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CHAPTER 8 FORCE PROJECTION, DEPLOYMENT, DEFENSE SAFETY, AND TRAINING

Section I
FORCE PROJECTION

CONCEPT

Force projection operations continue to challenge the services into the future. The force must be able to deploy into any environment during hostilities and in operations other than war. This places a great demand on logisticians. They must be mentally agile, decisive, and operationally creative.

FORCE PROJECTION CONSIDERATIONS

One of the major functions of any unit is to provide effective force projection capabilities. To do this, units must consider the following factors-

• Supported Force. A major item to consider in planning the fuel and water distribution system for a theater is the type and capability of supported forces. Consumption factors also greatly increase as the level of war increases.
• Preplanning. Bulk petroleum and water units must be able to "see" the battlefield. They must be able to work with OPORDs to determine what the units need.
• Decisions and Teamwork. Decisions must sometimes be made before the whole situation is known. Considering this and the streamlined force, units must work together on transportation and other deployment needs to do the mission.
• Intelligence. With the US forces coming into an area, the unit intelligence officers must quickly get critical intelligence information. They must determine the threat to logistical bases. Units must be aware that the tactical operational environment is extremely volatile. They must protect the force and supplies. Peacetime planning improves the success rate. Some force projection missions can be planned ahead of time. In these cases, preplan these areas.
• Battle Command. Mental agility determines the success of the command within the force-projection arena. With situations changing quickly, maneuver commanders must adapt to any situation. The logistical commanders feel the same stress as the maneuver commanders. To succeed, logistical commanders must know the logistics principles and understand the maneuver commander's intent. All commanders require secure, reliable, and versatile communications.
• Logistics. Units must be able to deploy, employ, and redeploy logistical assets quickly. Logistical units are often the first forces to deploy (in operations other than war), and the last forces to redeploy. The USAR has most of the bulk petroleum and water units. These units will deploy later than active forces.
• Training. Before a deployment occurs, units may not have the time to train personnel. Therefore, units must train during normal peacetime operations. Training must go on all the time. Before deployment, commanders must ensure training is "war focused and directed toward meeting the unit METL. Upon deployment notification, commanders must refocus their training to the area of operation. During deployment and employment, training continues on job-related and survivability tasks. After redeployment, commanders must address lessons learned from the deployment. They must reevaluate their METL and train for their next deployment.
• Combined Operations. Force projection operations are inherently joint. Also, with the deployments to "Operation Desert Shield/Storm" and "Restore Hope," combined operations are becoming more frequent and probable. US forces must be prepared to fight side by side with allied and coalition forces. Logisticians must be prepared to support these forces as well. Knowing the capabilities and limits of the allies will help to perform the mission. Units must be prepared to provide bulk petroleum and water support to any force within the area of operation.
• Media Impact. Mass media can provide "real time" satellite coverage of any operation. This puts a greater stress on all leaders. Leaders must ensure sensitive operations are protected from disclosure. This is critical to the mission. Logisticians will be operating in an area with a huge number of media personnel. They must be able to maintain operational security while supporting the first amendment rights of the media.
• Post-Conflict Considerations. After hostilities, units must account for supplies. This is a critical area. Equipment must be identified, retrofitted, and returned to the inventory. This ensures that any future operations can be supported.

FORCE PROJECTION OPERATIONS

Although force projection operations vary in scope and intensity, all operations follow a general sequence. Usually, the whole purpose of the operation is not known; therefore, some areas may overlap in space and time. For more information on operations, FM 100-5, Chapter 3, gives guidance.

Section II
DEPLOYMENT

PREPARATION FOR MOVEMENT

The uncertainty of the post-Soviet era and regional conflicts demand that the unit be ready to move at any time and by any means. The limited deployments to Grenada, Panama, and Somalia and the fill mobilization for "Desert Shield/Storm" show the diverse arena where US forces may be deployed. The potential for more deployments is great. Therefore, leaders must plan and prepare a deployment plan for their mission requirements. The planning phase must fully consider that the unit will comply with national, state, local, and host nation environmental protection laws. Obviously, the level of the conflict into which the unit is deploying affects how closely environmental regulations will be followed. However, environmental regulations will be fully enforced and followed, particularly in operations other than war and in limited conflicts. Therefore, plans must consider the full enforcement of environmental regulations in the theater of operations. Plans should include using ground transportation assets for intratheater displacements. However, air or water transportation for selected elements within your unit may be used.

STANDARD OPERATING PROCEDURES

The unit should have a deployment SOP. As a minimum, it should cover the following information:

• Plans for all types of movements, to include the method of requesting additional vehicles or aircraft.
• Plans for a tactical and garrison environmental stewardship program.
• Plans for loading organic vehicles. It should also cover other modes of transportation.
• Instructions for conducting reconnaissance of the route to be traveled and the new area.
• Plans for displacing all or part of the group or battalion.
• Procedures for closing operations at the old area.
• Plans for the march, such as for feeding personnel and refueling vehicles. These plans should also include steps for performing organizational maintenance en route and getting road clearances.
• Plans for defending the unit.

ORDERS

The group S2/S3 gives a warning or operation order to subordinate units. The operation order tells the units about the move. The battalion S2/S3 issues a movement order. It tells the elements of the battalion operating within the theater or COSCOM when to move. When the movements section within the theater or corps area gives the word, the battalion S2/S3 and group S2/S3 issue a movement operations order to the units. The commanders then complete their plans. They get the units ready to move on the scheduled date.

RECONNAISSANCE

The group commander assigns the general operating area for the battalions. The group S2/S3 officer assembles the reconnaissance team. The reconnaissance team should include the commander, the signal officer, NBC officer or NCO, a representative from the operations branch, the battalion commander, and their unit commanders. There are several ways to checkout the route and the new area. Because of hostile forces, time, or other circumstances, sometimes the only way an area can be checked is by map reconnaissance. If there is no immediate danger from hostile forces and time and circumstances permit, the route can be traveled and the area visited. If air transportation is available, the reconnaissance team can do an aerial reconnaissance to supplement or substitute for other forms of reconnaissance. Aerial photographs may also supplement map and ground reconnaissance. FM 55-30 gives information on motor movement. FMs 55-12 and 55-40 give information on air movement.

SITE SELECTION

The commander and staff should choose an operating site. They should also select an alternate site for the group and/or battalion headquarters. However, these actions should be coordinated with the base cluster commander, who will identify potential real estate for use by the headquarters. Once a general operating area is chosen, it should be secured. Temporary defense positions should be set up. Directional signs should be posted. Guides should be assigned to direct units as they enter the area. The battalion S2/S3 officer and the unit commanders then will select the general operating areas for their units.

Section III
DEFENSE

PRINCIPLES

Defense is the first priority at a new site. Ensure the defensive plan complements the RAOC plan. Principles of defense are the same for combat, combat service, and CSS units. The unit is normally positioned behind supported units, normally in the COMMZ or corps areas of a theater. There should be little chance of being attacked from the front. However, the enemy often harasses supply activities with small army elements or with unconventional forces. CSS units must defend themselves against a Level I threat. Close coordination with other units within the base cluster will help achieve this goal.

PLANS

The commander is responsible for the security and defense of the personnel, equipment in the unit, as well as assigned and attached units. The S2/S3 executes all security actions. He works closely with the commander when developing his defensive plans. See Chapter 3, Section V; Chapter 4, Sections V and VI; and Chapter 5, Sections V and VI. These sections describe conventional and NBC defense responsibilities. They also refer to other manuals for further details.

SOP

Unit defensive operations should be a unit SOP. As a minimum, the SOP should cover-

• Warning system.
• Means of communication.
• Assignment of specific responsibilities and defense areas of each element of the unit.
• Individual and unit defense measures for different situations.
• Provisions for training and rehearsals.
• Provisions for a fire-fighting crew.

Camouflage

Operations can be camouflaged by hiding, blending, or disguising them. Each section leader must be responsible for the camouflage of his unit. This includes camouflaging correctly and enforcing camouflage discipline. FM 5-20 gives detailed instructions on camouflage.

Light Discipline

Troops should be trained to work quietly and with little or no light. Darkness often provides the best camouflage for unit activities. This includes activities such as maintenance, resupply operations, and convoy movements.

Air Defense

Camouflage and night operations provide for passive air defense. The only weapons CSS units have are small arms weapons. They should be trained to fire them as a group at attacking aircraft as an active air defense.

PRIORITIES

The first priority of any unit moving to a new site is defense. A defense cannot be set up all at once. It must be based on priorities. This priority sequence is given in Table 8-1.

REAR AREA PROTECTION

RAP makes the best use of the defensive strength of the unit. It also helps to prevent interruptions of the unit mission. The two functions of RAP are rear area security and area damage control.

RAS

This includes steps taken to reduce the effects of an infiltrating guerrilla action, sabotage action, or enemy attack. These steps may be taken before, during, or after enemy action.

ADC

This includes steps taken before, during, or after an enemy action or natural man-made disaster to control area damage. The unit defense plan should include an ADC plan designed to keep down casualties and destruction and to speed recovery and renewal of petroleum supply support. During an attack or a disaster, survival and first aid to casualties are the first priorities. After the attack is over, casualties are treated and evacuated. Damage is determined. Then, petroleum supply operations start again. FM 90-14 gives more details on RAP.

NBC DEFENSE PLAN

A unit must be able to continue its operations after an NBC attack. The unit must be trained and ready to perform its mission under such conditions. All leaders and soldiers must be familiar with the NBC annex of the field SOP. As a minimum, this annex should cover-

• Actions before, during, and after an NBC attack.
• Conducting decontamination operations.
• Crossing radiological- or chemically-contaminated area.
• Conducting radiological monitoring and survey.
• Conducting chemical detection and survey.

NBC RESPONSIBILITIES

Keeping a battalion or group ready for operations in an NBC environment requires planning. Staff members must take an active part in this planning. Each staff member should consider the effects of an NBC environment on his specific functions. Each should ensure that operations in an NBC environment are covered in his portion of the unit's field SOP.

S1 Officer

The S1 Officer-

• Plans for personnel replacements.
• Units may have many casualties in short periods of time.
• Plans for medical support to treat the wounded.
• Makes sure that units know what to do with the dead. At times, the situation prevents evacuating them to mortuary affairs collection sites.

S2/S3 Officer

The S2/S3 Officer-

• Collects information on the possibility of an NBC attack through intelligence channels.
• Coordinates NBC survey, reconnaissance, and decontamination operations.
• Ensures NBC reports are submitted IAW field SOP.
• Considers how the restrictions of an NBC environment will affect the mission. Then, he plans and conducts operations accordingly.
• Plans and conducts NBC defense training in the battalion.
• Recommends the appropriate MOPP level.
• Requests and assigns special units, detachments, or teams needed to support NBC defense activities. This allows battalion and group units to carry out their missions.

S4 Officer

The S4 Officer-

• Makes sure that battalion and group units (especially forward elements) have supplies and equipment needed for NBC defense. These supplies include individual and unit protective clothing and equipment. They also include detection and warning devices and decontamination supplies and equipment.
• Ensures that supplies are available. The S4 makes sure that battalion and group units can replace supplies that may be contaminated or destroyed by an NBC attack.
• Coordinates maintenance activities to determine which repairs can be made in an NBC environment.
• Considers problems when equipment is contaminated.
• Considers the need for more vehicles or for more control of available vehicles. He does this when battalion and group elements are widely dispersed because of an NBC threat.

MISSION-ORIENTED PROTECTIVE POSTURE

The concept of MOPP was developed to help commanders decide how much protective equipment their personnel should wear in a chemical warfare environment. The amount of protection required depends on the threat, the work rate, and mission. MOPP allows personnel to continue the mission while receiving maximum protection from NBC hazards. FM 3-4 gives information on analyzing MOPP requirements for the units.

Section IV
SAFETY

SAFETY PRECAUTIONS

Safety is a primary concern for any commander. All units should have a safety SOP. SOPs for petroleum units should emphasize the unique hazards involved with handling petroleum products. FM 10-69 has examples of typical safety requirements to be included in the SOPs. The SOPs should also include information on fire hazards, fire drills, fire fighting, and health hazards. The chemicals used by both water purification and petroleum laboratory sections produce safety considerations to personnel and to the environment. Plans must include the proper storage and disposal of these hazardous chemicals. All leaders should use the risk assessment matrix in Figure 8-1. Using assessment during the planning stages of an exercise will reduce the possibility of loss of life and/or equipment during the execution phase of the mission.

PHYSICAL HAZARDS

There are some physical hazards involved in handling POL. They come from unsafe working conditions and using equipment incorrrectly. Hazards also come from equipment that is unsafe or poorly maintained. Supervisors can eliminate these hazards by ensuring safety practices are followed. They should also ensure equipment is maintained properly. Supervisors should ensure all personnel are strictly supervised.

Section V
TRAINING

RESPONSIBILITIES

The group or battalion commander is responsible for keeping the unit ready to do its job at any time and under any conditions. This requires constant training. The commander takes an active part in making the plans for unit training. Figure 8-2 gives the steps in developing a training program. The S2/S3 officers, company or detachment commander, and trainers set up and carry out planned training programs.

S2/S3 Officer

The S2/S3 Officer is the training manager for the group or battalion. He sets up the training program and sees that it is carried out. The S2/S3 section in Chapters 3 through 7 gives more details. The S2/S3 Officer-

• Coordinates with other staff officers and unit commanders to identify the training needs in their areas.
• Coordinates training support requirements.

Company or Detachment Commander

The commander of the company or detachment (company or detachment headquarters) is the training manager for the unit. He-

• Makes sure the training program for the unit is tailored to fit its mission and resources. Makes sure his program does not conflict with that of the higher headquarters.
• Ensures all training complements the METL and the METL of the higher headquarters. The METL tasks will be used by the higher headquarters to develop their battle tasks.
• Makes sure that the unit attains status ratings.
• Makes training needs known to the group or battalion S2/S3 officer.
• Gives instructions to trainers in the unit. Ensures that training is conducted which focuses on "war-fighting" skills. Training must be realistic, with attainable goals. All training must support the unit's approved METL.
• Ensures that after-action reviews are conducted to maximize the value of the training program.

Trainers

Usually, trainers are first-line supervisors. They may be section leaders or team chiefs. Their duties are to-

• Provide on-the-job training for personnel.
• Evaluate the performance of MOS tasks.
• Evaluate the skills of platoons or sections in completing tasks as stated in the MTP manual.
• Bring training needs of personnel or sections to the attention of the company or detachment commander.

USEFUL MATERIALS

There are several types of training materials that can be used. FM 21-75 is a good source of information on training. Other useful training materials are described below.

Soldier Training Publication

A soldier training publication covers one or more skill levels of an MOS. It tells the soldier what tasks he is expected to do in his MOS and how well he must be able to do them. It is used as the basis for individual training and evaluation. However, it may also be used by the trainer to prepare and schedule the individual portion of the training program.

ARTEP

The ARTEP gives the tasks a unit must perform in combat-in the daytime, at night, during bad weather, or during an NBC attack. It is used to evaluate unit readiness. It may be used by the training manager to plan collective training.

Correspondence Courses and Subcourses

The Army Correspondence Course Program offers self-paced lessons in workbook form. Each course contains subcourses that are the basic instructional units. Some courses address specific tasks, conditions, and standards in the soldier training publication. Many courses help soldiers prepare for ARTEP exercises.

Training Extension Courses

These are training materials developed and packaged by service schools for export to units in the field. They may contain programmed texts, workbooks, cassette recordings, "slides, filmstrips, charts, models, or display materials.

Exportable Training Packages

These are training materials developed and packaged by service schools of export to units in the field. They may contain programmed texts, workbooks, cassette recordings, slides, filmstrips, charts, models, or display materials.

EXERCISES

Only by constant training will leaders at all levels learn what is expected of them. Field exercises are the best tactical training. The battalion or group will have regular field exercises. However, there are other ways to provide learning opportunities to the personnel.

Command Post Exercise

Headquarters personnel practice doing the tasks given in the MTP. This practice may point out errors in procedures. It may show a need for training in communications. It may show that personnel need to learn the field SOP, or it may show that the SOP needs changes.

Reconnaissance Party Rehearsal

Personnel gain experience in selecting routes and sites. They rehearse using decontamination equipment. They also rehearse other tasks related to reconnaissance.

Terrain Exercise

Officers, NCOs, section chiefs, and assistants meet and discuss the deployment of units. They discuss the best place to locate the units on various types of terrain and in various climates.

Competition Drill

Drills are set up for soldiers to compete against one another. They set up tents, camouflage equipment, or other tasks. This is especially good when field training areas are not available.

Situational Training Exercises

One section or platoon in the unit uses a scenario based on tasks from the MTP. It concentrates on specific areas of weakness. This exercise is especially valuable for soldiers who have no experience in a full-scale exercise.