CHAPTER 11
Logistics
FORCE SUSTAINMENT
Engineer-force sustainment is critical to maintaining and multiplying combat power. Logistics operations must accurately anticipate engineer CSS needs. Many engineer needs are unique, one-of-a-kind requirements that demand the logistician to improvise and the logistics system, often times, to become strained. Special engineer equipment is of low density, requiring intensive management to ensure that it is available for mission use. Engineer-mission materials are normally bulky, heavy, and hard to transport. They must be requisitioned, transported, stockpiled, and issued in a streamlined manner. Engineers play a key role in supporting theater logistics operations by constructing and upgrading logistics bases, troop bed-down facilities, airfields, ports, and MSRs. This chapter focuses on sustaining engineer units and engineer support to logistics operations. For more information in this area, see FMs 100-7, 100-10, and 100-16.
THE UNDERPINNINGS OF LOGISTICS
- Constructing bed-down facilities for force reception, onward movement, and sustainment.
- Opening ports and airfields to develop theater infrastructures.
- Assisting in distributing and managing materiel, movements, personnel, and health services by constructing MSRs and other logistics-support facilities. Tactical logistics encompasses all the CSS and engineer activities required to sustain the tactical commander's ability to fight battles and engagements. Successful tactical logistics provides the right support at the right time and place to units. Engineers receive tactical logistics support from CSS agencies located at the maneuver brigade through the TAACOM level in the areas of manning, arming, fueling, fixing, moving and sustaining. Engineers support tactical logistics operations in areas such as¯
- Constructing forward-area rearm/refuel points (FARPs).
- Digging in ammunition supply points (ASPs) and corps logistics C2 nodes.
- Erecting fixed bridging along forward supply routes. Regardless of the level of military operation, the engineer CSS structure and resource requirements depend on the METT-T. The engineer logistics-support structure fully supports the commander's intent and is integrated into the commander's concept of operation. Trade-offs between combat- and construction-engineering capabilities directly affect this CSS capability.
LOGISTICS CHARACTERISTICS
ANTICIPATION
Engineers consider joint, multinational, contract civilian, and interagency assets when planning support for engineer operations. They¯
- Use all available resources to the fullest, especially HN assets.
- Prioritize critical engineer activities based on the concept of operations.
- Anticipate engineer requirements based on experience and historical knowledge.
- Concentrate first on critical mission stoppers and then move to the next item.
- Participate in and evaluate the engineer significance of each phase of the operation during the entire command estimate process, to include mission analysis and COA development, analysis and war gaming, recommendation, and execution.
Predeployment and Deployment Phases
The theater needs to have the capacity to flow large numbers of units through its air and seaports. The theater also needs facilities to manage such functions as C2, storing and transferring ammunition, maintaining equipment, storing and moving bulk petroleum, generating and distributing power, and staging and billeting rear-area troops, which are necessary for a synchronized flow of support to occur.
Moving follow-on forces and supplies is critical to success. Engineer planners work closely with the logistics staff to develop a suitable transportation infrastructure (roads, bridges, and airfields). Anticipating engineer requirements is crucial to ensure that adequate time is available to complete a robust infrastructure. Much of this work can be done by HN or civilian contractor personnel. These facilities can also be improved with the foresight of using engineer assets before the operation and during contingency operations.
Base development does not end once the operation begins. Base-development needs will increase depending on the size of the force involved in the operation. Each time the force expands or contracts, planners review facilities and LOC requirements to ensure that they are adequate to accomplish the mission.
Entry and Operations Phases
War Termination, Postconflict Operations, and Redeployment Phases
INTEGRATION
Engineers will most likely support joint and multinational operations. The theater commander integrates operations in his area of responsibility, which often includes engineers from other services or countries and possibly civilian-engineering contractors.
RESPONSIVENESS
- Enhance the engineer unit's responsiveness.
- Adapt engineer change requirements without interrupting the flow of support. In this respect, responsiveness is closely tied with improvisation. Theater logistics planners structure the logistics force to be versatile enough to compliment engineer plans and operations yet be robust enough to ensure that engineer services are not interrupted. The structure is responsive enough to allow the engineer commander to seize and maintain the initiative.
Engineers plan to meet the changing requirements of the operation on short notice. The engineer sustainment system should be versatile enough to keep pace with rapid-decision cycles and mission execution and also react rapidly to crises or opportunities. Engineer planners are sensitive to engineer task-organization changes. Engineer units can normally respond to a change in task organization much quicker than theater CSS packages can. Because of this, contingency engineer sustainment plans are normally developed.
CONTINUITY
Engineers are either committed to the current operation or preparing for the next one. The tempo of the battlefield requires a constant vigilance by the logistician and engineer commander to ensure a constant flow of support. Supplies are pushed (unit distribution method) forward whenever logistically feasible. This is especially crucial to engineer units because they do not usually have lulls in their operations that would allow them to use the supply-point method of supply.
IMPROVISATION
- Creating a demolition cratering charge using common fertilizer and diesel fuel.
- Using diesel fuel as a substitute for unavailable dust palliatives, as during Operation Desert Storm. Specific damage assessment-and-repair procedures have been developed based on the need to improvise during the operation. Improvisation is not a substitute for good planning; requirements must be anticipated. Improvisation can be a great strength; engineer personnel must recognize it as an advantage in meeting emergencies.
ENGINEER LOGISTICS PLANNING CONSIDERATIONS
ENGINEER PREPARATION OF THE THEATER
- Assist in this process by identifying and preparing bases of operation and forward logistics bases.
- Select and improve LOC.
- Identify theater construction equipment and materials.
- Improve the infrastructure of the theater through various operations, such as nation assistance and disaster-relief activities.
LOGISTICS FORCE COMPOSITION
Government civilians and contractors can provide many specialized logistics functions for engineers, possibly requiring their integration into operations and requiring detailed advanced planning. Some engineer construction units, such as combat heavy engineer battalions and port-construction companies, may be task-organized and phased into the theater as logistics forces deploy and arrive.
ENGINEER LOGISTICS PRIORITIES
- Commander's intent.
- Commander's concept of the operation.
- HN assets.
- Joint-service capabilities.
- Multinational capabilities.
- Civilian-contracting capabilities.
- Systems interoperability.
- Availability of sea- and airlift into the theater.
- Suitability of air, ground, and sea LOC. Logistics priorities can shift between engineer units or be focused on a particular area. Shifting priorities between engineer units or work areas requires the logistics planner to scrutinize and coordinate closely to ensure that there are no lapses in support. Shifting priorities from one location to another is an extremely complicated process with the high potential for failure. Some examples of potential reasons for shifting priorities are¯
- Reconstituting the engineer force.
- Exploiting weaknesses.
- Preparing for future operations.
- Continuing with the success of a current operation. Engineers may receive a priority for certain CSS, such as Class IV construction materials or Class V mines and demolitions. A priority for engineer bridge companies may be to support logistics line-haul operations after downloading bridges. Priorities for engineer work may be to construct logistics bases and MSRs.
JOINT LOGISTICS SUPPORT FOR ENGINEERS
The CINC or JTF staff will ensure that logistics for engineers are integrated by delegating responsibility for various supply classes. For example, the Air Force may be responsible for all aviation fuel and Class XIII (medical) supplies and the Army for Class I (food and water) and Class III (bulk and diesel) supplies, while each service would handle its own Class V (ammunition) supplies. Army engineers could receive Class IV materials from joint-service supply points, such as the ones the NCBs established.
MULTINATIONAL LOGISTICS SUPPORT FOR ENGINEERS
- Food and water.
- Some ammunition.
- POL.
- Medical supplies.
- Construction and obstacle materials.
- Mines.
- Some vehicles and maps. Although some logistics functions may be suitable for national operations, many are not. Movement control; operation and use of ports, airfields, or LOC; and logistics communication systems are examples of supply functions better suited for multinational OPCON. Weapons, engineer equipment, and C2 systems compatibility is the largest obstacle to overcome in synchronizing logistics in a multinational operation. How to integrate and synchronize multinational assets depends on many factors. Technological capabilities, tactical training, national economic well-being, HN contracting capability, political issues, or even cultural differences are all considerations in determining an appropriate logistics system to support engineers.
If members of an alliance use similar engineer equipment or systems, plans should include consolidating maintenance, resupply, and other support operations. Although many of our possible coalition partners have bought like engineer equipment systems, such as the bulldozer or grader, none of their systems are completely compatible with ours. Incompatibility with coalition communication systems can be an even larger problem for synchronizing adequate multinational logistics support. LOs are essential to ensure successful multinational logistics operations to support engineers.
HN SUPPORT FOR ENGINEERS
Preestablished HNS agreements, such as status of forces agreements (SOFAs), can significantly improve logistics-support systems to engineers. These agreements must be made before hostilities break out and cannot be relied on for critical engineer requirements. Regardless of the presence of a preestablished agreement, the theater commander must ensure that the force has contracting capability deployed early enough to acquire the necessary HN assets. Some of the typical logistics support that HN assets can provide to engineers are¯
- Government agency support. The HN may operate systems such as utilities and telephone networks in support of engineers. It can also provide police, fire, and local security forces in support of engineer operations.
- Contractor support. HN, third-country nationals, or US contractors can provide engineers supplies and services such as labor and construction. LOGCAP contracts can also provide these services.
- HN civilians or third-country nationals. These civilians can perform a wide array of services for the commander. Some of the civilian engineer skills that may be required include linguists, laborers, stevedores, truck drivers, rail operators, utility specialists, and technicians.
- HN engineer units. HN engineer units can provide support in areas such as bridging and construction.
- HN facilities. The use of existing HN facilities can relieve the engineer of the need for a great deal of construction. Contractual agreement can provide support in billets, maintenance shops, medical and dental clinics or hospitals, logistics activities, and recreational areas.
- Engineer supplies and equipment. The availability of critical supplies depends highly on the TOs. Such things as construction materials (lumber, bricks, concrete, asphalt), construction equipment and tools, and obstacle materials will drastically reduce engineer lift requirements into the TOs. METT-T analysis determines the final decision to use HN assets and appropriate HNS C2 to support engineers. The following factors should be considered in determining the suitability of using HN resources to accomplish engineer missions and functions in the AOR:
- The effect on US security of failure to comply with a HN asset.
- The reliability of the HNS provided.
- The capability, dependability, and willingness of the HN to provide and sustain identified resource needs.
- The political, social, and economic considerations associated with using HN assets.
- The risk associated with HNS not being available in wartime in the type and quantity agreed on.
CAPTURED ENGINEER RESOURCES
CONTINGENCY OPERATIONS SUPPORT
LOGISTICS SUPPORT FOR ENGINEER UNITS
- That unit's organization.
- Its location in the TO.
- The command or support relationship under which it is operating.
- The maturity of the theater. The following paragraphs describe the logistics support to engineer units at each echelon:
ARMY SERVICE COMPONENT COMMANDER
JTF, JOINT FORCE LOGISTICS SUPPORT COMMAND (JFLSC), AND ARFOR
CORPS
DIVISION
BRIGADE
COMMAND AND SUPPORT RELATIONSHIPS
Attaching engineer units to maneuver units or other units is rarely done because it requires the supported unit to provide logistics support except for personnel and administration activities. Command and support relationships can alter this to fit various situations. For example, the COSCOM could support operational-level engineers on a task in the corps's area. Corps engineers operating in a division's area could possibly receive support of common classes of supply and limited vehicle maintenance support from the DISCOM.
ENGINEER LOGISTICS CONCEPT
- Keep pace with the operational decision cycle through early, complete, and continuous integration into the C2 and logistics structure.
- Plan and adjust engineer sustainment in concert with the rapid planning processes.
- Track subordinate and supporting engineer unit's sustainment postures so the sustainment planner can account for available resources, shift them as necessary, and integrate them into planning future operations.
- Influence, with detailed coordination from the logistics support units, current and future operations by ensuring that continuous and responsive logistics support is maintained
ENGINEER LOGISTICS LAYDOWN
- ENCOM, engineer brigade, and engineer group¯headquarters and headquarters company (HHC) and separate engineer companies.
- Engineer units operating in division, separate brigade, and cavalry regiment areas.
- Engineer units supporting rear operations. Engineer HHCs and separate companies have limited organic capabilities to sustain themselves. Therefore, they rely on tailored logistics assets for sustainment throughout the battlefield. The engineer-unit sustainment planners locate and establish accounts with designated logistics-support agencies and units. Engineer separate companies that are attached to engineer battalions receive logistics support from those battalions.
Engineers organic to maneuver units establish accounts with and receive logistics support from the DISCOM, the separate brigade FSB, or the cavalry regimental support squadron (RSS). Corps and operational-level engineer units supporting divisions, separate brigades, and cavalry regiments receive support from corps and theater logistics packages. Special supply and health-service support packages from the corps and ASGs are tailored and sent to the DISCOM, BSA, and regimental support area (RSA). This action is done through direct coordination with the corps's or ASG's LO who is collocated with the DISCOM, FSB, or RSS CP.
Personnel service support remains with corps or theater personnel units that locate in the division support area (DSA), BSA, or RSA. Corps and operational-level engineer units operating in division rear areas receive supply and health-services support from DS corps support battalions. Personnel service support is obtained through direct coordination with corps and theater personnel units in the DSA.
GS engineer units operating in rear areas receive logistics support through a designated support group on an area basis. They locate and establish accounts with designated logistics-support agencies and units. Regardless of the command or support relationship and location on the battlefield, all engineer units provide routine logistics status reports through the appropriate HQ. They do this to ensure that the logistics support of engineer units is fully integrated into operational planning and coordination of sustainment support.
FLOW OF SUPPORT
Unit Sustainment
Mission Sustainment
If mission-related supplies cannot be delivered directly to the combat or general-engineering location or engineer unit by corps or theater transportation assets, a plan using engineer or other assets is required. Most engineer units are equipped to augment this operation with limited organic transportation capabilities, but they are not responsible for planning, controlling, and executing the delivery of mission-required supplies. Engineers can influence both unit and mission sustainment requirements through early integration into the sustainment planning process at various HQ CPs. Sound sustainment estimates, accurate tracking of engineer unit sustainment posture, and continuous coordination with the logistics planners ensure that engineer unit requirements are properly forecasted, prioritized, and delivered.
ENGINEER SUPPORT TO LOGISTICS OPERATIONS
PERSPECTIVE:
In the Southwest Pacific, the 117th Engineer Battalion, 37th Infantry Division, consistently deployed its companies and platoons to build jeep trails and crude roads behind the advancing infantry. In the jungles and heavily vegetated hills of New Georgia, the infantry's front lines could only advance as fast as the engineers blazed the trails. This facilitated not only resupply but also evacuation of the wooded area as well. This became such a dominant mission for the battalion that the commander stopped deploying his companies in direct support of the infantry regimental combat teams. He retained control over all line companies and applied their efforts to the priority of tasks given to him by the division commander.
LOC CONSTRUCTION
- Port construction or upgrade.
- Airfield construction, upgrade, or repair.
- MSR/alternate supply route construction, upgrade, or repair,
- Bridge construction, upgrade, or repair.
LOGISTICS-FACILITY CONSTRUCTION
WATER-SUPPLY SUPPORT
MEDICAL-FACILITY CONSTRUCTION
Site-preparation requirements vary with the type of hospital and the nature of the terrain. Site selection may be restricted based on METT-T or political and social considerations. Whenever possible, the site selected should minimize the engineering construction effort. Theater real estate acquisition teams may be needed to lease the large amount of land required to support a health-services site. Follow-on medical-facility construction requirements include¯
- Power generation and distribution.
- Waste disposal (hazardous and ordinary).
- Field sanitation.
- Water supply and distribution.
- Heating and cooling.
- Refrigeration.
- Patient and staff living facilities.
RECONSTITUTION SUPPORT
LOGISTICS FORCE-PROTECTION SUPPORT
- Level I threats can be defeated by base or base-cluster self-defense measures.
- Level II threats defeat are beyond base or base-cluster self-defense capabilities. However, they can be defeated by response forces, normally with supporting fires.
- Level III threats necessitate the command decision to commit a combined-arms tactical combat force to defeat them. Engineer construction forces build and fortify logistics bases, battle-command facilities, and decontamination sites. They also perform other engineer tasks needed against rear-area threats, such as camouflage and countermobility operations. Combat engineers can be used to defeat Level II threats if the maneuver commander deems it necessary to divert engineer assets to this mission. Generally, engineers are not suitable for defeating Level III threats unless they are augmented with additional forces, antiarmor weapon systems, and forward observer support that is adequate to defeat the expected threat forces.
KEY ENGINEER LOGISTICS LEADERS
Staff Engineer
Executive Officer
- Integrates and synchronizes all logistics support in his unit.
- Directs the execution of engineer staff logistics-support tasks.
- Coordinates the effort of staff members.
- Supervises the efficient and prompt response of staff logistics-support functions.
- Relies on the logistics staff sections to plan, integrate, request, and monitor engineer logistics functions that support both unit and mission sustainment.
Adjutant (US Army) (S1)
- Integrates personnel- and medical-service support and general administrative functions with the appropriate personnel- and medical-support unit.
- Should be cross-trained with the Supply Officer (US Army) (S4) in all areas of engineer sustainment.
- Coordinates engineer personnel and medical support.
Supply Officer (US Army)
- Integrates the engineer's supply, maintenance, transportation, and field-services support with the appropriate logistics-support units.
- Should be fully cross-trained with the S1.
- Plans, coordinates, and monitors engineer operations with the logistics staff.
- Provides detailed sustainment input to the engineer CP for orders development for each mission.
- Monitors and tracks the sustainment status of engineer units.
- Is assisted by a chief supply sergeant, a supply technician warrant officer, and a supply specialist for supply-related functions.
- Is also assisted by a maintenance technician warrant officer and a senior maintenance supervisor for troubleshooting maintenance operations and support.
HHC Commander
- Command the HHC's CP and are assisted by the HHC's first sergeant (1SG).
- Are responsible for coordinating sustainment of the ENCOM, engineer brigade, or group CP and command groups.
- Ensure logistics coordination and integration with designated logistics-support units.
- May also be responsible for base-defense operations.
Company 1SG
- Focuses on executing CSS functions in support of the current operations and coordinates future CSS operations.
- Establishes, moves, and leads the company trains (maintenance contact team, combat medics, fueler, and other CSS vehicles, as required).
- Links up with, in a combined-arms environment, the maneuver TF command sergeant major to coordinate mess, maintenance, medical, and casualty-evacuation procedures.
- Receives a battalion or TF LOGPAC at the logistics release point and escorts it to the company or various platoon locations to provide mess, maintenance, fuel, and personnel administrative services to company soldiers.
- Maintains close coordination with platoon sergeants, maintenance and supply section sergeants, support-platoon leaders, chaplains, and engineer battalion and maneuver TF S1s and S4s.
- Monitors the status of engineer company soldiers, including their health, welfare, and morale.
ENGINEER LOGISTICS C2
Rear CP Engineer Section
- Is the engineer's primary integrator into rear CPs for executing logistics support for subordinate engineer units.
- Coordinates sustainment for current engineer operations and plans and prepares for implementing future operations.
- Maintains updated logistics status of engineer units.
- Provides the main CP engineer section with detailed logistics estimates to help formulate plans and orders.
- Ensures that engineer sustainment plans are synchronized with the logistics staff.
Main CP Engineer Section
- Develops engineer sustainment plans.
- Writes the engineer logistics portions of the basic OPLAN or OPORD and paragraph 4 of the engineer annex.
- Integrates engineer sustainment through coordination with the main CP logistics cells.
- Ensures that the immediate engineer sustainment requests received from the tactical CP or assault CP are forwarded to the rear CP.
Tactical or Assault CP
Engineer Section
Engineer Brigade and Group
CSS Cells
- Support the brigade and group S1/S4 officers in developing the engineer sustainment plans and writing paragraph 4 for brigade and group OPORDs and OPLANs.
- Monitor current engineer logistics status through periodic personnel and logistics status reports from subordinate units.
- Recommend logistics priorities to the brigade or group commander.
- Identify critical personnel and supply shortages, along with maintenance or transportation problems, that affect engineer unit and mission sustainment.
- Redirect logistics support. The engineer brigade CSS cell maintains constant communication with subordinate engineer units logistics sections, the rear CP engineer section, the SUPCOM CP, and the G4. The engineer group CSS cell maintains constant communication with the brigade CSS cell, the subordinate engineer units, and the supporting maneuver unit logistics support units, if required.
Engineer Brigade and Group HHC CPs
Engineer Company Trains Element
- Is normally collocated with the company's CP.
- May be formed, depending on METT-T, near a supply or maintenance point or with an engineer battalion rear CP.
- Is under the control of the company 1SG.
- Consists of the company supply and maintenance sections.
- Tracks, reports, and provides critical engineer unit and mission sustainment support.
- Maintains constant communication with subordinate platoon and section sergeants, higher HQ logistics sections, designated logistics support units, and supporting maneuver unit logistics support units, if required.
ENGINEER'S ROLE IN PLANNING AND COORDINATING
After receiving a WO for a mission, the staff engineer immediately initiates an engineer logistics estimate. This estimate is specifically focused on sustaining all subordinate engineer units. Class I, III, IV, and V supplies and personnel losses are the essential elements in the logistics estimate process. Close integration with the logistics staff can simplify and speed the estimate process by using their automatic data processing (ADP) systems. During continuous operations, the estimate process may need to be abbreviated due to time constraints. The staff engineer aggressively maintains an accurate logistics and combat status of all engineer units, which is critical to shortening the engineer logistics estimate process.
After conducting the estimate process to determine unit sustainment and mission supplies requirements, the staff engineer compares the requirements with the reported status of subordinate units to determine the specific amounts of supplies needed to support the operation. These requirements are then coordinated with thelogistics staff to ensure that necessary supplies are identified and resourced. At the same time, the staff engineer section develops a required supply rate (RSR) to support engineer mission requirements. Based on how much of the required items are on hand and how much will be needed, the staff engineer, in coordination with the logistics staff, assesses the availability of these supplies in stocks. They also analyze the capability to transport mission supplies to engineer units.
After identifying the requirements for unit sustainment and mission supplies and their availability, the staff engineer develops a projected engineer status, based on the current engineer sustainment status. The staff engineer then analyzes the requirements to support the plan and translates them into specific plans that are used to determine the supportability of COAs. After determining a COA, the specific engineer logistics input into the basic OPORD and paragraph 4 of the engineer annex are developed and incorporated into each. Current engineer sustainment operations may require redirection, based on the new plan. If so, the OPORD and engineer annex will be sent to subordinate engineer units for coordination and execution.
Engineer units provide unit and mission logistics status to the staff engineer so that he can do a similar logistics staff planning process. Accurate and timely status reporting assists the staff engineer in providing accurate engineer unit status to the commander. It also energizes the staff engineer support to intercede in critical sustainment problems when necessary. The staff engineer ensures that mission-required supplies needed by engineer units to execute missions are integrated into logistics plans.
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