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CHAPTER 7

Combat Service Support

CSS elements arm, fuel, fix, feed, and provide transportation and personnel for the scout platoon. The platoon, however, has no organic CSS assets. This creates unique planning and operational challenges, with most of the responsibility falling to the PSG.

The PSG is the CSS coordinator for the platoon; in supervising CSS within the platoon, his role is similar to that of the 1SG in the company and troop. He is responsible for advising the platoon leader of the platoon's logistical requirements during preparation for combat operations as well as its current logistical status once operations are under way. The platoon's NCOs assist the PSG in executing resupply operations and in determining the platoon's logistical needs. In combat operations, the PSG coordinates directly with the 1SG, informing him of requirements and problems.

CONTENTS Section 1 Supply Operations Section 2 Maintenance Operations Section 3 Personnel Operations Section 4 Medical Treatment and Evacuation Section 5 Prisoners

SECTION 1 — SUPPLY OPERATIONS

Scout platoons have a large amount of equipment and require frequent resupply to accomplish their mission. Periodic checks are required by all leaders to make sure the platoon's equipment, especially high-use items, is accounted for and ready to use. Leaders must anticipate expenditures and request supplies before an operation begins.

BATTALION TASK FORCE SUPPORT

The scout platoon presents complex logistical problems for the battalion task force staff. As explained in previous chapters, the platoon normally operates to the front of the task force. It will probably move earlier and stay away longer than any other battalion element. It can be resupplied in one of several ways.

One method entails the battalion dedicating a logistics package (LOGPAC) to the scout platoon. The LOGPAC responds to the needs of the platoon and is brought forward by the headquarters company 1SG, the support platoon leader, the headquarters company XO, or another responsible individual. The support package is small and flexible, tailored specifically to the scout platoon's requirements. (NOTE: The LOGPAC may include a maintenance team; refer to the discussion of maintenance operations in Section 2 of this chapter.) The LOGPAC links up with the scout PSG at a specifically designated RP as far forward as possible. The PSG is then responsible for distribution of supplies to the scout sections and/or squads. He may distribute supplies by himself or be assisted by the individual who brought the LOGPAC forward. The latter method is significantly faster. This method is best for the scout platoon but is difficult for the battalion because of its own limited CSS resources.

The scout platoon can also use the nearest company team's CSS assets for its resupply and maintenance. If this technique is used, the HHC commander and scout platoon leader should coordinate with the company team commander for support. The HHC commander and battalion S4 should ensure that the supplies dedicated for the resupply of the scout platoon are forwarded with the company team's regular LOGPAC. If possible, scout supplies pushed forward with the company team LOGPAC should be separated to ensure rapid resupply of the scouts.

Another method is to make the scouts responsible for their own supplies. Not only must the PSG coordinate for supplies, but he also must pick up the LOGPAC, distribute the supplies, and return the LOGPAC to its parent-unit location. This stretches the platoon to its limit because it must operate without the PSG for extended periods of time. This method also does not provide dedicated CSS assets for the scout platoon. It is the easiest method of resupply for the battalion but the worst for the scout platoon.

Whatever support the scout platoon receives must be keyed to a fast transfer of supplies. The scouts must be able to pull in, resupply, and leave as quickly as possible. The actual time when the scouts need to resupply often does not coincide with the standard LOGPAC times for the rest of the battalion. The battalion S4, the support platoon leader, the scout platoon leader and PSG, and any other key leaders must anticipate events to coordinate for the best time of resupply.

SQUADRON SUPPORT

The scout platoon in a divisional or regimental squadron receives all of its CSS through its parent troop. The PSG coordinates with his 1SG for everything the platoon requires. The 1SG is thus the key operator in the service support chain. He does most of the coordination with the squadron combat trains command post (CTCP) and controls the LOGPAC and its operation. Based on the tactical situation, the 1SG will also choose the techniques of resupply.

BASIC AND COMBAT LOADS

Two sets of guidelines, for the basic load and the combat load, prescribe the quantities of supplies required by the scout platoon during tactical operations. (NOTE: A summary of the classes of supply follows this discussion.)

Basic load

The basic load is the quantity of supplies in Classes I, II, III, IV, V, and VIII that the scout platoon is required to have on hand to initiate combat operations. The basic load is designated by the platoon's higher headquarters based on analysis of the platoon's mission and the anticipated threat.

Combat load

The combat load is the quantity of supplies, in all classes, that the scout platoon must have on hand to sustain operations in combat for a prescribed number of days. The platoon's parent unit must be capable of moving the combat load, using organic transportation assets, into combat in a single delivery. Like the basic load, the platoon's combat load is designated by higher headquarters.

CLASSES OF SUPPLY

Class I

This class includes subsistence items. MRE rations are stocked on each vehicle, usually a three- to five-day supply. 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 30 gallons of potable water; it must have more water on hand during operations in arid climates or in MOPP gear.

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 the scouts 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; the platoon leader and PSG must plan for this extra allowance.

Class II

This class includes field sanitation, cleaning, and administrative items, as well as organizational clothing and individual equipment (OCIE). Sanitation, cleaning, and administrative supplies are requested and received from the troop or company supply NCO and can be brought forward with the LOGPAC. OCIE items are replaced on an individual, as-needed basis.

Class III and Class V

Class III comprises all types of POL products. Class V covers all types of ammunition, including small arms, artillery and tank rounds, mines and demolitions, fuzes, missiles, and bombs. For optimum security, rearming and refueling should occur simultaneously under cover of darkness. This usually occurs daily or at the conclusion of major operations. The techniques of refueling and rearming are covered later in this section.

Cavalry units and battalions that have air assets OPCON to them have the flexibility to resupply by helicopter. This is done when distance or time would severely tax conventional resupply methods. Leaders should consider location and security of the resupply site, types of supplies to be delivered, signals, and assistance required by the delivering unit.

The platoon leader must control the redistribution of supplies when fuel and ammunition cannot be delivered or when only limited quantities of supplies are available. The PSG continuously monitors the platoon's supply status through logistical reports (see FKSM 17-98-3). He notifies the platoon leader when a specific vehicle or the platoon as a whole is critically short of these major classes of supply. The PSG should make sure ammunition is equally distributed throughout the platoon before any tactical operation and during consolidation on an objective.

When planning for refueling, the platoon leader should keep the range and fuel capacity of his vehicles and the requirements of future operations in mind. The amount of fuel required determines how much time it will take to refuel. The platoon leader must realize that the cruising range and estimated fuel consumption of a vehicle are only approximations, subject to the effects of weather, terrain, and other factors. The platoon must top off vehicles whenever the tactical situation permits.

When time is limited, the platoon leader must choose between topping off vehicles that need the most fuel first or giving limited amounts to each vehicle. Every vehicle must maintain a stock of oil, grease, and hydraulic fluid, replenishing these POL products each time refueling takes place.

Class IV

This class includes construction and barrier materials. Barrier materials such as lumber, sandbags, concertina or barbed wire, and pickets are used by the platoon to construct OPs and obstacles and to improve fighting positions. These materials are requested through the troop headquarters or, in a battalion scout platoon, through the HHC or directly from the S4.

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 health and comfort packs.

Class VII

Class VII includes major end items. These major pieces of equipment, assembled and ready for intended use, include combat vehicles, missile launchers, artillery pieces, and major weapon systems. Major end items that are destroyed are reported immediately by means of logistical reports (see FKSM 17-98-3). They are replaced by the parent unit as they are reported.

Class VIII

This class includes medical supplies, which are provided through the battalion or squadron medical platoon. These supplies include 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. Class IX supplies are requisitioned through the company or troop maintenance section.

TECHNIQUES OF RESUPPLY

The tactical situation and type of scout platoon will dictate which technique of resupply the platoon will use. The most common techniques are those involved in routine resupply using a LOGPAC: tailgate, service station, a variation of one type, or a combination of both types. The scout platoon may also receive supplies by other techniques, such pre-positioning or aerial resupply.

The situation will also dictate when resupply takes place. Medical support should be brought forward with the LOGPAC as needed. Generally, scouts attempt to avoid resupply during reconnaissance operations; rather, they should conduct resupply during mission transition. Resupply is unavoidable during security missions of long duration.

Routine resupply techniques

In the tailgate technique, fuel and ammunition are brought to the scout sections or squads by the PSG or another responsible individual who is assisting him (see Figure 7-1). This technique is used when routes leading to vehicle positions are available and the unit is not under direct enemy observation and fire. Tailgate resupply is time-consuming, but it is useful in security missions when the scouts are not moving because stealth is more easily maintained. If necessary, supplies can be hand-carried to vehicle positions to further minimize signatures.

Figure 7-1. Tailgate resupply technique.

In the service station technique, vehicles move to a centrally located rearm and refuel point, either by squad or section or as an entire platoon (refer to Figure 7-2). Service station resupply is inherently faster than the tailgate technique; because vehicles must move and concentrate, however, it can create security problems. During screening missions, the platoon must be careful not to compromise the location of OPs.

Figure 7-2. Service station resupply technique.

The platoon leader can vary the specifics of the two basic techniques, or he can use them in combination. During a screening mission, for example, he may use the tailgate method for his most forward OPs and the service station method for his OPs in depth (see Figure 7-3).

Figure 7-3. Combination of resupply techniques.

Other resupply techniques

Aerial resupply. Helicopters can be a vital lifeline when scouts are forced to operate forward of friendly lines for extended periods; they reduce the risks associated with conducting ground resupply operations under such conditions. Aerial assets are also useful in resupplying dismounted scouts in OPs in restricted terrain. On the other hand, aerial resupply sometimes will not be feasible because helicopters are not available. In addition, the signature of resupply helicopters can compromise scout positions. Careful choice of resupply routes and landing zones helps to minimize this risk.

Pre-positioning. This resupply technique, also called prestock resupply, can be used in a variety of scout platoon operations. During reconnaissance, prestock positions can be established along the intended route of advance or near the objective by advance elements. In security operations, the reconnaissance platoon can set up prestock points throughout the area of operations. These points should be in each alternate or supplementary OP, in addition to other locations throughout the depth of the sector. Scouts can also use pre-positioning to provide resupply for patrols.

Prestock operations must be carefully planned and executed at every level. Prestock points should be placed where they can be located by simple instructions that are clear to someone who has never visited the site. All leaders, down to vehicle commander and squad leader, must know the exact locations of prestock points. The platoon leader must take steps to ensure security and survivability of supplies by digging in prestock positions, selecting covered and concealed positions, and considering the effects of weather and terrain. He must also have a plan to remove or destroy pre-positioned supplies to prevent the enemy from capturing them.

Medical resupply. Because the scout platoon does not have an attached medic or medical vehicle, it must depend on its parent unit for medical services, including resupply. The company team or troop HHC responsible for providing the platoon with resupply must ensure that medical support is brought forward with the LOGPAC.

SECTION 2 — MAINTENANCE OPERATIONS

Proper maintenance keeps equipment and materiel in serviceable condition. It includes PMCS, as well as the functions of inspecting, testing, servicing, repairing, requisitioning, recovering, and evacuating equipment and materiel whenever necessary.

Maintenance operations are divided into several distinct levels: unit (operator and organizational), intermediate (direct support and general support), and depot levels. The platoon leader is concerned primarily with unit maintenance and repair of equipment in intermediate (DS) maintenance.

Repair and recovery are accomplished as far forward as possible. When equipment cannot be repaired on site, it is moved to the rear (but only as far as necessary for repair) to the unit maintenance collection point (UMCP), which is established and operated by the battalion or squadron maintenance officer.

LEADER RESPONSIBILITIES

Platoon leader

The platoon leader has ultimate responsibility for the condition and performance of the platoon's equipment and material. In that role, his duties include the following:

• Ensuring that all platoon vehicles, weapon systems, and equipment such as night observation devices (NOD), mine detectors, NBC equipment, 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 the commander as soon as possible.
• Knowing the current status of equipment, to include document numbers, job order numbers, and the stage of maintenance of his vehicles. The platoon leader keeps his higher commander informed of the current 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 that crews have the appropriate technical manuals and are trained and supervised to complete the required level of maintenance properly.
• Ensuring that unit-level PMCS are performed on all assigned equipment in accordance with the appropriate operator's manuals.
• Ensuring that drivers and assistant 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:

• Ensuring that DA Form 5988-E and DA Form 2408-18 are filled out and updated in accordance with DA Pam 738-750.
• Directing and supervising unit maintenance of platoon equipment, vehicles, and weapon systems.
• Helping the platoon leader comply with his responsibilities and assuming these responsibilities in his absence.
• Coordinating with the maintenance representative or motor sergeant to arrange unit repairs or to request intermediate (DS) maintenance.
• Supervising and accounting for platoon personnel during maintenance periods.
• Ensuring that repair parts are used or stored on a timely basis as they are received.
• Collecting and consolidating reports of the platoon's maintenance status in the field and sending the appropriate reports to higher 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.

Vehicle commander

Vehicle commanders 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. The vehicle commander's duties in this area include the following:

• Ensuring that DA Form 5988-E and DA Form 2408-18 are filled out and updated in accordance with DA Pam 738-750.
• Ensuring that the crew is properly trained in PMCS procedures and that PMCS are performed on the vehicle and all assigned equipment in accordance with the appropriate technical manuals.
• Ensuring that, as a minimum, the assigned vehicle driver or equipment operator is properly trained and licensed. In preparing for continuous operations, vehicle commanders must ensure that all crewmembers are trained and licensed as drivers.
• Ensuring that repair parts are installed upon receipt or are stored in authorized locations.
• Ensuring that all tools and basic issue items 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 LEVEL)

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 use DA Form 5988-E to record these checks and services, as well as all equipment faults that they cannot immediately correct. The driver's and gunner's reports are the primary means of reporting equipment faults through the vehicle commander to the PSG, platoon leader, and ultimately to organizational maintenance personnel.

Checks and services prescribed for the automotive system, weapon systems, and turret (CFV only) are divided into three groups:

• Before-operation checks and services.
• During-operation checks and services.
• After-operation checks and services.

These services are explained in every operator's manual and should be conducted as stated in the manual. Although operators must learn to operate equipment without referring to the manual, maintenance must always be performed using the appropriate technical manual.

UNIT MAINTENANCE (ORGANIZATIONAL LEVEL)

Organizational maintenance is the responsibility of the unit assigned the equipment. It is performed by the operators and unit mechanics. Because the CFV's design allows rapid modular replacement of parts, many faults can be corrected, and the vehicle returned to the platoon, rapidly.

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.

INTERMEDIATE (DIRECT SUPPORT) MAINTENANCE

This level is performed by personnel from the intermediate (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 intermediate (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 vehicle is damaged and cannot be repaired on site within two hours or when it is the only means available to prevent capture or destruction by the enemy. (NOTE: Repair times are dependent on METT-TC; the two-hour limit is only a guideline for planning purposes.) With the exception of an entire vehicle, most damaged equipment can be transported by the platoon until it can be picked up by the troop or battalion support elements. It is then evacuated by troop or battalion maintenance personnel or by the DS maintenance unit.

When a vehicle must be evacuated, the platoon leader or PSG reports the exact location, vehicle type, and extent of damage, if known, on the troop net or battalion A/L net to personnel designated in the unit SOP. Two soldiers should remain with the vehicle to assist in evacuation and repair, provide security, and deliver the repaired vehicle back to the platoon as soon as possible. A recovery vehicle from the troop, company, squadron, or battalion maintenance team will evacuate the damaged vehicle. It is vital that the damaged vehicle be placed in a covered position that allows the recovery vehicle to reach it without exposing the recovery crew to enemy fire.

In the battalion task force, an evacuation vehicle should be dedicated to support the scouts. This vehicle should be positioned as far forward as possible; in many cases, it can be located with the nearest company team combat trains.

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. Procedures for towing are contained in the operator's manual. 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. The damaged equipment can then be repaired or replaced while the vehicle is being repaired. Self-evacuation by the platoon is a last resort that should be considered only to avoid losing the damaged vehicle to the enemy.

DESTRUCTION

When evacuation of damaged or inoperable equipment is impossible, it must be destroyed. The platoon leader must get the commander's permission before destroying any equipment. Every reasonable effort must be made to evacuate secure equipment, classified materials, and all weapons.

SECTION 3 — PERSONNEL OPERATIONS

SERVICES

Personnel services include 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 services are provided automatically by higher-level support elements; nonetheless, the platoon leader is ultimately responsible for arranging for and providing them to his platoon.

MANAGEMENT

Personnel management includes classification, assignment, promotions, and reenlistment. 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 make sure critical personnel shortages, such as vehicle commanders and gunners, are filled with qualified personnel.

SECTION 4 — MEDICAL TREATMENT AND EVALUATION

HEALTH AND HYGIENE

The platoon leader and PSG must emphasize and enforce high standards of health and hygiene at all times. This "preventive maintenance" approach should cover all aspects of the soldier's health and well-being, including the following:

• Daily shaving to ensure proper fit of the protective mask.
• Regular bathing and changing of clothes.
• Prevention of weather-related problems. These include cold-weather injuries such as frostbite, trench foot, and immersion foot and heat-related injuries like heat exhaustion and heat stroke. Soldiers must understand the effects of such conditions as sunburn and windchill.
• Battle fatigue prevention, including strict implementation of the unit sleep plan.

WOUNDED SOLDIERS

Battlefield positioning and dispersion make treatment and evacuation of wounded personnel two of the most difficult tasks the scout platoon must execute. This is particularly true for the battalion scout platoon. To ensure successful handling of wounded scouts, the battalion must specifically allocate CSS assets to the scout platoon to assist in evacuation. In addition, operational planning or SOPs must cover evacuation procedures in detail.

In both types of scout platoon, the combat lifesaver and/or the vehicle commander are almost always the first ones on the scene to begin the process of treating personnel who are wounded in action (WIA). With the help of the vehicle commander, the combat lifesaver provides initial first aid to wounded or injured soldiers. He prepares them for medical evacuation or returns them to duty status after rendering first aid. Whenever possible, there should be at least one combat lifesaver on each platoon vehicle at all times. Vehicle commanders and their crews must be prepared to give immediate first aid as necessary and to continue the mission, without stopping, with a limited crew.

The vehicle commander is responsible for ensuring that the PSG is informed of casualties. He coordinates with the PSG for ground evacuation or for aerial evacuation. If wounded crewmen require evacuation, the platoon leader or PSG can take one of these steps:

• Coordinate for aerial evacuation through the troop or battalion.
• Conduct self-evacuation with organic platoon assets.
• Request that the battalion or troop task organize a dedicated ambulance to the platoon for operations forward of the larger element. In the case of the HMMWV platoon, the ambulance should be a HMMWV variant located, for security, with the nearest company team.
• Coordinate with the closest troop or company team for ground evacuation.

The vehicle commander ensures that casualty feeder and witness statement forms are completed (the casualty feeder card stays with the wounded soldier; witness statements are given to the PSG). The PSG ensures that the witness statements are turned over to the 1SG.

Aerial evacuation, if it is available, is preferred because of its speed. The scouts coordinate with their higher command and then switch to the designated frequency to coordinate directly with the MEDEVAC or CASEVAC aircraft. They must pick a relatively flat, open, and covered and concealed position for the aircraft's landing zone (LZ). The location should be given to the aircraft by radio and marked with colored smoke as the aircraft approaches the area. The scout platoon provides local security of the LZ until the evacuation is complete.

Regardless of the method of evacuation, all scout leaders must have the necessary CSS graphics available, including locations of battalion or troop casualty collection points. Evacuation procedures must be part of the platoon plan and should be rehearsed as part of mission preparation.

A wounded crewman's individual weapon becomes the responsibility of the vehicle commander. 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 should also remain with the vehicle.

SOLDIERS KILLED IN ACTION

The battalion or squadron S4 designates the location of the collection point for soldiers who are killed in action (KIA). The scout platoon leader selects the location of a platoon KIA collection point and report its eight-digit grid to the battalion or squadron/troop. This collection point will be used only as a last resort when KIA soldiers must be left on the battlefield. The name of each dead solider, the exact location of the body, and the circumstances are reported to higher headquarters as soon as possible within the limits of the mission.

The platoon leader designates a primary and alternate vehicle to extract KIAs from the battlefield to the next scheduled LOGPAC location. The remains of these personnel are placed in a body bag or sleeping bag or rolled in a poncho for evacuation. The lower dog tag is removed for turn-in to the PSG; he forwards it to the 1SG during the next resupply operation along with witness statements from those who witnessed the action. The personal effects of the KIA soldier remain with the body. The soldier's weapon, equipment, and issue items become the responsibility of the vehicle commander until they can be turned over to the supply sergeant or 1SG by the PSG.

As a rule, every effort must be made not to place the bodies of KIA soldiers on the same vehicle as wounded soldiers. If the platoon leader or 1SG cannot expedite evacuation, however, KIAs and WIAs may be carried together on a vehicle until it reaches its next stop. In the attack, this destination may be the objective. In the defense, it may be the next BP.

SECTION 5 — PRISONERS

EPWs are excellent sources of combat intelligence; they must be processed and evacuated to the rear quickly. If enemy soldiers want to surrender, it is the crew's responsibility to take them into custody and control them until they can be evacuated.

The platoon leader will designate a primary and alternate vehicle responsible for the handling of EPWs as well as the transportation of the EPWs to the collection point designated in paragraph 4 of the battalion or troop OPORD. The prisoners are then evacuated to the rear for interrogation.

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 7-4 for a summary of these procedures. In addition to these steps, the scout platoon leader must ensure that prisoners are tagged with all necessary information prior to transporting them to the rear; refer to the discussion later in this section.

Figure 7-4. The "five-S" principles for handling EPWs.

The senior officer or NCO on the scene is legally responsible for the care of EPWs. If the unit cannot evacuate a prisoner within a reasonable time, he must be provided with food, water, and medical treatment.

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 an EPW or needlessly expose him to fire. In addition, mistreated EPWs or those who receive special favors are not good interrogation subjects.

Scouts should never make the initial approach to an enemy soldier. He may have a weapon hidden nearby, or he may be booby-trapped. To be safe, the scouts should gesture for him to come forward until it is clear that he is honestly surrendering and not trying to lure friendly troops into an ambush. They can use a thermal sight to locate possible ambushes. The scout who searches the prisoner should always have another friendly soldier cover him with a weapon. The searcher must not get between the enemy and the soldier covering him.

If an EPW is wounded and cannot be evacuated through medical channels, a combat lifesaver will treat the wounds and attempt to stabilize the prisoner. The supporting company or troop XO or 1SG will be notified of the prisoner's status, and evacuation will be coordinated using other means.

Before evacuating the EPW, the platoon leader must ensure that a tag is attached to him listing all pertinent information and procedures. A copy of this tag is forwarded to higher headquarters. Tags may be obtained through supply channels or made from materials available on the battlefield. The tag should contain the following information:

• Date of capture.
• Name of prisoner.
• Prisoner's rank.
• Prisoner's serial number.
• Prisoner's date of birth.
• Prisoner's unit.
• Location of capture.
• Capturing unit.
• Special circumstances of capture.
• List of weapons or documents in the prisoner's possession at the time of capture.

CAPTURED ENEMY DOCUMENTS AND EQUIPMENT

Captured enemy documents (such as maps, orders, records, and photographs) and equipment are excellent sources of intelligence. 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. 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. The captured items should be tagged with the following information:

• Type of item (such as document or piece of equipment).
• Date and time of capture.
• Location of capture.
• Capturing unit.
• Special circumstances of capture, including the names of EPWs in possession of the captured items.

CIVILIANS

Civilians who are captured as the result of curfew violations or suspicious actions are treated the same as EPWs. The platoon evacuates them quickly to higher headquarters using the "five-S" principles discussed earlier in this section. They should be tagged in the same manner as prisoners.