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Corps Support Battalions

To provide responsive logistics support to corps units in a division sector, forward CSGs employ a task organized, multifunctional CSB in the division area. They also employ two or more task organized CSBs behind the division boundary. The rear CSG also organizes multifunctional CSBs to provide DS level logistics on an area basis to units in or passing through the corps rear area.









Projecting the subordinate elements of a multifunctional CSB into the division area provides responsive support to corps forces supporting the division. Employing multifunctional CSBs with GS as well as DS level support close to the division rear boundary reduces the length of lines of communication.

Corps units are supported in the division area, The forward CSB either forms a forward logistics element to support fast-moving offensives or provides reinforcing support to FSBs and the MSB. This enables them to support corps forces in the brigade or division AO.


The CSB in the division area supports nondivision units in the division sector. For a heavy division, this supported force approximates 9,000 nondivision soldiers. For a light infantry division, this force is even larger, since additional corps CSS forces are needed to offset the inherent leanness of that division. CSB subordinate units provide DS level supplies (less Class VIII), field services, DS maintenance, and transportation support in direct support of nondivision forces in the division area. Support options are to provide --

  • Area support to units within the CSB area of responsibility, Supported units drive back to supply points, their supporting DS maintenance unit, or designated field services site to obtain support.
  • A forward logistics element which allows corps forces to obtain rations, water, and fuel from a forward logistics base in the brigade AO. The light/medium truck company attached to the forward CSB continually transports supplies from the supply points in the division area to the forward logistics base in the brigade AO. This reduces the length of the LOC for corps forces to obtain support.
  • Reinforcing support to FSBs and the MSB which provide support to nondivison units located respectively in the brigade or division AO and to division units. However, to provide this support, FSBs or MSBs must be augmented with elements from the forward CSB.

CSBs employed behind the division area provide area support for units in their area of responsibility. Subordinate units of these CSBs provide DS/GS supply, field services, DS maintenance, and distribution systems support to nondivision units in their area. As required, they provide field services support, reinforcing GS level supply, and reinforcing DS maintenance to the division, separate brigades, and ACR.

These CSBs also provide assets to support units out of sector. If corps forces move to a non-US Army corps area, the COSCOM/forward CSG task organizes a support element to provide required support. Depending upon requirements, that support element may include --

  • ADS ammunition company ATP or ASP element.
  • Light/medium truck company platoons.
  • Maintenance collection point personnel and MSTs.
  • Class I section from a DS supply company.
  • A water point from a DS supply company's water section.

Assets from these CSBs may form a corps slice of support to accompany corps forces tasked to support an ally or a sister Service.


Unlike the division's multifunctional FSBs and MSB, CSBs have no fixed organization. Forward CSGs tailor their CSBs to the support requirements. The number and type of companies assigned or attached depend on mission capability of supporting units.

A CSB headquarters can command and control from three to seven subordinate units. Figure 4-1 depicts a sample organization for the CSBs of forward CSGs. Nearly all types of logistics units maybe attached to a CSB. However, only DS companies are attached to the CSB employed in the division area.


To reduce the length of LOCs and lengthy turnaround times, forward CSBs may either employ a forward logistics element in the brigade AO or provide reinforcing elements to FSBs. The remainder of CSB elements employ in the division area and behind the division rear boundary. Figure 4-2 depicts the employment of a forward CSG's CSBs. The number of CSBs employed depends upon logistics support requirements and the number of subordinate units required.

Employment in the Division Area

The CSB employed in the division area focuses on supporting corps forces operating in the division or brigade areas. Subordinate units create mobile supply points. Their personnel may form a forward logistics element in the brigade AO or augment support provided to corps units in the brigade AO by FSBs.

CSG subordinate units and teams entering the division AO are attached or placed OPCON to this CSB's HHD. Prior to their entering the division area, the CSB will coordinate with the division rear CP/RTOC and the DTO. The RTOC assigns them to a base or base cluster. The DTO issues movement credit. The CSB support operations officer provides the RTOC with a logistics support overlay or sketch which identifies the location of supply points, MCPs, CEB teams, laundry teams, and mortuary affairs collection points and their hours of operation. His staff keeps the RTOC informed of changes in support locations.

Once the decision is made by the DISCOM and brigade to allow the CSB to position units or teams forward in the brigade area, either in a forward logistics base or in augmentation to the FSBs, the CSB coordinates for terrain directly with the FSB S2/3. The CSB coordinates movement from the division rear to the BSA with the DTO. The BSA equates to the base cluster, with each company designated as a base. METT-T dependent, the forward logistics element may also be designated as a base. Each base is OPCON to the FSB commander for security and positioning. FSB S2/S3 personnel tell CSB reinforcing elements or forward logistics element where to locate and integrate them into the BSA defense plan. They provide CSB or forward logistics elements with perimeter security instructions and an SOP which describes alert signals and explains how to call for support.

The CSB support operations officer provides the FSB S2/3 or support operations officer with a logistics support overlay or sketch identifying location of forward logistics element or support facilities and hours of operation. The FSB support operations officer uses this information to inform nondivision elements entering the brigade area where and when they obtain their logistics support.

Depending on the projected length of a delaying action, the forward CSB could also help support a separate brigade or ACR performing a corps covering force mission to enable the division to establish a new defensive position. This CSB might locate subordinate elements forward of the division establishing this new position. For example, MSTs could fix on site or help recover ACR or separate brigade vehicles or weapon systems. These teams could also assist ACR or separate brigades by preparing vehicles for evacuation to a unit maintenance collecting point. Other elements provide minimum supply support to ensure that the corps covering force elements clear the division area which they are passing through.

Like the DISCOM headquarters and MSB headquarters, the CSB headquarters may move at least once every three days. While-movement depends on factors of METT-T, this headquarters should be 100 percent mobile.

Employment Behind the Division Rear Boundary

The forward CSG's remaining CSBs employ outside the division area. Subordinate units should not employ in the area 20 to 35 kilometers behind the division rear boundary. This restriction ensures space in which combat and CS units maneuver or assemble.

The corps rear CP manages terrain in the corps rear area. Sector RAOCs assign the CSB's units to bases or base clusters for increased security. Depending on the tactical situation, subordinate units and these CSB headquarters may move at least once every three to seven days. To do this, the headquarters should be 75 percent mobile.

Immediately upon arrival in the CSG's AOR, supported unit logistics officers coordinate support relationships directly with the forward CSG and CSB support operations officer. The CMMC diverts due-in supplies and repair parts to the new forward CSG and supporting CSB units. CSB maintenance units realign demand supported shop stocks and backup ASLs to the Class IX requirements of the units to be supported.

As supported units change their missions and areas of operation, the COSCOM/CSG reorganizes CSBs to support the scheme of maneuver established by the corps G3. The COSCOM commander normally tailors his forward CSGs to best support the covering force. Corps artillery units in direct support of the covering force receive support from forward logistics elements or FSBs reinforced by the forward CSG assigned the covering force support mission. To weight a surge, the corps commander might task the COSCOM to provide reinforcing maintenance support, field services, and GS level supply support to nondivision CS and CSS elements of a newly committed division or task force. As shown by Figure 4-3, elements of a CSB could be picked up as the division moved along its axis of advance. To reduce the amount of forces moving into and across other division sectors, a forward CSG on either the right or left can give up elements of its CSBs to the newly committed division or task force.


To increase the responsiveness of support to customer units, the rear CSG also employs a multifunctional CSB(s) in its AO. Functional battalions attached to the rear CSG provide GS level logistics support. Chapter 5 of this manual describes these functional battalions.


The CSB(s) assigned or attached to the rear CSG provides only DS level logistics support to customer units. It provides support on an area basis to units employed in or passing through its area of responsibility in the rear of the corps rear area. The CSB headquarters may also participate as part of a regeneration task force

Depending upon the type of units attached to the CSB, its mission encompasses --

  • DS supply.
  • DS-level maintenance.
  • CEB, laundry, and mortuary affairs.


The sector RAOC assigns the CSB headquarters and subordinate units to a base or base cluster. The CSG support operations officer submits terrain requirements to the COSCOM support operations officer for further submission to the corps rear CP's CSS cell.

To add weight to a surge or offensive, the corps commander could task a rear CSB to move in support of corps CS forces which accompany the reserve division or attacking forces once committed. This CSB then operates much like a forward CSB employed in a division area.

Depending on the tactical situation, the CSB HHD and subordinate units may move an average of every 8 to 17 days. To accomplish this, the CSB HHD should be 50 percent mobile.


CSBs have no fixed organization. The COSCOM/rear CSG attaches a mix of DS supply, DS maintenance, missile maintenance, field services, and transportation units to the CSB HHD. Figure 4-4 depicts a sample organization for a CSB attached to a rear CSG. The number and type of units assigned or attached are workload driven. However, the battalion's span of control ranges from three to seven subordinate units.


Chapters 6 through 10 describe how CSG subordinate units provide support to customer units. This section describes how CSB subordinate units obtain internal support. The sample service support annex at Appendix D describes support required by CSB units.


Deploying commanders determine the type and quantity of health and comfort items carried by their personal welfare and comfort items.

While AR 30-7 governs the contents and supply procedures, sundry packs maybe tailored for each theater or contingency. After D-45, sundry packs should be available through the theater supply system. CSB subordinate units pick up ration supplement sundries packs when they pick up rations from their supporting DS supply company's Class I supply point.


Subordinate units obtain water either from one of four water points run by a supporting DS supply company or from a water point set up by a supporting water supply company.


A bakery team assigned to a GS supply company provides bread and bakery products. Subordinate units obtain these products at the Class I supply point of their supporting DS supply company.


CSB subordinate units pickup these Class II items at the appropriate Class II, IV, and VII point run by their supporting DS supply company.


CSB S4s arrange to have a CEB team from the supporting field services company provide CEB support. Field services units also provide textile renovation and laundry support.


All soldiers receive self-aid and buddy-aid training during their basic training. Selected individuals in subordinate units need enhanced medical training. A minimum of one individual per squad, crew, team, or equivalent sized unit needs training in combat lifesaver skills.


Ground ambulance companies evacuate patients from battalion aid stations, area support medical companies, or medical treatment facilities. Air ambulance companies provide acromedical evacuation and emergency movement of medical supplies and blood soldiers. Commands need to deploy with and maintain products. The SOI provides emergency medical air evacuation call signs and precedence.


The battalion's UMT helps soldiers cope with combat stress. Battle fatigue casualties can be treated by combat stress control preventive teams or combat stress control restoration teams attached to a medical company in the corps area.


For soldiers in the division sector, the medical company assigned to FSBs or the MSB or a medical treatment facility provides emergency care and resuscitation (Level II support) on an area support basis.

In the corps rear area, the area support medical battalion provides emergency care and resuscitation (Level II medical support). A MASH near the division rear area provides lifesaving surgery and resuscitative care for nontransportable patients (Level III support). Combat support hospitals provide resuscitative surgery (Level III medical support). The medical holding company provides care for RTD patients. It holds patients awaiting evacuation.

CSB soldiers who require definitive specialized care are evacuated to a general hospital in the COMMZ until evacuated to CONUS.


Dental units provide treatment to eliminate or reduce the effects of dental disease and injury to soldiers within their geographic area of responsibility. Hospitals also provide dental support.


DS postal platoons provide DS postal service support. This includes receipt, routing, directory service, and dispatch to and receipt from organizations. FM 12-6 provides postal support doctrine.


Finance support commands provide finance support on an area basis. An FSC normally supports units in a CSG's area. FM 14-7 describes FSC missions and capabilities. The FSC --

  • Provides combat payments to soldiers.
  • Services soldiers' pay accounts.
  • Collects and converts currencies.
  • Cashes negotiable instruments.
  • Supports and pays local procurement requirements.

Class A agents or finance support teams travel to unit locations. They provide combat pay, exchange currency, process pay inquiries, and prepare and review vouchers for local purchases.


Subordinate unit commanders arrange for self-administered activities using morale, welfare, and recreation supplies. These include --

  • Athletic/recreation equipment.
  • Paperback book kits.
  • Magazine and newspaper kits.
  • Motion picture projectors, televisions, or video cassette recorders to show AAFES films at safe locations.
  • Live entertainment, as feasible.


Subordinate CSB units in the DSA go to the nearest ASP or ATP to obtain required ammunition. Those employed in the corps rear area go to the closest ASP or the CSA. Battalion S2/S3 staff personnel, in coordination with the S4, estimate the RSR.


CSB units obtain barrier and fortification material from their supporting DS supply company's Class IV point. The S4 needs to check command controlled and regulated lists.


Subordinate units send daily battle loss reports on combat losses to the CSB S4. To replace a combat loss of a major end item on their TOE/MTOE, CSB units go to their supporting DS supply company's Class VII point.


CSB units obtain bulk fuel from the Class III point run by their supporting DS supply company. DS supply companies normally run mobile filling station type facilities to issue fuel to vehicles.

Supporting DS supply companies may issue packaged petroleum products, such as lubes and oils at their Class H, packaged III, and IV point instead of at their Class III supply point.


Subordinate units recover inoperable or damaged equipment to the maintenance collection point run by their supporting DS maintenance unit. If required MSTs attached to that unit assess battle damage and recovery requirements. MSTs use modular items to fix critical damaged equipment on site. DS maintenance units also pro tide common repair parts and reparable items for unit level maintenance.


Subordinate units submit requests for transportation assistance beyond their organic capability to their supporting MCT. The MCT then commits CSG transportation assets, assigned or attached to CSBs or the TMT battalion, to provide support. The CSG transportation branch tasks the specific units that will accomplish the mission, If transportation assets are not available in its area the MCT passes the transportation support requests to the CMCC.

The CMCC prioritizes transportation support requirements, tasks US transportation assets. or coordinates with the HN for transportation support. The CMCC informs the MCT of what support will be provided to fulfill the request. The US transportation unit tasked to provide the support, either by the MCT or CMCC, submits a road movement document (bid) if applicable, to the CMCC.


If subordinate units become cutoff from supply lines, it maybe necessary to airdrop critical supplies, such as food fuel ammunition, water, and medical supplies. FMs 10-400, 100-27, and Chapter 10 describe airdrop request procedures. Light airdrop supply company personnel rig supplies and equipment for airdrop.


Subordinate units send SITREPs through their BDOC/BCOC to the sector RAOC. They also send an information report to the CSB S2/3 and support operations officer. If required, the BDOC/BCOC submits a request through the sector RAOC to the corps rear CP operations cell for EOD support or MP assistance in responding to a threat.


Unit personnel search for and recover remains to the nearest mortuary affairs collection point. The collection company assigned to the rear CSG S&S battalion operates up to 20 collection points within corps, division, and brigade areas. Each collection point can process 20 remains per day for evacuation to the main collection platoon in the corps rear area.


The CSB headquarters provides command and control for three to seven logistics units in addition to the HHD. Battalion staff sections supervise the daily operations and coordinate the logistics support missions of assigned or attached units and teams. The regeneration task force could also task them to supervise the execution of logistics regeneration missions at a regeneration site. Refer to Appendix D.

Personnel and equipment authorized by TOE 63426L000 apply to all CSB HHDs, whether the battalion operates in the division area or in the forward or rear portion of the corps rear area. This TOE standardization reduces problems when cross-attachments occur.


The CSB headquarters provides command, control, and staff supervision to all assigned or attached units or teams. The headquarters detachment provides unit administration and logistics support for the battalion's staff sections.

Battalion headquarters staff officers accomplish the CSB's missions through the development of plans, policies, and procedures. They formulate and implement FSOP and orders. They coordinate and supervise the execution of the missions of subordinate units. Sufficient functional expertise exists in the CSB headquarters to enable the staff to oversee the daily operations of subordinate units.

ARTEPs 63-426-MTP and 63-422-30-MTP list critical wartime missions and supporting missions for the CSB headquarters and headquarters detachment.


At Level I, personnel assigned to the CSB HHD can --

  • Command, control, and supervise three to seven assigned or attached logistics units.
  • Provide staff coordination and planning assistance to supported and subordinate units.
  • Plan and supervise base defense and coordinate physical security and ADC.
  • Perform property book accountability for units assigned or attached to the battalion.

  • Perform unit maintenance on organic equipment, except ADP equipment.


Figure 4-5 depicts the organizational structure of the CSB HHD. In addition to the traditional S-staff organization, it includes a support operations section. That section provides the functional expertise to oversee the daily support operations of subordinate units. Generally, the functions of the staff sections equate to those specified in FM 101-5 for battalion level staff officers.


If the CSB deploys in the division area, the HHD sets up near the DISCOM headquarters. When the CSB employs in the corps rear area, the sector RAOC assigns the CSB HHC to a base or base cluster. Depending upon terrain, it could require an area 300 meters by 100 meters. The COSCOM support operations officer submits area requirements to the CSS cell of the corps/division rear CP. Figure 4-6 depicts a possible disposition of the CSB HHD.


The CSB HHD depends upon the parent CSG, the COSCOM, and appropriate elements of the corps for the support noted below.

Dependence on the Parent CSG

The CSB HHD depends upon the parent CSG for --

  • Technical expertise, prioritization, and staff supervision of its subordinate units' support missions.
  • Automation systems support management of the standard Army management information systems operated by the CSB HHD and subordinate units.
  • Coordination and limited acquisition of HNS.
  • Procurement of local labor, supplies, services, and equipment.
  • Petroleum quality surveillance, provided by the mobile petroleum laboratory team (TOE 10560LC00), if assigned.

Dependence on the COSCOM

The battalion depends upon the COSCOM for --

  • Integrated supply and maintenance management, provided by the CMMC (TOE 63433L000).
  • Transportation movements management and prioritization of transportation assets, provided by the CMCC (TOE 55064L000). It also depends on the CMCC's subordinate MCTs and MRTs for movements control and highway regulation.
  • Health services supported provided by appropriate corps medical elements.

Dependence on the Corps

The CSB depends upon elements of the corps for --

  • External communications support and record traffic support, on an over-the-counter basis, as well as COMSEC maintenance and limited messenger service, provided by a corps area telecommunications battalion (TOE 11435 L000)..
  • Personnel services, provided by the personnel group's personnel service companies (TOE 12467L100-600), DS postal companies, and DS replacement company.
  • Finance services, provided by the corps finance group's finance support commands (TOE 14423L000).
  • Direction and coordination of rear operations, provided by the corps rear CP's operations cell.
  • Law and order, battlefield circulation control, EPW operations, and area security of attached units, provided by MP elements.
  • Explosive ordnance disposal, provided by EOD detachments (TOE 09527LB00).


The CSB commander is responsible to the CSG commander for command and control of subordinate units. He determines the policies, procedures, and standards to which the battalion adheres. He provides operational direction to units of the battalion, by directing his staff to develop necessary policies and guidelines.

Internal Battalion Staff Relationships

The CSB commander determines internal staff relationships. Staff officers implement the commander's intent through their preparation of command plans, policies, procedures, and orders. Headquarters staff officers formulate and implement FSOP and orders and coordinate and supervise the execution of orders.

Staff Relationships with Subordinate Units

CSB headquarters staff provide command and control for subordinate units. Subordinate units provide the functional expertise over their units' support missions. Battalion support operations staff officers oversee the daily mission operations of subordinate units. As necessary, they cross-level resources among subordinate units.

Relationships with Parent CSG Staff

Formal policy actions and command decisions flow through command channels. CSB staff officers receive and implement orders and directives from their parent CSG headquarters. CSG staff officers monitor the daily operations of subordinate battalions. As required, they cross-level resources among subordinate CSBs and functional battalions.

Figure 4-7 depicts the direct coordination between CSB staff officers and their CSG staff counterparts. The CSG support operations officer determines which units will be supported by the battalion and the priority of that support. Staff officers in the CSB S&S branch, maintenance branch, and transportation branch refer problems and report trends to their counterparts in their parent CSG. CSB staff officers coordinate with the CSG HNS branch on HNS provided to the battalion.

Relationships with COSCOM Control Centers

The CMMC provides centralized management over GS level stocks and coordinates requisitions, issues, turn-ins, transfers, and dispositions. It issues MROs to CSB subordinate units which maintain GS level supplies. The CMMC notifies the CMCC of movements requirements.

The CMCC controls the transportation assets in the battalion's subordinate truck companies through its subordinate MCTs. It programs truck asset use, based on priorities and the supply distribution plan received from the CMMC. The MCT/CMCC passes commitments to the CSG/CSB transportation branch. CSB transportation branch personnel coordinate the time and place where designated transport assets report. Close coordination with supporting MCTs helps prevent backlogs and delays in loading and unloading carriers.

Relationships with DISCOM Staff

The allocation of a forward CSG per division, fosters development of a habitual relationship between CSG and DISCOM staff. The peacetime habitual relationship between supported and supporting units eases the transition to war. Forward CSG support operations staff train with and establish support procedures with DISCOM support operations staff. This includes advance planning on how personnel and equipment from CSB subordinate units can augment the DISCOM's MSB and FSBs to enable them to best support corps forces in division and brigade areas.

The CSB's plans and operations branch personnel coordinate the employment and movement of subordinate units, detachments, and teams in the division sector. They coordinate with the division rear CP and FSB S2/3, the respective terrain managers for the DSA and BSA. The operations cell of the division rear CP assigns CSB elements to a base or base cluster. While operating in the division AO, CSB units and elements are incorporated into the division's rear operations plans. They coordinate their fields of fire and overlapping fires with the BDOC/BCOC in control of rear operations planning for the base/base cluster to which they are assigned.

Relationships with FSB Staff

The CSB in the division area provides LOs to the FSBs to coordinate support to corps organizations, units, or teams employed in the brigade area. These LOs coordinate with FSB and CSB support operations staff in determining how to best provide support or continually move reinforcing supplies to forward supply points. They require a vehicle with communications link to the FSB, parent CSB, and forward CSG.

Initially, corps FA, corps ADA, and corps engineer battalions in the brigade area maybe supported from CSB forward logistics elements. The CSB coordinates the location of these forward logistics elements with the BSA terrain manager, the FSB S2/3.


The command section serves as the C2 element for the battalion and its subordinate units. Section personnel provide direction. They ensure that subordinate units follow the policies and procedures prescribed by the CSB commander and by the parent CSG.

Command section S-staff officers perform the staff functions identified in FM 101-5. Table 4-1 lists the basic responsibilities of key personnel assigned to the command section. S-staff officers exercise staff control over the day-to-day internal operations of subordinate units. The support operations officer monitors the work loads of subordinate units and ensures that mission support remains satisfactory. As appropriate, command section staff officers --

  • Prepare estimates and plans.
  • Supervise personnel assigned to S1, S2/3, S4, or support operations sections.
  • Serve as principle staff advisors in their respective areas.
  • Recommend courses of action.
  • Keep the battalion commander and their CSG counterpart informed.

If the sector RAOC designates the battalion commander as a base or base cluster commander, plans and operations branch personnel establish a BDOC or BCOC to coordinate rear security for units within the base or base cluster. Chapter 11 covers base and base cluster commander responsibilities.


The UMT consists of the chaplain and chaplain's assistant. They conduct or arrange for denominational religious services. These include prayer services, small group worship, rites, sacraments, and memorial services. The UMT provides pastoral care and counseling. It ministers to combat shocked and battle fatigued soldiers and consoles combat casualties. FM 16-1 describes specific duties.

The chaplain advises the battalion commander and staff on ethical issues and morale in the battalion. He coordinates with the CSG chaplain and with chaplains of other battalions or units in the CSB's area to ensure denominational religious coverage in the area. He also provides input to the personnel estimate pre pared by S1 staff.


The S1 section coordinates personnel and administrative support services for subordinate units. S1 section personnel maintain liaison among supporting personnel service units, finance support commands, postal units, and CSB subordinate units. Table 4-2 lists collective and individual tasks performed by S1 section personnel. The S1 needs to keep the personnel group's strength manager and supporting DS replacement company informed of personnel changes resulting from battalion task organizations.


This section serves as the initial point of coordination for resolving support problems between subordinate units and supported units. Personnel assigned to the section's supply and services branch, transportation branch, and maintenance branch provide staff control and supervision of the daily support missions of subordinate units.

Support operations section personnel develop support operations estimates. They set up the LOC from which to synchronize the support operations of subordinate units. They monitor the current status and capabilities of subordinate units. They keep the battalion commander and CSG support operations section staff informed of subordinate unit mission accomplishment and mission shortfalls. They recommend possible solutions to those shortfalls.

Tables 4-3 through 4-6 list the tasks of personnel assigned to the support operations section and its subordinate branches. The section is staffed only to provide sufficient expertise for the most common logistics functions.

Supply and Services Branch

Personnel assigned to this branch exercise staff supervision over the supply and services missions of subordinate units. They maintain liaison with supported and supporting supply units and field services units. Table 4-4 lists the tasks of key personnel assigned to the supply and services branch.

Transportation Branch

The transportation branch exercises staff supervision over transportation operations insubordinate transportation units. Branch personnel ensure that transportation requirements are fulfilled. They develop policies to coordinate transportation support. Table 4-5 lists tasks performed by transportation branch personnel.

Branch personnel coordinate the use of truck assets in subordinate truck units which have not been committed by the supporting MCT for daily support requirements. They receive commitments from the supporting MCT and task subordinate transportation companies. When the MCT reduces the number of truck assets available for daily support, transportation branch personnel match priorities of support required against remaining truck assets. They keep the support operations officer informed of the ability of subordinate units to perform their transportation support mission when the CMCC/MCT diverts truck assets for other than daily CSB mission support. As necessary, they request transportation through the supporting MCT.

Maintenance Branch

Maintenance branch personnel supervise the provision of DS maintenance and Class IX support to sup ported units. They coordinate or cross-level the battalion's maintenance resources to support work loads. Table 4-6 lists tasks performed by maintenance branch personnel.


The S2/S3 section serves as the tactical plans and operations element for the battalion. Its staff officers develop operations estimates, plans, and orders as well as intelligence estimates. Appendix D provides a sample CSB OPORD. They exercise staff supervision over military intelligence gathering, rear operations, unit displacement, communications, and tactical skills training. The S2/S3 section has a subordinate plans/operations branch and a communications branch. Tables 4-7 and 4-8 list the tasks performed by subordinate branch personnel.

Plans/Operations Branch

Plain and operations branch personnel collect, analyze, and disseminate the latest data on the tactical situation in the battalion's area of responsibility. This includes information on threats, NBC warnings, contaminated areas, and the effects of weather and terrain on battalion support operations.

Branch personnel maintain current estimates of the situation and update contingency plans and rear operations plans. They control the daily operations of the battalion through preparing and publishing OPLANs/OPORDs and the battalion SOP.

If the sector RAOC designates the CSB commander as a base or base cluster commander, this branch forms the nucleus of a BDOC or BCOC. The BDOC or BCOC coordinates defense of the units/bases in its base/cluster and their response to threats.

Communications Branch

Communications branch personnel install and operate the battalion switchboard and install internal telephones. They also establish a message center which coordinates the pickup and delivery of messages.


S4 section personnel plan, coordinate, and supervise the battalion's internal supply, maintenance, field services, and transportation activities. They prepare logistics estimates and service support annexes to the battalion's OPORDs/OPLANs. They also monitor the materiel readiness of subordinate units. Table 4-10 lists tasks performed by S4 section personnel.

Section personnel use SPBS-R software to maintain property accountability of the accountable assets organic to the HHD and a diverse number and type of subordinate units. The property book officer supervises the receipt, storage, and issue of general supplies in the S4 section of battalion headquarters.

Since CSBs are semipermanent task organizations, the COSCOM ACofS, G4/CSG S4 needs to develop procedures which detail the transfer of property when units or teams are attached or placed OPCON to the battalion. While property books continue to be maintained in CONUS for anticipated short contingency operations, property books on floppy diskettes need to be transferred between CSBs or the functional battalions and CSBs.


The headquarters detachment ensures that personnel assigned to the battalion HHD are clothed. equipped, billeted, and trained. It provides unit level administration and support functions to include organizational administration, unit training unit supply, and motor pool support operations. Since the battalion HHD has a required strength less than 99 soldiers, it is authorized a cook to assist with ration preparation in a nearby feeding unit.

Headquarters detachment personnel maintain organic equipment. They also coordinate guard details and provide for the physical security of the battalion headquarters area. Table 4-11 lists tasks performed by key headquarters detachment personnel.


The CSB depends on signal corps area communications to ensure efficient communications within the battalion, with supported units, and with its parent CSG. Communications personnel operate an FM command operations net, a station in the CSG's command operations net, and internal switchboards with access to the area signal node.


Under the area signal system, a corps area signal battalion (TOE 11035L000) supports all external communications requirements which enable access to the area system. These include telecommunications center record traffic support and limited courier service.

Under MSE, the corps area signal battalion (TOE 11065 L000) provides access to the area system via area nodes and extension switches. CSB communications branch personnel install and operate organic DNVT and facsimile communications equipment. They connect organic communications equipment to access points provided by signal units.


Single channel radio operators operate the FM command operations net and a station in their parent CSG's command operations net. When the CSB HHD employs in the division AO, it needs to operate a station in and monitor the DISCOM's command operations net.

Table 4-12 lists base and objective TOE equipment authorizations which comprise the FM command operations net. Incremental change packages to the TOE replace the AN/VRC-12 family of radios with SINCGARS radios.

SINCGARS radios have a vehicular short range of up to 5 kilometers and a vehicular long range of up to 35 kilometers. They are secured by speech security equipment TSEC/KY-57. The ECCM fill device provides a resistance to jamming and thus increases security.

AN/VRC-47 or VRC-89 radios support command and control and communications with the CSG headquarters, subordinate units, and CSB staff. They can be used to contact the sector RAOC in support of rear operations.

AN/VRC-46 or VRC 90 radios support the CSB HHD's internal mission requirements.

The AN/GRC-64 or AN/VRC-87 radio supports the detachment. Detachment personnel use it to support base self-defense, security patrols, and listening posts.

The AN/GRC-106 radio, operated by plans and operations branch personnel, enables the CSB HHD to operate as a station in the CSG's command operations net and to communicate with subordinate units.

Power supply PP-6224/U provides conversion from an AC commercial or field generator source to DC power. It allows vehicular operation of AN/VRC 47 and 46 radios.

Radio set AN/GRA-39 control groups enable personnel to remote the AN/VRC-46 and AF/GRC-106 radio set to a tent operations center. The control receiver-transmitter or control remote transmitter remotes SINCGARS radios.

VINSON speech security equipment ensures secure voice/data transmission between users. Wire lines which extend beyond the physical security of the CP or interface with external users can be secured by the HYP-57/TSEC power supply vehicle and its associated remote unit.


Communications branch personnel operate the battalion's internal SB-22/PT switchboard which accesses the area signal node. The CSB HHD will retain its internal SB-22 switchboards and TA-312/PT telephone sets for internal communications and rear operations requirements, However, the switchboard will not be connected to the area system. The 2-wire switch boards and TA-312/FT telephones cannot enter the 4-wire digital MSE system.

When MSE is available, DNVTs, MSRT, and facsimiles will be authorized by applying incremental change packages to the TOE. These devices connect directly to the signal node switchboard. They provide mobile and wire subscribers a means of exchanging command and control information using a fixed directory with discrete subscriber addresses.

DNVTs are nonsecure telephone sets which interface with MSE facsimile and data terminals. They provide voice access to wire subscribers at CPs. The data port provides a means to interface with TACCS and ULC devices. The battalion connects DNVTs via WF 16 field wire to MSE interface points. FM 24-20 describes installation procedures.

MSRTs consist of a very high frequency radio and a digital secure voice terminal mounted on a vehicle. They provide mobile radiotelephone capability for secure command net communication on-the-move. As long as the radio unit maintains line-of-sight contact with a radio access unit, approximately 15 kilometers, it connects into the MSE area system.


Figure 4-8 depicts the objective automated architecture planned for the CSB HHD. TACCS and ACCS common hardware devices provide an information data link between the CSB HHD, the parent CSG HHC, and the CMMC. SIDPERS, SAMS-2, and SPBS-R software has been developed. These STAMISs run on TACCS devices authorized by incremental change packages to the CSB HHD TOE. When available, CSSCS programs will run on ACCS common hardware devices.

Depending on software development and hardware fielding schedules --

  • S1 personnel process SIDPERS reports and personnel strength data on a TACCS.
  • Support operations section staff officers use CSSCS programs to monitor supply status and subordinate unit support mission capabilities.
  • Maintenance branch personnel use SAMS-2 programs to monitor maintenance operations in subordinate DS maintenance units.
  • Plans and operation branch personnel use CSSCS programs to project logistics support for tactical operations and prepare and process plans.
  • S4 section personnel use SPBS-R programs to maintain property book records and property accountability for units assigned or attached to the battalion.
  • The detachment headquarters PLL clerk runs ULLS software on a TDA acquired ULC to process PLL records.

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