• Establish and secure maintenance collection points.

• Institute battle damage assessment and repair.

• Allow controlled substitution or cannibalization of equipment.

• Attach MSTs to combat units.

• Provide security of LOC for recovery operations.

Offensive operations also increase resupply time lines and turnaround times. Longer supply lines increase vehicle maintenance and decrease available transportation assets. Available convoy security forces and the consolidation of convoys for security increase turnaround times. CSS commanders and staff also consider using alternate MSTs, requesting additional throughput from the higher supporting headquarters, and using captured vehicles.

Requirements for medical and MA support increase in offensive operations. The division's main attack normally receives the highest number of casualties and is weighted appropriately. Commanders and staff also consider medical evacuation procedures, EPW evacuation procedures, refugee movement, casualty collection points, and ambulance exchange points. Following are other CSS planning considerations:

• Position forward at night essential support (such as ammunition, fuels, and maintenance).

• Use preplanned and preconfigured push packages of supplies.

• Maximize throughput distribution when feasible.

• Echelon support forward and initiate operations at the new sites before ceasing operations at the old sites.

• Make CSS mobile and upload as much as possible.

• Use captured enemy supplies.

• Plan adequate communications between CSS and assets and units.

• Coordinate for use or future use of terrain.

• Plan for transition to an exploitation or to the defense.

The aims of CSS in the defense are to support defensive battles and facilitate rapid transition to the offense. These operations require tactical logistics tailoring. In the defense, logistics support must adapt to changing situations.

CSS units are tailored similarly for mobile and area defenses. Support to the striking force in a mobile defense, however, may resemble support to the offensive, as described earlier. (The striking force in a mobile defense is discussed in Chapter 5.) CSS support is normally stockpiled and cached to support the division's forces. The following paragraphs highlight personnel and logistics considerations during defensive operations.

Unit personnel readiness (strength accounting), replacements, and casualty management continue to be critical functions. Overall casualty rates usually decrease in the defense as opposed to the offense; however, the casualties from NBC and artillery attacks may increase.

Ammunition expenditures are higher in the defense with expenditures two or three times the basic load amount. Forward stockpiling and caching help meet projected needs. Preconfigured ammunition loads such as push packages are sent forward regularly during the engagement. Commanders make specific plans for the emergency resupply of their units.

The need for class III supplies decreases significantly for a relatively static defense. In a mobile defense, however, consumption may equal that of offensive operations. Following are other defensive considerations:

• Coordinate with civil affairs concerning refugee control and host nation support.

Providing CSS for retrograde operations is complex because various maneuver units may be attacking, defending, or retrograding at the same time and often near the enemy. CSS units support all these activities. Retrograde considerations are as follows:

• Echelon support in depth and to the rear.

• Limit the flow of supplies forward to only the most essential.

• Evacuate supplies and equipment early, preferably during limited visibility.

• Keep supply and evacuation routes open.

• Repair forward under hostile conditions and use combat systems to evacuate inoperable combat systems rather than risk loss to the enemy.

• Implement the division commander's policy of controlled exchange.

• Most important, maintain full knowledge of the current tactical plan and contingency plans.

Reconstitution is extraordinary action that commanders plan and implement to restore units to a desired level of combat readiness. It transcends normal daily force sustainment actions. No resources exist solely to perform reconstitution, rather it is done by existing systems and units.

Reconstitution decisions belong to commanders. They control assets and decide whether to reorganize or regenerate a unit. Normally, the decision to reconstitute is made two echelons above the unit which must be rebuilt. The commander two echelons above, with his staff's assistance, is in the best position to assess a subordinate unit's effectiveness. His assessment includes-

• His knowledge of the soldiers and units involved.

• The condition and effectiveness of subordinate commanders and leaders.

• Previous, current, and anticipated situations and missions.

These factors form the foundation for reconstitution decisions. FM 100-9 is the doctrinal reference for reconstitution. It discusses the commander's assessments in detail.

Reorganization shifts resources within a degraded unit to increase its combat effectiveness. Commanders reorganize before considering regeneration. Reorganization may be immediate or deliberate. Immediate reorganization quickly, and usually temporarily, restores degraded units to minimum levels of effectiveness. Normally a commander implements it in the combat position or as close to that position as possible to meet near-term needs. Deliberate reorganization is conducted when more time and resources are available. It usually occurs in brigade rear areas. Procedures are similar to those of immediate reorganization; however, some replacement resources may be available. Also, equipment repair is more intensive, and more extensive cross-leveling is possible.

Regeneration involves the rebuilding of a unit through the large-scale replacement of personnel, equipment, and supplies; reestablishment of command and control; and mission-essential training for the rebuilt unit. Because regeneration is so intensive, it occurs at specific planned sites after the unit to be regenerated disengages from the enemy. A division can regenerate combat units through reorganization. Regeneration requires help from higher echelons. The commander directing the regeneration normally forms a regeneration task force.

The following paragraphs highlight general responsibilities in the conduct of reconstitution.

The commander includes reconstitution considerations in all operational planning. Further, he-

• Ensures regeneration SOPs and plans exist.

• Ensures the unit's training program includes regeneration training.

• Sets priorities that align with operational and tactical objectives when more than one unit requires regeneration.

• Activates regeneration assessment teams to evaluate attrited units when required.

• Determines the follow-on missions for reconstituted forces.

• Decides whether or not to regenerate an attrited unit. If he decides to regenerate, he sets the unit effectiveness goals while keeping in mind the time available.

• Determines the specific actions required for the regeneration.

The G1 and S1 manage strength accountability and determine replacement availability for current and upcoming operations. They identify soldiers with required qualifications and develop personnel replacement plans in the OPLAN process. In addition, the G1 and S1-

• Determine the expected unit losses for specific missions.

• Coordinate casualty reporting with the medical system.

• Coordinate support for increased battlefield stress casualties.

• Anticipate increased needs for battlefield promotions and impact awards.

• Coordinate the RTD program with supporting medical elements.

• Coordinate personnel actions for contingency manning standards.

• Advise the commander and operations staff on the personnel services for support.

The G2 and S2 advise commanders on the threat situation facing candidates for regeneration. Further, they-

• Assess the threat for prospective regeneration sites.

• Obtain medical intelligence on the site for the command surgeon to evaluate.

• Advise the commander and operations staff on the intelligence elements for the regeneration task force, coordinating intelligence with these elements during the process as required.

The G3 and S3 include regeneration in OPLANs on the basis of expected losses and future missions. The G3 and S3-

• Recommend to the commander the assessment of an attrited unit.

• Recommend, based on the formal assessment, whether or not to regenerate a unit and, if so, the extent of regeneration. They recommend priorities to the commander, advising him on availability of personnel and equipment.

• Identify critical shortfalls and plan for employment options to meet contingency needs.

• Advise the commander on the need for, composition of; and functions of the regeneration task force, and coordinate these with all other staff sections.

• Recommend regeneration sites after coordinating with the logistics staff; CSS commanders, and others with relevant information.

• Advise commander on security measures for the site. These include the recommended role of the attrited unit.

• Coordinate with the rear operations commander to integrate a unit undergoing regeneration into the rear operations security plan.

• Advise commander on training needs in units undergoing regeneration, identifying required resources, and help execute the training.

The G4 and S4 provide logistics input for the regeneration part of the OPLAN. Further, they-

• Identify logistics resources needed to carry out regeneration if required.

• Recommend, based on command priorities, the allocation of critical items of supply. (This excludes medical and cryptographic items. They are handled by the medical and signal officers respectively.)

• Coordinate transportation plans and policies, and identify movement control needs and the element to provide support.

• Determine, as appropriate, host nation support requirements and help secure available host nation support.

• Recommend to the operations staff; in coordination with CSS commanders, the general location of the regeneration site.

• Plan for prestocking of supplies and equipment for support of the commander's priorities.

• Plan for services essential to the regeneration process and ensure the expeditious handling of remains and personal effects. They also plan for clothing exchange and bath and laundry operations.

• Recommend logistics elements for support of reconstitution actions.

• Recommend the extent to which the attrited unit's CSS activities can support reconstitution.

The G5 and S5 coordinate and collate host nation facility and resource requirements identified by the staff. The 65 and 55 also-

• Plan and recommend procedures to minimize civilian interference with division combat operations.

• Plan and recommend procedures to minimize effect of division combat operations on civilian population.

• Plan, recommend, establish, and supervise the operation of the division CMOC.

• Coordinate host nation support. They advise the commander and staff and the regeneration task force on host nation support availability. (Civil affairs elements help conduct area surveys.) They help contracting personnel plan for and obtain support from local sources.

• Coordinate the temporary augmentation of language-qualified host nation personnel.

• Plan and coordinate operations for dislocated civilians.

The engineer staff officer recommends to the commander and operations staff the allocation and redistribution of engineer units, personnel, and

• Participates in site and terrain reconnaissance and helps in site selection. He also determines needs to prepare the site.

• Coordinates engineer efforts at the regeneration site. Engineers may support actions concerning area damage control; mobility, countermobility, and survivability; and sustainment.

The signal staff officer recommends employment of signal units and resources to support regeneration. This includes all assets involved in the five disciplines of the information mission area as defined in AR 25-1. In addition, he-

• Recommends allocation of critical communications and cryptographic equipment.

• Coordinates the communications for liaison elements.

• Advises the operations staff on any signal considerations for reconstitution site selection.

The medical staff officer and surgeon recommend, in coordination with the medical command, allocation and distribution of medical personnel, materiel, and units. This includes the composition of medical support elements, treatment and evacuation assets, preventive medicine personnel (veterinary personnel to inspect class I if required), class VIII, and medical equipment. Further, they

• Advise commanders on preventive medicine aspects of regeneration. This includes the availability and use of combat stress or mental health teams.

• Advise commanders on the effects of accumulated radiation exposure and possible delayed effects from exposure to chemical or biological agents. They identify resources required for patient decontamination.

• Advise commanders on the disposition of personnel exposed to lethal, but not immediately life- threatening, doses of radiation or chemical and biological agents.

• Coordinate with personnel staff on evacuation policy and return to duty.

• Advise the operations staff on any CHS considerations for site selection. These may include proximity to medical facilities.

• Coordinates to adjust existing, or to establish, battlefield circulation control, concentrating on route reconnaissance and traffic control points. He coordinates straggler and dislocated civilian control as planned by the 65 or civil-military operations.

• Advises commanders and movement managers on route and area security considerations for selecting and moving to regeneration sites.

• Advises commanders on EPW considerations unique to the regeneration site. He ensures units selected for regeneration are relieved of any EPW responsibility as soon as possible.

The public affairs (PA) officer recommends the PA policy to the commander. He also-

• Provides a PA team to advise and assist in dealing with public information and press requirements.

• Ensures information flows to the team at the regeneration site.

• Monitors the flow of information out of the regeneration site through media operations, to include press pools if used.

The chemical officer coordinates decontamination needs and use of chemical support elements. Further, he-

• Plans for and coordinates the establishment of a linkup point and decontamination site on the route to the regeneration site if required.

• Coordinates nuclear or chemical route and regeneration site reconnaissance.

• Coordinates use of battlefield obscurants to assist regeneration effort.

• Coordinates with the logistics staff for resupply of chemical defense equipment.

• Maintains radiation exposure data and status.

The rear CP integrates the units being regenerated into rear area defense plans and provides appropriate liaison. The rear CP also supervises regeneration actions.

The DISCOM, COSCOM, and theater Army air defense command-

• Coordinate with the logistics staff of the directing headquarters on the availability and applicability of logistics elements for the regeneration task force. They also provide the supply and equipment status of these units.

• Coordinate the integration of higher-level logistics elements into the regeneration task force.

• Recommend, with the logistics staff of the directing headquarters, regeneration sites. They also advise on the availability and mobility of support facilities.

• Coordinate the move to the site for subordinate elements in the regeneration task force. They support their operations at the site as required.

• Provide a materiel management capability for the regeneration task force. They also provide a means for it to link up with the supporting MCC. The MCC ensures materiel is distributed according to the priorities set by the commander directing the regeneration. The support command also provides a movement control capability.

Unit SOPs should address reconstitution. They establish the means to maintain a continuous combat presence and the methods to shift to more extensive efforts. A template for a reconstitution SOP is in Appendix B, FM 100-9. The SOP covers-

• Information needed to make reconstitution decisions, and reporting procedures.

• Assessment procedures and responsibilities. For an organization that may direct a regeneration, the SOP also covers contingency manning standards.

• Critical tasks for the unit's overall mission accomplishment.

• Procedures to reestablish or reinforce command and control systems.

• Procedures, criteria, and priorities for reorganization.

• Techniques to maintain unit cohesion.

• Procedures for personnel and equipment replacement procedures.

• Procedures for transition to regeneration.

The OPLAN for a specific mission should include guidance or instructions for reconstitution. Planners consider-

• The unit's current condition.

• The unit's assigned mission.

• The guidance from higher headquarters.

• The expected intensity of the conflict levels of losses.

• The anticipated future missions.

These considerations may affect the extent of reconstitution and the speed or priority of the effort.

The OPLAN includes enough details to enable staffs and supporting units to prepare for rapid restoration of units within command priorities. While it cannot meet all the contingencies of Army operations, it must be one that commanders can adapt to the situation. In addition to addressing reconstitution for a specific mission, the staff may have to write a separate OPLAN for regeneration operations. The more fully developed a unit's reconstitution SOP, the easier for it to develop a reconstitution plan.