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PART H - COMBAT SERVICE SUPPORT
CSS 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.
1. Planning. The company headquarters plans, coordinates, and executes CSS functions for the company. The mechanized platoon leader coordinates the platoon's CSS effort, which consists of maintenance, supply, personnel, and medical services. The platoon leader stays abreast of the platoon's CSS status and, along with the platoon sergeant, plans and executes CSS functions. The platoon sergeant and squad leaders supervise the performance of most of the CSS tasks in the platoon. Platoon SOPs stipulate CSS tasks and procedures for their accomplishment. They should standardize as many of the routine and recurring CSS operations as possible. Since most CSS for the platoon comes from the company and battalion, platoon SOPs should include procedures for coordination with the various CSS cells at those levels.
2. Resupply Operations. Mechanized infantry platoon and company supplies are delivered by battalion CSS elements. The platoon leader, platoon sergeant, and squad leaders must know the supply status of the platoon and the squads at all times, and they must have a plan to replenish supplies. Platoon and squad SOPs should establish levels of depletion for specified items of supply (for example, ammunition and fuel). This is to preclude running out of critical supplies at the decisive point in an operation. All soldiers and leaders must report supply status once that level is reached. The platoon sergeant combines requests from the squads and forwards them to the 1SG who operates on the battalion administrative/logistic net. Logistics reports, when required, are sent to the commander. Most resupply requests take a lot of time to transmit so line numbers or SOP codes should be used to save time and maintain operational security, especially when operating on a nonsecure net. Requests for supply are filled upon receipt or during the next resupply operation, depending on urgency. Resupply and refueling should be accomplished at every opportunity. One of the most critical resupply functions is water. Even in cold areas, all personnel must drink at least 2 quarts of water a day to maintain efficiency. Water can be resupplied by collecting and filling all the water cans from the vehicles or by moving a water trailer with planned resupply operations.
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 depends on the weather conditions and the level of physical exertion.
b. If water is in short supply, soldiers must use it sparingly for hygienic purposes. To conserve water, a centralized heating point can be established to provide warm MREs. Water used for coffee or tea may be counterproductive because both increase the flow of urine. Soups are an efficient means of providing both water and nutrition when water is scarce, particularly in cold weather when heated food is desirable.
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 various shades of gray or have softened should not be used.) (SeeFM 21-10 and FM 21-76 for more information.)
3. Resupply Techniques. Platoon resupply is mainly a "push" system. The platoon receives a standard package of supplies based on past usage factors and planning estimates. Resupply of all classes of supply is usually conducted in one of two ways or a combination of both if certain vehicles cannot be moved.
a. Whatever resupply technique they select, leaders must ensure security at all times.
(1) The first technique is the quickest, safest, most efficient and thorough technique for resupply. It is the service-station technique (Figure 2-98); the company sets up a resupply point behind the company and platoons' positions. Each platoon as a whole or by sections quickly rotates through refueling and rearming, picks up other supplies and rations, and receives medical and maintenance support.
Figure 2-98. Service-Station Technique.
(2) The second technique is the tailgate technique of resupply (Figure 2-99). This is used when a vehicle cannot be moved from its position. Ammunition, fuel, POLs, and other supplies are moved to the rear of each vehicle's position providing resupply in place. This technique should be used when enemy contact is not likely. It also takes the most time.
Figure 2-99. Tailgate Technique.
b. Emergency resupply may be conducted when the platoon cannot wait for scheduled resupply operations (normally a result of combat). Emergency resupply may involve Classes III, V, VIII, and NBC equipment, and is often conducted while in contact with the enemy.
c. Pre-positioning supplies may be required in some defensive operations but normally only Class V items are pre-positioned. All leaders should verify the locations and prioritize the prestockage of these sites during their reconnaissance and rehearsals. Pre-positioned ammunition must be located in covered and protected positions away from vehicles and individual fighting positions to prevent its destruction and friendly casualties as a result of explosions.
4. Other Resupply Operations. Other BFV resupply considerations include ammunition and missiles, POL, rations and water, and repair parts.
a. Ammunition and Missiles. BFVs require many types and quantities of ammunition and missiles. These can be rapidly expended. BCs and squad leaders must control ammunition and inform the platoon leader or platoon sergeant on the amount of ammunition and missiles remaining, so accurate and timely requests for resupply can be submitted. Redistribution of ammunition after contact is critical to maintaining the fighting capability of the platoon.
(1) Resupply of ammunition and missiles is based on a report of expenditures submitted to the company XO or first sergeant. Ammunition is sent forward from the battalion trains to logistic release points (LRPs). At the LRPs, company personnel assume control and lead the supply vehicles to platoon areas.
(2) Wheeled vehicles, armored vehicles, and helicopters can be used for ammunition resupply. The platoon leader should know what type of transportation is being used. This affects his selection of location, security requirements, and time required to complete resupply.
(a) If wheeled vehicles are used, the platoon leader must select a location that has suitable routes for the wheeled vehicles.
(b) If armored vehicles are used, it may be possible to resupply the platoon in position.
(c) If helicopters are used, an adequate LZ must be selected to the rear of the position. It must be secured before the helicopter arrives. Resupply may require more time because the ammunition might have to be hand-carried off the LZ.
(3) A BFV crew should perform certain steps before being resupplied with ammunition. These include:
(a) Completely filling the ammunition cans (ready boxes) for the 25-mm gun and the 7.62-mm coaxial machine gun.
(b) Repositioning the remaining stowed ammunition to leave the easy-to-stow areas open. For example, if the 25-mm ammunition stowage space under the floor plates is empty, it should be filled with ammunition stowed on the sponsons.
(c) Loading remaining TOWs, if the launchers are empty.
(d) Filling all empty magazines for M16 rifles and the firing port weapons.
(e) Ensuring that adequate tools, such as wire cutters and crowbars, are readily available to open the ammunition boxes.
(f) Determining who provides security, how the ammunition is to be divided, and how the ammunition is to be unloaded and stowed. These actions may be prescribed in the SOP.
b. Petroleum, Oil, and Lubricants. BFV fuel tanks should be topped off any time the 21 tactical situation allows. Normally, the platoon sergeant requests POL through the XO or first sergeant. The request should tell them how much fuel is needed and where and when to refuel (six-digit grid coordinates).
(l) The BFV has a 175-gallon fuel capacity. This gives it about a 300-mile cruising range. The platoon leader should keep this in mind when planning to refuel, because the amount of fuel required directly affects refueling time. He also must be aware that the cruising range is an approximation, and that terrain and weather influence fuel consumption.
(2) When refueling time is limited, the platoon leader must choose between topping off the BFVs that need the most fuel and putting a limited amount in each BFV. If the fuel tanker can move to the BFV, it is best to put a limited amount in each BFV. When the BFVs have to move to a central refueling point, the BFVs requiring the most fuel are moved first and topped off. The others are then topped off at the first opportunity.
(3) At times, the BFVs may have to be topped off using 5-gallon cans. This is slow, so extra time should be allowed. The fastest way to refuel from cans is for each squad to form a line to pass the cans from the fuel-carrying vehicle to the BFV.
c. Rations and Water. Each crew and fire team carries combat rations and water on its BFV. The BFV has designated storage space for rations. If more rations are required, they can be stowed in the bustle rack or secured inside the BFV. When the situation allows, hot meals prepared by battalion mess teams may be served to the platoon. Rations and water supplied to the platoon are based on personnel strength. The platoon leader or platoon sergeant may submit special requests IAW platoon SOP.
d. Repair Parts. Repair parts are issued in response to specific requests or by direct exchange. The battalion maintenance platoon keeps each company's PLL. The company maintenance team carries the supported unit's PLL to expedite repairs. The company is authorized to keep on hand high-demand repair parts for weapons, radios, and vehicles based on the PLL.
(1) A limited number of armament spare parts are stowed on the BFV. This includes a barrel assembly with case and ruptured cartridge extractor for the 7.62-mm coaxial machine gun. Also included are two bolt assemblies, two bolt cam pins, two retaining pins, and a maintenance equipment case for the FPWs.
(2) Two track blocks and a drift pin are attached to the outside deck of the BFV. A water barrier repair kit is provided. Two vehicle tool bags are in the engine compartment, and one gun tool bag is stowed in the driver's area. These tools are required to perform operator maintenance. (See the TM for a list of tools.)
e. Other Supplies. Although each mechanized infantry platoon has a large amount of equipment, it requires frequent resupply to accomplish its mission. Periodic checks by leaders ensure that equipment is accounted for and ready to use. Low-use items (such as drain plugs, NBC equipment, and certain tools) can easily be lost or damaged; therefore, they should be checked often to ensure they are on hand and usable.
(1) The battalion medical platoon provides medical supplies. The aidman supporting the platoon assists the platoon sergeant and squad leaders in preparing a consolidated list of required medical supplies. These include not only medical supplies needed by the aidman, but also those used by each soldier such as first-aid dressings, water purification tablets, and foot powder. The platoon sergeant or the aidman passes the list to the company evacuation team. They take the list to the battalion medical platoon where the medical supplies are provided.
(2) Tools, CTA 50-900 equipment, batteries, and other expendables are obtained through the company supply sergeant. Normally, maps are supplied through the company XO or first sergeant.
5. Maintenance. Maintenance includes unit and direct support maintenance and recovery. It is a continuous process that starts with preventive measures taken by the operator and crew and continues through repairs by maintenance personnel. Proper maintenance is the key to keeping equipment and material in serviceable condition. It includes inspecting, testing, servicing, repairing, requisitioning, recovering, and evacuating. Repair and recovery are done as far forward as the situation allows. When equipment cannot be repaired on site, it is evacuated to the rear only as far as necessary for repair.
b. Unit Maintenance. Unit maintenance is the responsibility of the unit that is assigned the equipment. It is performed by operators, crews, and mechanics from the battalion's maintenance platoon.
(1) Operator and crew maintenance includes proper care, use, and operation of equipment. The BFV driver and other crew members perform daily services on the vehicle and all other assigned equipment such as weapons, night vision devices, and NBC gear. These services include inspecting; servicing; tightening; minor lubricating, cleaning, and preserving; and adjusting tools and equipment as prescribed by technical manuals. Crew members must record on DA Form 2404 (Equipment Inspection and Maintenance Worksheet) all equipment faults they cannot correct or those they can correct by replacing a part. The driver's and gunner's reports are the main way to convey information about equipment faults to the platoon leader and to unit maintenance personnel.
(2) PMCS for the turret, automotive, and weapon systems should be conducted before, during, and after operation. This includes detailed daily service as prescribed in the TM and lubrication order.
(3) The gunner should be responsible for maintaining the turret to include weapon systems, maintaining DA Form 2408-4 (round count) on the 25-mm gun and TOW, and knowing when replacement on weapon parts are required such as the 25-mm gun firing pin assembly (8,000 rounds) and breech (25,000 rounds). The driver is responsible for completing DA Form 2404, for performing automotive checks, and for operating the BFV.
(4) When the operator identifies a problem that is beyond his level of maintenance, the battalion maintenance platoon must be notified to isolate and correct it. The battalion maintenance platoon has five company maintenance teams that establish support relationships with the companies. Company maintenance teams have trained mechanics who are authorized to do unit maintenance. Battalion maintenance personnel have test equipment that allows them to rapidly diagnose faults in the system. With the BFV's provision for rapid modular replacement, many faults can also be rapidly corrected. If battalion maintenance cannot repair the item, they arrange to have it checked by DS maintenance.
c. Direct Support Maintenance. DS maintenance is performed by the forward support battalion that normally supports a brigade. It has repair and replacement parts, assemblies, and components. System support teams from DS units may be sent forward to make on-site repairs when possible.
d. Recovery. Recovery is necessary to the repair of vehicles or other items essential to mission accomplishment, that cannot be repaired on site, or to prevent capture or destruction by the enemy. Except for the BFV, most damaged equipment can be carried by the platoon until the platoon sergeant coordinates its evacuation. When a BFV has to be recovered, the platoon leader reports its location and the type and extent of damage or, if known, the repair needed. As a minimum, the driver and gunner should remain with the BFV to secure it and to aid the recovery. The recovery vehicle with the MST supporting the company evacuates the damaged BFV to a logistics release point. There another recovery vehicle from the battalion maintenance platoon or the forward support battalion evacuates it to the unit maintenance collection point (UMCP). The maintenance support team's recovery vehicle could also evacuate to the UMCP.
6. Personnel Service Support. Primary platoon combat personnel service support functions include strength accounting, casualty reporting, replacement activities. The platoon leader and his noncommissioned officers are responsible for other PSS areas such as enemy prisoner of war (EPW) and the conduct of programs to counter the adverse impacts of stress and continuous operations. Working through company headquarters, platoon leaders also coordinate personnel service support provided by the battalion S1, personnel and administration center (PAC), and the unit ministry team. These agencies assist in such areas as awards and decorations; promotions; mail; and religious, legal, and pay support.
a. Proper accountability of platoon personnel and accurate strength reporting are essential to support decision-making by platoon leaders and company commanders and often the battalion commander. Using battle rosters, leaders in the platoon maintain accurate up-to-date records of their personnel. At periodic intervals they provide strength figures to the company CP. During combat they provide hasty strength reports on request or when significant changes in strength occur.
b. By-name casualty information is reported to company headquarters during lulls in the tactical situation. Soldiers having direct knowledge of an incident complete a DA Form 1155 (Witness Statement) to report missing or captured soldiers (casualties no longer under US control). To report soldiers who are killed or wounded, they use DA Form 1156 (Casualty Feeder Report). After being collected and reviewed for accuracy by the platoon sergeant or platoon leader, these forms provide important casualty information. They are also used to determine the platoon's replacement requirements.
c. The manner in which a new soldier is welcomed into his platoon and integrated into its activities is key to his combat effectiveness, his survival, and his success on the battlefield. After being processed into the battalion by the PAC, the soldier is moved to the company. Upon arrival in the platoon, he should be met and welcomed by the platoon leader or platoon sergeant, or both. Once his name is logged onto the battle roster and he has been inspected and given a brief orientation to the platoon, he is quickly moved to the squad. In addition to similar squad- level in-processing, squad leaders pair the new soldier with an experienced soldier, who serves as his buddy.
d. EPWs and enemy documents and equipment are good sources of combat information. Soldiers must handle EPWs without violating international law. EPWs must be treated humanely; they must not be physically or mentally abused. The senior officer or NCO present is responsible for the care of EPWs. If a platoon cannot evacuate an EPW in a reasonable time, he must be given food, water, and first aid. He should not be given comfort items such as cigarettes and candy.
(1) Those EPWs who receive favors and those who become mistreated are poor interrogation subjects. In handling EPWs, soldiers use the five "S's":
(a) Search EPWs as soon as they are captured. Take their weapons and papers, except identification papers. Give a written receipt for any personal property and documents taken. Tag documents and personal property as to which EPW had them. Have one man guard while another searches. When searching, do not get between the EPW and the guard. To search a EPW, have him spread-eagle against a tree or wall, or on the ground in a push- up position with the knees on the ground. Search the EPW and all his gear and clothing.
(b) Segregate EPWs into the following categories: combatant (military) and noncombatant (civilians) male and female; officers and enlisted, civilians and deserters, nationality and ideology; and those who have surrendered (as opposed to those who resisted capture). Identifying prisoners may be difficult because of the language barrier. Prisoners who cannot be readily identified will be segregated from other prisoners and treated as EPWs.
(c) Silence EPWs. Do not let them talk to each other. This keeps them from planning escape and from cautioning each other on security. Report anything an EPW says or tries to say to another EPW.
(d) 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 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 let anyone 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, he should be tagged with a captive and equipment/document tag (Figure 2-100) or a minimal tag (Figures 2-101 and 2-102). 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 2-100. EPW and Document/Equipment Tag.
Figure 2-101. Minimal EPW Tag.
Figure 2-102. Minimal Document/Equipment Tag.
e. 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 ensures that the documents are properly tagged and that the documents accompany the EPW to the point of turnover to the company.
f. 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 are never used on US casualties but should be turned in for use on wounded EPWs.
7. Health Services Support. The platoon normally has an aidman from the battalion medical platoon. The aidman rides in the platoon sergeant's BFV when the platoon is mounted and with the infantry when dismounted. His job is to furnish emergency medical treatment, determine which casualties need to be evacuated, and prepare them for evacuation. He also advises the platoon leader on measures to help prevent sickness and injuries. These include measures to prevent exposure to heat and cold, food poisoning, and bad water. Because of limited medical resources, platoon and squad members must rely on self-aid and buddy-aid to ensure prompt and effective treatment to battlefield casualties. Additionally, command emphasis on combat lifesaver programs acts as a medical multiplier. At least one soldier in each squad and section must be trained as a combat lifesaver to help the aidman treat and evacuate casualties. The combat lifesavers are part of the platoon aid and litter team. Combat lifesavers provide initial treatment until medical personnel can treat the casualties, but only after their primary infantry duties are complete. They can also help in triage or treatment, or both, after medical personnel arrive, if the tactical and medical situation allow. The aidman informs the platoon leader when there are casualties to be evacuated. Based on the tactical situation, the platoon leader decides when to evacuate casualties.
a. When the platoon is in contact, casualties awaiting evacuation should be protected from enemy fire.
b. The decision to evacuate casualties with serious wounds must be based on the effect of such action on mission accomplishment, and the possibility additional casualties might result. Casualties should never be deserted.
d. Casualties are either evacuated by the platoon or by the medical team supporting the company. This team is normally equipped with an armored ambulance.
(1) Platoon Evacuation. The BFV is the quickest and safest way to evacuate casualties. The casualties are transported to the company casualty collection point. If a company casualty collection point has not been set up, or the situation does not permit use of a BFV, the platoon leader requests help from the company commander. The platoon aidman goes with the casualties if they require immediate care. The aidman completes a DD Form 1380 (Field Medical Card) and attaches it to the casualty. This card stays with the casualty until evacuation is complete. The information on the card includes initial diagnosis and medication given.
(2) Company Evacuation. When the company is to evacuate casualties, the casualties should be moved to a covered and concealed location to the rear of the platoon's position. This location must be indicated when the evacuation request is submitted. If enemy indirect fire presents a threat, the casualties are kept in a BFV and transferred to the ambulance when it arrives. When this is done, the platoon leader may send two men or a fire team to secure the location and guide the ambulance.
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