Military

The artillery support team provides DS maintenance for the artillery battalion. The team functions as an MST with the capabilities for repairing the following components:

• Turret-mounted weapons.

• Wiring systems.

• Automotive and artillery repair.

• Power generator and communications repair.

• Loading, firing, and recoil mechanisms.

The GSE repair section performs DS maintenance on power generators, air conditioner units, and refrigeration equipment. It performs DS maintenance on heaters, utility packs, water purification units, and chemical equipment. It also performs DS maintenance on construction equipment which includes that used for earth moving, grading and compacting, and lifting and loading.

The electronics section provides DS maintenance on communications, electronics, and computer equipment. It repairs radio receivers and transmitters, teletypewriters, and facsimile machines. It also repairs switchboards and special electronics devices such as infrared weapon sights, searchlights, and mine detectors. In the ACR, this section reinforces maintenance support to the squadron support platoon. In the HSB and SIB/TDB, it reinforces the MSTs and provides on-site repair in the igade trains area.

The fuel/electronics repair section provides base shop operations for the repair of master cylinders, ake shoes, hydraulics, and engine electrical components. It performs corrective maintenance on fuel and electrical systems and assemblies. Some other components it performs repairs on are --

• Fuel pumps.

• Fuel injector pumps.

• Batteries

• Distributor wiring harness.

• Ignition systems.

The ADP maintenance section repairs the regiment ADP equipment. The section inspects, tests, and performs DS maintenance on TACCS computers, DAS3 computers, and related equipment.

The service/recovery section provides capability for welding and metal body repair. It also provides the heavy lift capability for the shops and shop supply and recovery of organic equipment. It reinforces recovery capabilities of supported units and provides limited maintenance evacuation. It also performs faication, repair, and modification of nonmetallic parts.

The tank system support team provides DS maintenance support to a tank battalion. The maintenance control section uses it as a base to create an MST to work at the UMCP. The team has the capability to support small arms, power generation equipment, fire control systems, communication equipment, quartermaster/ chemical equipment and wheeled vehicles. It also repairs tracked vehicles and tank turrets.

The infantry system support team provides DS maintenance support to an infantry (mechanized) battalion. It serves as the core for an MST operating at the infantry battalion UMCP. It repairs automotive, CE, small arms, track vehicles, and fire control systems. It also supports telephone central office systems, power generation equipment, and quartermaster/chemical equipment.

The missile section provides DS maintenance for land combat missile systems and associated night sights. In the SIB, HSB, and ACR, it has the capability of using three MSTs simultaneously. (The HSB section may also be augmented with an additional team.) In the TDB, it has the capability of using four MSTs simultaneously. The missile systems support teams deploy forward to the field site as requirements are generated. They provide support that is predominantly repair by replacement. They return to the base company when they complete the repair. TOW/Dragon repairers perform limited DS maintenance on TOW and Dragon missile systems, trainers, night sights battery chargers, and system-peculiar test equipment.

The maintenance company is the igade's primary source of DS maintenance and Class IX supply support. Its base is located in the BSA near land lines of communications. The company repairs as far forward as possible inconsonant with effective maintenance practices and the tactical situation. Teams tailored to provide across-the-board DS maintenance support are available to the maneuver battalions, the artillery battalion, and the ACSs.

The maintenance company maintains a base maintenance operation in addition to the MSTs. The base maintenance capability provides across-the-board DS maintenance which is not accomplished by the teams due to time constraints, complexity, or tactical situation. The base company also provides supply support from this location. If personnel cannot repair the equipment on site, at the UMCP, or at the field trains, the using unit delivers the equipment to the base company's collection point. However, whenever possible, units position UMCPs so they are accessible to HETs. In this way, the support battalion can evacuate heavy equipment directly from the UMCP. The collection point conducts a more detailed diagnosis to determine the proper disposition of the damaged equipment. Personnel conduct controlled exchange and cannibalization to maintain the maximum number of serviceable systems.

The base company receives, stores, and issues repair parts. Personnel process requests for repair parts, receive unserviceable reparable, and issue serviceable ones. The BMMC receives requests for parts which are not available. It manages the ASL which is warehoused by the base company.

Maintenance planning in the support battalion anticipates personnel, equipment, and repair parts requirements and matches them against available resources. The goal is to manage limited resources to return the maximum number of critical items to the battle. Planners recognize limitations in armor protection, mobility, and communications which influence the company's capabilities. Planning considerations include --

• Tactical situation.

• Time and distance factors.

• Reinforcing support responsibilities.

• Command support priorities.

• Critical weapon systems and repair parts.

• Proposed MCP locations.

• Maintenance timelines.

• Work load across the igade area.

• Cannibalization and controlled exchange policies.

One of the key planning processes for the maintenance company is formation of MSTs. Teams to provide DS maintenance to maneuver battalions are task organized in most cases. The MST only has the number and types of repairers and equipment required to support the particular battalion task force. The company uses the SST assets not required to support that task force to augment base company capabilities. If an SST does not have all of a specific capability required to support the task force, additional assets to form the MST come from the base company or another SST.

In forming the optimal MSTs for his situation, the commander considers a variety of factors to include:

• Tactical situation.

• Supported task force repair capabilities.

• Repair assets available to the maintenance company.

• Length of LOCs.

• Recovery and evacuation capabilities.

• Specialized tool and test set requirements and availability.

• Time constraints.

• Parts availability.

• Risk assessment.

• Mobility requirements.

• Communications.

• Security requirements.

One point to emphasize is that the SST serves as the core for an MST. This minimizes the moving of personnel from one team to another. In particular, team leaders remain with the core of their associated SSTs. Further, each team habitually supports the same base battalion. This allows a team leader to develop a working relationship with one battalion HHC. Keeping the same core of an SST also leads to strong command and control lines within the MST.

Commanders plan other aspects of MST use besides the composition of the team. The commander, normally through the maintenance control officer, coordinates with the support battalion S2/S3, igade S4, battalion S4s, and BMOs for employment of the teams. One detail they work out is how the team receives its required support. This includes administrative, unit logistics, and Class IX support. The team expects to be at the UMCP for an extended time. If so, the maintenance control section coordinates with igade and battalion S4s to have the supported battalion feed the team. They also coordinate to provide Class III and V and limited Class II and IV support.

The maintenance control section also ensures production and quality control responsibilities are specified. Usually the maintenance control officer has work order control. The team chief is responsible for quality control.

The base shop in the BSA consists of maintenance company elements not employed at MCPs, UMCPs, or battalion field trains. The shop receives, inspects, controls, repairs, and coordinates the evacuation of equipment received from supported units.

The shop is laid out to allow free flow of work and to minimize the required movement of repair parts, tools, and equipment. The company commander, whenever possible, tries to lay out the shop so that --

• Supply storage areas are accessible to trucks.

• The service section provides easy access from all shop locations.

• Electronics and instrument repair can be done in a dust-free area.

• Vehicles are dispersed near maintenance areas but located to facilitate control and security.

• The control and inspection elements are near the area entrance.

• The supply storage and customer areas are near the entrance to keep traffic out of the work area.

Figure 9-5 shows a sample base shop layout in a field environment. The same principles apply to shops in a built-up area. For example, the control, inspection, and supply activities are near the entrance to the shop area. Elements with related or complementary functions are near each other. Personnel use sound buildings and adequate road systems. They provide the best work areas and concealment.

The maintenance internal SOP outlines shop procedures which are based on guidance in DA Pamphlet 738-750. An external SOP for use by supported units should also adhere to those guidelines.

The management activities vary depending on the system available in the igade. DA Pamphlet 738-750 describes the manual TAMMS system. SAMS-1 provides management reports for the company commander and MCS. It also provides a daily interface with SARSS-1. SAMS-1 procedures are in AISM 18-L21-AHN-BUR-EM.

The support battalion maintenance company operates the MCPs receiving unserviceable equipment from supported units. The company operates up to two MCPs. One is at the base shop. A forward moving tactical situation makes another point forward of the BSA advisable to reduce recovery distances. The maintenance control officer assigns maintenance company personnel to perform large scale BDA at the MCPs. Personnel use controlled exchange and cannibalization to maximize operational systems. They segregate contaminated equipment within the MCP. When supported units cannot recover equipment to an MCP, they are instructed to recover items as close as possible to an MSR to await maintenance support. The unit provides or arranges security, and provides accurate location information to the MCS.

Units in the igade area that find US equipment turn it in to the MCP. There, maintenance personnel inspect it and make decisions on whether to repair or evacuate. The BMMC provides the disposition instructions. It directs that the item be turned in to a supply unit or evacuated to a corps facility.

MSTs remain part of the maintenance company and are dispatched and withdrawn by the maintenance control officer. However, once the teams arrive at the UMCP, they tie into the defense plan under the control of the BMO. The BMO normally sets priorities for the equipment to be repaired. All elements involved in the operation are aware that the teams are groups of repairers with limited self-defense assets. Also, the time they spend in defense activities reduces maintenance mission time, SOPs exist and MSTs prepare to conduct independent operations when required.

MST operations present the company commander, maintenance control officer, and MST leader and members with the same challenges faced by any other small unit in a tactical environment. Besides performing the technical mission, the team needs the mobility to get to the repair site and move with the supported unit. It must have protection on the way to and from the site and while at the repair site. The team is proficient in self-protection techniques during a move.

MSTs require adequate communications capability to assist in security. They also need assets to report the DS maintenance situation to the MCS and request additional support or repair parts from the base shop. Whenever MST organic radio capability is inadequate, additional support should be available from the supported units. MSTs also carry a limited amount of repair parts with them. They carry parts based on past experience and work load.

The maintenance company SOP spells out MST procedures in detail to preclude having to develop them for each mission. SOPs cover organization of teams for recurring situations and command relationships. They also cover assignment of work order numbers, hand receipting and repair parts procedures, and recovery and evacuation guidelines.

MSTs or other maintenance contact teams perform on-site repairs when unit maintenance resources are inadequate. Maintenance requirements determine the team's composition. A platoon leader from the maintenance company selects the personnel when all of the required assets are in that platoon. The maintenance control officer tasks the platoon leaders involved to assign the required repairers should the team be composed of persons from different platoons.

Many of the considerations are the same as those identified for MSTs working out of an UMCP. They include mobility, security, adequacy of tools and parts, and communications. SOPs spell out procedures for requests for such support. Requests include the following information:

• Identification of unit and equipment.

• Pickup points for unit guides, if required.

• Location (grid coordinates).

• Nature and extent of damage.

• Repair parts required.

• Security and NBC considerations.

• Recommended route of approach.

Once the team arrives at the site, the team chief makes a BDA and decides whether to repair on site or recover to an MCP. Maintenance timelines and the tactical situation are primary determinants. If on-site repair is feasible, the team repairs the item and returns it to the user. If recovery is required, the team chief considers short-tracking or other expedient self-recovery and like-vehicle recovery before he commits a recovery vehicle.

The materiel section of the BMMC manages repair part supply. The Class IX support section of the HSB and SIB/TDB and the supply platoon of the ACR maintenance troop receive, store, and issue repair parts. The section or platoon maintains a QSS for customers to get low-dollar, high-demand, consumable parts (light bulbs, wiper blades, common bolts) without formal requests. It handles selected reparable as turn-ins of unserviceable and issues of serviceable items. A proper location system ensures that stored supplies are issued in an efficient way. Fewer warehouse denials and faster customer support result if personnel properly store repair parts. AR 710-2 lists the stockage parameters for DS units.

Supply personnel fill all requests when parts are available. They also notify the BMMC of the issue. If the part is not available, the section passes a requisition to the BMMC. The BMMC passes the requisition to the COSCOM MMC. The COSCOM MMC prepares an MRO to have the repair parts company provide the part or it passes the requisition to the theater army or NICP. The theater army directs its units to support forward if there is no COSCOM in the support structure. Critical items are transported by air whenever possible.

The BMMC specifies the items and quantities of Class IX items to be located in the igade area. The BMMC bases this decision on the PLLs of supported units and the mobility requirements. The supported units' source of replenishment for the PLL is the support battalion maintenance company. The support battalion maintenance company maintains an ASL which reinforces their MPLs. As the base of supply for Class IX items, the maintenance company coordinates its actions with the materiel section of the BMMC.

In the ACR, a supporting AVIM company provides Class IX A items to the RAS. As previously mentioned in the aviation maintenance support paragraph in this chapter, a CSG OPORD tasks the aviation maintenance battalion to provide AVIM to the AVUM troop. The AVUM troop commander forwards requests for Class IX A items to the AVIM company.

A separate igade may operate with a division. Typically, the support battalion ties in directly to the COSCOM. However, if planners feel support is more responsive and the DISCOM has the capability, the battalion may tie into the division support system. In such cases, the BMMC passes requests to the DMMC. If the item is available in the MSB Class IX section, the DMMC passes an MRO to the MSB which provides the item to the support battalion. If the MSB does not have the item, the DMMC passes a requisition to the COSCOM MMC. The support battalion S2/S3 also coordinates with the DISCOM support operations section on the status of the separate igade maintenance system.

Figure 9-6 shows the flows of Class IX requests and stocks for the separate brigade.

Personnel inspect equipment and perform required maintenance before an offensive operation. They eliminate shortages whenever possible and set up reserve stocks. They increase the stockage of certain items on the basis of the operation, geography, terrain, and weather. For example, in many offensive operations, MSTs going forward increase the stockage of small, high-usage reparable, such as automotive subassemblies and fire control instruments.

As the tempo increases and distances lengthen, maintenance support assets move forward. However, planners considering such forward deployments take into account MST vulnerability, possible enemy counterattacks, and maneuver element requirements for space and roads. Maintenance elements require security assistance if they bypass pockets of enemy activity. Continuous movement forward also requires the commander to adjust the maintenance timelines. As lines continue to lengthen, expedient maintenance techniques as listed below are required:

• Having procedures to allow MSTs to draw parts and components expected to be required in large quantities.

• Setting up MCPs between UMCPs and the base shop.

• Increasing emphasis on evacuation, with repair in forward areas limited to component replacement, adjustments, and servicing.

• Using air transportation to move MSTs and repair parts.

• Having MSTs OPCON to maneuver units.

During a defensive operation, typically, supported units are not as widespread as in offensive operations. Therefore, the company commander centralizes the maintenance company assets more

In a static defense, movement is less frequent. Therefore, more time is available for maintenance operations. The company commander increases the timelines for forward repair. He also builds up reserves of critical items consistent with mobility requirements and capabilities. He emphasizes more inspections and technical assistance.

A dynamic defense has many of the same maintenance implications as an offensive operation. For instance, maintenance sites move frequently and vehicle maintenance requirements rise.