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Corps Support Group HHC

This chapter describes the mission, organization, and employment of the CSG HHC. It describes the functions and collective or individual tasks performed by personnel assigned to each section or branch.

The support operations section serves as the single point of coordination to resolve logistics support problems. The CSSAMO enables the group to resolve software support problems throughout the CSG AO. The HNS branch provides an interface between the group and HN elements which may augment CSG support capabilities.











The CSG headquarters is the command and control element for all assigned or attached battalions. It coordinates the logistics support activities of subordinate units. TOE 63422L000 lists personnel and equipment requirements. These requirements apply to all CSG HHCs, whether the CSG employs in the forward or rear portion of the corps rear area.


The CSG headquarters commands and controls assigned and attached logistics units. At Level I, this headquarters can --

  • Provide command, control, staff planning, and supervision of three to seven assigned or attached battalions and any separate companies.
  • Exercise technical supervision over the mission operations of subordinate units.
  • Provide food service, unit maintenance, and recovery for the RAOC which collocates with the CSG headquarters.

ARTEPs 63-422-MTP and 63-422-30-MTP list critical wartime missions and supporting missions. Headquarters staff officers accomplish these missions through developing plans, policies, and procedures. They formulate orders to ensure compliance with COSCOM plans, policies, and directives. Appendix C provides a sample CSG OPORD and service support annex. They then implement or supervise their execution.


Figure 2-1 depicts the organizational structure of CSG HHCs. The functions of each section or branch are discussed later. Tables list the tasks performed by key personnel assigned to each element. Personnel authorization remains subject to change. Refer to the latest MTOE for current staffing authorizations.


The CSG HHC locates in the corps rear area, preferably in a built-up area. For security, this headquarters sets up operations within a base/base cluster designated by the sector RAOC. The general location of the CSG headquarters is assigned by the COSCOM. The CSG S2/S3 selects specific headquarters locations in coordination with the area RAOC. An MCT, RAOC, and EOD detachments/platoons may collocate with the CSG HHC for life support, local security, and case of coordinating support.

The CSG HHC requires an area approximately 200 by 250 meters. Area requirements vary pending METTT and level of intensity. For example, elements spread out more during high intensity conflicts. Existing facilities and terrain determine actual location of headquarters elements and supporting staff sections. Normally, the S2/S3 and support operations sections collocate to form the logistics operations center. The S1 and S4 sections collocate nearby.

The company headquarters commander coordinates movement and security of the LOC. Due to its signature, the CSG HHC may need to move once every 8 to 17 days. It should be 75 percent mobile.


TACCS or other microcomputer devices transmit management information systems data between the CSG, its subordinate elements, COSCOM HHC, and CMMC. Figure 2-2 depicts the automation support systems designated by TOE incremental change packages for the following CSG HHC organizational elements:

  • S1 section personnel process SIDPERS report data on their TACCS device.
  • Support operations staff officers use CSSCS data to monitor the support missions of subordinate units. CSSCS software helps them implement logistics support plans and priorities. Upon loss of communications with the COSCOM, CSG staff officers use CSSCS data to take emergency or priority type actions. If it becomes necessary, CSGs use CSSCS programs to take limited functional control of ADP generated requirements.
  • CSSAMO personnel use TACCS and ULC devices to manage CSS software within the group AO.
  • S2/S3 section personnel use CSSCS software, run on an ACCS common hardware device, to assist in preparing OPLANs/OPORDs and estimates.
  • S4 section personnel use SPBS-R to monitor-equipment on subordinate unit hand receipts. SPBS-R software maintains property book accountability for the group's company headquarters.
  • Company headquarters personnel use the ULC, authorized by CTA, to process PLL data.

Computer data transfer between unit locations can be in diskette or hard copy format. MSE passes data-over the corps area common user system.


The command section functions as the command and control headquarters under direction of the COSCOM. In turn, it provides C2 of all battalions and separate units assigned or attached to the group. The CSG coordinates day-to-day support missions in its AO, while the COSCOM plans and synchronizes support for the corps force. As applicable, command section staff officers --

  • Issue planning guidance.
  • Supervise, monitor, and coordinate staff operations.
  • Prepare plans and orders.
  • Prepare contingency support plans.
  • Task organize subordinate battalions.
  • Coordinate and monitor support operations.
  • Monitor and keep CSG staff and units informed of the tactical environment.


The command section consists of the group commander and XO, coordinating S-staff, and special staff. S-staff officers supervise and coordinate the functions of subordinate elements. In addition to the S-staff, there is a support operations officer. Special staff includes the C-E officer and chaplain.

Command section staff officers perform the five staff functions common to all staff officers. They--

  • Provide information.
  • Make estimates.
  • Make recommendations.
  • Prepare plans and orders.
  • Supervise.

Command section staff officers conduct staff mission analysis, develop estimates and plans, and implement COSCOM and corps G4 policies and orders. They develop a reporting and monitoring system for staff operations in their area of expertise. They provide information updates to the CSG commander and exchange information with other staff sections on areas that are critical to mission accomplishment.

FM 101-5 and AR 611-101 list generic staff responsibilities. Table 2-1 lists tasks performed by key command section staff.


The group commander reviews command staff estimates and recommendations. He reviews draft plans and directives for adequacy and compliance with the COSCOM commander's intent. He advises his staff on how to resolve potential coordination problems. The commander and XO ensure that command section staff officers coordinate plans with their COSCOM and subordinate battalion counterparts.


The group commander and XO provide direction to the command section staff for the preparation of plans and directives that support the COSCOM's concept of operations. They identify specified tasks in the COSCOM OPLAN/OPORD and assign responsibilities, additional staff duties, time frames, and tentative suspense dates. Command section staff officers assess the probable effects of enemy and allied operations on support missions. They recommend CSG task reorganizations to the COSCOM as well as shifts in priorities of support to customer units.


The deployment planning checklist at Appendix B can help clarify guidance and directives from COSCOM or task force staff relative to requirements and the support which CSG units are to provide. Similar checklists in FMs 63-3 and 63-6 can be used to plan deployment in support of a contingency operation or if the CSG is to operate as the largest logistics support element in theater.


The group commander task organizes subordinate battalions. He attaches or places logistics units or teams OPCON in response to changes in missions and support requirements. Movement of units into or through the CSG's sector affects the supported customer list. Support operations staff and S2/S3 staff recommend possible organization shifts. Changing support requirements and estimates of the situation will impact on task organizations.


The S1 section serves the soldiers of the command. It monitors and reports on personnel service support functions, to include administrative, legal, and morale support.


S1 section personnel process personnel actions. These include assignments, promotions, awards, and decorations. They coordinate personnel service support, to include religious, postal, legal, and financial services. They also assess and enhance morale and coordinate law, order, and discipline activities.

S1 staff personnel perform administrative support duties. They monitor the personnel status of assigned or attached units. Subordinate units send information copies of personnel actions through the S1 chain. They prepare the personnel estimate, maintain strength data, prepare SIDPERS input, and determine personnel replacement requirements. If necessary, they plan for and supervise the use of civilian labor and coordinate civilian pay requirements with the supporting FSUs. Table 2-2 lists collective and individual tasks performed by S1 section personnel.


S1 section personnel consolidate strength reports from all subordinate units. S1 section personnel use a TACCS device to monitor, update, and report unit status and SIDPERS personnel data. They prepare daily personnel status reports. Part I, Personnel Daily Summary, flows through command channels to the COSCOM ACofS, G1. Part II, Personnel Requirements Report, is sent through AG channels to help identify replacement requirements.

The S1 officer and staff make reconstitution recommendations based on data listed on the personnel data summary. The summary lists each unit separately. It lists daily strength, losses and gains. It also lists the number of days each unit has been in the AO.


S1 section personnel prepare and process SIDPERS transactions. SIDPERS input forms use codes in DA Pamphlets 600-8-1 and 600-8-2. Table 2-3 lists frequently used SIDPERS reports. Section personnel review SIDPERS personnel transaction registers to resolve strength imbalances.


Subordinate units send casualty feeder reports and witness statements to the CSG S1 section. S1 section personnel verify and correct casualty status and identity data based on input from medical and mortuary affairs elements. They also prepare a SIDPERS deceased transaction and a SIDPERS organization strength report change for all KIA. DA Pamphlet 600-8-1 covers SIDPERS report procedures.


Replacement depends on strength reports submitted through personnel service units by company clerks. S1 section personnel assign replacements based on unit requirements, priority of requirements, and MOS. They coordinate assignment priority with S2/S3 staff and unit commanders to agree with critical needs. Replacement personnel are assigned based on valid position numbers on the unit manning report. S1 staff sends assignment notification, based on position number filled, to the receiving unit and the parent battalion headquarters S1.


S1 section personnel assess troop morale during visits to subordinate units. They assess AWOL rates, disciplinary reports, and requests for counseling. They also assess the adequacy of morale support activities, such as postal services and athletic events. They process recommendations for awards and decorations following AR 672-5-1 and command policy.

Section personnel prepare a personnel services program to, manage leaves, passes, and rotations. They project R&R quotas for subordinate units. S4 section personnel coordinate requirements for transportation to R&R areas.

The corps personnel group provides movies, library kits, video games, and athletic equipment to authorized hand-receipt holders.


Corps and COSCOM medical staffs develop, implement, issue, and update a medical support plan to cover operations within the group's AO. Refer to FM 8-20. The medical support plan includes information and instructions on --

  • Hospitalization.
  • Evacuation of sick or injured personnel.
  • Emergency evacuation.
  • Location of supporting medical and dental facilities.
  • Procedures for requesting medical evacuation support.
  • Return to duty personnel.

The S1 coordinates with the corps medical officer to determine medical support for mass casualties or an NBC attack. He also coordinates with the S2/S3 NBC officer to determine the probability and impact of NBC related casualties.


The legal NCO gathers legal data and prepares legal records. He also helps prepare and process court-martial and board proceedings using the US Manual for Court Martials. AR 27-10 supplements that manual. AR 15-6 describes how to conduct an investigation.

The COSCOM headquarters has convening authority over CSG units. The Judge Advocate General Corps provides legal services on an area basis. It provides legal advice and assistance to commanders and their staff on relations with the populace and government within the area of operations. It also provides legal advice on acquisitions using appropriated and nonappropriated funds. Its staff conducts war crimes investigations and trials.


HN and third country nationals supplement field services. The G5 and COSCOM contracting staffs have staff responsibility for the hiring and control of civilians. They identify operations which local workers can perform. The CSG contracting management officer contracts with local HN businesses for civilian services. CA teams coordinate the hiring or contracting. They also provide interpreters or translators. FM 41-10 describes CA functions.


The corps G1 and provost marshal define the EPW program. The MPs manage and control EPW collection points in the CSG area. The group S1 section coordinates with these elements, medical units, and their subordinate units on EPW issues. Subordinate units turn captured documents over to the group S2/3 section. They report captured materiel to the S2. Refer to FM 19-1.


The UMT consists of the chaplain and senior chaplain assistant. Table 2-4 lists their responsibilities. The UMT provides religious support to soldiers in combat. The team moves among forward elements, ministering to soldiers before, during, and after contact with the enemy. The CSG's UMT assures essential religious ministry to rear areas where mass casualties, hasty burials, and psychological trauma could equal that of soldiers in forward areas. FM 16-5 describes the chaplain and his assistant in combat operations.

The group chaplain provides staff supervision over chaplains and religious activities in subordinate units. He serves as advisor and consultant to the group commander and his staff on religion, morals, and morale as affected by religion. The chaplain advises the group commander on the impact of indigenous religions on military operations. He recommends policy for military use of civilian or HN places of worship. He also ensures that subordinate battalion chaplains follow any restrictions on their use.


The support operations section serves the customer units. Its primary concern is customer support and increasing the responsiveness of support provided by subordinate units. It continually monitors that support and advises the group commander on the ability to support future tactical operations. Support operations staff officers --

  • Provide technical advice on the external support mission of subordinate units.
  • Plan, coordinate, and monitor supply, field services, and maintenance support to customer units.
  • Monitor the effectiveness of transportation services in the CSG area.
  • Coordinate HNS requirements.


Support operations staff officers provide technical expertise, advice, and assistance to subordinate units. They conduct staff visits to customer units and supporting units. They recommend ways to increase responsiveness to changing support requirements. Recommendations may include reallocation of resources, changing customer lists, and shifting customer priorities. Command section staff officers coordinate their recommendations with COSCOM, CMMC, and CMCC staff as required.


The support operations section has five subordinate branches. These consist of a supply and service branch, maintenance branch, transportation branch, HNS branch, and a CSS automation management office.


This staff element serves as the point of contact for supported units. It directs problems to appropriate technical experts within subordinate branches. Table 2-5 lists the collective and individual tasks of section personnel. Though the support operations officer is assigned to the command section, Table 2-5 also lists his responsibilities.


Like intelligence preparation of the battlefield, LPB is a planning tool. LPB is the sum of those actions taken to minimize the cost of supporting an OPLAN or a contingency plan. The ultimate purpose of LPB is to maximize logistics provided while minimizing the use of logistics resources. During initial planning stages, COSCOM support operations staff uses LPB processes to determine the number and type of logistics units required for an operation. LPB can help determine the placement of logistics units on time phased deployment lists. Support operations staff at all levels can use LPB processes in preparing to deploy to the theater of operations. LPB then becomes a continuous logistics planning process. Support operations staff officers use IPB products in performing logistics effects analysis. They update LPB tools during the duration of CSG involvement.


The support operations officer serves as the single point of coordination for customer units when problems arise with logistics support. He tasks his staff to determine the cause of customer dissatisfaction and correct or resolve support problems.

The CSG/CSB commander assigns liaison personnel to the DISCOM and FSBs. This enables the group to react to changing situations or prepare to support future operations in a more timely manner. Liaison personnel --

  • Coordinate with DISCOM staff in determining how to best support corps units employed in the division AO.
  • Provide timely information on maintenance overflow and reinforcing requirements.
  • Coordinate CSG field services provided on an area basis.
  • Check with group and battalion support operations staff officers for reasons for delays in satisfying MROs.
  • Provide CSG subordinate units early warning of possible additional or changed tasking.


Support operations section personnel continually review status reports to determine whether requirements exceed supporting unit capabilities. Subordinate battalions consolidate status report data and submit significant change data to the CSG support operations section. Battalion status reports to the group should relate --

  • Significant shortages of supplies that impact on current and projected mission support.
  • Significant shortages of mission support equipment or MOSS that impact on support.
  • Status data on reportable items identified in OPLANs.
  • Battle losses of critical mission support items.
  • Overall status of supply, maintenance, field services, and transportation support (green, amber, or red).
  • Overall quantity of stocks on hand and due in.
  • Critical Class V DODIC information.
  • Possible support problems and suggested courses of action to relieve problems.


Units moving into the CSGs area need to know where and when to obtain support. Merely knowing the designation of the supporting unit which provides supply, service, transportation, or maintenance is not enough.

The logistics support overlay shows the location of supply points, CEB points, MCPs, and mortuary affairs collection points, all of which provide support on an area basis. The overlay also lists the hours of operation. Support operations section personnel maintain and update the overlay to reflect repositioning of support elements.

Units arriving in or passing through a CSG area report to the RAOC for base or base cluster assignment. A RAOC collocates with each CSG HHC. Therefore, an expedient way to ensure continuation of logistics support is to hand out a logistics support overlay similar to that shown in Figure 2-3 to units, detachments, or teams as they report in to the RAOC.

Corps units employing in the division area receive a logistics support overlay from the DISCOM S2/3 at the division rear CP or FSB S2/3. These overlays depict the location of forward logistics elements or CSB supply points where corps forces can receive support.


The corps rear CP operations cell, in coordination with the COSCOM support operations officer and corps G3, determines the general positioning of logistics units in the corps rear area. The sector RAOC determines specific unit positioning and positions units within bases and base clusters within its area of responsibility. CSG support operations staff ensure that the COSCOM support operations officer is kept up-to-date with terrain mission requirements of subordinate units.

The support operations officer of forward CSGs coordinates terrain positioning requirements of CSG elements employed in the division sector with the division rear CP's rear operations cell.


CSG supply personnel focus on customer supply support. How well subordinate supply units support customers depend on stocks being on hand to fill requests upon demand. Automated systems can compute demand satisfaction percentages. The CMMC publishes the stockage objectives for supply points.

To increase demand satisfaction, CSG supply personnel continually monitor logistics status reports or CSSCS reports of stocks on hand and due in at DSUs. Another control is to review action codes on ASL change lists which recommend addition or deletion of ASL lines. Supply personnel coordinate with CMMC commodity managers in analyzing stock status projections.


Supported customers should provide a copy of DA Form 2406 to the support operations section of the CSB providing support in their area.

Until definite demand data becomes available in a given theater, supply staffs use preplanned supply requirements formulas. Consumption rates and planning factors enable them to estimate or forecast supply requirements and resupply rates.

Supply Requirements Formulas

When they know the strength to be supported and days of supply, supply staff officers use formulas from FM 101-10-1 to estimate initial supply and resupply requirements. OPLANs, OPORDs, and administrative/logistics plans list supply levels and data on estimated troop strengths.

Consumption Rates

To estimate supply requirements and resupply rates, supply staffs need to know the rate at which forces consume supplies. Consumption rates vary depending on --

  • Type and intensity of combat.
  • Types of units and force supported.
  • Weapon systems.
  • Climate.
  • Area of operations.

In the early planning stages, supply officers use the per-man-per-day consumption rates for each class of supply listed in FM 101-10-1. These figures are adjusted as soon as experience usage data becomes available.

NOTE: When planning employment in a NATO environment, be aware that NATO uses 5, not 10, classes of supply. Refer to STANAG 2961.


DS Stocks

SARSS-2A allows the CMMC to have asset visibility of DS stocks in those supply classes covered by SARSS. The CMMC cross-levels stocks. Based on COSCOM directives, the CSG provides subordinate units priority of issue.

Class II, IV, VII, and IX DS stockage depend on demands. Due to priority and number of demands, Class III, V, and IX require more intensive monitoring.

Certain items are placed on a controlled item list. The CMMC decides if controlled items will be released to fill requisitions.

GS Stocks

The CMMC manages GS stocks. It workloads GS supply units subordinate to CSGs. The CSB support operations section or its counterpart in the rear CSG's functional battalions needs to receive simultaneous transmission from the CMMC of MROs sent to their subordinate GS units. CSG subordinate battalions need to keep the CSG support operations section informed of support problems, such as MRO backlogs, in subordinate GS units.


CSG supply personnel monitor the timeliness of supply support. AR 710-2 prescribes acceptable levels for processing requests and receipts.

To improve follow-upon outstanding PD 01-08 requisitions, supply personnel submit a special follow-up message. They request that CMMC commodity managers expedite actions to improve the availability date provided on a supply status card.


Follow-up on high priorities must be emphasized. CSG supply personnel submit supply assistance requests to the CMMC for assistance on requisitions with a PD of 01-06. They may request that the CMMC --

  • Check on the status of requisitions.
  • Substitute or interchange items.
  • Cancel back-ordered requisitions.
  • Divert a shipment.

AR 725-50 describes supply assistance requests.


CSG petroleum supply personnel provide technical advice and assistance on petroleum support mission operations of subordinate units. They compare forecasted requirements against the current capabilities of DS supply companies and petroleum supply companies. They serve as liaison personnel between supported and supporting units. They recommend general locations for Class III supply points and coordinate petroleum storage construction requirements with engineers. If necessary, they revise fuel forecasts and reallocate fuel supply assets to better support surge operations and support deep attacks.


While not all field services are immediately critical, they are necessary to maintain troop health, comfort, welfare, and morale. Airdrop and mortuary affairs comprise critical or primary field services. They must be available from the onset of battle. CEB, laundry, and renovation comprise secondary services. However, they should be provided as soon as the tactical situation permits.

The S&S branch chief determines the impact of tactical operations on field services support requirements. After coordinating with the CSG S2/S3, he may recommend changes to supported customer lists. These lists need to be changed when field services personnel are assigned to support priority supply support missions.

Chapter 6 covers field services staff responsibilities for CEB, laundry and renovation, airdrop, and mortuary affairs.


Contracting and procurement personnel in the CSG S&S branch coordinate with the COSCOM's contracting staff for local procurement support for supported forces. Normally, they coordinate for contracting support to nondivision units on an area basis. However, during contingencies, they coordinate contingency contracting support for the division and CS units of the corps.

Though the operational situation determines when contracting personnel deploy, in low intensity and contingency operations, CSG contracting and procurement personnel may likely be included in the advance party. Prior to deployment, they --

  • Coordinate with CA elements to acquire and update contingency contracting kit materials, to include maps, telephone books, and other documents.
  • Validate with the CMMC those items of supply or required services authorized by the corps G4 to be obtained by contract.
  • Determine the need for and nominate ordering officers for appointment.
  • Coordinate with the COSCOM procurement support branch for appointment of ordering officers.
  • Receive validated purchase requests from the division and other authorized units.

CSG procurement and contracting personnel process local procurement requests. Contracting officer representatives may appoint (with the battalion commander's approval) ordering officials at subordinate battalions. CSG contracting personnel use monetary limitations and restrictions on types of goods or services to control ordering officers. Supply personnel first determine whether supplies can be provided through the supply system or purchased locally. They need to consider --

  • Acquisition advice code.
  • Lead time.
  • Required delivery date.
  • Guidance from the COSCOM procurement support branch.
  • Instructions from the CMMC.

The supply and field services operations officer reviews local purchase requests and the recommendations of his branch personnel. He may direct that his procurement NCOs purchase supplies and services locally.

Only warranted contracting officers can legally obligate the government to pay for goods and services. The acquisition method used depends upon the dollar amount and complexity of the acquisition.

Procurement NCOs coordinate all local procurement actions with civil affairs personnel. The contracting management officer coordinates with the HN on payment for supplies and services rendered.


The transportation branch is the mode manager for transportation assets assigned to the CSG. It establishes formal accounting procedures for transportation assets and reports availability to the MCT and COSCOM transportation support branch. It coordinates with the MCT and CMCC on matters of movement control and highway regulation.

The group transportation officer keeps the CSG commander and servicing MCT informed of the status of transportation assets. His personnel monitor the movement situation in the group's AO. They investigate movement delays, initiate tracing actions, or make recommendations to the CMCC or area MCT concerning priority changes, diversions, or reconsignments. Table 2-6 lists the tasks performed by key branch personnel.


This branch provides daily management and technical expertise for supply and field services missions. S&S branch personnel serve as liaison personnel between supported and supporting units. They ensure there are no breakdowns in support to newly supported units or units entering or moving through the CSG AO. They also ensure that supporting units change their support procedures to agree with changes in support priorities or customer unit lists. Branch personnel continually analyze requirements versus the mission capabilities of subordinate units. Upon application of the TOE incremental change package, they can monitor supply status using the STAMIS at the group.

Table 2-7 lists tasks performed by key S&S branch personnel. When trends or indicators such as high MRO backlogs or customer demand dissatisfaction warrant, branch personnel visit the site. They determine the problem, and recommend corrective actions or changes in support missions. Alternatives include contracting for local labor, services, equipment, or supplies. They may halt field services support and assign field services personnel to help process supply tonnages.


This branch provides technical expertise and operational supervision for maintenance support missions of subordinate maintenance units. Branch personnel plan and coordinate maintenance support provided by subordinate units. When maintenance management indicators such as maintenance backlogs and repair parts shortages warrant, maintenance personnel visit sites to determine the cause. They recommend corrective actions on mission changes to the support operations officer. They also provide input to the HNS branch on shortfalls in subordinate maintenance unit capability. Table 2-8 lists tasks performed by key maintenance personnel.


CSSAMOs serve as the area CSS STAMIS software manager. Each CSG CSSAMO provides CSS STAMIS support on an area basis. It serves as the focal point for CSS software management. It provides operator level support for all CSS STAMIS. Though SIDPERS users receive software support from the corps personnel service company, the CSSAMO coordinates the support for SIDPERS.

As shown by Figure 2-4, the CSG CSSAMO provides CSS STAMIS support to all units located in or passing through the CSG area. (This excludes units such as separate combat brigades, ACRs, medical brigades, and ADA command which have a small organic automation management element.) Note that the CSB in the division sector receives system support from its parent CSG CSSAMO.

The CSG CSSAMO interacts with the COSCOM CSSAMO and integrates data bases for new units. It coordinates signal support actions requirements with the corps signal officer. It maintains data on CSS hardware and software use on all CSS STAMIS, regardless of its location within the CSG area. It assists units with CSS automation COOP planning and execution.

CSSAMO Personnel

CSSAMO personnel receive, distribute, and implement change packages. They ensure that system change packages are applied in the proper order. Table 2-9 lists personnel responsibilities. CSSAMO personnel provide user level assistance, system troubleshooting, and software replacement. They review system problem reports. If the problem results from the hardware, CSSAMO personnel assist the user in turning in the computer for repair. As needed, they prepare Engineering Change Proposals - Software for common software problems. They also provide user level support training.

Software Problems

CSSAMO personnel assist TACCS and ULC microcomputer operators in resolving technical and operator induced software operating problems. STAMIS functional technicians provide software management and operator level problem resolution support.

CSS STAMIS software problems or malfunctions which cannot be corrected at the user or first-line supervisor level are reported to the CSG CSSAMO. To avoid redundant reporting, the CSSAMO establishes specific points of contact in all CSG elements for reporting software problems. CSS software problems that cannot be corrected by the CSG CSSAMO are reported through the C-E officer to the COSCOM CSSAMO.

TDA Augmentation

The CSSAMO is not staffed or equipped to support command systems unique to TDA organizations. CSSAMO staffing and equipment may require changes to accommodate emerging STAMIS. ATDA augmentation may be required as a result of --

  • Stationing locations.
  • Supporting STAMISs in TDA activities.
  • Distributing forces among various components.

The group tailors the augmentation to support systems not supported by the CSSAMO. A rule of thumb is to assign a fourperson augmentation for every 5,000 troops or major fraction thereof. The augmentation may consist of a mix of civilian and military personnel. Personnel in the TDA augmentation can fill vacant spaces in the CSSAMO of support groups transitioning to war or arriving in theater. They also help to integrate arriving forces into the theater's CSS automation structure.


During a contingency operation in which the CSG is the senior logistics headquarters, the HNS branch provides an interface between the group and the foreign military or government activity that may augment the group's support missions. It coordinates HNS negotiated and agreed upon by the HN in peacetime for provision during war. It also coordinates any additional ad hoc HN support agreed upon by HN authorities. The branch implements and coordinates agreements at the operating level.

As appropriate, branch personnel perform the tasks listed on Table 2-10. They coordinate closely with CA elements in obtaining required and agreed upon HNS. CA teams provide civil-military cooperation with HN authorities. JAG and finance group personnel negotiate agreements and provide payment for HNS.

On occasion, HNS branch personnel task subordinate battalions to provide technical expertise to the HNS activity on a temporary basis.

HNS branch personnel perform the following missions:

  • Develop HNS requirements and plans.
  • Monitor the contractor's or HNS activity's performance.
  • Ensure that HNS products or services undergo inspection and pass a quality control process.
  • Coordinate the delivery of reparable or supplies to the designated HNS activity.
  • Report on HNS provided supplies or services to the CMMC.
  • Coordinate the delivery of HNS supplies or services to the supported corps unit.


The group S2/S3 section plans, directs, and coordinates OPSEC, intelligence, NBC defense, and training programs for subordinate units. Section personnel coordinate development of OPLANs/OPORDs. They develop training plans and documents. They also coordinate tactical moves and unit displacements with the CMCC and sector RAOC. Tables 2-11 through 2-13 list collective and individual tasks performed by section personnel.


S3 plans staff prepares plans to cover contingencies. Prepared contingency plans increase the responsiveness of logistics support to changing tactical situations. Close coordination between tacticians and logisticians enables CSG command section staff officers to better plan for contingencies.


S2/S3 section personnel establish the main CP. They coordinate physical security of the CP, to include disseminating the challenge and countersign. They also prepare the base defense plan. As required, they issue the warning or OPORD to subordinate battalions.


Intelligence personnel develop intelligence estimates and the intelligence annex and OPSEC annex to OPLANs/OPORDs and SOPs. They develop plans for collecting and disseminating intelligence data and intelligence products (to include weather data and classified maps) throughout the group. Intelligence personnel maintain the current intelligence summary and estimate on probable actions of enemy forces. They determine essential elements of friendly information and provide input to the sector RAOC. They exercise staff supervision over EW, OPSEC, and PSYOP. As required, they provide guidance on disposition of captured enemy personnel, documents and materiel. They also provide information from the COSCOM on the location of enemy supply dumps and forageable supplies.


The NBC officer prepares the NBC defense annex to OPLANs/OPORDs and SOPs. He monitors NBC threats and predicts fallout. The chemical operations NCO collects, evaluates, and distributes NBC reports. He monitors contamination patterns and disseminates NBC data. He also assists the NBC officer in preparing vulnerability analyses of significant targets in the support group's AO. Together they coordinate surveys and determine requirements for NBC protective shelters. They also recommend priorities for decontamination support; and submit requests for NBC support from chemical units, detachments, or teams.


Plans and operations personnel prepare, coordinate, authenticate, and publish operations estimates, OPLANs, OPORDs, and SOPs. They coordinate development of command OPLANs/OPORDs. They also coordinate preparation of support group contingency plans. FM 101-5 depicts formats. Appendix C provides a sample CSG OPORD.


S2/S3 section personnel review the training programs of subordinate units. They ensure that their training programs stress training in rear operations and NBC defense and survival. They evaluate training in these areas.


S2/S3 section personnel prepare the unit movement order for moves, although elements may move constantly. The CSG HHC may move once every 8 to 17 days. They coordinate displacement of the CSG HHC and subordinate units with the area MCT and sector RAOC. They also develop and maintain movement plans for all modes of transportation using FM 55-series publications. Unit movement plans should include --

  • Security requirements.
  • Logistics coordination requirements.
  • Load plans for vehicle, aircraft, and rail cars.
  • Duties of unit movement personnel.
  • Preparation of transportation documents.
  • Description (weight, length, width, and height) of outsized, unusual cargo and hazardous material.
  • Coordination with the supporting MCT.


Plans and operations branch personnel prepare plans and process intelligence data. They perform battlefield area evaluations, terrain analysis, weather analysis, and logistics effects analysis. They provide subordinate units with tactical and intelligence information on the AO and expected actions by threat forces that may affect mission performance. Branch personnel maintain a map overlay of the AOR. They coordinate unit monitoring and survey operations. They prepare intelligence summaries and estimates, formulate OPLANs, and prepare and implement OPORDs. Table 2-12 lists tasks performed by branch personnel.


This branch operates under the control of the S2/S3. Branch personnel coordinate the communications system organic to the headquarters company and subordinate elements of the group. They provide technical advice and staff assistance to the group commander, group headquarters staff, and subordinate unit commanders. They coordinate with area communications elements to ensure efficient communications within the group, with the COSCOM C-E officer, and with attached and supported units. Branch personnel operate AM voice radio equipment and run the message center. A wire switchboard team provides internal wire communications for the group HHC. Table 2-13 lists tasks performed by key communications branch and wire switchboard team personnel.


Rear operations branch personnel provide an interface with the sector RAOC. They coordinate with the area RAOC/division rear CP and with EOD elements on current threat information affecting the AOR. They prepare vulnerability analysis of the group's subordinate units. Branch personnel develop the group's rear operations plan and assist subordinate battalions in developing their defense plans. They also coordinate ADC requirements with the sector RAOC and S4 staff. Table 2-14 lists tasks performed by rear operations branch personnel.


The S4 section provides staff assistance on internal logistics. It monitors the materiel readiness of subordinate units. He assists subordinate unit commanders in assessing equipment status and possible need for reconstitution. Following application of the TOE ICP for TACCS, S4 personnel use SPBS-R software to maintain asset visibility. S4 staff personnel provide coordinating staff supervision over the food and unit maintenance programs of all subordinate units. Table 2-15 lists tasks performed by key section personnel.


To enable group S4 personnel to evaluate the status of internal logistics. subordinate battalions submit logistics spot and materiel readiness reports to the CSG S4.

Logistics Spot Reports

This report relays data on critical events or situations which impact on the current logistics capability of the unit. For example, personnel report unusual bulk fuel requirements and current or anticipated ammunition shortages.

Materiel Readiness Reports

Materiel readiness reports enable S4 staff to monitor internal logistics status. Subordinate units prepare DA Form 2406 to reflect the readiness status of mission essential equipment. They submit materiel readiness reports to the battalion S4. Each battalion S4 consolidates report data and submits a report to the CSG S4 section.

At each level, S4 section personnel use the reports to analyze the status of --

  • Maintenance and whether repair parts supply problems affect maintenance support.
  • Equipment in maintenance.
  • Requirements for external maintenance.
  • Repair parts due-in.

Battalion S4s also report on the overall internal logistics situation. They report significant problem areas and major deficiencies in basic loads. They should also include an account of significant incidents which hinder logistics operations. Examples might be losses due to sabotage, refugees on MSRs, or bridges destroyed.


The S4 section provides property book accountability. Supply specialists maintain property book records for the CSG HHC and any separate companies.

SPBS-R programs enable supply accounting specialists to record adjustments, issues, turn-ins, property loss, and status reports. Downloading records from the CMMC CTASC II onto the S4 TACCS device provides asset visibility of subordinate unit property book equipment.


SPBS-R automates the property management, accounting, and reporting functions required by ARs 710-2 and 710-3. It runs on the TACCS device in the CSG S4 section. SPBS-R provides increased asset visibility. It improves management of nonexpendable and expendable reportable assets. Through its interface with SARSS-1, SPBS-R provides direct file inquiry by LIN, NSN, document number, and serial number.

SPBS-R software programs prepare company level hand receipts and produce automated requests to the supply system. They maintain due-in status and automatically produce receipt confirmation. SPBS-R automatically generates battalion roll-up reports, excess/shortage reports, sensitive item inventory reports, CBS-X reports, and unit readiness feeder reports.


The S4 coordinates internal movement requirements with the supporting MCT. S4 section personnel submit movement bids in accordance with highway regulation and traffic circulation plans. They maintain movement planning data for the internal requirements of the CSG.

The S4 coordinates with transportation branch staff in the support operations section on transportation requirements for unit moves. He sends requirements that exceed organic capability through the servicing MCT to the CMCC.


The company headquarters supports all soldiers assigned or attached to the CSG HHC. It also maintains organic equipment authorized the CSG HHC. As applicable, company headquarters personnel --

  • Develop the perimeter defense plan.
  • Secure the CSG headquarters area and provide details as required.
  • Provide unit administrative support.
  • Set up field feeding support operations.
  • Provide unit supply.
  • Perform unit level maintenance on organic equipment.
  • Provide power generation.
  • Maintain unit discipline.
  • Coordinate search and recovery operations
  • Process EPWs and captured documents and materiel.

The following paragraphs describe these and associated mission tasks, as well as basic company headquarters operations.

Company headquarters personnel secure the CSG headquarters area and set up the perimeter defense. They also prepare and process unit administrative and personnel reports. The ULC provides the ability to input data into SIDPERS and SPBS-R.

Food service and unit supply personnel feed, clothe, and equip all soldiers assigned or attached to the CSG HHC. Maintenance personnel establish the motor pool and perform unit maintenance on: organic vehicles and trailers, power-generation equipment, and tactical communications systems equipment required to support headquarters operations.

AR 611-201 describes the general duties of enlisted personnel. Table 2-16 lists the tasks performed by key company headquarters personnel.


Headquarters personnel search the area to make sure that it is free of enemy forces. Details then set up OPs and LPs. OPs need to be repositioned as visibility changes. They should, however, remain within range of small arms perimeter fire.

Details test the chemical agent alarm system and early warning devices. Expedient early warning devices and chemical agent alarms supplement LPs. They provide early warning during periods of limited visibility, fog, or smoke screens.

The company headquarters commander assigns machine guns a final protective line and principal direction of fire. The fire plan designates alternate and supplementary fighting positions for key weapons. That plan also depicts the location of preplanned indirect fire. FM 19-30 covers physical security planning.

All personnel are assigned a fighting position. After detecting a threat, personnel immediately report the size, activity, location, and equipment to the BCOC. A SITREP should be submitted through the BCOC to the sector RAOC and support operations section. PRC-77 radios provide entry to the rear operations net.


Company headquarters personnel maintain personnel data for input into the SIDPERS reporting system. They send SIDPERS data, casualty reports, requests for replacement personnel, and recommendations for promotions to the CSG S1.

Casualty feeder reports, unit manning reports, personnel qualification records, and other personnel data (gains, reassignments, AWOLs, and grade changes) are submitted following local SOP. ULLS software helps compile this unit administrative data.


Food service personnel select a field kitchen site within the general location designated by the company commander. They set up the mobile field kitchen following FM 10-23. They submit ration request forms to the supporting DS supply company Class I supply point. A company representative drives to the Class I point to pick up rations. Meals are prepared in accordance with TM 10-412. FMs 21-10 and 10-23 cover trash, garbage, and liquid waste disposal.


Field sanitation procedures help prevent the spread of illness and disease. AR 40-5 prescribes procedures. The HHC commander appoints and trains a field sanitation team using AR 40-5 and FM issue and replenish the basic load of ammunition to 21-10. Team personnel --

  • Make nonpotable water safe to drink by following procedures in FM 21-10.
  • Set up hand washing facilities near the entrance to the field kitchen and latrines.
  • Set up and maintain garbage and litter disposal areas.
  • Set up latrines following FM 21-10.

The company commander coordinates with the S4 to ensure that the company has the prescribed load of water purification materials on hand. S4 staff ensures that adequate stocks of insect repellents, pesticides, and rodent bait exist.


The supply sergeant sets up the unit supply facility. He submits requests to the S4 section which maintains the property book using SPBS-R programs. Unit supply personnel issue property on subhand-receipts and prepare shortage annexes for components of end items.


Headquarters personnel secure weapons and ammunition in accordance with ARs 190-11 and 190-40. They support base defense operations. The authenticating officer appointed by the commander verifies requests for issue and turn-in of ammunition.


Mechanics perform unit level maintenance on organic vehicles and associated trailers, power-generation equipment, and organic radio and field wire equipment.

Unit maintenance personnel also maintain the combat PLL following AR 710-2 and DA Pamphlet 710-2-1.


Maintenance personnel use ULLS programs to prepare materiel readiness reports and requests for Class IX repair parts. They also use ULLS programs to assess the status of equipment, monitor stock status, process PLL data, and prepare and transmit TAMMS reports.


Personnel turn EPWs in to an EPW collection point operated by MPs. They inform the S2/S3 regarding EPW number and disposition. Captured documents and equipment are tagged and turned over to the S2/S3 section.


The first sergeant notifies the S1 when company personnel are killed in action. Unit personnel prepare DA Form 1155 witness statement for each known or suspected casualty. Company headquarters personnel recover remains and make initial identification on a casualty feeder following FM 10-63. They send notification of unrecovered remains to the S1 section. They inventory personal effects and list them on a record of personal effects.

As the tactical situation permits, unit personnel evacuate remains and personal effects to the nearest mortuary affairs collection point. Medical and dental records accompany the remains. Personal effects not with the remains are shipped to the theater effects depot.

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