COMBAT SERVICE SUPPORT CSS elements arm, fuel, fix, feed, clothe, and provide transportation and personnel for the platoon. The platoon leader is responsible for supervising CSS within the platoon. The PSG is the CSS operator for the platoon, as the 1SG is for the company and troop. The PSG advises the platoon leader of logistical requirements during preparation for combat operations. He also keeps the platoon leader informed of the platoon's status. During combat operations, the PSG coordinates directly with the 1SG, informing him of the platoon's supply, maintenance, and personnel requirements and problems. The PSG is assisted by the other TCs and the gunners on the platoon leader's and PSG's vehicles.
CONTENTS
SECTION I. Organization
SECTION II. Supply Operations
SECTION III. Maintenance Operations
SECTION IV. Personnel Operations
SECTION V. Medical Treatment and Evacuation
SECTION VI. Prisoners
Most routine CSS functions are accomplished by SOP. These procedures and services include the following:
- Accountability, maintenance, and safeguarding of assigned equipment.
- Reporting of the status of personnel, equipment, and classes of supply.
- Requests for resupply.
- Turn-in of equipment for repair.
- Evacuation of personnel (WIA, KIA, EPW).
- Evacuation of equipment and vehicles for replacement and/or repair.
The company delivers supplies to the platoon. Priorities for delivery are established by the company commander. The PSG distributes supplies within the platoon.
BASIC LOAD
For supply classes other than ammunition, basic loads are supplies kept by units for use in combat. The quantity of each item of supply in a basic load is based on the number of days the combat unit may have to sustain itself without resupply. For ammunition, the basic load is the quantity of ammunition required to be on hand to meet combat needs until resupply can be accomplished. The basic ammunition load is specified by the theater army and is expressed in rounds, units, or units of weight, as appropriate.
CLASSES OF SUPPLY
Class I
This class includes subsistence items and gratuitous-issue health and welfare items. MRE rations, usually a three- to five-day supply, are stocked on each vehicle. Hot meals are brought forward when possible, if only to supplement MREs. Potable water should be replenished daily, either by refilling from the water trailer or by rotating 5-gallon cans with the 1SG or supply sergeant. Each combat vehicle should maintain a minimum of 10 gallons of potable water, more during operations in arid climates or in MOPP gear. The platoon should also maintain a minimum amount of nonpotable water for vehicle and equipment maintenance; one technique is to recycle water previously used for personal hygiene.
All meals should be eaten in shifts, and they should never be served at one centralized location. The platoon leader and PSG must make sure not only that the platoon is fed, but also that their soldiers eat nutritious meals to maintain the energy levels required in combat. During continuous or cold-weather operations, soldiers will eat more than three meals per day. This extra allowance must be planned for and requested.
Class II
This class includes items of equipment, other than principal items, that are prescribed in authorization and allowance tables. Individual tools and tool sets, individual equipment and clothing items, chem lights, batteries, engineer tape, tentage, and housekeeping supplies are requested through the supply sergeant.
Class III and Class V
Class III comprises all types of POL products. Class V is ammunition, to include small arms, artillery and tank rounds, mines and demolitions, fuzes, missiles, and bombs. Rearming and refueling or optimum security, they should be executed
The platoon leader must control redistribution of supplies when fuel and ammunition cannot be delivered or when only limited supplies are available. The PSG continually monitors the platoon's supply status through logistical reports and, on digitally equipped vehicles, automated SITREPs. Refer to FKSM 17-15-3 for report formats. The PSG notifies the platoon leader before a specific vehicle or the platoon as a whole is critically short of these major classes of supply. He should take steps to ensure ammunition is equally distrib uted throughout the platoon before the start of any tactical operation, after direct fire contact with the enemy, and during consolidation on an objective.
In planning for refueling operations, the platoon leader should balance the range and fuel capacity of his vehicles against the requirements of future operations. The platoon must top off vehicles whenever the tactical situation permits. When time is limited, however, the platoon leader must choose between topping off vehicles that need the most fuel first or giving limited amounts to each. Each vehicle crew needs to maintain a stock of oil, grease, and hydraulic fluid, replenishing these POL products every time refueling takes place.
Class IV
This class includes construction and barrier materials used by the platoon to construct OPs and obstacles and to improve fighting positions. Barrier materials include lumber, sandbags, concertina or barbed wire, and pickets. Based on unit SOP, some Class IV materials may be part of the tank load plan; other materials are requested through the company headquarters.
Class VI
This class covers personal demand items. Tobacco products, candy, and toiletry articles are normally sold through the exchange system during peacetime or for units not in a combat environment. In a combat environment, these items are sent with Class I as sundry packs.
Class VII
This class includes major end items. These are major pieces of equipment, assembled and ready for intended use, such as combat vehicles, missile launchers, at are destroyed are reported immediately by reports will be replaced by the parent unit as they are reported and as available.
Class VIII
This class includes medical supplies, which are provided through the battalion or squadron medical platoon and ordered through the MEDEVAC team supporting the platoon or company. Included are individual medical supplies such as first-aid dressings, refills for first-aid kits, water purification tablets, and foot powder.
Class IX
This class comprises repair parts carried by the maintenance team. These basic load supplies are part of the prescribed load list (PLL). PLL items carried by the platoon usually include spare track, road wheels, assorted bolts, machine gun parts, and light bulbs. Class IX supplies are requisitioned through the company or troop maintenance section.
METHODS OF RESUPPLY
The tank platoon uses three methods in conducting supply operations: pre-positioning, routine resupply, and emergency resupply. The method to be used is determined after an analysis of the factors of METT-T.
Pre-positioning
Pre-positioning of supplies, also known as prestock, may be required in some defensive operations. Normally, only Class V items will be prestocked, but Class I and Class III supplies may be included in some situations. The location and amount of a prestock must be carefully planned and then verified through reconnaissance and rehearsals. Each TC must be informed of prestock locations. The following considerations influence selection of prestock sites and execution of the resupply operation:
- Availability of overhead cover for the prestock location.
- Cover and concealment for the location and routes that vehicles will take to reach it.
- Security procedures required to safeguard the resupply operation.
- Procedures for protecting friendly personnel and vehicles in the event prestock ammunition is ignited.
Routine Resupply
These operations include regular resupply of items in Classes I, III, V, and IX and of any other items requested by the company or troop. Routine resupply is planned at battalion level and normally takes place at every opportunity. The company LOGPAC is a mixture of company and battalion assets that transport supplies to the company (see Figure 7-1).
The company supply sergeant assembles his LOGPAC in the battalion field trains area under the supervision of the support platoon leader. Replace ments and hospital returnees travel to company locations on LOGPAC vehicles as required. Once the LOGPAC is prepared for movement, the supply sergeant moves the vehicles forward from the field trains as part of the task force resupply convoy to the logistic release point (LRP). The company 1SG or his representative meets the LOGPAC and guides it to the company resupply point. The company then executes tailgate or service station resupply; refer to the disscussion of these resupply techniques later in this section.
Emergency Resupply
Emergency resupply, normally involving Classes III and V, is executed when the platoon has such an urgent need for resupply that it cannot wait for the routine LOGPAC. Emergency resupply procedures start with immediate redistribution of ammunition in individual vehicles, followed by cross-leveling of ammunition
Once requested through the commander or 1SG, emergency supplies are brought forward by the battalion support platoon. Based on the enemy situation, the platoon may have to conduct resupply while in contact with the enemy. Two techniques are used to resupply platoons in contact:
- Limited supplies are brought forward to the closest concealed position, where the tailgate technique of resupply is used.
- Individual vehicles or sections disengage and move to a resupply point, obtain their supplies, and then return to the fight. This is a version of the service station technique.
TECHNIQUES OF RESUPPLY
The tactical situation will dictate which technique of resupply the platoon will use: tailgate, service station, a variation of one type, or a combination of both types. The situation will also dictate when to resupply. Generally, the platoon should attempt to avoid resupply during the execution of offensive operations; resupply should be done during mission transition. Resupply is unavoidable during defensive missions of long duration.
In the tailgate technique, fuel and ammunition are brought to individual tanks by the PSG or another responsible individual who is assisting him (see Figure 7-2). This method is used when routes leading to vehicle positions are available and the unit is not under direct enemy observation and fire. It is time-consuming, but it is useful in maintaining stealth during defensive missions because tanks do not have to move
A platoon leader can vary the specifics of the two basic techniques, or he can use them in combination. During a defensive mission, for example, he may use the tailgate technique for a mounted forward OP and the service station method for the remainder of the platoon located in hide positions (see Figure 7-4, page 7-11).
Figure 7-3. Service station resupply technique.
Figure 7-4. Combination of resupply techniques.
Maintenance tasks are divided into four levels: unit (which includes both operator and organizational maintenance), direct support (DS), general support (GS), and depot. The platoon leader is concerned primarily with supervising operator maintenance, ensuring scheduled services are performed as part of organizational maintenance, and providing support for DS maintenance elements when equipment must be evacuated.
Repair and recovery are accomplished as far forward as possible. When equipment cannot be repaired on site within two hours, it is moved to the rear (but only as far as necessary for repair) to a unit maintenance collection point (UMCP).
LEADER RESPONSIBILITIES
Platoon Leader
The platoon leader has ultimate responsibility for the condition and performance of the platoon's equipment and materiel. In that role, his duties include the following:
- Ensuring that all platoon vehicles, weapon systems, and equipment such as night vision devices, mine detectors, and communications equipment are combat-ready at all times, within the platoon's maintenance capabilities. The platoon leader also ensures that equipment that cannot be repaired at platoon level is reported to organizational maintenance as soon as possible using DA Form 2404 or DA Form 5988E.
- Knowing the status of current platoon maintenance activities, including corrective actions for equipment faults, job orders to DS maintenance elements, and requisition of repair parts. The platoon leader keeps his commander informed of the platoon's maintenance status.
- Coordinating with the maintenance officer in planning, directing, and supervising unit maintenance for the platoon.
- Developing and supervising an ongoing maintenance training program.
- Ensuring crews have appropriate technical manuals and are trained and supervised to complete operator maintenance properly.
- Ensuring unit-level PMCS are performed on all assigned equipment in accordance with appropriate operator's manuals.
- Ensuring that drivers are trained and licensed to operate platoon vehicles and equipment.
- Planning and rehearsing a maintenance evacuation plan for every mission.
Platoon Sergeant
The PSG has primary responsibility for most of the platoon's maintenance activities. His duties include the following:
- Directing and supervising unit maintenance of platoon equipment, vehicles, and weapon systems.
- Helping the platoon leader to comply with his responsibilities and assuming these responsibilities in his absence.
- Coordinating with the 1SG to arrange organizational or DS maintenance.
- Supervising and accounting for platoon personnel during maintenance periods.
- Ensuring repair parts are used or stored in a timely fashion as they are received.
- Collecting reports of the platoon's maintenance status in the field and sending the appropriate consolidated reports to maintenance personnel.
- Ensuring that vehicles are always topped off with fuel in garrison and that they receive fuel in the field.
- Keeping the platoon leader informed of the platoon's maintenance and logistics status.
Tank Commanders/Gunner
The TCs and the gunner from the platoon leader's tank are the platoon's first-line maintenance supervisors. In large part, the platoon's maintenance status, and thus its combat readiness, depends on their commitment to proper maintenance procedures. Their duties in this area include the following:
- Ensuring that the equipment inspection and maintenance worksheet is filled out accurately and updated in accordance with DA Pam 738-750.
- Ensuring that dispatch records are completed accurately and turned in on schedule.
- Ensuring that the crew is properly trained in PMCS procedures and that PMCS are performed on the vehicle in accordance with the appropriate technical manuals.
- Ensuring that, as a minimum, the assigned driver is properly trained and licensed. In preparing for continuous operations, the TC must ensure that all crewmembers are trained and licensed as drivers.
- Ensuring repair parts are installed upon receipt or are stored in authorized locations.
- Ensuring that all tools and basic issue items (BII) are properly marked, stored, maintained, and accounted for.
- Ensuring that the vehicle is always topped off in garrison and that it receives as much fuel as possible at every opportunity in the field.
- Constantly updating the PSG on the maintenance and logistics status of the vehicle.
UNIT MAINTENANCE - OPERATOR
Operator maintenance includes proper care, use, and maintenance of assigned vehicles and crew equipment such as weapons, NBC equipment, and night vision devices. The driver and other crewmembers perform daily services on the vehicle and equipment, to include inspecting, servicing, tightening, performing minor lubrication, cleaning, preserving, and adjusting. The driver and gunner are required to record the checks and services, as well as all equipment faults that they cannot immediately correct, on the equipment inspection and maintenance worksheet. The worksheet is the primary means of reporting equipment faults through the TC to the PSG and platoon leader and ultimately to organizational maintenance personnel.
The M1A2 and the M8-AGS are equipped with embedded nonintrusive and intrusive diagnostic test capabilities (BIT/FIT). These tests enable crews to identify and isolate many system and component failures prior to the arrival of organizational mechanics. Unit SOP should specify how to report the results of these tests as well as identify the duties of organizational mechanics.
Checks and services prescribed for the automotive system, weapon systems, and turret are divided into three groups:
- Before-operation.
- During-operation.
- After-operation.
UNIT MAINTENANCE - ORGANIZATIONAL
's design allows rapid modular replacement of parts, many faults can be corrected, and the vehicle returned to the platoon, with minimum delay.
When the operator identifies a problem that is beyond his level of maintenance capability, he notifies his chain of command so the problem can be isolated and corrected. The company or troop maintenance team has trained mechanics who are authorized to perform unit maintenance tasks as prescribed in the technical manuals for the vehicle. When company, troop, battalion, or squadron maintenance teams are not authorized to make a particular repair, they will arrange to have it done by DS maintenance assets.
The built-in diagnostic tests on the M1A2 and the AGS facilitate replace ment of defective components and systems. When the crew isolates a problem using these tests, the organizational mechanic can verify the fault as soon as he arrives on site and replace the component without further diagnostic testing.
DIRECT SUPPORT MAINTENANCE
This level is performed by personnel from the DS maintenance company, which normally supports a brigade or regiment. It consists of repair and/or replacement of parts, assemblies, and components. Maintenance support teams from DS units are usually located forward with the squadron or battalion field trains. These support teams may go forward to fix disabled equipment on site, but they are limited in what they can fix and where they can go.
EVACUATION
Evacuation is necessary when a damaged vehicle cannot be repaired on site within two hours or when evacuation is the only means (besides friendly destruction) available to prevent capture or destruction by the enemy. When a vehicle needs to be evacuated, the platoon leader or PSG reports its exact location, the vehicle type, and the extent of damage, if known, on the company net to personnel designated in the unit SOP. The crew should remain with the vehicle to assist in evacuation and repair, to provide security, and to return the repaired vehicle to the platoon as soon as possible.
A recovery vehicle from the company, troop, or battalion maintenance team will evacuate the damaged vehicle. The vehicle is evacuated to an LRP, the main supply route (MSR), or the UMCP as necessary.
The recovery team normally employs an M88A1 recovery vehicle. This vehicle travels with the company maintenance team under the direction of the 1SG. The location of the company maintenance team during operations is designated in the company OPORD.
If a recovery vehicle is not available or if time is critical, other platoon vehicles can evacuate the damaged vehicle for short distances. The decision to do this rests with the platoon leader. Towing procedures are listed in the operator's manual. Self-evacuation by the platoon is a last resort that should be considered only to prevent losing the damaged vehicle to the enemy.
If the damaged vehicle will be lost for an extended period, the platoon can replace other vehicles' damaged equipment (such as weapons and radios) with properly functioning items from the damaged vehicle. Damaged equipment can then be repaired or replaced while the vehicle is being repaired.
DESTRUCTION
When damaged or inoperable equipment cannot be evacuated and it becomes apparent that enemy capture is imminent, the equipment must be destroyed. Platoon leaders must ensure crews are trained to destroy their vehicles rather than allow them to fall into enemy hands. Instructions for destroying equipment are included in the operator's manual for each item.
The platoon leader should get the commander's permission before destroying any equipment. When communications fail, however, the platoon leader must use his judgment to decide whether or not evacuation is possible. Every reasonable effort must be made to evacuate secure equipment, classified materials, and all weapons.
Section IV. PERSONNEL OPERATIONS
PERSONNEL SERVICES
Personnel services include clothing exchange and showers, awards and decorations, leaves and passes, command information, mail, religious services, financial services, legal assistance, welfare, rest and relaxation, and any other service designed to maintain the health, welfare, and morale of the soldier. Many of these are provided automatically by higher-level support elements; nonetheless, the platoon leader is ultimately responsible for coordinating personnel services and providing them to his platoon.
PERSONNEL MANAGEMENT
Personnel management includes classification, assignment, promotions, and reenlistments. Although the platoon leader requests these actions through the company or troop, they are normally performed by the battalion or squadron staff or by a division-level organization. The platoon leader must submit accurate strength reports to ensure that positions in which critical shortages exist, such as TCs and gunners, are filled with qualified personnel.
Section V. MEDICAL TREATMENT AND
EVACUATION
HEALTH AND HYGIENE
Leaders must emphasize high standards of health and hygiene. Soldiers must shave daily so their protective masks will seal; bathing and changing clothes regularly are essential in preventing disease. Each crewman should carry shaving equipment, soap, a towel, and a change of clothing in a waterproof bag inside his pack.
During cold weather, soldiers must check their hands and feet regularly to prevent frostbite, trench foot, and immersion foot. They must also learn that the effects of windchill on exposed skin are equal to those of temperatures much lower than the thermometer shows. A moving vehicle will cause a windchill effect even if the air is calm.
SOLDIERS WOUNDED in action
It is the TC's responsibility to make sure that WIA crewmen receive immediate first aid and that the platoon leader or PSG is notified of all casualties. The use of crewmen who are trained as combat lifesavers is absolutely critical. As a minimum, one member of each tank crew must be a trained combat lifesaver. If wounded crewmen require evacuation, the platoon leader or PSG takes one of these steps:
- Coordinate with the 1SG or company team aidman for ground evacuation.
- Coordinate with the company commander for self-evacuation using organic platoon assets.
- Coordinate with the 1SG or company commander for aerial evacuation.
Regardless of the method of evacuation, all TCs must have the necessary CSS graphics available, to include company and battalion casualty collection points. Evacuation procedures must be included in the platoon plan and should be rehearsed as part of mission preparation.
After evacuation is complete, the PSG compiles and submits casualty feeder reports in accordance with unit SOP. The platoon leader redistributes crewmen and directs TCs to organize for three-man crews as necessary. It is extremely difficult for platoons equipped with main battle tanks to sustain continuous operations with three-man crews; AGS-equipped platoons are unable to conduct continuous operations after the evacuation of crewmembers.
A wounded crewman's individual weapon becomes the responsibility of the TC. Personal effects, weapons, and equipment are turned in to the company or troop supply sergeant at the earliest opportunity. The crewman's protective mask stays with him at all times. All sensitive items, such as maps, overlays, and SOPs, remain with the vehicle.
SOLDIERS KILLED IN ACTION
The company or troop commander will designate a location for collection of KIA personnel. The remains of each KIA soldier are placed in a body bag or sleeping bag or rolled in a poncho and are evacuated by the PSG or 1SG. The lower dog tag is removed and retained by the PSG or 1SG. The personal effects of the KIA soldier remain with the body. The soldier's weapon, equipment, and issue items become the responsibility of the TC until they can be turned over to the supply sergeant or 1SG.
As a rule, the bodies of KIA soldiers should not be placed on the same vehicle as wounded soldiers. If evacuation cannot be expedited by the PSG or 1SG, however, a vehicle may have to carry dead and wounded personnel together to its next stop. In the attack, this may be the objective. In the defense, it may be the next BP.
Section VI. PRISONERS If enemy soldiers want to surrender, it is the tank crew's responsibility to take them into custody and control them until they can be evacuated. EPWs are excellent sources of combat intelligence; however, this information will be of tactical value only if the prisoners are processed and evacuated to the rear quickly.
The platoon leader directs crewmen to take the EPWs to an area designated by the commander. The prisoners are then evacuated to the rear for interrogation. If an EPW is wounded and cannot be evacuated through medical channels, the platoon leader notifies the XO or 1SG. The EPW will be escorted to the company or troop trains, or the 1SG will come forward with guards to evacuate him.
HANDLING PRISONERS OF WAR
The basic principles for handling EPWs are covered by the "five-S" procedures: search, segregate, silence, speed, and safeguard. See Figure 7-5 for an outline. The unit SOP or company OPORD should designate specific EPW handling procedures, such as collection points, responsibilities for safeguarding prisoners, and procedures for movement of prisoners.
The rights of EPWs have been established by international law, and the United States has agreed to obey these laws. Once an enemy soldier shows he wants to surrender, he must be treated humanely. It is a court-martial offense to physically or mentally harm or mistreat a EPW or to needlessly expose him to fire. In addition, mistreated EPWs or those who receive special favors are not good interrogation subjects.
Never approach an enemy soldier. He may have a weapon hidden nearby, or he may be booby-trapped. Gesture for him to come forward, then wait until it is clear that he is honestly surrendering and not trying to lure friendly troops into an ambush. Use a thermal sight to locate possible ambushes. When searching the prisoner, always have another friendly soldier cover him with a weapon. Do not move between the enemy and the soldier covering him.
Before evacuating the EPW, attach a tag to him listing all pertinent information and procedures. Tags may be obtained through supply channels or made from materials available on the battlefield. An example is illustrated in Figures22 and 7-23.
CAPTURED ENEMY DOCUMENTS AND EQUIPMENT
Captured enemy documents (such as maps, orders, records, and photographs) and equipment are excellent sources of intelligence information. If captured items are not handled properly, however, the information in them may be lost or delayed until it is useless. These items must be evacuated to the next level of command as rapidly as possible.
The platoon should tag each captured item (see Figure 7-7 for an example). If the item is found in the EPW's possession, include the prisoner's name on the tag and give the item to the guard. The guard delivers the item with the EPW to the next higher headquarters.
CIVILIANS
Civilians who are captured as the result of curfew violations or suspicious activities are treated the same as EPWs. The platoon evacuates them quickly to higher headquarters using the "five-S" principles discussed earlier in this section.
Return to FM 17-15 Table Of Contents
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