Military

8-1. Logistic supportability is a prerequisite to all military operations and the quantitative underpinning of the art of war. US national military strategy is one of global force projection, while Army doctrine is a doctrine of fire and maneuver. The sustained mobility of a land force is thus a function not of the mobility of its maneuver forces, but of the supporting logistics system. Therefore, at the strategic level, as well as the operational and tactical levels of war, the logistics system can be greatly challenged.

8-2. The five sustain imperatives of anticipation, integration, continuity, responsiveness, and improvisation are essential to effective, efficient logistics operations. Foremost among these is anticipation. Logistics planners apply planning factors to the concept of operation to arrive at the concept of support which puts CSS where and when it is needed. Planners also determine where and when the CSS will probably be needed in the future. In other words, logistics lead times frequently require support to be pushed forward in anticipation of requirements. This illustrates the second logistics imperative of integration. There must not be any disconnection between the operations and support plans. Support unit SOPs and administrative norms are secondary to the battlefield requirement of integration. Logisticians are represented on all tactical unit staffs and are involved at every stage of mission planning. Direct support logistical units establish physical liaison with their principal supported unit. Effective integration and anticipation result in continuity of support and logistic responsiveness. Logisticians understand the battle rhythm of the supported force. They surge the logistics effort alternatively between moving and fueling the force on the move, as well as fixing, arming, and manning the force in contact. Users of logistics play a vital role in maintaining the responsiveness of the logistics system by maintaining supply discipline and adhering to logistics plans and priorities wherever possible. Where the logistics system falls short of requirements, as can easily happen to units that do not have priority for support, improvisation is an important capability. Commanders must anticipate probable requirements and opportunities for improvisation.

8-3. The following paragraphs detail the organizations that provide the support to the ADA brigade. These organizations may change depending on the situation and mission.

8-4. The ADA brigade is both a user and a provider of logistics within its capability. This requires the brigade logistics staff to coordinate logistics support with external supporting units and to plan execution of logistics support with organic organizational and DS logistics elements. The objective of brigade logistics operations is to assist battalions in executing support functions and to coordinate brigade logistical requirements with external supporting units. The ADA brigade forecasts CSS requirements to the corps support command (COSCOM) or theater support command (TSC) and notifies ASG headquarters of planned ADA unit movements into or out of their AO.

8-5. The S1 has staff responsibility for the manning function as well as some aspects of the sustaining function. The S1 is staffed to man the S1/S4 element of the TOC on a 24 hour basis and to provide brigade level personnel service support to the brigade as a whole. The brigade HHB also has a small personnel service element. Personnel trained in strength management and personnel readiness management assist the S1.

8-6. The brigade S4 has staff responsibility for logistics matters associated with the logistics functions of arming, fueling, fixing, moving, and sustaining the force. To accomplish this, the S4 coordinates closely with the brigade technical maintenance staff, which includes personnel trained in maintenance of the brigade's weapon systems and support equipment. In some cases, the technical maintenance staff may be incorporated into the S4 staff. The S4 also has food service and supply staff assistants, including a property book officer. The S4 section is staffed to man the brigade TOC S1/S4 element on a 24-hour basis and to effect liaison and coordination with supporting agencies and subordinate units.

8-7. ADA battalions are staffed with logistics officers and technicians to accomplish basic logistics functions. In addition to organizational maintenance elements, HIMAD battalions have a DS maintenance company, which provides conventional, missile, and communications electronics (COMMEL) maintenance within its capability. ADA battalions coordinate with ASGs and support battalions for specific support requirements. ADA battalions also coordinate with support battalions to forward supplies received by the supply support activity (SSA) after units have moved to another ASG AO. ADA battery commanders effect direct coordination with designated supply and maintenance points whenever their units move into a new ASG AO.

8-8. CSS within the corps and theater rear is provided through area support and unit support. Both multifunctional and single function logistics commands are organized to execute CSS for the corps and theater.

8-9. COSCOM employs three or four multifunctional ASGs which provide the full range of CSS. CSS includes supply, transportation, maintenance, and medical and field services. Two ASGs typically position behind the division rear boundaries to support corps troops. A third ASG positions to the rear to provide DS and GS support to the whole corps. Division Support Command (DISCOM) support battalions receive backup supply from a corps GS supply base (GSSB) operated by a rear ASG. ADA brigade units receive common CSS from the nearest ASG. With prior coordination, common CSS can be provided from DISCOM units or from ASG assets collocated within division support areas. The corps Rear CP focuses on conducting rear operations, including sustainment operations, and on developing the corps logistics support plans. The COSCOM CP is the focal point for executing corps support operations.

8-10. In addition to multifunctional CSS commands, such as the TSC, the theater commander organizes other functional commands, such as a medical command, and a personnel command to coordinate specific support functions. The TSC establishes area support groups behind the corps to support EAC units and units moving through the theater rear. The TSC may also collocate an ASG with the corps main logistics base to support EAC units operating in the corps rear.

8-11. Tactical logistics operations are organized around six logistics functions: manning, arming, fueling, fixing, moving the force, and sustaining soldiers and their systems. These logistics functions orient on weapon systems sustainment as a priority.

8-12. The objective of this function is to keep weapon systems manned with trained and ready soldiers. It begins in peacetime with good personnel management and unit training programs. In combat, units track personnel strength and identify priority personnel requisitions. The brigade provides consolidated requirements to higher headquarters, which validates them. Personnel commands and replacement units obtain and provide replacements to the unit. The unit conducts reception operations for new replacements.

8-13. Personnel readiness management relies on timely and accurate strength accounting. Strength reporting affects not only tactical employment decisions, but also replacement operations and class I resupply operations. In combat operations, automated systems assist the S1 in strength management actions and maintain visibility of the unit pool of soldiers.

8-14. The S1 ensures that casualty reports are timely and accurate. Casualty reports are initiated at the lowest level in the chain of command or by any individual having knowledge of the incident. The casualty feeder report, carried by all small unit leaders, is used to report battle and non-battle casualties. Initial reports are usually verbal and are followed up by written reports as soon as possible. They provide the basis for next of kin notification. A witness statement must accompany the casualty feeder report when a soldier is reported missing, MIA, or when soldier remains are not under US control. Figure 8-1 illustrates the casualty information and reporting flow.

8-15. Replacements are provided based on priority requisitions and the unit priority of fill. Replacements are pushed from the COMMZ based on anticipated losses. The ADA brigade manages incoming replacements, providing them to battalions based on operational priorities. Battalion S1s operate a replacement reception point (RRP) to receive and integrate replacement soldiers. Effective RRP operations make the difference between soldiers who arrive at their units ready to fight and soldiers who arrive confused and uncertain. RRP operations are the most important S1 mission and should address all aspects of equipping and preparing new soldiers for combat operations, including orientation to battalion policies and the unit mission; issue of individual equipment and weapons; and introduction to key battalion leaders. ADA batteries also take deliberate steps to equip and train soldiers before they are committed to combat operations. Figure 8-2 illustrates the flow of troop replacement.

8-16. This function operates to provide the right mix and quantity of ammunition to the right place and at the right time. AMD systems must be rearmed as close to their fighting positions as tactically feasible. During periods of intense combat such as a defense, rearming the force is the most extensive and time-sensitive task of the sustainment system. Ammunition is allocated to units initially in accordance with unit basic load authorizations, established by the theater commander.

8-17. Ammunition is allocated in accordance with a command established controlled supply rate (CSR). CSRs are based on priorities for resource fill, established by the higher headquarters, and are expressed in numbers of rounds per launcher or weapon. Patriot ammunition might not have a CSR if the corps is the sole user or if theater transportation is not a constraint. In planning an operation, unit S3s identify their normal daily ammunition requirements in terms of a required supply rate (RSR). ADA units may have no RSR for small arms ammunition, since their use of individual weapons will be intermittent. An RSR is estimated by answering these questions:

• How many enemy targets will present themselves for engagement by my unit weapons on an average day of combat?
• How many of my weapons, with how many rounds, and what types of rounds will engage these targets?
• When will the RSR significantly increase or decrease?
• RSRs are consolidated and prioritized at each command level. Unit OPORDs identify ammunition on which the CSR differs from the RSR.

8-18. In combat, ammunition is pushed from the COMMZ, through theater stocks directly to forward corps and division supply points in accordance with the CSR for these units. Stinger ammunition will be stocked both at division and corps ammunition supply points (ASP). High tonnage Patriot ammunition will normally be stocked in ASPs in the corps rear area. With coordination, HIMAD ammunition can be shipped to division ASPs or even directly to ammunition transfer points in maneuver brigade rear areas, depending on the priority for HIMAD resupply. For EAC brigades, depending on the situation, ammunition shipments may come directly to a battalion or battery ASP. Ammunition packages are prepared in the corps or theater rear area and shipped forward. Division and corps movement control elements track the progress of supply shipments to their destination. Corps ASGs and DISCOMs track the status of inbound supply shipments. Divisions establish checkpoints, called first destination release points (FDRP), at the division rear boundary along MSRs. Ammunition convoys are halted at the FDRP, and final verification of their destination is made in coordination with the DISCOM division ammunition officer. The lead-time required for preparation and delivery of a high tonnage ammunition shipment in the theater rear is approximately 48-72 hours. To coordinate ammunition resupply for brigade units deployed across the corps AO, the corps ADA brigade S4 coordinates with key agencies described in the following paragraphs.

8-19. The corps G4 establishes priorities of support and the CSR in the OPORD. Further it focuses on the managed critical items list.

8-20. This staff source has planning expertise on ammunition capabilities. It develops the ammunition portion of the COSCOM support plan.

8-21. Support operations officers are responsible to plan and execute support operations for their units. At the COSCOM level, the support operation is managed by the materiel management center (MMC). ASGs manage the ASPs within their AO and may coordinate stockage of AMD ammunition and adjustments to scheduled ammunition shipments.

8-22. Ammunition operations within division AOs, including ammunition support for corps units, are managed by DAOs. With coordination, the DAO can divert scheduled missile shipments to alternate ASPs to support the HIMAD scheme of maneuver. DAOs also manage inventory levels within all ASPs in the division and may coordinate forward stockage of HIMAD ammunition if necessary.

8-23. The ADA brigade deploys with full ammunition UBL. In force projection operations, small arms ammunition is drawn before deployment, while missiles are shipped to the gaining theater. ADA battalions are staffed with small missile resupply sections in the battalion S4 section. Unit level ammunition operations involve three functions: obtaining ammunition from a supply point; distributing it to subordinate units; and reloading AMD launchers. There are several options in executing unit level missile resupply, involving variations on these three functions. Actual unit procedures are an METT-T dependent matter of unit SOP. The next paragraphs describe three common methods of ammunition operations.

8-24. The battalion manages a small ammunition transfer point. The S4 organizes ammunition supply convoys, using organic and battery haul assets. Ammunition is obtained from a DS level ASP and delivered to the battalion ASP. Units pick up ammunition from the battalion based on their CSR or mission requirements. This method allows the battalion commander to weight the main effort logistically and minimize stocks on the ground at battery level. It reduces the mobility of the battalion trains.

8-25. ADA batteries pick up ammunition directly from a DS level ASP in coordination with the battalion S4. Patriot battalions may use assigned guided missile transports or Patriot launchers as ammunition haul assets. This method minimizes ammunition management requirements at battalion level, but also limits flexibility at unit level. It may not be feasible for units located far from an ASP.

8-26. In this method, Patriot battalions preposition guided missile transports at the ASP. Empty launchers or Avenger fire units drive directly to the ASP and reload there. Battalion S4s coordinate with ASPs for supporting request documentation and arrangements. This method conserves scarce Patriot guided missile transports in order to minimize the impact of GMT shortages on a Patriot battery. It also conserves limited Avenger platoon and battery ammunition haul assets. It requires close battalion coordination with platoons and batteries to ensure that reloaded elements can link back up with their units. However, this method extends the time that an Avenger fire unit or Patriot launcher will be unavailable for AMD operations.

8-27. Fixing is the function of sustaining materiel and equipment in an operational status, restoring it to serviceable condition and upgrading its functional capabilities through modification. These functions are performed at unit, direct support, general support, and depot level. A key aspect of maintenance is the ability to repair equipment quickly and as close as possible to the point of failure or damage. The operator is the first link in the chain of maintenance followed by unit organizational mechanics. Avenger battery mechanics are trained to perform limited DS repairs. Patriot units have organic DS maintenance companies that perform DS level repairs on missile and conventional equipment.

8-28. Equipment is repaired as far forward as possible. Based on maintenance evacuation criteria established by the corps, equipment will be evacuated to a DS or GS maintenance activity in the corps rear area for repair. The COSCOM task organizes its ASGs with low-density missile maintenance and GS units in the corps rear. DS conventional maintenance capability is performed in the forward ASGs. Each ASG operates a SSA to resupply class IX repair parts and priority requisitions in other classes of supply. The authorized stockage list (ASL) of each SSA is also task organized based on the needs of the supported customer units. The corps also establishes guidance for cannibalization of equipment.

8-29. The brigade headquarters is authorized a technical maintenance staff that provides staff maintenance expertise and performs maintenance management functions. The EAC brigade coordinates Class IX supply with the TAMMC and oversees Class IX cross-leveling within the brigade. Additionally, the brigade MMC coordinates class IX cross leveling within the brigade and provides staff maintenance assistance to the brigade commander and subordinate maintenance elements. The brigade MMC assists battalion maintenance elements in tracking the status of requisitions through its ability to electronically query a national logistics supply database, the logistics intelligence file (LIF).

8-30. ADA battalions are staffed with senior weapon system maintenance technicians on the battalion staff and in each battery. Battalion maintenance management may be organized under the staff supervision of the S4 or may be an independent staff element. In addition to managing internal maintenance operations, the ADA battalion maintenance staff coordinates job orders and tracks maintenance actions with external supporting maintenance activities. Automated systems in each organizational and DS maintenance element perform the functions of prescribed load list (PLL) inventory management, parts requisition, and equipment maintenance records management. Many equipment technical manuals are published electronically. A key battalion maintenance effort, therefore, involves sustaining the operational capability of these maintenance management automated systems. DS level automation will normally require regular updating from unit automated maintenance and supply systems. The unit can provide these electronically or by disk copy. The battalion maintenance element manages this effort to ensure that supporting DSUs have the correct information needed to support the battalion. EAC Battalions have organic maintenance companies. The battalion maintenance element oversees the overall maintenance operation.

8-31. At unit level, organizational maintenance personnel inspect, diagnose, and repair equipment. Maintenance personnel perform these tasks within their capabilities according to applicable maintenance allocation charts.

8-32. During predeployment preparations, units identify shortages of equipment technical publications and cross level or obtain priority fill. Maintenance checks and services are performed to technical manual standards wherever possible. Equipment dispatch procedures are important to ADA units operating over extended distances and should include not only equipment serviceability checks, but also verification that drivers have enough water, rations, basic tools, medical supplies, and individual equipment to sustain if they are delayed or break down. Unit class IX requisitions are initiated either manually or electronically and delivered to the supporting SSA by the unit.

8-33. Equipment that cannot be repaired IAW the evacuation criteria outlined in the OPORD will be evacuated to the DSU. Battalions are responsible to track DS job orders with DSUs. Battalions notify the brigade S4 of equipment evacuated to GS. The brigade property book officer (PBO) drops this equipment from the property book and requisitions a replacement. ADA units are responsible for recovering their own vehicles. Motor sergeants and wrecker operators must be proficient in recovery techniques outlined in FM 4-30.31.

8-34. Technical manuals prescribe optimal procedures and requirements to inspect and repair equipment. On the battlefield, technical manual guidance is still applicable, but nonoperational equipment must sometimes be repaired under degraded conditions without necessary tools or parts. In these instances, unit mechanics must make do with temporary fixes to keep critical equipment in operation. Army doctrine recognizes battlefield damage assessment and repair (BDAR) as a necessary CSS function. FM 4-30.31 provides doctrinal guidance on BDAR requirements. Technical manuals also provide options for temporary repairs. An effective BDAR capability requires both specialized BDAR equipment and trained mechanics. All ADA organizational maintenance activities, including unit communications sections, deploy with a basic BDAR capability.

8-35. ADA brigades are organized with DS ordnance companies to provide DS level repairs of assigned HIMAD battalions. These companies provide one-stop maintenance and Class IX support. They are capable of repairing automotive, communications, COMSEC, construction, power generation, small arms, turbine engine, and quartermaster and chemical equipment.

8-36. Patriot intermediate support element (ISE) teams will collocate and provide DS to Patriot battalions. GS support will be provided from theater or COMMZ GS elements. The foundation of Patriot organizational maintenance is automated fault isolation systems and replacement of circuit cards containing faults. Unit maintenance technicians use the Patriot weapons control computer and electronic technical manuals to isolate system faults. The Patriot automated logistics system (PALS) allows the battery maintenance element to continually monitor the system and identify faults as they appear.

8-37. The DS ordnance company can perform metal working functions and repairs of special electronic devices and tactical microwave systems. It is organized to provide up to two maintenance support teams and limited base shop support for Patriot peculiar equipment and limited class IX support for the Stinger weapon system.

8-38. Avenger missile maintenance support teams will deploy with corps avenger battalions and provide DS missile maintenance. GS support will be provided by the Rear ASG and from the COMMZ. For Avenger units operating in divisional sectors, DS missile support may be obtained from DISCOM main support battalions with prior coordination. One key item for Avenger maintenance is argon gas, which is unique to the Avenger system. This is a Class III item for resupply. Maintenance elements coordinate for necessary resupply of Argon gas from the COMMZ.

8-39. Army oil analysis program (AOAP) services continue during combat operations IAW AR 750-1 with priority of support usually with aviation units. AOAP sampling may also be performed in conjunction with DS and GS repairs. ADA brigade units deploy with a basic load supply of AOAP materials. Unit level AOAP actions will normally be programmed for rest/reconstitution periods.

8-40. Technical assistance can be provided under the logistics assistance program. Units will plan to request deployment of attached logistics assistance representatives (LAR). LARs are noncombatants, and units are responsible for life support of LARs.

8-41. Movement is inherent in all logistics functions as it is in combat and combat support functions. It is the one element that connects sustainment operations with all other battlefield operations. Movement is a major concern of the S3. He must orchestrate the maneuver of his units; all other movement simply supports that maneuver. The movement function goes beyond the physical movement of personnel and materiel. It involves all the elements of moving forces and their logistics requirements. Some of the components of movement are the physical transportation modes, the process of planning and controlling movement, allocating transportation resources, and prioritizing movement. Within the corps, the COSCOM Movement Control Center (MCC) controls transportation through to the division rear boundaries. Division transportation officers and MCCs perform similar functions within their AOs. Divisions and corps MCCs do not normally use the same scale of maps, nor does the corps MCC routinely maintain visibility of division routes. Therefore, the brigade S4 plays a crucial role in coordinating with both divisional and corps MCCs for the movement of corps ADA brigade units. Figure 8-3 illustrates the corps class IX request and distribution flow. Figure 8-4 illustrates EAC class IX request and distribution flow.

8-42. Patriot and THAAD units require large amounts of fuel. Refueling sustains both AMD engagement operations and the AMD scheme of maneuver. Unit fuel tankers refuel battery equipment on site. Tankers are refueled at local class III refuel points. ADA units maintain vehicles and full spare fuel cans to be ready to move whenever the tactical situation requires. The corps receives fuel through rail terminals or by road convoy. COSCOM bulk fuel tankers may carry as much as two million gallons of fuel in addition to unit basic loads. The corps establishes GS petroleum, oil, and lubricants (POL) farms, holding up to 5 days of supply in the corps rear area. The brigade S4 forecasts bulk fuel requirements to the COSCOM by ASG. These are updated as the AMD scheme of maneuver transfers ADA units from one ASG area to another.

8-43. The five elements of this logistics function are personnel, health and field services, quality of life, and GS supply support. This logistics function addresses the soldier as an integral component of a weapon system.

8-44. Personnel service support functions sustain the morale and welfare of the soldier. At battalion, these include chaplain activities, legal services, public affairs, postal services, and finance support.

8-45. Soldiers performing in extreme conditions of combat have significant spiritual and emotional needs. Army doctrine acknowledges the threat of combat stress and outlines leader tools to counteract it. The unit chaplain plays an important role in this regard. A unit ministry team (UMT) consists of one chaplain and one chaplain assistant. A team is assigned to each ADA battalion and the brigade headquarters. The UMT provides worship services, the administration of sacraments, rites and ordinances, pastoral care, and counseling. The chaplain advises the commander and his staff on matters of religion, morals, morale, ministry in support of battle fatigue, and religious support enhancing soldier morale and unit cohesion. Chaplains also routinely visit unit soldiers in nearby hospitals. The chaplain is responsible for coordinating his programs with the S1 and with the brigade chaplain.

8-46. The ability of the commander to maintain morale, order, and discipline enhances unit combat readiness. Organizational morale is dependent upon the commander's ability to care for the soldier and protect the soldier from unnecessary concern about legal issues. The corps ADA brigade is authorized SJA personnel to provide legal services and to advise the commander not only on UCMJ issues but also on issues concerning the law of war, international law, and ROE. Legal services within the corps are provided on an area basis, locating near the corps Rear CP or the COSCOM headquarters.

8-47. Public affairs operations function to tell the Army story to news media, informing the public, and maintaining public support for military operations. The ADA brigade may be staffed with a public affairs specialist to advise the commander and subordinate units on matters of soldier and media interest. Corps public affairs staff elements provide similar functions for the corps staff and subordinate units.

8-48. DS postal platoons receive and separate mail by unit. Battalions pick up mail in conjunction with scheduled logistics runs and distribute internally to their soldiers.

8-49. Mobile pay teams from a corps area finance unit provide finance support. The theater commander may establish limits on how much pay can be disbursed to soldiers. The corps commander may establish a lower amount for his soldiers, based on the tactical situation. Battalions coordinate for soldier pay as required.

8-50. For the purpose of tending casualties, ADA battalions are staffed with combat medics, combat lifesaver trained soldiers, and with basic (level I) surgical capability. Units evacuate wounded soldiers directly to the nearest combat support hospital (CSH) or mobile Army surgical hospital (MASH).

8-51. Battalion medical support is planned by the battalion surgeon and S1 and provided by the battalion medical section. Backup support is provided by a supporting medical company assigned to the corps medical brigade. The medical treatment team forms the battalion aid station under the supervision of the battalion surgeon. The aid station provides Level I medical support for the battalion. This level includes triage, initial treatment, stabilization, and medical evacuation. The goal is to get the trauma patient to the initial treatment or advanced trauma management element within 30 minutes of injury. Battalion ambulance teams provide emergency medical treatment for patients en route to higher treatment facilities. Units are responsible for medical evacuation (medevac) of their soldiers to the battalion aid station. The battalion medical section provides dedicated medics with an ambulance to each battery. Units augment the medical section with trained combat lifesavers. Combat lifesavers provide patients with basic medical treatment and stabilization until evacuation.

8-52. Corps medical companies provide level II care that evaluates patient status and makes determination on further evacuation. A Mobile Army Surgical Hospital (MASH) or Combat Support Hospital (CSH) provides level III care. This includes resuscitation, initial wound surgery, and postoperative treatment. Casualties whose wounds are life threatening receive surgical care in a hospital close to the clearing station. CSHs are normally located near the division rear boundaries and within each ASG AO. Level IV care is provided by general hospitals located in the theater rear. These hospitals are capable of performing specialized medical and surgical care and reconditioning to expeditiously return casualties to duty.

8-53. Field services are logistical soldier sustainment functions. They include food preparation, water purification, bakery, clothing and light textile repair, laundry and bath, airdrop and parachute rigging, and mortuary affairs. They are provided on an area basis by the COSCOM.

8-54. Proper care of the remains of deceased soldiers is a commander responsibility and a moral obligation. Army doctrine for this is outlined in FM 4-20.64 and STANAG 2070. COSCOM will provide guidance and resources for mortuary affairs operations. Brigade S4 will coordinate with COSCOM for mortuary affairs support. Unit commanders are responsible for tagging, securing, and evacuating the remains of their soldiers. The ADA battalion S4s maintain wartime requisitions for body bags and personal effects tags, to be issued in theater upon deployment. Units are not authorized to bury remains without authorization of the corps Mortuary Affairs Officer. As an exception, chemically contaminated remains may be decontaminated if possible, temporarily interred, and marked as a chemical hazard. All interments are reported to the corps Mortuary Affairs Officer through S4 channels. Units tag and evacuate remains on organic transportation to designated COSCOM or DISCOM collection points. Personal effects are evacuated with remains, while the unit retains organizational clothing and individual equipment (OCIE) and individual weapons.

8-55. In the corps and theater rear the ADA brigade coordinates with supporting ASGs for other field services as the tactical situation permits. These include clothing exchange and bath support, laundry, and post exchange support. Field laundries usually provide only rough dry processing service. Clothing exchange facilities are operated as part of the bath facility to provide clean replacement of socks, BDUs and underwear on an individual basis. Textile renovation may be available on an area basis. Batteries deploy with tent repair kits to effect organizational repairs. Soldiers deploy with sewing kits as part of A and B bags. These services are provided on an area basis and can be directly coordinated by battalion S4s and ADA battery commanders. Batteries should anticipate any paperwork requirements, such as laundry tags, and plan to deploy with the necessary forms and supplies.

8-56. Military operations are not characterized by unremitting combat, but by a mix of combat operations, tactical pauses, and extended lulls during deployment and redeployment staging operations. Commanders are responsible to program a corresponding mix of readiness and recreation for their soldiers. Soldiers fight better when they are not distracted by problems at home. Units therefore integrate family support planning into deployment planning to ensure that basic family problems can be solved at home station. Batteries deploy with CTA authorized athletic and recreation kits to take advantage of rest and recreation periods. Commanders conduct physical training programs during periods when the unit is not part of combat operations. Commanders keep their soldiers informed and ensure that they receive field services whenever tactically feasible.

8-57. The following paragraphs describe the supply operations for the ADA brigade. Mission requirements may determine actual supply operations.

8-58. The objectives of supply support are to keep weapon systems operational and to sustain the force. Supply operations focus on sustaining both an adequate flow and adequate stocks of supplies. Supply planners coordinate with transportation planners to move supply shipments to supply distribution points. They also coordinate with operations planners to determine supply requirements over time. Multifunctional logistics commands ensure the integration of supply, transportation, and other functions down to battalion level. Supplies are stocked at various points, from GS supply bases to DS supply points to unit basic loads. Tactical agility requires these supply points to be kept continually stocked at a level which sustains, but does not hinder the mobility of forward maneuver units.

8-59. Basic or prescribed loads are unit level "supply points". Units are responsible for replenishing them as necessary to maintain prescribed stockage levels.

8-60. ADA brigade units typically deploy to war with unit basic loads (UBL) in supply classes I-IV, V, VIII, and IX. Some basic loads will be stocked at DS/GS level or in theater stocks in peacetime to be drawn/issued on order. Units prepare wartime requisitions for all basic loads not stored at unit level.

8-61. In addition to basic loads, units maintain and use operational stocks of supplies, including repair parts, POL, and other classes. Units deploy with all operational and prescribed loads of supplies, which can be transported and are maintained to support peacetime operations.

8-62. Class I, III, V, VI resupply is scheduled based on planning factors, equipment densities, and mission priorities. Class II, III (POL), IV, VII, and IX resupply is provided based on supply requisitions. Certain items of class II, III (Bulk), IV, V, and VII, as specified in the OPORD, may be command regulated.

8-63. During combat operations, ADA battalions forecast supply requirements as far in advance as possible. The ADA brigade S4 submits supply forecasts to corps G4. Supplies requisitioned through an SSA are usually shipped to that SSA, even if the customer has departed the SSA's AO. Because of the mobility of corps ADA units, particularly Patriot, battalion S4s coordinate with SSAs to pick up supplies that arrive after a unit has left the SSA's AO. Supply support from host nation agencies or local civilians is accomplished through field ordering procedures normally established and closely regulated at corps level and above.

8-64. ADA batteries are responsible for coordinating directly with supply points and for picking up supplies. If supplies are received by aerial delivery, units may be responsible for evacuating the slings, cargo nets, and other associated material to the nearest lift aviation unit.

8-65. ADA brigade elements may deploy and be employed early in a lodgment scenario before a mature logistics system is in place. Moreover, war plans and supporting logistics plans normally assume that units arrive in theater able to sustain for at least two weeks without resupply, apart from rations and POL. The ADA brigade must not only maintain supply discipline and prescribed load stockage levels in peacetime, but be able to rapidly identify and prioritize shortages in all classes of supply upon alert.

8-66. Deployed unit supply requests will be submitted with an operational project code, a force activity/urgency of need designator (FAD/UND), and a unit identification code (UIC) that are all different from home station supply codes. The ADA brigade S4 coordinates these early in predeployment planning with the appropriate headquarters. Alerted ADA battalion S4s promptly take action to ascertain the status of all supply requisitions. This is done with the assistance of SSAs and by direct queries to the national LIF. When directed, batteries begin using the new supply data in requisitioning supplies, updating existing requisitions if necessary.

8-67. AMD missile munitions will normally not accompany strategically deploying units, but will be shipped to meet them in theater. Army Materiel Command will coordinate this. The small arms ammunition UBL will be issued by the supporting installation or similar agency and will be transported by the unit.

8-68. Depending on the deployment scenario, the unit may have to bring rations additional to the UBL as "to accompany troops" (TAT) stocks to be consumed during the deployment into theater or to staging bases.

8-69. Every ADA battery will have some basic issue items (BII) or tool shortages that should be on order and reflected in unit shortage annexes. Alerted battery commanders and battalion S4s identify shortages which affect weapon systems, command and control, and soldier/unit sustainment; and take action to fill them through cross-leveling, upgraded supply requisition priorities, or operational command priorities. Examples could include critical test equipment, individual weapon ammunition magazines and cleaning equipment, or vehicle operator tools.

8-70. The tactical logistics system is structured primarily to sustain weapons systems and C². All other supply requirements are secondary. ADA brigade and battalion supply planners maintain sustaining basic loads and CTA authorized equipment to sustain for up to thirty days of operations. Possible examples include tentage with BII or component spares, spare camouflage repair kits, barber kits, and field shower equipment. Battalion supply planning should identify required quantities of batteries for all equipment that uses batteries, and outline procedures to stock or obtain these upon alert. SB 11-20 provides basic planning factors for batteries. ADA battalions may deploy with a limited operational stock of OCIE to replace shortages. Battery supply elements also plan sustaining stocks of administrative supplies. Examples include supplies for unit computers and forms such as laundry tags and hand receipts used in battery supply operations.

8-71. DA units may have shortages of MTOE authorized equipment. The brigade S4 maintains a prioritized list of MTOE shortages in coordination with the S3 and submits these for fill upon alert. Additionally, the S3 identifies any force modernization equipment pending fielding which will be required for employment operations. Supporting installations and Army Materiel Command coordinate fill of priority shortages.

8-72. The climatic zones of applicable war plans affect the MTOE and CTA equipment authorizations of ADA units. The factors of terrain and weather may require additional quantities or lines of repair parts; extra water haul capability; or different soldier uniforms, camouflage and tentage. If the unit is ordered to deploy to a different climatic zone, the brigade S4 must rapidly determine any additional supply requirements and initiate supply requisitions.

8-73. In addition to supplies required for employment, there are significant supply requirements associated with preparing unit equipment and soldiers for deployment. Soldier property and nondeploying unit equipment may have to be boxed and banded for storage. Accompanying supplies may have to be boxed or wrapped to protect it in transit. Unit secondary loads must be blocked and braced. Containers, vehicles, and sensitive equipment must be locked. Garrison installation commands normally establish policies on which deployment related supplies are to be stocked by the installation or ordered as needed. Battalions identify items for unit stockage and additional supplies to be requisitioned upon alert.

8-74. Using supply planning factors and command priorities, unit, DS and GS supply stockage levels are prescribed in terms of days of supply (DOS). Supplies are either transported to units (unit distribution) or picked up by units at designated supply points (supply point distribution).

8-75. Units maintain a UBL of MREs as prescribed in the force OPORD. DS supply points maintain additional days of supply (DOS) in the ASGs. DOS is three meals per day. "A" rations will be provided as available according to an established menu. Class I resupply is provided on an area basis by ASGs and DISCOM elements using supply point distribution. ADA batteries maintain a class I UBL and provide food service to assigned and attached soldiers. Plans to support soldiers deployed to remote sites or moving to new locations are also provided. Battery trucks not traveling in convoy should normally carry one DOS per passenger and at least five gallons of water.

8-76. ADA batteries are equipped by MTOE to carry about one DOS of water. A nonoperational water trailer may have an immediate impact on the combat capability of a battery. Organizational maintenance elements therefore carry spare repair parts for the water trailer and commanders maintain sufficient quantities of CTA authorized water cans to supplement the water trailer. The ADA brigade identifies potable water sources for units within its AO. These are normally collocated with a class I supply point. Batteries maintain a capability to chlorinate nonpotable water and unit medical personnel routinely test water for potability.

8-77. Battalion S4s deploy with component lists, operator technical manuals authorizing BII, and components of end items (COEI) for all battalion deployed equipment. These are used to obtain NSN information for class II durable and nonexpendable requisitions. Units deploy with required quantities of these class II items:

• Administrative supplies, including forms, office supplies, and housekeeping supplies
• OCIE and uniform/personal demand items
• Individual chemical equipment (ICE) packs, as required
• Tentage, tool sets, and class II expendable components
• CTA-authorized athletic and recreation kits
• CTA-authorized field sanitation kits, field latrines, and field shower equipment (If peacetime stockage is not required, units maintain wartime requisitions prepared for submission of order)
• Batteries for all equipment that require batteries

8-78. Units deploy from assembly areas with a UBL of packaged POL and a full basic load of fuel. All trucks, generators, fuel cans, and tankers are topped off. Unit trucks are refueled at the unit fuel point or a local DS refuel point. Units coordinate bulk fuel resupply for tankers with nearest ASG wholesale fuel point.

8-79. Units draw required class IV barrier material upon arrival in theater and subsequently from a supporting supply point. Some of the unit class IV requirements are triple strand concertina wire with pickets, lumber, and sandbags.

8-80. A portion of the small arms basic load is distributed to soldiers with the remainder transported by the unit supply section. Units obtain resupply of small arms ammunition from nearest Class V supply point.

8-81. Class VI sundry packs, containing various personal demand items, may be made available after the situation permits. If available, they are issued in bulk from the field ration break point or individually at field shower points.

8-82. Certain critical class VII items are command regulated and supplied based on unit priority and combat loss reports. The ADA brigade PBO will requisition all other class VII items based on reported battle losses. Hand receipt accountability of class VII below the PBO level may be waived by the Secretary of the Army. Battalion S4s requisition required BII/COEI from SSAs to fill shortages accompanying class VII battle losses. If approved for issue, the COSCOM or supporting MMC will issue a materiel release order (MRO), releasing the required item for delivery or pick up by the unit.

8-83. COSCOM and TSC) will maintain selected items of equipment as operational ready float (ORF). ADA ORF will be issued to keep an ADA fire unit from becoming combat nonoperational. Corps Controlled ORF will be issued as approved by the G4. The G4 needs to ensure that the ORF is pushed to a forward logistics point.

8-84. For selected high density weapon systems, the corps or theater command may operate weapons system replacement operations (WSRO) points where weapon crews are trained on available ORF or class VII weapon systems and then sent as a trained and equipped package to designated units. Avenger systems and MANPADS might be replaced by WSRO. In the corps, the corps commander or a designated representative is the release authority for WSRO. COSCOM establishes and operates the corps WSRO site in coordination with the corps G3 and AG. The corps AG establishes a personnel-processing point for crews designated for WSRO and coordinates personnel fill of WSRO crews.

8-85. Units maintain class VIII supply. Unit vehicles are equipped with first aid kits. Squads or section first aid kits can be stocked as necessary. Unit combat lifesavers carry combat lifesaver bags with their individual equipment. Unit medics, ambulances, and surgical facilities also maintain medical supplies. Class VIII resupply is coordinated through medical supply facilities, normally collocated with combat support hospitals.

8-86. Units should deploy with 100% fill of PLL and request resupply through a supporting DSU. Battalions cross level class IX internally and conduct controlled exchange of repair parts from nonoperational equipment as necessary. Units as authorized by its higher headquarters perform cannibalization of nonreparable equipment. Cannibalization is not a logistically sound option. It is used only when the required parts cannot be procured in time. Cannibalization must make the equipment combat operable and must not leave an economically repairable item noneconomically repairable.

8-87. Class X supplies may be required in conjunction with support and stability operations. Examples of these are agricultural and economic development. Class X supplies are coordinated through supporting COSCOM or host nation agencies. Unit field ordering officers may procure class X supplies as authorized in the OPORD.