Military

a. Anticipation. All leaders in the company must anticipate the CSS requirements for their units. They must know the current status of their units and how fast each resource (water, food, ammunition, and so forth) is being expended. Due to the limited CSS structure supporting the company, the commander must plan ahead and submit requests as soon as the situation permits. This will allow the battalion to better configure packages of supplies to "push" to the company.

b. Integration. Every operation the company conducts must have a complete and fully integrated plan for CSS. Because of the relationship between the commanders tactical plan, the soldier's load, and the resupply requirements, the commander must consider them and casualty evacuation as he develops each course of action.

c. Continuity. The CSS for the company must be continuous. It is critical during the fight, but after the mission is accomplished, CSS activities become the focus for the company. The company SOP should cover resting and retraining soldiers, maintaining equipment, conducting resupply, holding religious services, handling mail, and conducting other administrative activities.

d. Responsiveness. The CSS structure for the company must quickly respond to changes in the situation or mission. To develop this ability, the company needs aggressive CSS operators and effective SOPS. Because the supply sergeant is the only company representative at the battalion trains, he must monitor the tactical situation and adjust the CSS plan as required.

e. Improvisation. Because of the austere CSS system and the way the company fights (continuous operations, dispersed formations, and long movements through difficult terrain), effective CSS depends on the initiative and creativity of those responsible to support infantry soldiers. The CSS system will often be pushed to its limit to support the plan.

a. Admistration. The company submits all requests and status reports involving personnel management, morale, discipline, and law and order to the battalion S1 section. The S1 section provides all administrative support to the company.

b. Logistics. The battalion S4 section and support platoon are responsible for providing the company with the supplies and equipment required for sustainment. The company submits all requests and statuses regarding supplies and equipment to the S4. The S4 and support platoon personnel plan, coordinate, and assist in the distribution of supplies and equipment to the company.

c. Communications. The company evacuates inoperative communications equipment to the communications platoon through the 1SG during resupply, where they perform maintenance or turn in the equipment to a higher level maintenance activity.

d. Maintenance. The supporting maintenance structure for infantry companies is austere in both organization and capabilities. The preferred method of direct exchange for weapons and equipment will not always be possible. Infantry companies must ensure their unit maintenance is effective and continuous to reduce the requirement for direct support maintenance.

e. Medical. The battalion medical platoon treats and evacuates the sick and wounded. It maintains the basic load of medical supplies for the battalion and provides an aidman to each rifle platoon. Ambulances are usually in direct support of the companies to provide evacuation. The treatment squad establishes and operates the battalion aid station. The medical platoon must be employed well-forward in many situations to assist the company casualty evacuation effort.

a. Planning. Plans and key decisions on CSS are made by the battalion and company commanders and the battalion S4. They are implemented by the S4, support platoon leader, company first sergeant, company executive officer, company supply sergeant, platoon sergeants, and squad leaders. Platoon leaders plan and make CSS decisions to accomplish their assigned missions according to guidance from higher headquarters and SOPS. Unit SOPs should address planning, implementation, and responsibilities in detail as well as standardizing as many routine CSS operations as possible.

b. Trains. The company trains is the focal point for company sustainment operations. The size and composition of the company trains will vary depending upon the tactical situation. It may consist of nothing but preplanned locations on the ground (a control measure such as a checkpoint) during fast-paced offensive operations, or it may contain two to five tactical vehicles during resupply operations. The company trains normally are established only when its functions of evacuation (WIA, weapons, equipment) and resupply are required. When the company has been allocated an ambulance, it will usually be in the company trains too. Company trains are located in a covered and concealed position, close enough to the company to provide responsive support, but out of enemy direct fire. Security is provided by the small size and tactical signature, by only establishing trains for a short time or when required, and by positioning the trains close to the combat platoons and sections.

c. Personnel Responsibilities. The following personnel have the primary responsibility for company CSS.

a. The contents of a LOGPAC are planned by the S4. The supplies are normally organized and assembled in the battalion field trains by the company supply sergeant under the supervision of the HHC commander and support platoon leader. The LOGPAC should, if possible, provide all supplies, equipment, and personnel needed to sustain the company for the next 24 hours or until the next scheduled LOGPAC delivery.

b. Adjustments to the LOGPAC are sent to the battalion S4, who is located in the combat trains CP. They may be sent to the S4 over the admin/log net, through the company supply sergeant, or by a company messenger. If the battalion admin/log net is used and is not secure, the reports should be encoded using the SOI.

c. Company status reports often translate into supply requests, or they provide information to allow the S4 to anticipate company needs. An example is the personnel daily summary, which is sent to the S1; it provides the number of personnel in the field, which the S4 can use to plan Class I resupply.

a. Logistics Package. Once the company LOGPAC has been formed in the field trains, it is ready to move forward under the control of the company supply sergeant. The support platoon leader normally organizes a convoy for moving the LOGPACs along a supply route to the LRP where the 1SG or unit guide takes control. The LRP must be near enough to the company position to facilitate resupply since the company has no organic vehicles. The 1SG or guide controls distribution using the resupply techniques discussed in paragraph 8-6. The 1SG informs the supply sergeant of requirements for the, next LOGPAC and ensures that personnel and equipment requiring movement to the rear, as well as out-going mail, return with the supply sergeant. The LOGPAC then follows unit SOP and returns to the LRP or the combat or field trains.

b. Pre-positioned Supplies. Pre-positioned resupply occurs when the battalion places supplies on the battlefield and directs the companies to them so they can pick them up when they are moving from one place to another.

a. In Position. The company executes in-position resupply by moving the required supplies or equipment forward while the platoons remain in their fighting positions. This technique is used when it is essential to maintain combat power forward (during contact or when contact is imminent) or when the company is dispersed over a wide area. If vehicles are not able to move near the platoons because of enemy fire, some platoon members may have to assist the resupply personnel in moving the supplies and equipment forward.

b. Out of Position. The company executes out-of-position resupply by directing the platoons to the supplies and equipment as follows:

• The company establishes a resupply point in a covered and concealed position to the rear of a platoon position.
• Platoons move from their fighting positions to the resupply point.
• Platoons pick up the supplies.
• Platoons move back to their fighting positions.

This technique is used when the situation does not necessitate all combat power being forward (contact is not likely). Company SOPs establish whether all or part of the platoon moves to resupply at one time. A variation of this technique would be to establish a resupply point for each platoon and reposition the LOGPAC.

c. Pre-position. The company or battalion pre-positions supplies and equipment along the route to or at the location to which the platoons are moving, and they direct the platoons to them. These supplies or equipment may be uploaded on a vehicle or on the ground, secured or unsecured, concealed or in the open. The factors of METT-T will determine exactly what measures are required. This technique is most often used during defensive operations when supplies are positioned in subsequent battle positions. A cache is a pre-positioned and concealed supply point. It can be used in any operation.

d. Security. While these techniques are used in both offensive and defensive operations, the transfer of supplies to the company is usually conducted from a defensive posture. As such, the security considerations for a resupply operation are like those for a perimeter defense.

a. Foraging and Scavenging. Two resupply techniques not discussed earlier because of their infrequent use are foraging and scavenging. Infantry forces should not use these techniques except under other than normal conditions. Foraging is the gathering of supplies and equipment necessary to sustain basic needs (food, water, shelter, and so forth) from within the area of operations. Scavenging is the gathering of supplies or equipment (friendly or enemy) from within the area of operations to help the user accomplish his military mission. Leaders must ensure the safety of their soldiers by determining if the food or water is safe or the equipment is booby trapped. They must also make sure their actions are permissible under the Law of Land Warfare, FM 27-10.

b. Aerial Resupply. This method of delivery may be used to provide supplies and equipment to the company. Unless conducting the resupply in an area under friendly control and away from direct enemy observation (reverse slope of a defensive position with recon well forward), the resupply should be conducted away from the main unit in an area that can be defended for a short time. The delivered supplies should be quickly transported away from the DZ/LZ. The company supply sergeant is responsible for packaging airloads originating in the field trains. The commander must consider the enemy's ability to locate his unit by observing the aircraft.

c. Cross-Leveling. Cross-leveling is simply a redistribution of supplies throughout the unit. Usually done automatically between fire teams and squads after every engagement, the company may cross-level supplies between platoons when resupply cannot be effected. In some instances, supplies may not be evenly redistributed. For example, during preparation for an assault of an enemy trench system, the platoon with the task of support by fire may be required to give its hand grenades to the platoon with the task of clearing the trench.

d. Backhauling. Backhauling is a method used to make the most use of vehicular or manpack capabilities moving rearward. Backhauling returns supplies, equipment, or trash to the rear for disposition.

e. Water. Ensuring that soldiers receive and drink enough water is one of the prime CSS and leadership functions at all levels in the company chain of command. Even in cold areas, everyone needs to drink at least two quarts of water a day to maintain efficiency. Soldiers will drink water at an increased rate in a combat environment.

a. When vehicles are provided to the company, they must be employed to capitalize on their capability to execute the mission requirement, and they must be returned for follow-on company or parent-unit missions. Transportation assets are scarce, often resulting in trade-offs. For example, upload increased quantities of ammunition and less water, or carry unit rucksacks and be unavailable for resupply. The company commander must ensure that the asset is being employed to accomplish the most important mission. Time is critical and the company must reduce on-station time so that all company requirements can be met. Most vehicles do not have radios; leaders must ensure that drivers know where they are going and how to get there. Land navigation training, marked routes, and strip maps referenced to landmarks are all ways to keep drivers from getting lost.

b. Because of the limited ground transportation, company personnel must know how to conduct aerial resupply. (See FM 90-4.) An understanding of PZs/LZs selection, sling loading, bundle drops, and allowable cargo loads may be critical to company sustainment.

a. The unit SOP should detail when maintenance is performed (at least once a day in the field), to what standards, and who inspects it (usually the squad leader with spot checks by the platoon sergeant, platoon leader, ISG, XO, and CO). One technique is for each to spot check a different unit; another is for each to check a single type of weapon or piece of equipment in all units daily. These instructions must be integrated into the SOP for patrol bases, assembly areas, defenses, and reorganization. This is to ensure that maintenance is done without jeopardizing unit security, and also so it will become a habit for the soldiers.

b. In addition to operator maintenance, selected soldiers are trained to perform limited maintenance on damaged weapons and to direct exchange parts from destroyed weapons.

c. Inoperative equipment is fixed as far forward as possible. When a piece of equipment is damaged, it should be inspected to see if it can be repaired on the spot. The company armorer keeps a small-arms repair kit in the battalion trains or on the dedicated company vehicle. The battalion communications section has a limited capability to repair radios. If it cannot be fixed forward, it is evacuated immediately (in an assembly area or defense area), or turned in using the backhaul method when other supplies are brought forward. Even if the item cannot be evacuated at once, the CSS system is alerted to generate a request for a replacement. If a replacement is available (from an evacuated soldier or scavenged equipment), it will be sent forward. If not, the leader must work around it by prioritizing the use of remaining equipment; for example, using a squad radio for the company command net if the platoon radio is broken.

d. Maintenance applies to all equipment. Items such as magazines, ammunition, and batteries are also maintained and inspected. While test firing in an assembly area, mark the magazines of weapons that have stoppages. If a magazine is marked more than twice, the magazine maybe causing stoppages. Inspect the ammunition belts for M60s and M249s along with the weapons. Dirty or corroded ammunition may also cause weapon malfunctions.

a. Combat Load. A combat load consists of (he minimum mission-essential equipment, as determined by the mission commander. This includes only what is needed to fight and survive immediate combat operations. There are two levels of combat load: fighting loads, carried on dynamic operations where contact with the enemy is expected; and approach march loads, carried when transportation cannot be provided for equipment over and above fighting loads.

b. Sustainment Load. This load consists of the equipment required by the commander for sustained operations. This equipment should be stored by battalion, normally at the BSA, and brought forward when needed. It may include rucksacks, squad duffel bags, and spare equipment, such as PEWS and sleeping bags. In combat, protective items for specific threats, such as armored vests and chemical suits, may be stored in pre-configured unit loads. Equipment, such as Dragon night sights, grappling hooks and ropes, and pioneer tools, also needs to be stockpiled at a location from which the battalion support platoon can push them forward on demand. Commanders must coordinate with the S4 to ensure that those items are available.

c. Contingency Load. The contingency load includes all other items that are not necessary for ongoing operations, such as extra clothing, personal items, or even Dragons and TOWs in a nonarmor threat environment. The critical element is for commanders to determine what goes in those loads and who will be responsible for the storage and delivery of them.

a. Adjust combat loads so soldiers carry less than 72 pounds and divide combat loads into fighting loads and approach march loads; have soldiers pack rucksacks and assault packs accordingly. All other company equipment goes into the sustainment or contingency load.

b. Once it has been decided what items are to be carried on the mission, the leader decides how they will be carried. Some items must always be immediately available to the soldier, while others can be carried in his rucksack.

a. Make sure soldiers distribute their loads evenly over the body and LBE; they are easier to carry this way.

b. Carry critical items within easy reach; water, ammunition, and a first-aid pouch are carried on the LBE, other items in BDU pockets. Placement of all items should be standardized within the unit, but nothing must be allowed on the firing side of the LBE that prevents the soldier from taking a well-aimed shot.

c. Distribute loads throughout the unit. If it is necessary to manpack bulk ammunition, rations, water, or demolitions, divide them into small loads consistent with METT-T; however, ensure they can be distributed on the battlefield where needed.

d. Rotate heavy loads among several soldiers. Radios, M60s, mortars, and Dragons can all be rotated if enemy contact is not imminent. Ensure that the assigned gunner is nearby when weapon system components are rotated.

e. Always consider use of augmented transportation assets in-theater to carry loads. Host nation or allied force's vehicles, animals, civilians, and even bicycles can be used to carry soldiers and equipment; however, do not procure them without authority.

f. Drop rucksacks on enemy contact, or leave them in an ORP, an assault position, or the assembly area. The leader requests they be brought to his unit by battalion or division transportation assets when possible. Soldiers mark their rucksacks by unit to facilitate quick recovery.

g. Share or consolidate items; if the weather dictates sleeping bags be carried, carry only enough for those who will sleep at the same time. Soldiers share the bags as they take turns rotating security duty. In the same manner, two or three soldiers can share a rucksack and take turns carrying it.

h. Consider cutting rations to two or even one MRE per man per day for short periods. Use foraged or locally purchased food to extend the shortened rations.

i. While carrying the rucksack, use water and rations carried in or on it first. If soldiers must drop their rucksacks, what they carry in their BDUs and on the LBE remains available. Replace ammunition, water, and rations carried on LBE or in BDU pockets as soon as possible.

j. When carrying radios in rucksacks, keep them attached to the backpack for access and use when rucksacks are dropped.

k. Consider caches, supply linkups, captured stocks, and foraging to provide food, water, shelter, weapons, and equipment to reduce the need to manpack supplies.

l. Avoid unnecessary movement and displacements. To conserve the soldier's stamina, plan the mission as efficiently as possible. Do not move a platoon when moving a squad can do the job. The leader, if lost, stops and determines his unit's location before moving and, if necessary, sends out someone to confirm the unit's location.

m. Supervise the soldier's load closely. Soldiers may carry unnecessary items when they start on a mission and throw essential items away when they are tired. Packing lists for rucksack management and leader inspections before and during the mission ensure that only necessary items are carried. Rucksack management results in efficient use of a soldier's energy and ensures that essential items are available when needed in combat.

n. The company net does not always need the COMSEC equipment to function effectively. Ensure the threat warrants the extra weight on the RATELOS.

o. Consider distributing the approach march or sustainment loads to only two platoons. This allows the lead platoon to move with more stealth and alertness, and also unburdened in case of contact. Platoons could then quickly swap rucksacks as they assume the lead.

a. The company is responsible only for casualty reporting or requesting personnel actions.

b. Based on local SOP, a strength accounting report is sent to battalion combat trains over the admin-log net detailing strength by officer, enlisted, and attached personnel. Data for this report must be gathered as quickly and accurately as possible because this critical information assumes increasing importance in decision-making as it is passed to the rear. Strength reports help determine the quantity of rations, water, and ammunition to send to each company. These reports are also used to analyze the company's strength, posture, and status. At higher echelons, they are used to determine which units receive priority when replacements arrive.

c. A casualty report, DA Form 1156 (Figure 8-3), is filled out when a casualty occurs or as soon as the tactical situation permits. This is usually done by the soldier's squad leader and turned in to the platoon sergeant who passes it along to the first sergeant. A brief description of how the casualty occurred, to include the place, time, and activity being performed, and who or what inflicted the wound is included. If the squad leader does not have personal knowledge of how the casualty occurred, he gets this information from any soldier who does. Pocket-size witness statements, DA Forms 1155 (Figure 8-4), are used to report missing or captured soldiers or when remains are not recovered. The form is completed by the soldier with the most knowledge of the incident. This information is used to inform the soldier's next of kin and to provide a statistical base for analysis of friendly or enemy tactics. The commander writes a letter to the soldier's next of kin.

a. The company commander should meet them and welcome them to the unit. This will normally be a brief interview. The commander must have an SOP for reception and integration of newly assigned soldiers.

b. The platoon leader and platoon sergeant will welcome them to the unit, inform them of unit standards, and introduce them to their squad leaders.

c. The squad leader introduces the to the squad and briefs them on duty positions. He also ensures that each replacement has a serviceable, zeroed weapon; ammunition; MOPP gear; and other essential equipment. The in-briefing should cover squad and platoon recent, and planned activities.

d. The new arrival is told about important SOPs and special information concerning the area of operations. He may be given a form letter to send to his next of kin. The letter should tell them where to mail letters and packages, tell them how to use the Red Cross in emergencies, and introduce them to the chain of command.

a. During the fight, casualties often are left where they received initial treatment (self-aid, buddy-aid). As soon as the situation allows, casualties are moved to the platoon collection point. They can then be evacuated directly to the battalion aid station or to the company collection point, which is designated by the commander during the OPORD. The unit SOP should address this activity and include marking casualties during limited visibility operations. Small, standard, or IR chemical lights work well for this purpose. Once the casualties have been collected, evaluated, and triaged, further evacuation to the battalion casualty collection point or aid station begins. Normally, the battalion aid station is collocated with the battalion casualty collection point.

b. An effective technique, particularly during an attack, is to task-organize a logistics team under the 1SG. These soldiers carry additional ammunition forward to the platoons and evacuate casualties to either the company or the battalion casualty collection point. The size of the team is determined by the leader during his estimate.

c. When the company is widely dispersed, the casualties may be evacuated directly from the platoon casualty collection point by vehicle or helicopter. Often, helicopter evacuation is restricted due to the enemy ADA threat. In some cases, the casualties must be moved to the company casualty collection point before evacuation. When the battalion's organic ambulances are not enough to move all the wounded, unit leaders may direct supply vehicles to "backhaul" casualties to the battalion aid station after supplies are delivered. In other cases, the platoon sergeant may direct platoon litter teams to carry the casualties to the rear.

d. Leaders must minimize the number of soldiers required to evacuate casualties. Casualties with minor wounds can walk or even assist carrying the more seriously wounded. Field expedient litters can be made by cutting small trees and putting the poles through the sleeves of buttoned BDU blouses. A travoise, or skid, may be used for casualty evacuation. This is a type of litter on which wounded can be strapped, and it can be pulled by one person. It can be locally fabricated from durable, rollable plastic on which tie-down straps are fastened. FM 7-20 discusses a SKEDS litter that is available for issue.

e. In rough terrain (or on patrols), casualties may be evacuated to the battalion aid station by litter teams, carried with the unit until transportation can reach them, or left at a position and picked up later.

f. Unit SOPs and OPORDs must address casualty evacuation in detail. They should cover the duties and responsibilities of key personnel; the evacuation of chemically contaminated casualties (on separate routes from noncontaminated); and the priority for manning key weapons and positions. They should specify preferred and alternate methods of evacuation and make provisions for retrieving and safeguarding the weapons, ammunition, and equipment of casualties. Slightly wounded personnel are treated and returned to duty by the lowest echelon possible. Sick soldiers are evaluated by medics in the platoon and either treated or evacuated as necessary. Remains are kept covered, separated from the wounded, and evacuated by backhaul on supply vehicles as soon as possible. Casualty evacuation should be rehearsed like any other critical part of an operation.