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Chapter 1

Supporting the Division

LIGHT INFANTRY DIVISION

SUPPORT PRINCIPLES

SUPPORT CONCEPTS

COMMAND RELATIONSHIPS

SUPPORT RELATIONSHIPS

LIGHT INFANTRY DIVISION

The LID (Figure 1-1) is a flexible fighting force. It is designed to conduct combat operations against light enemy forces. The division consists primarily of combat and CS units equipped with lightweight weapon systems. In the right terrain with the right mission and when augmented with forces and support, the division can fight heavier forces.

The LID's primary focus is low-intensity conflict. It also is used in mid-and high-intensity conflicts. When engaged in combat, the LID is predominantly dismounted. It does not have the assets (without augmentation) to close with the enemy's heavy forces in terrain suitable for mechanized operations. It is effective in darkness and limited visibility. It is also effective on restrictive terrain favoring dismounted operations. This includes urban areas, mountains, and jungles.

The LID is capable of immediate combat operations on arrival and quick extraction once the mission is complete. The lightness of the division involves risks inherent in austere CSS structures. The LID is among the most rapidly and strategically deployable US divisions. Its limited heavy weaponry and equipment allow the LID to move easily into secure AOs. When supported by the Navy, it also quickly gains entry from the sea when other forces have established a beachhead. The LID requires EAD CSS within 48 hours. Once deployed, its limited organic vehicles and aircraft constrain its tactical mobility.

The LID deploys rapidly. This presents war planners with multiple employment options. The LID may deploy in support of contingency operations into areas where US or allied bases are nonexistent. Usually the LID deploys on such contingency missions with only essential corps CSS elements. This slice provides a self-supporting capability for limited periods. Chapter 3 covers contingency operations.

The strategic deployability of the LID enables it to rapidly reinforce US and allied forces deployed anywhere in the world. These conflicts may be at the mid-to high-intensity level. In such cases war planners have several options. They base their selection of the preferred option on METT-T. Employment options include employing the LID as it is organized or augmenting the LID before or after deployment. Another option is task organizing the LID to meet theater-specific needs.

Forces augmenting the LID are OPCON or attached to the LID until mission completion. When forces are OPCON to the LID, the parent units remain responsible for the administrative support and logistics of their assigned units. The LID commander has the same degree of control over attached units as he does over organic units. He also assumes responsibility for administrative support and logistics to attached units. However, the LID does not have the assets to support itself for extended times much less those forces augmenting the division. Therefore, it needs additional assets to support attached units.

Task organization is a temporary grouping of forces to perform a particular mission. Combining heavy and light forces is one example. Appendix A covers some basic considerations for such mixes.

Regardless of the option selected, on arrival in the theater, the LID normally becomes an integral part of a corps or JTF. This corps or JTF provides GS supply and field services and reinforcing DS maintenance, transportation, and health services. More information on the LID is in FM 71-100.

SUPPORT PRINCIPLES

Fluid, nonlinear operations and enormous demands for resources characterize the battlefield. Support in such an environment is the challenge facing support planners and operators, They arm, fuel, fix, and move the division, and sustain its soldiers. These actions allow the LID commander to take advantage of opportunities to achieve tactical advantage. The DISCOM commander and staff as well as support planners and operators at division and brigade incorporate the sustainment imperatives in all actions. The imperatives are anticipation, integration, continuity, responsiveness, and improvisation.

The DISCOM commander and staff anticipate future missions. They do this by understanding the division commander's plan and translating current developments into future needs. Anticipation helps the division commander form a supportable plan. The DISCOM commander and staff focus on responsive support of future operations. They do not merely react to support needs sent to the DISCOM. They plan ahead and try to foresee unexpected changes while supporting current operations. To better anticipate needs the DISCOM commander and staff have a close relationship with the division staff. The DISCOM commander attends division staff meetings in accordance with the TSOP. He monitors the division command net to anticipate changes while supporting current operations. He closely follows the flow of battle.

CSS is an integral part of a fighting force. A close relationship with the division staff ensures planners integrate support operations with operations of the maneuver force. The division commander and staff plan tactical and support operations concurrently. The DISCOM commander and staff provide input to the planning process. This ensures the scheme of maneuver and fire support plan are supportable. When the LID is part of a corps or JTF, the DISCOM integrates its operations with other Services, the COSCOM, and allies. Any deception plan includes support operations.

Another imperative is continuity of support. Any interruption of support diminishes the power of the combat force. The division commander needs continuous support to keep the initiative, build momentum, and ensure the depth of operations is not inhibited by breaks in support. This is a considerable challenge for the DISCOM. It requires the DISCOM to provide continuous support while frequently moving. It also requires planning for alternate modes of support. Planners consider prepositioning of supplies. They also plan to replenish the support base while continuing support operations when the pace of combat activity slows.

The DISCOM is also responsive. It meets needs that change with little notice. DISCOM personnel expect changes in priorities, operations, and organizations. To retain momentum, they respond to changes quickly. DISCOM elements are as opportunistic as maneuver elements.

Finally, supporters improvise to succeed. The fluid nature of the battlefield quickly makes routine methods obsolete. This manual suggests several techniques for the DISCOM. However, leaders and staffs do not interpret a guideline or technique as an requirement. If a method does not help maintain maximum combat power and momentum, DISCOM personnel reach beyond them. They use innovation, suspend normal procedures when necessary, exploit unusual sources of support, and accept risks. The ability to improvise is an advantage in meeting emergencies. It does not substitute for anticipation; it complements it.

In short, the fluid nature of the battlefield requires the DISCOM to anticipate needs, not wait to react to demands. DISCOM and subordinate commanders understand supported commanders' operational plans to be responsive. They use the built-in flexibility and authority to implement innovative concepts. They use initiative to carry out their duties. They know the CSS needs of supported forces and details of the OPLANs. They use their knowledge to advise commanders of the supportability of the plans. They devise innovative ways to support the plans and lessen the risks.

SUPPORT CONCEPTS

The combat mission of the LID is the foremost consideration of the DISCOM. DISCOM units are flexible enough to support from any base arrangement. Commanders tailor resources and priorities to changing combat situations.

The CSS structures provide support as far forward as practical. Corps or division assets provide supplies, weapon systems, services, and repair assets for easily reparable equipment to the field trains or beyond whenever practical. Personnel evacuate damaged equipment from as far forward as practical. HSS elements use a modular design. This helps provide medical treatment and evacuation as far forward as possible.

Due to its austere support structure, the LID takes advantage of every available support asset, It uses HNS available through formal agreements such as contracts. Effective use of contracting officers ensures timely support from host nation resources. The LID also uses ad hoc measures. These include foraging when necessary during operations.

Using captured and found materiel is another way to make supplies available. In emergencies, units use captured diesel fuel. They use captured and found barrier and construction materials immediately. Medical elements use captured medical supplies and equipment to treat enemy prisoners of war and refugee and civilian casualties. Veterinary personnel inspect captured subsistence. They declare it fit for consumption before personnel use it to feed EPWs and civilian populations. Division troops consume found US subsistence after veterinary approval. Units turn in captured vehicles to maintenance collection points. They turn in equipment to salvage points. Salvage personnel identify, classify, and report it to the DMMC.

The division staff, supported units, and DISCOM units maintain effective communications. They coordinate the CSS needs of the division and the support activities. Coordination helps the DISCOM commanders emphasize the flow of supplies rather than the buildup of stocks. Coordination also ensures effective and integrated transportation support in continuously changing circumstances.

Before commitment to a contingency area, supply personnel plan shipments whenever possible. The LID emphasizes the use of airlift for deployment. For this reason, and also to streamline ground operations, planners count on the use of PULs or UCLs. Airdrop of preconfigured or emergency loads requires corps support. Chapter 11 covers plans for aerial delivery.

The LID's support assets provide only essential CSS. They stock only mission essential supplies. Personnel normally use supply point distribution. An exception is supply of barrier materials, The corps throughputs these directly to the emplacement site whenever possible. Personnel also deliver bulk fuel and water to the light infantry battalions. Wherever possible, other supplies are throughput from the corps to the unit or the BSA. Intensive management of MHE ensures this limited resource meets a variety of logistics missions. Ambulances returning to forward areas backhaul medical supplies and equipment if necessary.

The LID design stresses commonality of vehicles, weapons, and equipment. This reduces supply needs, streamlines maintenance operations, and simplifies repair parts management. Maintenance units rely heavily on support from EAD. They also rely on equipment and component exchange rather than repair on site. They do only limited end item and component repair.

COMMAND RELATIONSHIPS

The control the DISCOM commander has over nonorganic support elements and the support he provides nondivisional units depend on the command relationship of the units to the division/DISCOM. Possible command relationships include:

• Organic. An organic unit is an essential part of the division/DISCOM. It is listed on its MTOE.
• Assigned. An assigned unit is placed in the division/DISCOM on a permanent basis.
• Attached. An attached unit is placed in the division/DISCOM on a relatively temporary basis. Subject to limitations in the attachment order, the commander has the same degree of command and control and responsibility for the attached unit as he does for organic units. However, responsibility for transfer, application of the Uniform Code of Military Justice, and promotion of personnel are retained by the command to which the unit is assigned. The attachment order states the administrative and support responsibility of the division/DISCOM.
• Operational Control. A unit under OPCON is provided to the division/DISCOM commander for specific missions or tasks usually limited by function, time, or location. The commander deploys the unit and retains or assigns tactical control of the unit. Operational control does not include administrative and logistics responsibility, discipline, internal organization, and unit training.

SUPPORT RELATIONSHIPS

UNIT-LEVEL SUPPORT

The LID soldier turns to the organic support element of his unit for support. CSS elements of maneuver, CS, and CSS units provide unit-level support to organic, assigned, and attached elements. The following manuals discuss unit-level CSS:

• FM 1-111.
• FM 1-500.
• FM 6-20-2J.
• FM 7-10.
• FM 7-20.
• FM 8-10-4.
• FM 10-14.
• FM 10-23.
• FM 10-63-1.
• FM 19-4.
• FM 31-20.
• FM 34-80.
• FM 44-1.

Unit responsibilities include --

• Request, pickup or receipt, temporary storage, and unit distribution of supplies.
• Unit maintenance (ground and aviation).
• Unit-level HSS.
• Field feeding.
• Unit-level mortuary affairs activities.

In maneuver units, the company is the lowest echelon with personnel for these CSS functions. The company XO, the first sergeant, and the supply sergeant coordinate CSS. They make needs known. They also coordinate with the battalion S4 to ensure they are met.

Many of the CSS assets of LID units are at the battalion or brigade level. For example, field feeding under AFFS is consolidated at the battalion level. Exceptions include the DIVARTY HHB, the FA batteries, and the AMCO which have their own food service teams. Unit maintenance is consolidated at the brigade level for LID maneuver units. At the maneuver battalion level, there is a small team from the brigade maintenance section. The battalion teams work out of the battalion field trains area. They carry stocks of LRUs and QCAs with them. The SOP covers repair parts delivery from the brigade consolidated PLL section. The battalion team repairs as much deadlined equipment as possible in time to get it back into the current battle. If the item is extensively damaged, the team arranges for evacuation. Combat medics from the battalion medical platoon operate with the rifle platoons. They provide basic life-saving measures. They can also rapidly evacuate the wounded. An ambulance team from the medical platoon also typically supports each. Another team operates from the BAS.

The battalion/brigade XO supervises battalion/brigade CSS through his staff officers. He integrates CSS into the overall plan and ensures continuous support. Staff officers with basic CSS responsibilities include the--

• S1 -- plans and coordinates HSS.
• S2/S3 -- sets priorities for support based on commander's guidance and input from the S4.
• S4 -- plans and coordinates logistics.
• Battalion surgeon -- plans and coordinates HSS with the S1.

The battalion uses several techniques to resupply companies. They are aerial resupply, battalion-operated supply points, LOGPACs, and prepositioning. This manual discusses division-level aerial resupply and supply point operations at length. Battalion-level operations are similar. LOGPACs simplify resupply by assembling all resupply vehicles in the field trains and sending them forward. A LOGPAC includes --

• Replacements or RTD soldiers.
• Supplies. They include Class I, III, V, and IX supplies and water.
• Maintenance contact teams.

The battalion S4 plans and coordinates LOGPAC operations to ensure they support the commander's tactical plan. Battalion SOP establishes standard LOGPACs. The LOGPAC for a company, as much as possible, provides all supplies, equipment, and personnel to support the company for the next 24 hours or until the next scheduled LOGPAC.

Propositioning or cache resupply occurs when the battalion places supplies near points of anticipated consumption. It directs companies to these supplies. The battalion uses this technique in both offensive and defensive operations. However, it is usually used with defensive operations. In such cases, supplies are positioned in subsequent battle positions. It permits continued operations when the CSS system is compromised. Control and coordination of propositioned supplies are critical to allow best use of supplies in a fluid environment. Caches are destroyed if compromised. The Geneva Convention protects medical supplies and equipment. They cannot be intentionally destroyed. The use of caches to support stay-behind operations is discussed in Chapter 3.

Elements often operate away from their parent units. In such cases, planners establish support relationships to ensure that all needs are met. TOEs of the involved units state dependency relationships. FMs also discuss these relationships. OPORDs establish support relationships for specific missions.

DIVISION-LEVEL SUPPORT

The DISCOM is the source of division-level logistics and HSS in the LID. Although the LID stresses area support, the DISCOM also provides CSS on a unit-support basis and a task-support basis. The DISCOM, when augmented as required, may furnish area support to nondivisional units in the division area. Unit support is designated to a unit or units such as a maneuver brigade. In task support, the DISCOM furnishes a specific type or amount of a DISCOM element's support capability to designated units or an area to accomplish identified tasks. An example is the deployment of all ATP personnel to establish a Class V point at an airhead in support of a contingency force.

Chapter 2 covers the organizations and functions of DISCOM units. The DISCOM provides the following to the LID:

• DS supply of all classes of supply (including water).
• DS ground and missile maintenance.
• AVIM.
• Transportation support.
• Division-level HSS.

Current concepts for organic mortuary affairs, CEB, and hot/arid environment water supply require use of TOE augmentations. When resourced upon mobilization, the following teams become organic to the division:

• LID GRREG platoon (TOE 42507LA00). This 37-person platoon augments the MSB HSC. It identifies 38 remains per day and collects and evacuates 105 remains per day. It provides search and recovery support in brigade areas as required.
• CEB platoon (TOE 42507LB00). This 27-person platoon augments the MSB HSC. It provides eight bath teams. It provides CEB on a minimum of one cycle per week to all elements of the division. It sets up in a brigade/battalion area.
• Hot/arid environment water team (TOE 42526LC00). This team augments the MSB HSC. It provides water storage and distribution in an arid environment. It can store and distribute at the water points 440,000 gallons of potable water. It has no purification capabilities.

Field services concepts for the future provide mortuary affairs from corps-level mortuary affairs companies. A new field services company (DS) (TOE 42414L000) will provide CEB. When these units are fielded in the corps, the GRREG and CEB platoons will drop out of the force structure.

EAD-LEVEL SUPPORT

Original designs for the LID DISCOM dictated that a large portion of supply and maintenance support normally found in a DISCOM be located in the corps. Organizations referred to as corps plugs are designed specifically for the LID. They exist in the corps structure. However, their sole mission is support to the LID. These corps plugs are:

• Quartermaster supply support detachment (LID) (TOE 42510LY00). This 17-person detachment is assigned to the CMMC and attached to the division. It collocates with the LID DMMC. It operates the DAS-3 computer in support of supply control, inventory management, and stock control for the LID. It controls input and output, report and data distribution to the DISCOM, and data flow between the DISCOM and CMMC. This detachment disappears from force structure when the corps theater ADP service center (CTASCII) is in place. Spaces from this detachment will be used to increase the personnel in the CSS AMO in the LID DMMC.
• LID missile support augmentation team (TOE 09528LP00). This 12-person team is assigned to the corps DS missile maintenance company. It augments the division missile support element, It complements the personnel shortfalls in the division. It also completes its equipment sets. This team provides base shop DS missile maintenance for TOW/Dragon missile systems, Vulcan ADA gun systems and related artillery, and FAAR/TPX-50 radar sets. It can send two MSTs forward for on-site repair of TOW/Dragon missile systems and one MST for repair of Vulcan ADA gun systems. Even with this team, the LID requires support from the corps missile maintenance company.
• LID AVIM team (TOE 01577LB00). This team is attached to the COSCOM AVIM company to offset an estimated 21 percent AVIM work load passed back.
• LID maintenance support team (TOE 43509LP00). One team is allotted per maintenance company (DS) (TOE 43209L00) when in support of a LID. This team performs about 20 percent of the LID DS work load. It helps offset the LID's reliance on passback. It repairs automotive vehicles, construction equipment, power generation equipment, quartermaster and chemical equipment, radios, radio teletype equipment, small arms, central switching equipment, and utility equipment.

The DISCOM coordinates with the COSCOM to satisfy logistics needs. COSCOM or EAC resources provide the nondivisional logistics and HSS required. Resources range from selected units task organized to support the LID during contingency operations to a full COSCOM in support of forward-deployed forces. Corps and COSCOM planners and operators should understand that supporting a LID involves different requirements than supporting a heavy division. For instance, the LID depends heavily on corps assets throughputting materiel to the BSAs, configuring unit loads, and storing PULs. Table 1-1 shows other units that could deploy in support of a LID. Every case does not require all this support. Planners determine the support on a case-by-case basis. The division administrative and logistics order addresses support arrangements for corps units supporting the division.