zones to build connections with external units and organizations.
3. They should constantly seek opportunities to improve the MP Corps through logistics.

By combining their operational knowledge with the technical expertise of their sustainment team, 31A S4s can enable the regiment to achieve new levels of success on and off the battlefield.

Endnotes