Military

(1) Division Close Combat Maneuver Force. The division's close combat maneuver force is the light infantry battalion. The thrust of the maneuver force design was toward a very light, extremely deployable organization that responds quickly to situations anywhere in the world. This unit is capable of conducting the full range of infantry missions, in all types of terrain and climactic conditions, against enemy light forces. It can operate against enemy heavy forces in close terrain where the advantages of enemy armor and vehicular mobility are diminished. The battalion has a high density of night observation devices and weapons sights to optimize its ability to fight under limited visibility conditions.

(2) Composition of Light Infantry Battalion. Light infantry battalions, primarily composed of footmobile fighters with lightweight weapon systems, are rapidly deployable and easily sustained by an austere support structure. Their training capitalizes on fighting in rough, restrictive terrain such as dense forests, jungles, mountains, and urban areas. Light infantry battalions can:

  o     Nuclear, biological, chemical (NBC) attacks. Contamination avoidance is the highest priority NBC defense task.

  o     Attack by heavy forces.

  o     Attack by indirect fire.

  o     Air attacks. It is essential for units to be technically proficient in small-arms air defense and passive protective measures, as air defense artillery (ADA) assets are limited.

(1) Command Section. The command section of HHC, called battalion headquarters, consists of the battalion commander, battalion executive officer (XO) , command sergeant major (CSM) , and the battalion staff. Specific duties and responsibilities of the personnel in this section are contained in Part B of these lesson.

(2) Communications Platoon. The battalion headquarters also includes the communications platoon, shown in Figure 1-3. This platoon installs, operates, and maintains FM (secure voice) battalion internal wire system and retrans for the command group.

(1) Scout Platoon. The scout platoon, shown in Figure 1-4, the "eyes and ears" of the battalion commander, is assigned missions by the battalion operations officer with input from the battalion S2. Scout platoon missions include the:

(2) Mortar Platoon. The battalion mortar platoon consists of four 81-mm mortars, M252, transported on HMMWVs. Their mission is to provide close and immediate fire support to the maneuver units. The mortar platoon organization is illustrated in Figure 1-5.

(3) Operational Techniques. During all operations, the fire support officer (FSO) , in coordination with the battalion S3, assesses the methods of fire support that provide--

(4) Support and Command Relationships. Support and command relationships are means by which commanders designate priorities for mortar fires or establish command relationships. You must be able to clearly establish priorities and command relationships as required.

(5) Antiarmor Platoon. This platoon consists of four tube-launched, optically tracked, wire-guided (TOW) weapon systems mounted on HMMWVs with two additional HMMWVs used for command and control. The platoon operates as two sections with each section consisting of two TOW vehicles and a command and control vehicle. The antiarmor platoon organization is shown in Figure 1-6.

(6) Nonorganic Assets. Light infantry battalions receive a variety of combat support from assets nonorganic to the battalion. These assets are discussed later in this module.

(1) Battalion Support Platoon. The battalion support platoon (shown in Figure 1-7) is the principal CSS organization in the battalion. It contains three sections-transportation; ammunition; and petroleum, oil, lubricants, and water.

(2) Transportation Section. The transportation section provides an HMMWV and a trailer in direct support of each rifle company to carry the company's backup supply of rations and water and the equipment not needed for the immediate mission.

(3) Ammunition Section. The ammunition section transports the portion of the battalion's ammunition basic load that is not issued to the companies for deployment.

(4) Other Support Sections. The petroleum and water section receives, stores, and issues bulk fuel, packaged petroleum, oil, lubricants (POL) products, and water.

(1) Headquarters Platoon. The headquarters platoon (Figure 1-10) has a headquarters section and an antiarmor section. The medium antiarmor weapons (MAWs) are consolidated under the headquarters platoon. There are also two 60-mm mortars organic to the headquarters section.

(2) Rifle Platoon. The rifle platoon (Figure 1-11) consists of three rifle squads, each containing nine men. The squad leader and two team leaders lead by example in a "Go where I go and shoot where I shoot" mode of operation. Two M60 machine guns are placed in the platoon headquarters. These weapons are the most potent, longest ranging systems organic to the platoon. They are controlled and positioned by the platoon leader.

(1) Staff sections must continuously collect, collate, analyze, and disseminate information gathered from all available resources. This information must be rapidly processed to provide the commander with data that is pertinent and in a usable form for decision making. It must be passed quickly among the staff and to units that need it while, at the same time, ensuring that it is not disclosed to the enemy.

(2) The estimating process is continuous and based on all available information. It considers all contingencies that may affect a planned course of action. Informal staff estimates are prepared to assist the commander in determining a proper course of action.

(3) The staff informs the commander, other members of the staff, and the subordinate, adjacent, and higher headquarters. Information provided is timely and oriented to the needs of the recipient.

(4) The staff makes recommendations to the commander as to policy, actions to be taken, and orders to be issued. These recommendations follow informal and timely staff coordination. The staff cues the commander when to change the mission, operating area, forces assigned, or priority of resources.

(5) Staff officers have no command authority. However, they act for the commander as he dictates or delegates. The commander may delegate authority to staff or to a specific staff officer to take final action on matters as established within command policy. The authority that he delegates to individual staff officers varies with the level and the mission of the command, the immediacy of the mission, and the staff officer's area of interest. The commander may delegate authority to staff officers to issue plans and orders without his personal approval. Such decentralization of authority promotes efficiency, reduces reaction time, and streamlines operations. Although the commander authorizes staff officers to issue orders in his name, he retains responsibility for these orders. Staff officers must keep the commander informed of actions that affect the command and the tactical situation.

(1) C² Philosophy. The first and most critical element is C² philosophy. This human dimension includes mission orders, intent, initiative, education of leaders, common language, telling what is to be done (not how to do the operation) , delegation of authority, and minimum restriction and trust. This philosophy decreases certainty and positive control at higher levels but yields greater certainty as opposed to order-type missions regarding execution at small-unit level.

(2) C² Organization. The second element, C² organization, is the command and staff organization of the battalion headquarters It is how the commander has organized his staff to accomplish the mission or, as stated another way, how the commander has organized the headquarters for the conduct of operations. Included are the relationships and authority of the staff and the functional grouping of staff sections as well as attached and supporting units.

(3) C² Process. The third element is the C² process. Generally, the command and control process is what commanders and their staff do to accomplish the mission of the command. It is the procedures used. In particular, the command and control process is embodied in the military decision-making process--the commander and the staff actions followed in arriving at and executing decisions. It also involves records, reporting systems, briefings, and so forth--in short, any procedures or techniques employed by the commander or staff.

(4) C²Facilities. The fourth and final element of the C²system is the C² facilities employed by the commander. Command and control facilities are the means that make possible the processing and effective command and control. Command and control facilities include command posts and their supporting automation and communications systems.

(1) Command Presence. The commander positions himself on the battlefield where he can exert the greatest influence. This includes face-to-face orders in the operational area. At the same time, he does not sacrifice the ability to influence the battle by shifting the main effort or communicating orders without a loss of communication, cohesion, and effectiveness. At times, the commander may be forward with the foremost elements, while at other times, he will be in the main command post. He must have equal ability to command and control his allocated forces from either location.

(2) Mission Orders. Mission orders are fundamental to a flexible command and control system. The mission order results in directive control--control that provides a framework of what the commander wants done--not how it is to be done. Directive control is command based on tasks and purpose. The tasks combined with the situation equals a mission (who, what, when, where, and why) . Direct control implies trust and mutual respect. Mission orders combine speed of execution and increased precision of mission execution at lower levels such as company, platoon, and squad. The tradeoff in using mission orders is a decrease in certainty and control at higher levels for greater certainty regarding execution at the small-unit level.

(3) Commander's Intent. Intent describes an end result desired at the end of the current mission. It is expressed in a well-thought-out, one, or two-sentence statement of what situation the commander wants to produce. Intent is usually the purpose of the operation. It represents a shared vision of the outcome. It also answers the question of "In order to. . . .?" It is the bottom line. Intent may relate to an outcome relating to the enemy, terrain, posture of friendly forces, and position of friendly forces for subsequent operations.

  o     First, to understand the intent of the brigade and the division commanders (two levels up).

  o     Second, to ensure his intent is understood at the company and platoon levels (two levels down) .

(4) Initiative. Subordinate leader initiative is derived from mission orders and the commander's intent. Together, they define the parameters of operation for a unit in the context of the desired result. More importantly, they provide the opportunity to take advantage of unforeseen opportunities which are presented on the battlefield. This inherent flexibility results in an increase in operational speed and tempo to defeat the enemy. Finally, if subordinates understand what the conditions or situation demands, then they can initiate appropriate action in the absence of orders in a rapidly changing situation.

(1) Operations. A military operation is the carrying out of a strategic, tactical service, training, or administrative military mission. It may also be the process of carrying on combat, including movement, supply, attack, defense, and maneuvers needed to win battles.

(2) Tactics. Tactics is different from doctrine. However, it adds to doctrine. "Tactics" is a term which is often used but less often thought of in a distinct context. It comes from the Greek word "taktikos," which means "to arrange." It is the use of units in combat--the ordered placement and maneuver of units in respect to each other and to the enemy in order to use them in the best way.

(3) Techniques. This is another level of detail or the basic method of using equipment and personnel. The phrase "tactics and techniques" is often used to refer to the general and detailed methods used by commanders and forces in carrying out their duties.

(4) Procedures. A procedure is a course or mode of action that describes how to perform a certain task. This is the lowest level of detail. Procedures deal with task level performance.

(5) Decision-Making Process. The commander and staff use the military decision-making process shown in Figure 1-12 to arrive at and execute tactical decisions. Time is often the most critical factor facing the commander and the staff in making decisions. There are occasions during combat when the commander may proceed through the decision-making process, issue oral orders (based on his knowledge of the situation) , and not take time to formally include his staff in the process. Battalion commanders must allow ample presentation time, to include time for estimates, briefbacks, and rehearsals when possible. Light infantry, not the enemy, should set the terms and pace of the battle.

(6) Troop Leading Procedures. The eight steps of the troop leading procedure (Figure 1-13) represent the process by which a leader receives a mission, plans it, and carries it out. Although time may force this to be a rapid process, all steps should be taken, even if they are taken in a matter of seconds. The troop leading steps should be an automatic way of thinking for leaders.

(7) Staff Estimates. A key action for the staff in the decision-making process is the preparation of staff estimates. The estimate is as thorough as time and circumstance permit. At battalion level, estimates may be written. However, they are frequently a mental process. The estimate format provides a logical sequence for analyzing the factors affecting the mission. Information, conclusions, and recommendations from other pertinent estimates may be used. Estimates are revised continuously because--

(8) Intelligence Preparation of the Battlefield. IPB is a systematic approach to analyzing the enemy, weather, and terrain. It integrates enemy doctrine with terrain and weather as they relate to the mission and the specific battlefield environment. Analysis starts well before combat operations begin. The IPB process has five cyclic functions (Figure 1-14).

(9) Factors of METT-T. All tactical elements used in the troop leading procedure and command and staff actions are developed and analyzed with regard to the factors of mission, enemy, terrain, troops, and time available (METT-T) . Applying METT-T factors helps the commander isolate and address significant considerations that affect the mission. These factors are considered in each phase of the estimate.

More detailed considerations might include:

 o Terrain. In all military operations, terrain analysis involves observation and fields of fire, cover and concealment, obstacles, key terrain, and avenues of approach (OCOKA).

(10) Orders. Another key action for the staff in the decision-making process is the preparation of orders. A good order is characterized by clarity, completeness, brevity, the recognition of subordinate commanders' prerogatives (tell them what to do, not how to do it), and timeliness (leave ample planning time for subordinates) . Types of orders include the following:

(11) Operational Security. Security must be maintained throughout all phases of an operation. It is imperative to deny information to the enemy about units and their intentions. Operational security is an integral part of planning, training, and combat operations.

(12) Facilities. The fourth component of the command and control system is command and control facilities. Command and control facilities link the human and physical aspects of C². Within the battalion, these operations centers include the admin-log center in the brigade support area, the main battalion tactical operation center (TOC) , the tactical CP (TAC) , and the combat trains. Through these facilities, information is linked to the commander to preclude chaos on the battlefield.

This is a planning and monitoring headquarters where the XO integrates the logistical and operational aspects of the operation. In this regard, the combat trains are located nearby. The CP site selection is made by the HHC 1SG or S3 based on the XO guidance. The battalion signal officer provides guidance on the ability to communicate effectively from the selected site. Displacement and operation guidance is prescribed in the unit SOP.

(1) Coordinating Staff. The coordinating staff consists of an S1, S2, S3, S4, and S5 (where authorized) . They assist the commander in the exercise of command by reducing the demands on the commander's time. They assist him by--

(2) S1 (Adjutant) . The S1 has unit staff responsibility for personnel and administrative functions, to include--

(3) S2 (Intelligence Officer) . The S2 has staff responsibilities for integrating data collection from internal and external agencies. He is responsible for the intelligence preparation of the battlefield and the intelligence estimate. The S2, in coordination with the S3, is responsible for preparing and executing reconnaissance and surveillance plans, and ensures the commander receives pertinent combat information in a timely manner.

(4) S3 (Operations and Training Officer) . The S3 is the principal staff officer for the commander in matters concerning operations, plans, organization, and training. His duties require close coordination with other staff members. In addition to operational requirements, the S3 exercises staff supervision of the TOC. He is responsible for coordinating all aspects of maneuver with support (fires, electronic warfare, and obstacles) . He is responsible for all aspects of combat orders.

(5) S4 (Logistics Officer) . The battalion S4 has staff responsibility for logistics (supply, transport, and maintenance services) . He supervises all logistical elements in the battalion, both organic and nonorganic. He formulates logistical policy by planning, coordinating, and supervising. He is responsible for coordinating all aspects of paragraph 4 of the operation order. Normally, the S4 is in charge of the admin-log center in the combat trains and is responsible for the arrangement, security, movement, and support of the combat trains.

(6) S5 (Civil Affairs Officer) . Although not normally assigned to the battalion, there are times when the battalion will be augmented with an S5. He would have staff responsibility for all matters pertaining to the civilian impact on battalion operations. He is also responsible for those actions impacting on the relationships between the battalion and civil authorities and the people in the battalion area. He coordinates the civil military operations for the battalion and is an invaluable link to the assets of the host nation.

(1) An Executive Officer (XO) . He performs the same functions as those of a chief of staff.

(2) A Personnel Officer (S1) . He performs many of the same functions as the G1 and the Secretary of the General Staff (SGS) at higher levels.

(3) An Intelligence Officer (S2) . He performs generally the same functions as the G2 at higher levels. The S2 usually is assigned staff responsibility for relaying, on request, local weather observations to the division staff weather officer.

(4) An Operations and Training Officer (S3) . He performs generally the same functions as the G3 plus operational functions of special staff officers who may not be members of the smaller unit staff (for example, the engineer staff officer).

(5) A Logistics Officer (S4) . He performs generally the same functions as the G4 at higher levels.

(6) Civil-Military Operations (CMO) Officer (S5) . He, when authorized, performs generally the same functions as the G5 and controls the civil affairs assets of the command when an S5 is not authorized, the commander designates an officer, usually the S3, to be responsible for CMO functions. The coordination of staff functional relationships is shown in Figure 1-16. Staff specialists on smaller unit staffs include officers trained to work with assigned or attached specialist groups. The specialists generally function as technical advisors and may include--

  o     Collecting information from all available sources.

  o     Collating and analyzing information in their respective areas of responsibilities.

  o     Disseminating the latest information available.

  o     Armor.

  o     Mechanized infantry.

  o     Motorized infantry.

  o     Antiarmor battalion (separate) .

  o     Aviation.

  o     Artillery.

  o     Engineer.

  o     Military police.

  o     Aviation.

  o     Air defense.

  o     Military intelligence.

  o     Chemical.

  o     Signal.

  o     Civil affairs.

  o     Psychological operation.

  o     Administrative.

  o     Supply.

  o     Transportation.

  o     Medical.

  o     Maintenance.

  o     Field artillery is used by battalion commanders as an extension of organic direct and indirect fire to rapidly and decisively influence the battle. The total firepower of the battery is immediately available to provide indirect fire support and immediate suppression of enemy direct fire weapons.

  o     One GS battery (eight tubes of 155-mm artillery) in each light infantry division can provide battalions with advanced munitions. The Copperhead munition provides the commander with a laser-guided antiarmor capability. Remote antiarmor mine system (RAAMS) and area denial artillery munitions (ADAM) are scatterable mines that can be emplaced quickly to close gaps between friendly positions and deny the enemy use of selected terrain. By using a mix of antitank (RAAMS) and antipersonnel (ADAM) mines, it will not only hamper vehicle movement but will hinder breaching activities by dismounted infantry.

  o     Fire support can only be maximized if all elements (FA, naval gunfire, CAS, and attack helicopters) are coordinated in the battalion plan. The fire support officer (FSO) coordinates all fire support assets in the light infantry battalion.

  -     A preplanned request originating at company level is reviewed by the assistant battalion S3, the FSO, and the ALO to determine its suitability and potential airspace conflicts. If the request is approved, the assistant S3 adds it to other planned requests, eliminates duplication, consolidates the remaining requests, and assigns them priority. He then forwards the consolidated requests to the S3 Air at brigade.

  -     Even if a precise target and time cannot be specified, missions can still be planned. Aircraft may be placed on either air or ground alert to minimize reaction time. Aircraft on air alert are at designated points and altitudes, ready to attack targets with minimum delay. This method should be used during fluid, rapid-moving phases of ground actions and during the assault phase of an airborne operation.

  -     Aircraft on ground alert are fully serviced, armed with requested ordnance, manned, and ready for immediate takeoff upon a mission directive.

  -     Immediate requests initiated by the company are sent to the battalion FSE, validated by the assistant battalion S3 and the FSO, and given to the TACP. The battalion TACP transmits the request directly to the CAS operations center over the USAF air request net. Contact missions normally generate the greatest demand for immediate CAS. Immediate requests are filled by scrambling ground alert aircraft, using air alert aircraft, or diverting aircraft from other missions (Figure 1-17) .

  o     Requester's Identification. The requester must be identified by a call sign or local SOP to ensure that the correct unit will receive tactical air support and to prevent compromise.

  o     Request Type and Priority. Specify whether the request is for a planned or immediate mission. Also, designate the priority of the request. The priority is essential in cases where several requests have been submitted. All SOPs should contain definitions of the various priorities and specify the command level that will assign them.

  o     Target Type. Specify the target and its nature--for example, bunkers, size, and type of construction. Indicate whether the target area is defended by antiaircraft weapons and specify types and numbers. This information is used to select type and numbers of aircraft, ordnance, and planning for any special support or tactics.

  o     Target Location and Elevation. Specify coordinates, normally six digits. Accurate, eight-digit coordinates are required for radar bombing through clouds. Give the elevation in feet. Include any obvious, nearby terrain feature or landform that may help locate the target from the air. Target reference points (TRPS) may also be used to designate target locations. Predetermined TRPs assist the FAC or FO in communicating the exact position of hard-to-see targets to fast-moving tactical strike aircraft. Delete location if there is no specific target, as in the case of ground or air alert.

  o     Time on Target. This is the time that the aircraft should be at a specified location or the time that the first ordnance should impact. Specify limits if there are any. Indicate the desired time and the latest time acceptable.

  o     Desired Ordnance and Results. Recommendations should be made for the type of ordnance desired. The type of target should relate to the type of ordnance requested. Refer to the FAC or ALO for guidance on the ordnance. The final selection of ordnance will be done by USAF personnel, and it will be based on several factors including availability. With regard to results, specify the extent `of target damage desired. Normally, the request is to neutralize the target.

  o     Final Control. Specify the orbit (or contact) point, call sign, frequency, and location of FAC (and person relaying control information, if applicable) . Additionally, relay how friendly positions or frontlines will be marked, how targets will be marked, whether enemy ADA positions will be suppressed, and give maximum ordinate of artillery and naval gunfire.

  o     Other Tactical Information. Insert remarks, as required, to include proximity of friendly troops, cover, and special procedures.

  o     In some instances, the only fire support available to the light infantry battalion or brigade will come from CAS and attack helicopters. This will most often occur when brigades are conducting independent operations beyond the range of field artillery.

  o     Attack helicopters and CAS can be combined into a joint air attack team (JAAT) . The JAAT can also operate in concert with artillery and ground maneuver units of brigade or battalion size. The maneuver commander and the AHB S3 are responsible for the planning, coordination, and employment of the JAAT. The commander or S3 requests and coordinates a JAAT through the FSO, AHB, and the TACP. Suppression of enemy air defense by direct or indirect fires, electronic warfare, or attack helicopters, must be accomplished so the JAAT can operate.

  o     To defend a single unit asset (battalion trains, command post) .

  o     To support and augment a unit against enemy aircraft.

  o     Division recon squadron.

  o     Division attack helicopter battalion (ATKHB) .

  o     Division assault helicopter companies (AHC) .

  o     Maneuver.

  o     Command and control.

  o     Air assault.

  o     Reconnaissance.

  o     Emergency medical evacuation.

  o     Movement of troops and supplies.

  o     Provider of base of fire.

  -     Attack pockets of resistance bypassed by the main force.

  -     Attack enemy positions in concert with ground forces.

  -     Attack withdrawing enemy forces or enemy reserves.

  -     Attack enemy rear areas.

  -     Provide immediate antiarmor firepower.

  -     Attack enemy counterattacking forces.

  -     -Follow a ground force through its penetration of the enemy defense.

  -     Attack withdrawing enemy columns, CPs, logistical complexes, and targets of opportunity.

  -     Stop enemy penetration into the main battle area (MBA) .

  -     Attack enemy in the covering force area.

  -     Reinforce or thicken the defense on parts of the battlefield.

  -     Perform in an economy-of-force defensive role.

  -     Construction of strongpoints.

  -     Assistance for camouflage operations.

  -     Support of deception operations.

  o     Fire support.

  o     Cover and concealment.

  o     NBC protection.

  o     Aviation operations.

  o     Deception.

  o     Communications.

  o     Water movement operations.

  o     Mobility.

  o     Countermobility.

  o     Survivability.

  o     Engineer resources.

  o     Logistical facility siting.

  o     Transportation networks.

  o     Material acquisition.

  o     Damage assessment.

  o     Command and control.

  o     The M9 ACE is a highly mobile, armored, amphibious combat earthmover. It is capable of the excavation and preparation of the following:

  o     The SEE is a lightweight, all-wheel drive, diesel engine, high-mobility vehicle with backhoe, bucket loader, and other attachments, such as a handheld hydraulic rock drill, chain saw, and pavement breaker. The SEE can be used to quickly dig combat emplacements, such as crew-served weapon positions, command posts, and individual fighting positions.

  o     The secondary mission of the engineers is to fight as infantry. Because the battalion's organization is not comparable to an infantry battalion, the decision to use engineers as infantry is made when their commitment will substantially change the outcome of the battle. The battalion would also have to rely upon augmentation for antiarmor weapons, FIST teams, and medics should they be needed to fight as infantry. Critical equipment such as the M9 ACE and the SEE must be evaluated if they are to be needed in future operations. Engineers should not be used as infantry except in emergencies and only when their value as infantry exceeds their value as engineers.

  o     The cross-training of the engineers as infantry is critical to their effectiveness. Likewise, cross-training of the infantry in engineer functions further strengthens the division's capability to conduct engineer-related missions. The key to the concept of cross-training is decided by the leaders of both branches.

  o     Electronic Warfare and Intelligence. Electronic warfare and intelligence support is provided by elements of the military intelligence battalion. The MI unit can provide the battalion with--

(1) Personnel Service Support. Personnel service support (PSS) is the management and execution of all personnel related matters. It includes a variety of CSS functions designed to support commanders and soldiers in accomplishing their mission. The functions of PSS performed in the battalion are as follows:

(2) Personnel Services. The use of high technology automated equipment to perform strength accounting and related personnel service functions and subfunctions means fewer people are required to perform these tasks. This equipment is located throughout the light infantry division. Critical subfunctions of numerical strength accounting, replacement operations, and byname casualty reporting are dependent on timely and accurate reporting with the high technology equipment. A description of how information is received, recorded, and transmitted at the various unit levels follows:

(3) Morale. The S1 keeps the commander informed on the status of morale and esprit de corps within the battalion. He influences morale by providing or coordinating a program of personnel services, such as--

(4) Discipline. Law, and Order. The major objectives in this area are to contribute to the combat effectiveness of the command by ensuring that--

  o     Excessive incidents of absence without leave and desertion.

  o     Increases in the number and seriousness of court-martial offenses.

  o     A laxness in the care and maintenance of equipment and supplies.

  o     A lack of attention to individual cleanliness and personal appearance.

  o     Improper responses to commands, directives, and other orders.

(5) Chaplain Activities. Chaplain activities include--

(6) Administrative Services. The S1 section furnishes administrative support by providing typing and record keeping services to the companies. Additionally, the S1 coordinates with the staff judge advocate for legal support to be provided to the soldiers as needed. Although technically the GI/AG at division provides operational and technical control of postal operations, the S1 establishes the battalion policy for postal service.

(1) Planning. Logistics preparation of the battlefield (LPB) is the part of the planning process that determines how assets are organized, how support units are synchronized to support the mission, and what the locations and routes for logistic activities are. Coordination of the plan with the DISCOM logistics operator in the brigade area and the FASCO ensures synchronization of effort and timely support for the battalions.

(2) Key Personnel. Key personnel in the accomplishment of the CSS mission at battalion level are as follows:

(3) Offensive Considerations. In the offense, support planners must consider using the following techniques and considerations:

(4) Defensive Considerations. Some general considerations for defensive operations are as follows:

(5) Framework. Combat service support operations within the battalions revolve around the brigade support area (BSA) and the battalion trains. Organizing and locating the BSA and trains is one of the most important elements of the LPB planning process. In coordination with the brigade S3, and based upon the brigade commander's concept of operation, the brigade S4 selects the site for the BSA and designates locations for the FAST and the battalions. The battalion S4 organizes his trains (based on the battalion commander's guidance and operational concept) into unit trains (all CSS elements remain in one location) or echelons them into field trains and combat trains. Field trains are located in the BSA.

(6) Brigade Support Area. The BSA (Figure 1-18) is the logistical base for the brigade and contains FAST units as well as the trains (unit or field) of the light infantry battalion. These units provide sustainment operations for the brigade. They also provide storage for supplies and a holding capability for field services operations, when augmented.

(7) Forward Area Support Team. The FAST is a logistics task force organized from the functional battalions of the DISCOM to provide supply, intermediate forward maintenance, and medical support to the light infantry brigade.

(8) Battalion Trains. The decision to organize the battalion CSS elements into unit trains, or echelon them into field and combat trains, is based on the commander's operational concept. The normal arrangement when the battalion is conducting combat operations is to place the field trains in the BSA. For responsive support, the combat trains are located where the S4 and S1, operating in close proximity to the TOC, can keep abreast of battalion needs. Under this organization, time-consuming operations, such as hot meal preparation, unit-level maintenance, separation of ATP ammunition into deliverable loads, and the filling of water or fuel cans is accomplished in the relative security of the BSA. The support platoon leader, as the battalion's logistics operator, supervises operations in the field trains and coordinates resupply and other support with the FASCO. The S4 controls the combat trains, which are light and mobile, by moving them as necessary to keep critical items and medical support as close as possible to the combat elements. He coordinates locations and times for forward resupply operations with the companies.

(9) Resupply Operations. Within the light infantry battalion, resupply operations are characterized by reconstituting basic loads to sustain the battalion.

(10) Basic Load. A basic load for deployment consists of the following:

(11) Supply Classes. Supply Classes I, II, III, IV, V, VI, VII, VIII, IX, and X are discussed in the following subparagraphs.

(d) Class IV (Construction. Barrier, and Fortification Materials) . Allowances for these items are not prescribed. Requisitions for Class IV items normally require command approval and are submitted through command channels. Class IV consists primarily of preconfigured hasty fortification and barrier material palletized in 100-meter increments to simplify handling and requisitioning. Class IV in the division is limited and is stocked in the division support area and at corps.

(e) Class V (Ammunition) . The battalion deploys with a basic load of ammunition which must be replenished once combat operations begin. The FAST forward supply company will establish an ammunition transfer point in the BSA. Light infantry battalions draw all their ammunition from the ATP during low-intensity conflict operations. During mid- or high-intensity operations, battalions may have to draw small arms ammunition from an ammunition supply point (ASP) , which may be located in the division rear area.

(f) Class VI (Personal Demand Items) . Class VI supplies consist of Army and Air Force Exchange Service items for sale to troops and other authorized individuals. This class of supply should not be confused with the ration supplement or sundries pack. The sundries pack is composed of items necessary to the health and comfort of troops (essential toilet articles, confections) . This packet is issued in theaters of operation through Class I channels, pending establishment of adequate service facilities.

(g) Class VII (Major End Items) . Class VII for battalions is limited to maintenance exchange items and other combat essential items necessary to support combat readiness of systems selected by the division commander. Those Class VII items designated critical are transported in a ready-to-use condition to the BSA or using unit. Noncritical, non-MEI items are requested and handled as normal supply transactions. They are normally delivered to the BSA and picked up by the battalion support platoon or delivered to using units by division assets.

(h) Class VIII (Medical Supplies) . Medical supplies are obtained for the battalion by the medical platoon from the FAST forward medical company located in the BSA. Medical platoon vehicles conduct Class VIII resupply by backhauling supplies during normal medical evacuation runs.

(i) Class IX (Repair Parts) . Class IX repair parts support for the battalion is provided by the brigade. Battalions request supply support for all Class IX requirements (less quick service supply [QSS] and major Class IX subassemblies) by submitting single line requests for issue or turn-in to the brigade maintenance section. Low-dollar-value, high-demand parts (light bulbs, wiper blades, and common bolts and nuts) are obtained from the repair parts QSS without formal requests. Reparable exchange items (to include components and subassemblies) are handled on the basis of an exchange of the unserviceable item for a serviceable item. If an unserviceable item is not available for exchange, the brigade will submit a single line item request.

(j) Class X (Nonmilitary Items) . These items are intended to support nonmilitary programs, such as agriculture and economic development. Those not included in Classes I through IX are requested, obtained, and delivered the same way as Class IV items. Maps are requested through the FAST forward supply company. Their distribution is based on a plan established by the S2.

(13) Air Resupply. This should always be considered to augment the LOGPAC procedure or to reduce the transportation burden of the support platoon. Support platoon personnel should be expert slingloaders.

(14) Field Services. The FAST in direct support of each brigade will not have clothing exchange, bath, salvage collection, laundry and renovation, or bakery services unless nondivisional teams augment the DISCOM. Request for these services should be coordinated by the brigade S4 with the division G4 when the mission dictates. Graves registration is a unit responsibility. Each unit must be prepared to collect, identify, and (if necessary) temporarily dispose of the remains. Hasty burials may be required.

(15) Transportation. Transportation assets for the light infantry battalion are austere, and their use requires prioritization and sound planning. Requests for additional ground transportation should go from the battalion S4 to the brigade S4, who coordinates with the FASCO. The FASCO requests transportation from the movement control officer (MCO) in the DISCOM headquarters. Air movement will be coordinated by the S3.

(16) Medical. The physician assigned to the medical platoon has two major responsibilities. First, he is the battalion surgeon and medical advisor to the commander and staff. Second, he is the primary physician in the treatment squad. His assistants for planning, administration, and logistics are the medical service corps officer and the medical platoon sergeant assigned to the maneuver battalion medical platoon. The squad is provided with its own vehicles to provide a high level of mobility, and they do not adopt a stationary posture. The field medical assistant and platoon sergeant maintain the platoon headquarters, which is normally located in the battalion combat trains area. When the platoon headquarters and the treatment squad are collocated, they form the battalion aid station.

(17) Maintenance. Unit-level maintenance for maneuver units is consolidated at brigade level. At the battalion level, there is a dedicated unit maintenance team from the brigade maintenance section. The battalion teams (from brigade) will routinely work out of the battalion field trains area. They will carry with them stocks of line-replacement units (LRUs) and quick-change assemblies (QCAs) , and procedures are established for repair parts delivery from the brigade-consolidated PLL section. The battalion team is responsible for repairing deadlined equipment that can be repaired in time to get it back into the current battle. If the item is extensively damaged, they will arrange for evacuation.