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Part H
COMBAT SERVICE SUPPORT
1. Combat Service operations at platoon level are a vital part of infantry operations. They consist of logistical and personnel functions. CSS is integrated into the tactical planning process from the starting phases of operations. Well-planned and executed CSS is a large part of mission accomplishment and success of combat operations. Like CS, CSS is a combat multiplier. Soldiers well supplied with food, water, ammunition, shelter, and medical care are more successful in accomplishing their missions than those who are not.
2. Planning of Combat Support. The company headquarters plans, coordinates, and executes CSS functions for the company. The platoon leader is responsible for CSS, just as he is for everything that relates to his platoon. He constantly stays abreast of the platoon's CSS status and, along with the platoon sergeant, plans and executes CSS. The platoon sergeant, however, carries the bulk of this load. He consolidates information from the squad leaders, requests support from the XO or 1SG, and assigns responsibilities to squads. Squad leaders plan and implement CSS operations for their squads, and they can delegate some functions to their team leaders. SOPs address additional responsibilities and duties in detail. They should standardize as many of the routine and recurring CSS operations as possible.
3. Resupply Operations. Squad leaders must know the supply status for each member of the squad. As materials and supplies are used, squad leaders request resupply through the platoon sergeant. Platoon and squad SOPs should establish levels of depletion for specified items of supply(for example, water, ammunition). All soldiers and leaders should report supply status once that level is reached. The platoon sergeant combines requests from all squads and forwards them to the 1SG or XO. There is no administrative/logistic net for the platoon. Logistics reports, when required, are sent on to the commander. Most resupply requests take a lot of time to transmit. Line numbers should be used to save time. When operating on a nonsecure net, the platoon sergeant should encode all requests. The request is filled then or during the next resupply operation, depending on urgency. One of the most critical resupply functions is water. Even in cold areas, all personnel must drink at least two quarts of water a day to maintain efficiency. Water can be resupplied either by collecting and filling empty canteens or by distributing water cans to the platoons.
a. When water is not scarce, leaders must urge soldiers to drink water even when not thirsty. This is due to the body's thirst mechanism, which does not keep pace with the loss of water through normal daily activity. The rate at which dehydration occurs will depend on the weather conditions and the level of physical exertion.
b. If water is in short supply, soldiers must use water sparingly for hygiene purposes. When in short supply, water should not be used to heat MREs. Water used for coffee or tea may also be counterproductive because both increase the flow of urine. However, soups are an efficient means of providing both water and nutrition when water is scarce, particularly in cold weather when heated food is desirable. A centralized heating point can be used to conserve water yet provide warmed MREs.
c. In most environments, water is available from natural sources. Soldiers should be trained to find, treat (chemically or using field expedients), and use natural water sources. The use of iodine tablets is the most common and easiest method to treat water. (Iodine tablets that are not uniformly grey in color or no longer have a firm consistency should not be used.)
4. Resupply Operations. Platoon resupply is mainly a "push" system. The platoon receives a standard package of supplies based on past usage factors and planning estimates. The following discusses the three platoon and squad resupply techniques. Whatever resupply technique they select, leaders must ensure security. This involves security at the resupply point and rotating personnel to ensure continuous manning of crew-served weapons and OPs, leader availability, and unit preparedness in case of enemy attack. Platoons use backhauling to remove residue, casualties, damaged equipment, or excess ammunition to the rear. During each resupply operation, the platoon must plan for backhauling of excess items. Backhauling can be by manpack, vehicle, or aircraft. Effective backhauling lessens the platoon's need to bury, camouflage, or otherwise dispose of unneeded material.
a. In-Position Technique. The company brings forward supplies, equipment, or both to individual fighting positions (Figure 2-62). This technique-
Figure 2-62. In-Position Technique.
(1) Is used when an immediate need exists.
(2) Is used to resupply single classes of supply during contact or when contact is imminent.
(3) Enables leaders to keep squad members in their fighting positions.
If vehicles cannot move near platoon positions, platoon members may need to help the resupply personnel move supplies and equipment forward. |
b. Service Station Technique. To use this technique, soldiers must leave their fighting positions(Figure 2-63).Selected soldiers move to a company resupply point to the rear of the platoon position, conduct resupply, and return to their fighting position. This technique is used when contact is not likely, and for one or several classes of supplies.
Figure 2-63. Service Station Technique.
The platoon order should state the sequence for moving squads or portions of squads out of position. Companies may vary the technique by establishing a resupply point for each platoon and moving the supplies to that point. |
c. Pre-Position Technique. In this technique, the company pre-positions supplies and equipment along a route to, or at, a platoon's destination. The company then directs the platoons to the sites. Though this method is used often during defensive operations to position supplies and equipment in subsequent BPs ( Figure 2-64), it can be equally effective in other operations as a cache. A cache is a pre-positioned and concealed supply point that-
Figure 2-64. Pre-Position Technique.
(1) Can be set up for a specific mission or contingency.
(2) Can be used effectively by platoons and squads to reduce the soldier's load.
(3) Can be either above or below ground.
An above-ground cache is easier to use but more likely to be found by the enemy, civilians, or animals. |
5. Aerial Resupply. Aerial resupply is often used to get supplies and equipment to the platoon. Rotary-wing aircraft are usually more precise in delivering supplies than fixed-wing aircraft. Rotary-wing aircraft deliver supplies and equipment to an LZ. Fixed-wing aircraft deliver to DZs. The platoon must secure the LZ or DZ. This helps protect the aircraft and ensure that the platoon receives the supplies. The platoon leader uses the estimate process to find the best way to move to and secure the LZ or DZ, and to receive the supplies.
6. Maintenance. Proper maintenance is the key to keeping equipment and materiel in good condition. It includes inspecting, testing, servicing, repairing, requisitioning, recovering, and evacuating.
a. The platoon leader is responsible for maintenance. He must coordinate his platoon's maintenance efforts with the XO to ensure that the platoon is acting IAW the company maintenance effort. The platoon sergeant coordinates and supervises the platoon's maintenance efforts. The squad leader is responsible for the maintenance of his squad's equipment.
b. Platoon communications equipment that needs repair is turned in to the company communications chief. Platoon weapons and other equipment are recovered to the platoon or the company collection points during battle, or turned in to the supply sergeant during resupply operations.
c. All soldiers must understand how to maintain their individual and squad weapons and equipment IAW the related technical manuals. The platoon leader, platoon sergeant, and squad leaders must understand maintenance for each piece of equipment in the platoon. The platoon SOP should specify maintenance periods(at least once a day in the field) and standards for equipment and who inspects which items(usually the squad leader, with spot-checks by the platoon sergeant and platoon leader).
7. Transportation. Since the infantry platoon leader has no organic transportation, he requests transportation support through the first sergeant or XO. They, in turn, request it from the battalion S4 or S3 Air if it involves helicopters. Whenever possible, rucksacks and excess equipment should be transported by vehicle, unless there is a specific reason not to.
8. Soldier's Load. The soldier's load is a main concern of the leader. How much is carried, how far, and in what configuration are important mission considerations. Leaders must learn to prepare for the most likely contingencies based on available intelligence.
9. Personnel Service Support. The main platoon combat personnel service support functions are strength accounting and casualty reporting. The platoon leader and NCOs are also responsible for handling EPWs and for the programs to counter the impact of stress and continuous operations. Platoon leaders coordinate personnel service support provided by the battalion S1, PAC, and chaplain through the company headquarters.
a. Strength Accounting. Leaders in the platoon use battle rosters to keep up-to-date records of their soldiers. They provide strength figures to the company at specific intervals. During combat, they provide hasty strength reports upon request or when important strength changes occur.
b. Casualty Reporting. During lulls in the battle, platoons give by-name or social security number (SOP dependent) casualty information to the company headquarters. Soldiers with direct knowledge of an incident must complete a DA Form 1155 (Figure 2-65). This form is used to report KIAs who were not recovered and missing or captured soldiers. DA Form 1156 is used to report those soldiers who have been killed and recovered and soldiers who have been wounded (Figure 2-66). The platoon leader or platoon sergeant reviews these forms for completeness, then forwards them to the company headquarters.
Figure 2-65. Witness Statement.
Figure 2-66. Casualty Report.
c. Services. Services include mail, financial matters, awards and decorations, leaves and passes, command information, religious activities, legal assistance, welfare, rest and relaxation, and any other services related to the welfare and morale of the soldiers. Many services are standard procedure. The platoon leader must ensure that these services are available to the platoon. The first sergeant requests services for the platoon.
d. Enemy Prisoners of War. Soldiers must handle EPWs IAW international law and treat them humanely; they must not abuse them physically or mentally. EPWs must be allowed to keep their personal protective equipment. The senior officer or NCO present is responsible for their care. If a platoon cannot evacuate EPWs in a reasonable time, they must give EPWs food, water, and first aid. Soldiers should not give EPWs comfort items such as cigarettes or candy.
(1) EPWs who receive favors and those who are mistreated make poor interrogation subjects. Use the five S's in handling EPW.
(a) Search. Search the EPW. One soldier should guard the EPW while another searches. The soldier searching should not get between the EPW and the guard. Position the EPW against a tree or wall("spread-eagle"), or have him get on the ground in a push-up position with his knees touching the ground. Search him and search all his gear and clothing. Take his weapons and papers, except identification papers. Give the EPW a written receipt for any personal property and documents taken.
(b) Segregate. Segregate all EPWs into groups of males and females and subgroups of officers, NCOs, enlisted soldiers, civilians, and politicians. This keeps the leaders from promoting escape efforts. Keep groups segregated as they move to the rear.
(c) Silence. Silence EPWs. Do not let EPWs talk to each other. This keeps them from planning an escape and from cautioning each other on security. Report anything an EPW says or tries to say to another EPW.
(d) Speed. Speed EPWs to the rear. Platoons turn EPWs over to the company where they are assembled and moved to the rear for questioning by qualified intelligence soldiers.
(e) Safeguard. Safeguard EPWs when taking them to the rear. Make sure they arrive safely. Watch out for escape attempts. Do not let them bunch up, spread too far out, or start diversions, such as fist fights, that create a chance for escape. At the same time, do not allow anyone to abuse them.
(2) If an EPW is wounded and cannot be evacuated through normal channels, he is treated by an aidman and evacuated through medical channels. The EPW must be guarded by other than medical soldiers.
(3) Before evacuating an EPW, tag him with a minimal EPW tag and equipment/document tag (Figures 2-67 and 2-68) or a complete tag (Figure 2-69). The tag should be perforated into three parts and made of durable material. It should measure about 10 centimeters by 10 centimeters for each part. It should be pierced at the top and bottom, and reinforced for security for ease of attachment.
Figure 2-67. Minimal EPW Tag.
Figure 2-68. Minimal Document/Equipment Tag.
e. Captured Enemy Documents. Enemy documents are a valuable source of information; they must be processed as quickly as possible. Documents can be official or personal. When a platoon captures documents in the custody of an EPW, the platoon leader or the senior leader at the capture site is responsible for preliminary screening and for reporting the capture of enemy documents to his next higher leader. That leader is responsible for ensuring that the documents are properly tagged. The leader ensures that the documents accompany the EPW to the point of turnover to the company.
f. Captured Enemy Equipment and Associated Technical Documents. Equipment and documents(operator's manuals, TMs, and so on) are a valuable source of information. They must be kept together and guarded throughout the capture and evacuation process to prevent looting, misuse, or destruction. Equipment and documents must be tagged. Captured enemy medical equipment and supplies will not be used on US casualties. It should be turned in for use on wounded EPWs.
10. Health Service Support. Platoon health services support consists of the prevention, treatment, and evacuation of casualties. Prevention is emphasized; soldiers can lose their combat effectiveness because of nonbattle injuries or disease. Understanding and applying the principles of field hygiene and sanitation, preventing weather-related injuries, and considering the soldier's overall condition can eliminate many casualties.
a. The SOP should address casualty evacuation procedures in detail. It must clearly state that personal protective equipment remains with and is evacuated with the casualty. The casualty's weapon and equipment is retained by the platoon, redistributed as appropriate (ammunition, food, water, special equipment) or evacuated to the field trains by backhaul at the next LOGPAC. Machine guns, M203s, and other special weapons are never evacuated but are reassigned to their soldiers.
Figure 2-69. EPW and Document/Equipment Tag.
(1) The platoon SOP must include the following-
(a) Duties and responsibilities of key personnel in planning and executing casualty evacuation.
(b) Priorities of evacuation.
(c) Provisions for retrieving and safeguarding weapons, ammunition, and equipment.
(2) Paragraph 4 of the OPORD must provide the following:
(a) Location of casualty collection points(battalion, company, platoon).
(b) Procedures and responsibilities for medical evacuation.
(c) Planned use of nonmedical transportation assets for evacuation.
(d) Procedures for treating and evacuating EPWs and civilian casualties.
(e) Communication nets for evacuation requests.
(f) A time when the evacuation mission will begin and the nonmedical soldiers can aid in collection and evacuation. This prevents combat power from being diverted from the mission.
b. Leaders must be prepared to treat and evacuate casualties. They must understand the plan for casualty evacuation and immediately begin to execute it once casualties occur. The platoon aidman is trained to assess, to triage, and to begin treatment of casualties. If he becomes a casualty, both the combat lifesavers and the leaders in the platoon must be prepared to evaluate, treat, and evacuate casualties. Treatment of serious casualties means stabilizing the soldier until he can be evacuated to the battalion aid station. The company and battalion casualty evacuation plans should assume responsibility for the casualties as far forward as possible. Ambulances (ground and air) should pick up the casualties as far forward as possible and as the tactical situation permits. Any vehicle in the AO can be used to transport casualties.
c. At least one soldier in each squad must be trained as a combat lifesaver to help the aidman treat and evacuate casualties. The lifesavers are part of the platoon aid and litter team(s). They provide initial treatment until medical personnel can treat casualties, but only after their primary infantry duties are complete. They can also help in triage, treatment, or both for soldiers after medical personnel arrive, if the tactical and medical situations allow. The platoon sergeant supervises this effort.
d. Treatment of casualties normally begins at the conclusion of the engagement, during the reorganization of the platoon. Casualties are treated where they fall (or under nearby cover and concealment) by the casualty himself, a buddy, an aidman, or a combat lifesaver. They are then evacuated by improvised or lightweight litters to the platoon casualty collection point. This point is chosen by the platoon leader in the OPORD or by the platoon sergeant as needed on site. When selecting the evacuation point, the leader must consider cover and concealment, security, space in which to treat casualties, route access, and air access. KIA are not collected in or near the casualty collection or evacuation points. As the casualties are collected, they are triaged (sorted) and separated for treatment. The goal is to accomplish the greatest good for the greatest number. The casualty treatment categories are immediate, delayed, minimal, and expectant.
(1) Immediate. To Save Life or Limb.
(a) Airway obstruction.
(b) Respiratory and cardiorespiratory failure (cardiorespiratory failure is not considered an "immediate" condition on the battlefield; it is classified as expectant).
(c) Massive external bleeding.
(d) Shock.
(e) Sucking chest wound, if respiratory distress is evident.
(f) Second or third degree burns of the face and neck, or perineum (causing shock or respiratory distress).
(g) After casualty with life-or limb-threatening conditions has been initially treated, no further treatment will be given until other "immediate" casualties have been treated.
(2) Delayed. Less Risk by Treatment Being Delayed.
(a) Open chest wound.
(b) Penetrating abdomen wound.
(c) Severe eye injury.
(d) Avascular limb without apparent blood supply.
(e) Other open wounds.
(f) Fractures.
(g) Second and third degree burns not involving the face and neck or perineum.
(3) Minimal. Can be self aid or buddy aid. Patients in this category are not evacuated to a medical treatment facility.
(a) Minor lacerations.
(b) Contusions.
(c) Sprains.
(d) Minor combat stress problems.
(e) Partial thickness burns (under 20 percent).
(4) Expectant. Little hope of recovery. This category should be used only if resources are limited.
(a) Massive head injury with signs of impending death.
(b) Burns on more than 85 percent of the body surface area.
Casualties with minor injuries can assist with recording treatment, emergency care, and defense of the area. |
e. The information in Figure 2-70and Figure 2-71is essential in the format shown when requesting MEDEVAC.
Figure 2-70. MEDEVAC Request Preparation.
Figure 2-71. MEDEVAC Request Preparation(continued).
f. The platoon can use any of several evacuation methods.
(1) Dedicated medical evacuation assets can evacuate the casualties directly to the BAS from the point of injury or planned patient-collection points.
If casualties are evacuated by MEDEVAC, they are taken to the medical facility that can give the proper level of care to the most serious casualty onboard, usually at least the medical clearing station in the brigade support area (BSA). |
(2) The casualties can be moved by vehicle or litter to the company casualty collection point for evacuation. The OPORD should state how and when this should be done. Medical platoon ambulances attached to the company then move the casualties to the rear.
(3) The platoon sergeant can direct platoon aid and litter teams to carry the casualties to the rear.
(4) Casualties with minor wounds can either walk by themselves or help carry the more seriously wounded soldiers.
(5) In rough terrain (or on patrols), casualties can be evacuated to the BAS by aid and litter teams, carried until transportation can reach the platoon, or cached and picked up later.
(6) Dead soldiers should be evacuated by backhaul on supply vehicles--not in ambulances or MEDEVAC helicopters.
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