Military

a.     Battalion Commander. The fighting characteristics of a battalion are a reflection of the character of the battalion commander. Bold and tenacious battalion commanders have bold and tenacious battalions. If a commander is tactically skillful and innovative, history supports that most of his battalion's missions will be successful and his battalion will suffer minimum casualties. Battalion commanders who possess the technical, tactical, and leadership skills, and teams out of individual soldiers and units, win—even if outnumbered. Battalion commanders who are also competent and courageous can successfully lead soldiers on the dynamic, lethal, and chaotic modern battlefield.

Because the battalion task force commander must organize his task force based on the mission, enemy, terrain and weather, troops and time available (METT-T), he must have an understanding of all of the tools at his disposal. Then, he must effectively combine these tools for each tactical situation. The commander achieves maximum effectiveness from the battalion task force by being aware of all of his assets and knowing how to employ them.

b.     Subordinate Commanders. The company team commanders and special-purpose platoon leaders directly influence the battle by employing their fire and maneuver elements in a way that accomplishes the mission. They are the commander's principal assistants for fighting the battle. They must understand the commander's concept and know the capabilities and employment techniques of their combat assets as well as the combat support assets provided to them by the task force commander.

c.     Battalion Staff. The battalion is the lowest tactical echelon with a staff. Small but essential, they assist the commander in doing all those things necessary to coordinate the battle and to ensure adequate combat and combat service support to allow for continuous operations. The commander is then free to fight the battle. Supply, maintenance, communications, administration, and reporting are all supervised by the staff. The staff normally conducts much of its business in accordance with SOPS. The staff ensures continuous support to the company teams to allow them to fight the battle.

d.     Scout Platoon. The battalion scout platoon performs reconnaissance, provides limited security, and assists in controlling movement of the battalion task force. The platoon is not organized or equipped to conduct independent offensive, defensive, or retrograde operations. It operates as part of the battalion and should be assigned missions that capitalize on its reconnaissance capabilities. The scout platoon is one of the commander's primary sources of combat intelligence before the battle and is his eyes and ears during the battle.

e.     Mortar Platoon. Mortars are organic to the battalion. They are high-angle, relatively short-range, area fire weapons, well suited for providing close indirect-fire support to maneuver

f.     Communication Platoon. The battalion communications platoon is responsible for establishing and operating the battalion radio and wire communications systems. In addition, the platoon provides couriers to supplement the battalion liaison officers.

g.     Support Platoon. The support platoon provides organic transportation, as well as Class I, Class III, and Class V resupply to the battalion. It is composed of a platoon headquarters, ammunition section, POL section, transportation section, and mess section. The platoon provides the majority of the battalion's combat service support.

h.     Medical Platoon. The battalion medical platoon is responsible for providing treatment and evacuation of casualties.

i.     Maintenance Platoon. The battalion maintenance platoon is structured to maintain, evacuate, and repair the vehicles in the battalion. It is organized into a platoon headquarters, an inspection and quality control section, a maintenance administrative section, a recovery support section, a maintenance/services section, and company maintenance teams.

j.     Combat Support. In addition to the organic mortars, the task force commander receives additional fire support from divisional and nondivisional units. The commander must integrate and synchronize his supporting fire support elements to suppress and destroy the enemy in support of the maneuver plan. Synchronization also requires close coordination with adjacent units and Army aviation assets. Combat support assets normally available to the battalion task force are—

• Cannon field artillery.
• Close air support.
• Air defense artillery.
• Engineers.
• Military intelligence.

k.     Tactical Air Support. Tactical air support provided by the USAF consists of offensive air support (OAS), counterair, air interdiction, and tactical airlift (Figure 2-1).

l.     Air Defense Artillery. An effective system for the dissemination of timely early warning greatly enhances the effectiveness of both active and passive air defense measures.

m.     Weapons Control. Weapons control is provided through the use of rules of engagement, degrees of control, and weapons control status.

n.     Early Warning System Standing Operating Procedure (SOP). The early warning system for the division is standardized throughout the division and should be published in the task force (TF) SOP.

o.     Employment Considerations of ADA. This subparagraph discusses the considerations to make in employing ADA.

p.     Engineers. The brigade commander normally allocates at least an engineer platoon to the task force and augments it with additional assets depending on the task force mission. Engineers are a combat multiplier. They provide skills and equipment necessary to assist the task force in accomplishing mobility, countermobility, and survivability tasks.

q.     Employment Considerations. Engineer assets may be controlled by the task force under the senior supporting engineer or may be attached to subordinate companies.

r.     Military Intelligence. In order for the task force commander to make the most efficient use of his combat power, he must have information concerning enemy dispositions and probable courses of action. The primary means to obtain information in the task force area are subordinate maneuver companies, patrols, scouts, OPs, and FISTs. The task force S2 is responsible for coordination, information collection, and dissemination by planning use of task force reconnaissance and surveillance (R&S) resources. To fill the commander's intelligence requirements, he also requests support from higher headquarters:

• Human intelligence [HUMINT].
• Signal intelligence [SIGINT], including electronic intelligence [ELINT].
• Overhead photography.

Additionally, immediate requests for air coverage (Army and/or Air Force) may be requested via S3 Air's or TACP's communications channels. Other timely sources of intelligence information include forward and adjacent ground maneuver and aviation units and the artillery nets monitored by the FSE.

s.     Interrogation Team. Interrogation teams are normally GS to the division, or DS to the brigade. If an interrogation team is placed in direct support of a task force for a specific mission and time, the commander positions it near the prisoner of war (PW) collection point in the combat trains.

t.     Ground Surveillance Radar (GSR). This subparagraph discusses the capabilities, operational control, advantages and disadvantages, employment, and missions of GSR as well as the roles of radar teams and battalion, the battalion's relationship with GSR, and GSR support of offensive operations and other types of operations.

a.     Commander. The commander fights from a forward location where he can best see, hear, and influence the battle. He issues the orders necessary to control his subordinate units. His subordinate commanders and his soldiers must be aware of his presence on the battlefield.

b.     Task Force. The task force uses standard military terminology, symbology, and reports and orders formats to distribute information and instructions. Face-to-face coordination is the most reliable of all means of communication. Copies of orders and instructions are limited and are generally in the form of operations overlays with superimposed execution matrixes. Wire is used as the preferred means of communications between elements that are in position for more than a few hours. Radio communication is critical to fast-moving operations, but it has limitations and the enemy can disrupt it during critical times. Knowing the commander's intent and concept of the operations allows subordinates to act on their initiative and precludes an overdependence on radio communications.

c.     S3. The S3 is responsible for orders preparation and, through the task force signal officer, manages the electronic, wire, and messenger systems.

a.     Infantry. Historically, the infantry has been most effective during limited visibility, where observation and fields of fire were limited, and in close combat with the enemy. With the introduction of the improved TOW vehicle and Bradley fighting vehicle, the infantry has gained increased flexibility to destroy enemy armor at long range and to fight mounted, during limited visibility, while retaining the ability to fight dismounted as the situation requires.

b.     Tanks. Tanks are most effective where they can move fast and provide rapid, accurate direct fire at extended ranges. Thermal sights increase the capability of tanks to fight during limited visibility.

c.     Attack Helicopters. Attack helicopters are a maneuver asset that may operate with the battalion even though they are normally under OPCON of the brigade. They are highly mobile and can provide accurate long-range antitank fires during the defense, attack, exploitation, or pursuit. Attack helicopters can deny terrain to the enemy, but cannot seize and hold terrain, and they are not effective against a dug-in enemy.

a.     Mortar Platoon. The mortar platoon provides organic indirect fires for the task force.

b.     Field Artillery. Field artillery provides a variety of indirect fires to the task force. It can deliver smoke, scatterable mines (FASCAM), cannon-launched guided projectiles (Copperhead), antipersonnel and antimateriel munitions, and, when they have been released, chemical and nuclear munitions.

c.     USAF Close Air Support. US Air Force close air support (CAS) provides additional fires. Each battalion task force is augmented with a TACP from the US Air Force.

a.     Engineers. All units can perform limited engineering tasks, such as digging two-man fighting positions and emplacing mines. Combat engineers provide additional mobility, countermobility, and survivability support to the task force. Engineers construct obstacles, emplace and clear minefields, prepare demolitions, improve roads, provide bridging, and dig fighting positions.

Depending on the engineer support available, the brigade commander normally places at least an engineer platoon, and usually an engineer company, in support of the task force. The engineer unit leader advises the commander on the employment of his unit. The S3 ensures the obstacle plan supports the scheme of maneuver.

b.     Nuclear, Biological, and Chemical. Units must be able to operate under NBC conditions to survive and accomplish their missions. This requires that units apply and adhere to the NBC defense fundamentals—contamination avoidance, NBC protection, NBC decontamination. The task force has decontaminating apparatuses which provide it a hasty decontamination capability. Additional support may be available from the division's chemical company that normally provides each maneuver brigade a decontamination platoon in direct support.

a.     CSS Functions and Organization. CSS is those actions taken to sustain the task force's ability to fight. The sustainment functions in combat are:

• Manning.
• Arming.
• Fueling.
• Fixing.
• Transporting.
• Protecting.

The S1, S4, HHC commander, maintenance officer, medical platoon leader, and support platoon leader, supervise CSS operations. The XO monitors CSS during all phase of operations.

The combat service support mission to sustain the combat power of the task force under dispersed and sometimes isolated conditions is even more critical to success on the battlefield than in the past. Combat service support is performed as far forward as the tactical situation permits. Weapons and systems are armed, fueled, fixed, and manned in forward positions to minimize the time it takes to return them to combat. The task force commander, primarily through his executive officer, S4, and S1, anticipates and plans requirements for combat service support and employs his service support assets to ensure accomplishment of the present and future missions. When possible, higher headquarters preconfigures and delivers materials before requests are generated ("push packages"), especially in the bulk resupply of Class III, IV, and V.

The burden of CSS is removed from the company team commander, as much as possible, and placed under control of the task force. The company team commander concentrates on fighting his unit to accomplish the tactical mission. The CSS responsibility at company team level is primarily to report and request requirements, and to ensure that CSS is properly executed once it arrives in the team's area.

b.     Overview. The task force commander ensures that CSS is provided, not only for his organic and attached elements, but also for any OPCON or supporting units. The task force provides mission-essential CSS to a supporting unit. The S4 coordinates other CSS for the supporting unit, and verifies who is to provide this CSS and how it is to be requested. When a large attachment joins the task force, the attachment should bring an appropriate slice of CSS assets from its parent unit. These assets are controlled by the task force S4. The attached unit leader must coordinate with the task force S1 and furnish him with a copy of his unit battle roster. Thereafter, the attached unit submits reports and requests resupply according to the task force SOP.

The task force combat trains CP is the focal point of combat service support for the unit. The combat trains CP, under the supervision of the S4, anticipates, requests, coordinates, and supervises execution of combat service support.

c.     Categories. The three categories of CSS are logistics support, personnel service support, and health services support.

The four functional areas of task force logistics are—

• Supply.
• Transportation.
• Maintenance.
• Field services, which includes graves registration, clothing exchange, bath, salvage, laundry, textile renovation, airdrop and airlift, and bakery.

d.     Function Areas. Personnel service support includes a variety of functions that support a commander's ability to accomplish his mission and contribute to the welfare and morale of the soldier. Some major CSS personnel service functions are—

• Personnel and administration services, which includes strength and personnel accountability, replacement operations, casualty reporting, awards and decorations, and personnel management.
• Chaplain activities, which includes conduct of services, personal and religious counseling, and pastoral care.
• Legal services.
• Finance services.
• Public affairs.
• Postal services.
• Enemy prisoner of war (EPW) support.
• Health services support includes treatment and evacuation, medical supply support, and preventive medicine.

e.     Sources of Support. The task force receives service support from various elements within and outside the task force.

• Within the Task Force. The XO, assisted by the command sergeant major, is responsible for coordinating all CSS in the task force. The S4 is responsible for the logistical support of the task force and for preparing paragraph 4 of the OPORD. He is assisted by the S4 section and the support platoon. The S1 is responsible for personnel service support within the battalion and he coordinates the actions of the medical platoon. To assist him in this effort, he has a personnel and administration center (PAC). Maintenance support is the responsibility of the battalion maintenance officer (BMO), who directs the activities of the maintenance platoon.
• Outside the Task Force. The principal source of external support to the task force is the forward support battalion (FSB). It is organized with a headquarters and headquarters detachment, a supply company, a maintenance company, and a medical company to provide support to a maneuver brigade. Additional support can be provided by the main support battalion (MSB) of the division support command (DISCOM).

f.     Support of Night Operations. While all classes of supply are affected by night combat, Classes I and III present the most significant problems. Class I supply points and kitchens must operate around the clock. At night, vehicles tend to operate in lower gear or idle for longer periods than during day, thereby requiring more fuel and oil.

Other items of supply for night operations vary in demand depending on weather, terrain, and type of operation under consideration. For most tactical operations at night, units must expect an increased demand for—

• Engineer tape and stakes.
• Tarpaulin shelters.
• NVD batteries.
• Flashlights and filters (green, blue, red, and infrared).
• Luminous tape and paint.
• Red lens goggles.
• Replacement bulbs.
• Replacement NVDs.
• Chemical light sticks.

g.     Task Force Trains. Trains may be centralized in one location (unit trains), or they may be echeloned in three or more locations (echeloned trains) as shown in Figure 2-2. Unit trains are formed in assembly areas and during extended tactical marches. Forming unit trains with a centralized rear CP provides ease of coordination and control, and increases trains' security. Unit trains are controlled by the S4 with the assistance of the S1.

The task force CSS assets are normally echeloned into company combat trains, battalion combat trains, and battalion field trains. The battalion combat trains are organized to provide immediate critical support for the combat operation. Field trains are normally in the BSA and under the control of the HHC commander, who coordinates with the forward support battalion commander for security and positioning.

The most forward CSS elements are the company combat trains. A medical evacuation team (routinely attached to the company) and the company maintenance team tracked vehicles, when forward, form the company trains. The company first sergeant positions these elements, tasks the medical evacuation team, and establishes priority of work for the company maintenance team.

When operating in echeloned trains, the company supply sergeant usually operates from the field trains. Coordination between the company supply sergeant and the first sergeant is conducted through the combat trains CP to the HHC commander over the A/L net, and is supplemented by face-to-face coordination during LOGPAC operations.

The battalion combat trains include the combat trains CP, medical platoon elements, decontamination assets, all uploaded Class III and V vehicle, elements of the communications platoon, and the nearby UMCP, with some supporting elements from the FSB. The combat trains are controlled by the S4, assisted by the S1. Elements of the combat trains operate on the A/L net and, when possible, are linked to the combat trains CP by landline.

The battalion combat trains should be close enough to the FLOT to be responsive to the forward units, but not within range of enemy direct fire. The combat trains can expect to move frequently to remain in supporting distance of the combat elements. The following factors govern the positioning of the combat trains.

• Communications are required between the combat trains CP, the main CP, the field trains CP, brigade rear CP, and forward units.
• Room for dispersion and cover and concealment from both air and ground observation are desired.
• The ground must support vehicle traffic.
• A suitable helicopter landing site should be nearby.
• Routes to logistical release points or to company positions must be available.
• Movement into and out of the area must not be restricted.

Built-up areas are good locations for trains. They provide cover and concealment for vehicles and shelter that enhances light discipline during maintenance. When built-up areas are used, battalion trains elements should occupy buildings near the edge of the area to preclude being trapped in the center.

The UMCP is established and supervised by the BMO to provide forward maintenance support to the task force. It is normally located near the battalion combat trains. The UMCP and battalion combat trains may combine to form a base cluster for defense.

The field trains are usually in the BSA and are controlled by the HHC commander. Generally, the field trains include the PAC, the mess sections, the company supply sections, the HHC command post, and the remainder of those elements of the maintenance and support platoons that are not forward.

The BSA is that portion of the brigade rear area occupied by the brigade rear CP, the FSB, and the task force field trains. CSS assets in the BSA include elements from the FSB, maneuver and combat support unit field trains, and selected corps (COSCOM) and division (DISCOM) resources, as required.

h.     LOGPAC Operations. The most efficient resupply of forward task force units is accomplished by logistics packages (LOGPACs). LOGPACs are organized in the field trains by the company supply sergeant under the supervision of the HHC commander and the support platoon leader. LOGPACs are organized for each company team and separate element in the task force and moved forward at least daily for routine resupply. When possible, all LOGPACs are moved forward in a march unit, under the control of the support platoon leader. Special LOGPACs are organized and dispatched as required by the tactical situation and logistical demands.

The task force S4 must plan and coordinate LOGPAC operations to ensure they fully support the commander's tactical plans.

Task force SOP establishes the standard LOGPAC. Normally, a company team LOGPAC includes the following:

• Unit Supply Truck. This vehicle contains the Class I requirements based on the ration cycle—normally, one hot meal and two MREs per man. The supply truck tows a water trailer and carries some full water cans for direct exchange. In addition, the truck carries any Class II supplies requested by the unit, incoming mail, and other items required by the unit. The truck may also carry replacement personnel.
• POL Trucks. Bulk fuel and packaged POL products are on these vehicles.
• Ammunition Trucks. These vehicles contain a mix of ammunition for the weapons systems of the company team. Unit SOP establishes a standard load. Reports and projected demands may require changes to this standard load.
• Vehicles Carrying Additional Supplies and Replacements. These vehicles join the LOGPAC as coordinated by the support platoon leader and supply sergeant.

LOGPACs for platoon-sized attachments are usually loaded on a single truck. Water and Class III resupply is often accomplished by using five-gallon cans and pods mounted on trailers.

When the company LOGPAC has been formed, it is ready to move forward under the control of the supply sergeant. The support platoon leader normally organizes a convoy for movement of all company LOGPACs under his control. In emergencies, he dispatches unit LOGPACs individually. The convoy may contain additional vehicles, such as a maintenance vehicle with Class IX to move to the UMCP, or an additional ammunition or fuel vehicle for the combat trains. The LOGPACs move along the MSR to a logistics release point (LRP), where the unit first sergeant or a unit guide takes control of the company LOGPAC.

From the LRP, the company first sergeant or guide controls the LOGPAC and conducts resupply. The unit first sergeant informs his supply sergeant of requirements for the next LOGPAC. The supply sergeant collects outgoing mail, personnel, and equipment for movement to the rear. The LOGPAC then follows unit SOP and returns to the LRP or to the field trains.

LRP locations are determined by the S4, based on the tactical situation. They should be well forward and easily located. Normally, two to four LRPs are planned. LRPs, as well as the MSR, combat trains, and field trains locations, are included on the operations overlay, if possible. The combat trains CP notifies subordinates and the field trains CP, well in advance, which LRPs will be used. The LOGPAC convoy arrival time at the LRP and the length of time it remains are normally established by SOP. If the tactical situation dictates otherwise, the S4 must determine the time and notify units accordingly. LOGPACs may be scheduled to arrive shortly after arrival at a BP or, intermediate objective. M1 units may also require more frequent Class III resupply. Subordinates must ensure that the resupply vehicles are returned to the LRP as soon as possible so that the vehicles can return to the field trains and begin preparation for the next mission. Class III and V vehicles never sit empty. If the LOGPAC cannot be completed on schedule, the combat trains CP must be notified.

At least one senior representative from the combat trains (S4, S1, or senior NCO) should be present at the LRP while it is in effect. His purpose is to meet with the unit first sergeants and support platoon leader for coordination of logistical requirements, to ensure that the LOGPAC release and return takes place efficiently. A brief meeting is normally held immediately before the first sergeant picks up his LOGPAC. Coordination may include—

• Changes in logistical requirements reflecting any last-minute task organization.
• Reports on personnel, logistics, and maintenance from the first sergeants.
• First-hand updates on the tactical situation and logistical status.
• Delivery, receipt, and distribution of unit mail.

The company supply sergeant or support platoon leader moves the LOGPAC from the LRP back to the field trains. The supply sergeant and support platoon leader then begin organization of the next LOGPAC.

Resupply of the scout and mortar platoons, the main CP, combat trains, and attached support units must be planned and coordinated. The HHC first sergeant coordinates and supervises resupply of these elements. The HHC first sergeant operates near the task force main CP when forward and at the field trains CP upon completion of daily resupply.

• The platoon sergeant of these elements or senior NCO at a facility must report his requirements to the HHC first sergeant or to the combat trains CP. The most desirable method of resupply is to form small LOGPACs for these elements, which the platoon sergeant picks up at the LRP in the same manner as a company first sergeant. Attachments larger than a platoon must come to the task force with sufficient CSS vehicles to carry their LOGPACS.
• In some cases, the HHC first sergeant delivers the LOGPAC to the main CP, combat trains, and scout and mortar platoons. Attachments can receive resupply at one of these locations or as previously coordinated.
• Another option is for attachments to be resupplied from a nearby company team LOGPAC. The S4 coordinates this resupply before the LOGPACs are dispatched.
• Resupply operations for the scout platoon pose several unique problems. Special procedures may be necessary to resupply the scout platoon, including:

  -     Resupplying the platoon by having each track individually pull off line and move to a resupply site. (This method may be feasible when the platoon is performing security for a stationary force.)

  -     Resupplying the platoon near the combat trains as the platoon repositions between missions.

  -     Designating one Class III vehicle in the combat trains to fuel the platoon on short notice.

Units in direct support or under OPCON of the task force are responsible for the coordination of resupply of their elements operating forward with the task force, except as noted.

• The ADA battalion or battery commander coordinates for the task force to resupply ADA units in direct support with some classes of supply. This may be directed in higher headquarters SOPs and usually includes Class I, III, and V, and common item IX.
• The task force provides engineer materials (Classes IV and V) to supporting engineer units. Additionally, engineer units under OPCON of the task force receive Class I, III, V, and IX support to the maximum extent possible. This support is coordinated through or directed by brigade before the OPCON directive becomes effective.
• The parent unit S4 or company commander of the supporting element coordinates with the task force S4 or HHC commander on resupply of the forward elements.

  Normally, the supporting units' resupply elements assemble in the BSA and move to the task force field trains area. The HHC commander then dispatches these resupply elements forward, along with the task force LOGPACS, to the LRP. At the LRP, the platoon sergeant of the forward supporting element takes control of the resupply element. These resupply elements maintain contact with the combat trains CP while forward in the task force area. If coordinated between the supporting parent unit and the task force, the resupply of these forward elements is directly managed by the task force. The parent unit must provide the additional logistical assets necessary to supplement the task force's capabilities. No matter how support was coordinated, any element within the task force area of operation must either be under the task force commander's control or at least remain in contact with the task force combat trains CP, to avoid interfering with task force maneuver.

While the LOGPACs are the preferred methods of resupply, there are times when other methods of resupply are required.

• Resupply from the Combat Trains (Emergency Resupply). The combat trains has a limited amount of Class Ill and V for emergency resupply. The S4 coordinates emergency resupply from the combat trains and then refills or replaces the combat trains' assets.
• Prestocking. Prestocking is the placing and concealing of supplies on the battlefield. This is normally done during defensive operations when supplies are placed in subsequent battle positions.
• Mobile Prepositioning. This is similar to prestocking except that the supplies remain on the truck, which is positioned forward on the battlefield.

a.     Maintenance Terms. The following are explanations of some common maintenance terms.

b.     Categories. The Army maintenance system consists of three levels of maintenance: unit, intermediate, and depot.

c.     Maintenance Forward. Combat power is maximized when disabled equipment is repaired as far forward and as quickly as possible. The BMO, in coordination with the XO, directs the maintenance effort for the task force by using established time guidelines and by coordinating maintenance actions.

Battle damage assessment and diagnosis indicate repair time. An item is repaired on site or recovered directly to the appropriate maintenance echelon in the appropriate support area based on—

• Tactical situation.
• Echelon of work required.
• Availability of required repair parts.
• Current workload in each area.
• Maintenance time guidelines.

Maintenance time guidelines establish the maximum time that unserviceable equipment remains in various support areas. Figure 2-3 lists typical maintenance time guidelines. These times are flexible and should not be considered restrictive.

d.     Maintenance Concepts. The following discussion of battlefield maintenance concepts places the various maintenance echelons into proper perspective. The discussion illustrates how echelons overlap to provide continuous maintenance support to the maneuver units.

The BMO task-organizes the maintenance platoon based on his analysis of current and anticipated requirements. He is concerned with providing the appropriate support at each of three locations:

• Maneuver company.
• UMCP.
• Field trains.

Normally, the BMO positions CMT recovery vehicles and M113s with crews to support each company. This provides a quick-fix capability for those items that can be repaired in fewer than two hours and recovery capability for those items requiring extensive repairs. The remainder of the CMT operates from the UMCP under the control of the BMO. The entire company maintenance team may go forward when the situation permits to provide maximum support forward.

The UMCP normally is task-organized with the maintenance platoon headquarters (-), one PLL truck from the administration section, the remaining VTRs from the recovery section, track automotive and turret repair teams from the service section, the wheeledvehicle assets from the company maintenance teams, and the DS MST. The task organization of the UMCP is modified, based on the BMO's analysis of the maintenance requirements and the tactical situation. The UMCP cannot become a collection point for nonoperational vehicles to the extent that it cannot move with an hour's notice. Anything that cannot be repaired in the UMCP or that cannot be towed by UMCP assets is recovered to the field trains or directly to the FSB maintenance company in the BSA.

The remainder of the maintenance platoon is in the field trains under the control of the battalion motor sergeant.

The battalion maintenance platoon organizes to support crossattachment as well as pure battalion operations.

• To support this concept, the administration section configures four PLL trucks and trailers to carry the PLL needed to support one maneuver company each. These vehicles also transport enough packaged POL to support repair operations. One of the remaining PLL trucks and trailers is configured to carry the PLL associated with HHC tracked vehicles, and, in mechanized infantry only, antiarmor company. The remaining PLL truck and trailer is configured to carry the PLL for the battalion's wheeled vehicles. It operates from the field trains.
• Additionally, some high-demand, low-volume parts are carried on the company maintenance team's tracked vehicles. The selection of parts that are carried forward on the tracked vehicles, as well as the breakout of parts to be carried on each PLL truck and trailer, should be addressed in the battalion maintenance platoon SOP.
• Direct support maintenance element priorities are set by the BMO. Since the maintenance elements are equipped and trained to support the unit, taskorganizing direct support maintenance assets is not routinely done. PLL parts, special tools, and test sets are not easily split.

The CMT tracked vehicles are forward in the company trains. These vehicles carry the tool boxes, some unit-level technical manuals, and a limited number of special tools and repair parts. M1-M2 test equipment normally remains at UMCP because of its size. It may be sent forward as needed, based on the BMO's and CMT's assessments. The CMT usually repairs the damage on-site if the repair can be accomplished within 2 hours.

If a damaged vehicle cannot be repaired within two hours, it is recovered to the UMCP or the field trains. However, before a recovery vehicle is committed, other recovery means are attempted. The CMT recovers the vehicle only as far as a collection point, or the main supply route (MSR).

The damaged vehicles recovered to the UMCP are repaired by maintenance platoon elements or MSTs from the FSB maintenance company. When not involved in on-site repairs, the company maintenance teams may also repair vehicles in the UMCP. This is especially true of work requiring diagnostic test equipment that cannot be taken into the combat positions.

Vehicles that cannot be repaired within six hours, or that would otherwise overload the capability of the UMCP, are recovered to the field trains or directly to the FSB maintenance company collection point for repair. This recovery may be accomplished by the company maintenance team vehicle, tracked, recovery (VTR); by the company maintenance team VTR to a collection point or MSR, then by a maintenance platoon VTR; or by a combination of VTR and heavy equipment transporters (HETs). The BMO coordinates and directs the method to be used. The use of HETs is the preferred method, but they are restricted by road requirements and availability. HETs are requested through the FSB maintenance company. Some crew members accompany the vehicle to the rear to assist mechanics in the repair of the vehicle and return it to the unit when repaired. They also man operational weapons systems on the vehicle to provide additional security to rear areas.

Communications-electronic equipment installed in the vehicle is evacuated with the vehicle. Crewmen not accompanying the vehicle remove personal equipment and any special equipment before the vehicle leaves the area.

The UMCP usually displaces with the other elements of the combat trains. During periods of frequent displacement, the BMO may direct that the UMCP displace by echelon. In this case, some assets of the maintenance platoon, including the BMO, complete repair on vehicles at the old UMCP before displacing forward to the new location. Maintenance platoon assets not involved in repairs move with the remainder of the combat trains and establish the forward UMCP.

During rapid forward moves, such as in the exploitation, the UMCP conducts only essential repairs and simple recovery. Other disabled vehicles are taken to collection point on an MSR and remain to be repaired or evacuated. Field trains and the maintenance company of the FSB displace forward to subsequent locations. The BMO coordinates the repair or evacuation with the battalion motor sergeant in the field trains.

In the field trains, remaining elements of the battalion maintenance platoon perform other tracked and wheeled vehicle maintenance and Class IX resupply. The battalion motor sergeant coordinates requirements with the HHC commander and with the maintenance company of the FSB. He also coordinates maintenance requirements with the parent headquarters of any attached or supporting elements working with the task force.

a.     Graves Registration. Graves registration services are provided by the MSB supply and service company. Grave registration at task force level consists of three functions: collection, identification, and evacuation. Casualty feeder reports (DA Form 1156) and witness statements (DA Form 1155) are completed by the soldier who has knowledge of the casualty and sent to the field trains with the returning LOGPACS. Military equipment is collected and turned over to the supply sergeant during LOGPAC operations. Remains are placed in a human remains pouch, along with personal effects, and evacuated with returning LOGPAC vehicles to the field trains. If necessary, companies evacuate remains to the MSR and report the location to the combat trains CP. A collection point may be established, if necessary, at the combat trains under the control of the S4. In any case, remains are evacuated as rapidly as possible to the brigade collection point in the BSA.

b.     Clothing Exchange and Bath. Clothing exchange and bath (CEB) services are provided by the MSB supply and service company. Clothing exchange (or gratuitous issue) and bath service is requested from the MSB through the brigade S4. A request for CEB service must specify the location of the unit making the request, the desired time for service, and the range of clothing sizes for unit members. The requesting unit must be prepared to furnish soldiers to help set up the CEB operation. Normally, there is one CEB point per BSA.

c.     Salvage. Salvage services are provided by FSB supply company. A salvage collection point is established in the BSA by the FSB supply company. It receives serviceable, unserviceable (repairable), discarded, abandoned, and captured supplies and equipment. The salvage point does not accept COMSEC or medical supplies, toxic agents, radioactive materials, contaminated equipment, aircraft, ammunition, and explosives.

d.     Laundry and Renovation. Laundry and renovation services are provided by corps CSS (COSCOM) when the tactical situation permits. TMs service is coordinated through the brigade S4.

e.     Airdrop/Airlift. Airdrop/airlift support is provided by corps and division aviation brigade assets. The S4 requests airdrop/airlift support through the brigade S4 and ensures that a drop or landing zone is prepared and marked.

a.     Strength Accounting. Company teams and attached units submit a personnel daily summary report to the S1 in the combat trains CP. The S1 forwards a task force consolidated report through brigade S1 to the division G1/AG main. The PAC in the field trains is given an information copy. These reports are the basis for individual replacements and Class I resupply. Accurate strength reports also provide the commander and staff with information to plan operations. Daily reports are included in the task force SOP.

b.     Casualty Reporting. The S1 ensures that both strength and casualty reporting occur in a timely and accurate manner. Initial reports are usually verbal. Written reporting occurs as soon as possible after the event. It is initiated by the squad leader, tank commander, or any individual having knowledge of the incident. The casualty feeder report (DA Form 1156) is carried by all small unit leaders to report battle casualties and nonbattle casualties.

It provides initial information for notifying next of kin and for payment of benefits. When a soldier is reported missing or missing in action or when the remains are not under US control, a witness statement (DA Form 1155) accompanies the casualty feeder report. The first sergeant collects and forwards reports to the combat trains CP. The S1 cross-checks the reports, requests any needed clarification, adjusts unit strength reports, and forwards the reports through the PAC to the brigade S4.

c.     Replacement Operations. Replacement flow is monitored by the PAC in the field trains. The HHC commander establishes a replacement receiving point (RRP) in the field trains and notifies the brigade S1 of its location. All replacements or hospital returnees are brought to the RRP for initial processing. The division AG is normally responsible for delivering replacements to the RRP. Replacements are briefed on SOPs and equipped with weapons and field gear before departing the field trains. They move forward to their unit with the LOGPAC.

d.     Other Administrative Services. During lulls in the battle, the S1 and PAC complete all other P&A actions necessary. If possible, these are accomplished by forming personnel contact teams that move forward to company locations. Special consideration is given to timely processing of awards and decorations.

a.     Planning. Task force health services support is planned by the medical platoon leader or battalion surgeon and S1. It is provided by the battalion medical platoon. Backup support is provided by the FSB medical company. To support task force operations, the medical platoon leader or battalion surgeon and medical operations officer must understand the scheme of maneuver as well as the support plan of the FSB medical company.

b.     Organization. The medical platoon is organized with a platoon headquarters, a treatment squad, an ambulance section, and a combat medic section. This organization facilitates quick evacuation of wounded soldiers so that they may be treated by trained medical personnel within 30 minutes of the time they are wounded.

• The platoon headquarters and the medical treatment squad can form one or two battalion aid stations (BASs) capable of operating from or forward of the combat trains.
• The ambulance section operates from company trains and from the BAS. Tracked ambulances and crews habitually work with the same company, as to medics from the combat medic section. The senior combat medic is in charge of this company aid/evacuation team.

c.     Functions. Health services support provide the following functions.

d.     Medical Evacuation. Medical evacuation is the responsibility of the next higher level of medical support. For example, the FSB medical company evacuates patients from the BAS, or coordinates medical evacuation from corps resources. Patients are evacuated no further to the rear than their condition requires, and they are returned to duty as soon as possible.

• Medical evacuation within the task force is routinely done by the medical platoon ambulance section. Medical evacuation outside the task force may be done by ground or air evacuation.
• Aeromedical evacuation out of the task force sector is used as much as possible. Ground ambulances are used only for those patients who cannot be evacuated by air. The specific mode of evacuation is determined by the patient's condition, the availability of aircraft, and the tactical situation. Normally, the physician or physician's assistant treating the patient makes this determination.
• If necessary, the platoon leader coordinates with the S4 for additional transportation and ensures that temporary ambulances have medically trained personnel and medical supplies necessary for casualty movement. Returning supply vehicles can be used for transportation.

e.     Medical Supply and Property Exchange. The medical platoon maintains a two-day stockage of medical supplies. To prevent unnecessary depletion of blankets, litters, splints, and the like, the receiving medical facility exchanges like property with the transferring agency.

f.     Preventive Measures. Experience in World War II, Korea, and Vietnam indicates that the majority of hospital admissions were for disease and nonbattle injury. Commanders can reduce disease and nonbattle injury by emphasizing preventive medicine, safety, and personal hygiene.

a.     Responsibilities. The commander is responsible for command and control of organic, assigned, attached, and supporting forces, and for their synchronization into his operation.

Effective leadership is foremost among the elements of combat power that decide victory. The leader must have a reliable, secure, fast, and durable command and control system. This system must communicate orders, coordinate support, and provide direction to the task force in spite of enemy interference and the loss of command facilities and key individuals.

The command and control system must be faster and more effective than the enemy's system. This allows the commander to receive and process information and to make and execute decisions faster than the enemy. The overriding goal of this system is to implement the commander's will in pursuit of the objective.

b.     Organization. The battalion commander determines the command and control organization that best supports his method of operations. He determines the succession of command, and assigns responsibilities. The command and control organization is established by task force SOP. The typical task force command and control organization is shown in Figure 2-4.

c.     Responsibilities of Key Personnel. The battalion staff is composed of personal, coordinating, and special staffs. The responsibilities of the command and control organization are outlined below. The commander may modify these responsibilities based on the situation and individual capabilities.

a.     Main Command Post. The task force main CP is the control, coordination and communications center for combat operations.

b.     Tactical Command Post. A tactical CP may be formed during fast-moving offensive or retrograde operations to maintain communications and facilitate the movement of the main CP. In such circumstances the commander may designate one of the command post vehicles from the main CP to act as the tactical CP. Some or all of the command group may locate at the tactical CP at various times.

c.     Command Group. The command group consists of the commander and those he selects to go forward to assist him in controlling maneuver and fires during the battle. It normally includes the FSO, FAC, and S3. There is no requirement for these people to collocate. For example, the command may be in one part of the battalion sector while the S3 might be in a separate part of the sector. The composition, nature, and task of the command group are determined by the commander to permit the optimum command and control of his unit during the battle.

d.     Combat Trains Command Post. The combat trains CP is the coordination center for combat service support for the task force and the control element of the combat trains. It is positioned forward of the field trains.

e.     Field Trains Command Post. This subparagraph discusses the control, elements, functions, and OPCON status of the field trains command post.

a.     All Levels. All levels of command must gain and maintain communications with the appropriate headquarters and personnel. The traditional coordination and communications responsibilities are senior to subordinate, supporting to supported, reinforcing to reinforced, from left to right, and from rear to front.

b.     Units. Regardless of the responsibility, all units take prompt action to restore lost communications.

c.     Signal Officer. The signal officer establishes communications relays according to the task force commander's directives.

a.     Command Net. A secure command net is used for command and control of the task force. All organic and attached units, including the FSO, FAC, and leaders of supporting elements, enter the task force command net. During the execution of the mission, only commanders transmit. All others monitor and transmit only essential information. The command net is controlled by the task force main CP.

b.     Operation and Intelligence (O&I) Net. The O&I net is a secure net established to provide a mechanism for the battalion task force to accept routine items of information concerning operations and intelligence reporting without cluttering or interfering with the battalion command net.

c.     Administrative/Logistics Net. The A/L net is a tactical net, controlled by the combat trains CP, used to communicate the administrative and logistical requirements of the task force. All organic and attached units normally operate in this net.

d.     Special Radio Nets. The following special radio nets are used by the task force for specific purposes.

The scout platoon net or a designated frequency may function as a surveillance net when required. The S2 and elements assigned surveillance missions operate on this net. Other elements enter or leave the net to pass information as required.

The task force FSE and company fire support teams (FISTs) operate in the supporting field artillery command fire direction net and a designated fire direction net to coordinate field artillery fires for the battalion. The TACP operates in US Air Force tactical air-request and air-ground nets to control air strikes.

Supporting air defense units monitor the early warning net. In the absence of collocated air defense support, the main CP also monitors the division early warning net. Attached or OPCON support assets may operate in their parent unit nets, but they must also monitor the command net at all times.

Figure 2-5 illustrates the primary task force FM nets and stations that operate in each net.

a.     Operational Security. This subparagraph describes the role and types of operations security.

b.     Fire Control. Control of battalion task force fires is critical to the effective employment and massing of available fire support. Fire control is used with maneuver to bring the maximum available direct and indirect fires on the enemy's positions or formation while avoiding the mistaken engagement of friendly forces (fratricide). A normal part of a company team's mission is telling it where, when, and what to engage by direct and indirect fire.

Fires should be distributed to completely cover the enemy. Ideally, each weapon should fire at a different target or part of the enemy. With the lethality of modem weapons, multiple engagements of the same enemy target waste ammunition and lessen the ability to quickly destroy the enemy.

Fire control measures are used to distribute fires, designate targets, and protect friendly forces. Fire control measures normally used by the battalion task force are—

• Sectors of fire.
• TRPs and EAs.
• Restrictive fire control measures.
• Priorities of engagement.
• Pyrotechnics and visual markers.
• Checkpoints and trigger points.