FM 71-123 Chptr 8 Combat Service Support

Arming, fueling, fixing, and manning the combined arms force on the battlefield will pose a significant challenge at all levels. CSS is performed as far forward as the tactical situation will permit. Weapon systems are armed, fueled, fixed, and manned in forward positions to minimize the time it takes to return them to combat.

Sustainment functions are initiated at all levels; crews perform operator maintenance on their weapons and equipment, report needed resupply and maintenance assistance, and perform much of the labor involved in these activities. Company and battalion commanders and staffs plan for sustainment activities and react to reported needs. Brigade and division staffs anticipate requirements and ensure bulk supplies are stockpiled to meet these demands. Whenever possible, higher headquarters deliver materials before requests are generated, especially in push-packages of Class IV and Class V supplies.

The functional areas of CSS cover five major areas: supply, transportation, maintenance, field services, and personnel service support (medical support, personnel and administrative services, and chaplain activities).

SECTION I. BRIGADE

Brigade Combat Service Support Overview

General

The brigade commander plans his tactical and CSS operations concurrently. He ensures that his scheme of maneuver and FS plan are logistically supportable. If CSS planners identify constraints, the commander must evaluate the risks and, if necessary, establish new priorities or modify his tactical plan to eliminate or reduce their effect. The personal involvement and on-the-scene appraisal of the situation by CSS personnel is as important to the mission accomplishment as is the personal involvement of combat leaders. CSS planners must--

Understand the commander's intent and priorities.

Track/monitor the battle.

Anticipate requirements and use initiative to meet them.

Pre-position supplies and equipment.

Actively push support forward.

Seek windows of logistics opportunity.

Use established routines during lulls in battle to rearm, refuel, and repair.

Detect, fix, and destroy rear area threats within capabilities.

The key CSS personnel in the brigade are the brigade XO, S1, and S4. Their key duties and responsibilities are--

Brigade XO ensures that the brigade S1 and S4 have fully developed the CSS plan. He also coordinates with the FSB commander to ensure that the FSB can support the brigade during the operation.

The brigade S4 is responsible for--

- Coordinating support with the FSB commander.

- Coordinating with the battalion/TF S4s.

- Coordinating support for attachments.

- Keeping the brigade commander informed of the logistics situation.

- Maintaining supply status.

- Planning and coordinating--

+ Maintenance.

+ Transportation.

+ Administrative moves.

+ Services.

+ Supplies.

- Determining requirements for civilian labor.

- Recommending main supply route.

- Preparing logistical plans, orders, overlays and estimates.

The brigade S1 is responsible for--

- Preparing personnel estimates.

- Coordinating personnel services support.

- Monitoring unit strength, estimating losses, and reporting casualties.

- Determining individual replacement requirements.

- Evaluating and enhancing morale.

- Coordinating--

+ Health services plan.

+ Religious services.

+ Legal services.

+ Postal services.

+ Finance services.

+ Public affairs services.

+ Law, order, and discipline.

- Planning and supervising use of civilian labor.

- Planning and supervising A/L support and guarding and evacuation of EPWs.

- Operating the brigade rear CP.

Brigade CSS System

A divisional brigade does not have any organic CSS units. Subordinate maneuver units have limited CSS elements within their headquarters companies. CSS is provided to the divisional brigade by the DISCOM and the COSCOM. Normally, the majority of the brigade's logistical support is provided by the FSB. Separate brigades have an organic support battalion, similar in organization and function to the FSB, to provide most of the required CSS.

The BSA is the logistical and personnel/administrative hub of the maneuver brigade. It normally consists of the brigade rear CP; the FSB; the maneuver battalion and DS artillery battalion field trains; MP platoon assets; elements of the DS engineer, ADA, and signal battalions; and service support augmenters from the DISCOM and COSCOM. Figure 8-1 depicts a possible layout of the BSA.

The general location of the BSA is determined by the brigade S3 in conjunction with the brigade S4 and the FSB commander. The BSA should be located so as not to interfere with the tactical movement of the brigade units or units that must pass through the brigade area, while still maintaining the support of the battle. The BSA is normally located in the brigade area out of the range of threat cannon artillery. Normal distances are 20 to 25 kilometers behind the FLOT in the offense and 25 to 30 kilometers behind the FLOT in the defense. A good BSA location should include the following characteristics:

Convenient to units served.

Situated away from the main enemy avenue of approach.

Beyond the range of threat cannon artillery.

Sufficient space to allow dispersion of facilities.

Concealment from hostile ground and air observation.

Firm ground for support of all vehicle traffic.

Avoids major obstacles or canalizing terrain.

Near a water source.

Possesses suitable helicopter landing site.

Access to a good road network to support extensive vehicle traffic.

Situated in built-up areas to harden CPs, improve work areas, and lessen visual and infrared signature.

Located to enhance defensive capabilities.

Brigade supply routes are the lifelines that connect the BSA and the supported units within the brigade. Supply routes are selected by the S4 in coordination with the S3 based upon the tactical plan. Military police regulate traffic using the supply route, and engineer units, if available, ensure it is in a high state of repair to speed delivery of needed supplies and personnel to forward units.

Brigade Command and Staff/Forward Support Battalion Commander Interface

The brigade commander is responsible for overall operational planning and for properly integrating all aspects of brigade operations including CSS. The brigade S1 and S4 prepare estimates which provide the logistical and personnel requirements of the tactical plan. The FSB commander is the DISCOM commander's CSS operator in the brigade area. The FSB commander marshals and synchronizes the CSS assets required to support the brigade's tactical plan. While the FSB supports the ground maneuver brigade, they remain under the command of the DISCOM commander. The FSB commander normally displaces the battalion units within the BSA in accordance with the brigade's tactical plan. The displacement of the BSA must be carefully coordinated with the tactical scheme of maneuver; considerations include impending brigade missions, location of the DSA and MSRs, priorities of support, and time available for displacement. The relationship between the brigade and the FSB is comparable to that between the brigade and the DS artillery battalion.

Combat Service Support Planning

CSS planning is conducted to accommodate the requirements of the supported force during all phases of an operation. The brigade plan or concept of the operation is not finalized until CSS planners have determined the supportability of the proposed courses of action. Once the supported force concept of operation is determined, detailed CSS planning can continue. Battlefield support must be planned to satisfy requirements during the following operational phases:

Prior to D-day (before).

Commitment to battle (during).

Future mission (after).

All areas of CSS (arm, fuel, fix, man, and transport) must be considered during each operational phase to ensure an integrated, responsive plan of support. Support requirements must be projected and plans developed to satisfy these projected requirements. Supporting CSS plans should be as detailed as planning time permits. The S4, S1, and FSB commander and his staff are the principal CSS planners in the brigade. The brigade XO, operating from the main CP, monitors CSS status and ensures appropriate brigade staff CSS interface.

CSS commanders and planners must thoroughly know and understand the tactical mission and plans and the brigade commander's intent. They must know--

What each of the supported elements will be doing.

When they will do it.

How they will do it.

Where they will do it.

What the priority of support is.

Density of personnel/equipment being supported.

After analyzing the concept of the operation, CSS commanders and planners must be able to accurately predict support requirements. They must determine--

What type of support is required.

What quantities of support are required.

The operational commander's priorities by type and unit.

Using the support requirement of the tactical plan as a base, the support capabilities of the CSS structure are assessed. The FSB commander must determine--

What CSS resources are available (organic, lateral, and higher headquarters).

Where the CSS resources are.

When CSS resources will be available to maneuver units.

How the FSB will make these resources available.

Based on this information, the S4 and the FSB commander must then develop support plans that apply resources against requirements in a manner that results in the most responsive support possible. Communications links must be established and maintained. The formation of the brigade rear CP, consisting of the collocated FSB CP and assets from the divisional brigade S1 and S4 sections, answers the requirement for continuous coordination and communications required for responsive, effective CSS. Orders that clearly describe tasks to be accomplished must be issued. Continuous follow-up must ensure tasks are being accomplished as planned.

CSS functions should be performed as far forward as the tactical situation and available resources will permit. They should be performed at or close to the site where the weapon system is located to lessen evacuation requirements. Support must be continuous, using immediately available assets. This will involve bringing ammunition, fuels, parts, end items, maintenance personnel, and occasionally replacement crews or individuals to the forward elements such as battalion field trains, combat trains, and equipment down sites. Planning and execution emphasize the concept of providing support to forces in the forward areas.

The FSB commander, in conjunction with both the DISCOM and maneuver brigade commander, may support the tactical plan using any of the following four operational techniques of the FSB.

Movement of FSB within the brigade formation. This technique is used when likelihood of enemy contact is minimal. Logistical demands on the FSB are expected to be light; subordinate battalions will use basic loads and organic recovery assets to satisfy initial demand. Sufficient time is anticipated to allow setup of FSB supplies and services and resupply of battalion assets prior to mission execution. FSB elements are dispersed within brigade march columns and provided security by other elements of the brigade. This technique provides timely movement and march security of the FSB but precludes any meaningful support until movement ceases.

Attachment of critical CSS assets to maneuver. If operational distances are significant and secure ground lines of communication cannot be assured, as in cross-FLOT operations, selected CSS assets may be attached to combat elements of the brigade. Normally, only critical classes of supply (Class III and Class V) and medical support augmentation would accompany the maneuver elements. The reserve battalion of the brigade may receive attachment of these elements and provide for their security during operations, or tailored packages may be attached directly to specific maneuver battalions as priorities dictate. While this method increases the maneuver unit's CSS capabilities, it also increases their vulnerability to enemy activity and reduces the maneuver force's mobility because of the absence of tracked CSS assets.

Support from BSA/displace as an entity. When brigade operations are conducted in clearly defined phases with identifiable windows between operations, such as in river crossings, the FSB may support the brigade from a fully deployed BSA and then displace as an entity to the subsequent BSA location. This allows the FSB to maximize support from a mature logistical base which facilitates resupply and maintenance activities. This concept also enhances C2 of the FSB and simplifies actions for the supported force since a single point of contact is established for each service/facility of the BSA. It does, however, create a support "blackout" of up to 12 hours during BSA displacement and establishment of the new location.

BSA echelon/displacement by bounds. When operations require continuous logistical support within a secure rear area, this operational technique is recommended. Critical CSS assets are divided and displace by successive bounds. Normally, the FSB commander moves with the forward element to ensure rapid setup of the displacing echelon. This technique provides more responsive support by minimizing the distance subordinate battalions of the brigade must travel to obtain required support. It also enhances the survivability of logistical assets by positioning them in different areas. Displacement by echelon degrades C2 of FSB operations. This problem is exacerbated by the lack of radios within the FSB TOE. Greater reliance on unit SOPs is required to ensure smooth displacement.

CSS planners must know priorities for support. This is necessary to ensure that units with the highest tactical priority receive required support first. The brigade commander and his staff provide mission directives, determine CSS requirements, and establish priorities within the brigade.

Forward Support Battalion

General

The FSB is the division's CSS operator in the brigade area Each FSB provides DS-level logistical support for a specific maneuver brigade and to the units that directly support the brigade. It is organized with a headquarters and headquarters detachment, a supply company, a maintenance company with designated system support teams (MSTs), and a medical company. FM 63-20 has a detailed layout of the forward support battalion and its capabilities. The FSB provides dedicated support to the same brigade on a habitual basis both in garrison and in tactical operations. Once deployed to the field, the FSB also provides area support to divisional elements operating in the brigade sector as well as brigade supporting elements such as artillery, air defense, and engineer assets.

Maintenance Operations

MCPs are established in the BSA by the FSB maintenance company. BDA is performed at this point by maintenance personnel assigned to the FSB maintenance company. MSTs from the division MSB routinely operate here. Depending on workload and mission priorities, MSTs from the MSB and corps may be dispatched forward to support specific requirements. Repair parts are obtained through extensive use of controlled exchange and limited use of cannibalization. Evacuation, a CSS responsibility, normally starts here. However, when tactics, road conditions, and time permit, systems may be evacuated from the MCPs of the supported units.

To prevent the buildup of large maintenance backlogs that might interfere with combat operations, time guidelines are established at each maintenance location. They serve as a yardstick for maintenance personnel when making repair, recovery, or evacuation decisions. If an item cannot be repaired within the time guideline for a particular location, it should be recovered or evacuated. Time guidelines are general rules that are adjusted based on the tactical situation, maintenance backlog, personnel, tools, test equipment, and repair parts available. They are also adjusted based on the best estimate of how the most responsible maintenance support can be provided. The time guideline for repair in the BSA is 24 hours.

Tailored tank or infantry MSTs normally operate forward to support subordinate armored or mechanized infantry battalion task forces. They provide on-site expertise on Abrams tanks and BFVs and are usually located at the battalion UMCP. The MST has the ability to perform DS maintenance for automotive, turret, fire control, small arms, power generation, and communications equipment. Backup support for these teams is provided by base shop maintenance sections of the maintenance company.

When DS maintenance is required at the tank or mechanized unit, the CMT chief contacts the BMO. The BMO coordinates assistance from the MST located at the UMCP. The BMO will determine if the MST will go forward to the site or if the equipment will be evacuated to the UMCP for repair. Maintenance time guidelines and the tactical situation influence the repair decision.

DS maintenance for CS/CSS units supporting the brigade is provided by the maintenance company from the BSA. Augmentation from the MSB will enable the FSB to service all brigade "slice" assets to include missile and electronic warfare assets.

Evacuation begins where recovery ends. Normally, equipment to be evacuated from the BSA to the DSA or above is transported by HET. A HET line is normally established in the vicinity of the BSA. This HET line depicts the area behind which HETs will operate. It is established by the DISCOM commander in coordination with the G3 and G4. In the offense, the HET line will move forward as far as the maneuver battalion UMCP to provide rapid delivery of required weapon systems. It is the responsibility of the FSB to coordinate with the DMMC and DISCOM headquarters for evacuation by HET.

Repair Parts Procedures

Class IX supply items arriving in the division are received by appropriate maintenance operating units in the DSA. All items received by maintenance units are reported to the DMMC. Items requested by the FSB maintenance company are forwarded directly to them. Distribution is made by divisional surface transportation and by divisional or nondivisional aircraft in emergencies.

The FSB maintenance company storage/RX section either stores Class IX items or issues them to customers. Issues are made to supported customers by unit pickup and by DISCOM or nondivisional transportation. All issues are reported to the DMMC for updating records. Turn-ins are handled in the same manner as receipts and are also reported to the DMMC.

Coordination

Close coordination between supported units and the FSB maintenance company lessens difficulties between the two. It also produces a smooth, well-organized maintenance operation. The supported units expedite the maintenance process by preparing maintenance requests correctly and promptly. They assist FSB repairs by installing all available operator and organizational maintenance parts and assisting FSB mechanics. The supported unit commander (or the supported brigade S4), the FSB maintenance company commander, and the support operations officer of the FSB plan jointly in determining maintenance requirements and repair parts supply procedures. They establish, so far as possible, a mutually acceptable schedule of equipment into the FSB maintenance company. When they foresee a possible deviation from the established plan, they advise each other and coordinate in making adjustments. These actions--

Enable the supported unit commander to better plan and manage unit-level maintenance.

Enable the FSB maintenance company commander to program and manage the support work load, anticipate repair parts requirements, and when needed, make timely requests for assistance.

Medical Operations

The treatment element of the medical company is designed to operate from mobile MTFs. These mobile MTFs feature built-in equipment and therefore require minimum time to become operational. This allows the treatment element to closely follow the maneuver brigades and provide more responsive support.

Normally, each committed battalion will be augmented with one or two tracked ambulances to evacuate patients from the battalion aid station to an AXP located behind the battalion combat trains along an MSR. At the AXP, tailgate triage will occur. Weather, tactical situation, and availability permitting, patients will be transferred to medical company wheeled ambulances or corps-level air ambulances to speed evacuation to the appropriate medical treatment facility. If possible, evacuation of contaminated personnel will occur only in vehicles that have been previously contaminated, thus reducing the spread of contamination. The tracked ambulance will then return to the appropriate battalion aid station to evacuate additional casualties. This system will reduce backlog of evacuation at battalion aid stations and significantly decrease the time required for evacuation of patients.

The medical company also provides Class VIII resupply to the battalion aid stations. The battalions submit requests to the medical supply personnel in the FSB medical company. The FSB medical company coordinates medical resupply with the division medical supply office located in the DSA. Normally, prepackaged/configured medical supply loads will be backhauled on returning medical evacuation vehicles to the battalion aid stations.

Mass casualties can be expected on today's lethal battlefield. Managing these situations will severely tax the entire health service support system. Internal brigade treatment/evacuation plans are reviewed by the brigade surgeon, who submits recommendations for action. In such situations, the division, when possible, shifts its treatment and evacuation resources to meet the requirements. When required, additional evacuation resources and treatment elements may be requested from the corps medical brigade/group. The key to managing mass casualties is the use of on-site triage and emergency medical treatment teams. Other important areas include effective communications and skillful employment of evacuation vehicles (air and ground). The rapid buildup of evacuation assets at the mass casualty location eases the problem. Also, the prompt movement of patients to all available MTFs helps. This movement dissipates the medical workload by distributing casualties equitably among the MTFs. This is done based on the patient's condition and on MTF capabilities.

Health care of contaminated personnel will also pose significant problems. Due to limited staffing of the medical company, augmentation by personnel from serviced units is required when patient decontamination is necessary. Approximately 25 personnel should be identified within the BSA to provide decontamination assistance under the direction of trained medical personnel. Potential candidates for this additional duty are mess and clerical personnel.

The medical company may have to augment or replace destroyed battalion aid stations for extended periods of time. MTFs may be provided forward to fill the health care void. When this situation occurs, additional assets must be requested from the MSB in the DSA to replace lost medical capability in the BSA.

Personnel Service Support

General

PSS is an important component of CSS. At the brigade level, it encompasses many CSS functions that sustain the combat potential of the force and the morale and welfare of the soldier.

PSS activities are divided into two general categories, combat critical and sustainment. Other functions such as chaplain activities are considered essential and have a significant impact on the welfare of the force. The combat critical category focuses on functions that must be performed regardless of the intensity of combat. Sustainment functions are those which can be temporarily controlled or suspended as combat intensity increases.

Initial PSS planning should focus on the combat critical tasks of personnel services (only the three subfunctions of strength accounting, casualty reporting, and the replacement operations) and health services. Once the planning for the above critical functions is complete, attention is then focused on the other functions of PSS. The order of importance of the sustainment functions is not fixed and will vary depending upon the situation.

Personnel Services

Strength Accounting

Strength accounting is the process by which combat readiness (personnel status) is measured. It keeps track of the troops on hand, identifies those that have been lost, and identifies those that are needed.

Personnel Loss

A personnel loss is any reduction in the assigned strength of a unit. Losses are categorized as follows:

Battle losses are losses incurred in action to include killed in action, wounded or injured in action and evacuated from the unit, missing in action, and captured by the enemy.

Nonbattle losses are those not directly attributed to being in action to include nonbattle dead, accident/injury, missing, sickness/disease, and stress.

Administrative losses are those due to transfer from the unit, AWOL, desertion, confinement, rotation, and discharge.

Brigade S1

The brigade S1 section serves as a conduit between subordinate units and the G1/AG. Because of distances and communications capabilities, all reports are submitted through the brigade S1 for forwarding to the appropriate agency. Initial personnel data are submitted by subordinate and attached units of the brigade through the TACCS device using battle rosters and by-name reports. The brigade S1 also provides information to subordinate units on the status of evacuated/hospitalized personnel and adjusts personnel requirements accordingly.

Casualty Reporting

The primary personnel accounting function on the battlefield is casualty reporting. Casualty information must be collected, recorded, and reported with 100 percent accuracy as rapidly as the situation permits. The casualty reporting system is a by-name personnel accounting system that begins at unit level with the person who knows that a casualty has occurred. Support casualty feeder and witness statements are forwarded as soon as possible. Reports are forwarded through the brigade S1 section to the division AG personnel accounting section. Patient evacuation and mortality reports and treatment and disposition logs will be provided daily to the brigade S1 from the FSB medical company. Information will then be provided to subordinate units to update PDS reports.

Replacement Operations

The brigade S1 is the brigade commander's principal staff officer for individual personnel replacement operations. FM 101-10-1/2 provides estimates for conventional battle and administrative losses. The rate of loss varies based on a number of factors such as the theater of operations, climate, terrain, training and conditioning of troops, type of activity, and the enemy. The division AG provides replacement projections to the brigade S1. The S1 can then adjust projected assignments based upon impending tactical operations, brigade commander's priorities, and return to duty status of stragglers and treated casualties.

Health Services

Brigade health services were discussed in the "Forward Support Battalion" portion of this section.

Sustainment Personnel Services

These personnel services are centralized and performed as possible by division AG or corps personnel service company personnel. Whenever possible, procedures are kept informal to ensure responsiveness and reduce the number of people required to process a given action. All documents must flow quickly to and through given units. Normally, the following services are initiated through subordinate battalion/separate company PACs and appropriate forms forwarded through the brigade S1 to G1/AG for action:

Personnel morals maintenance

Personnel action.

Awards.

Promotions/reductions.

Classifications/reclassification actions.

Administrative Services

The corps personnel service company normally provides technical assistance to the brigade staff elements and commander and support to assigned and attached units for the following subfunctions of administrative services:

Classified document control.

Reports and forms control.

Publications supply.

Printing and reproduction.

Records management.

Internal correspondence management and distribution are administrative services which must be closely monitored and managed by the brigade S1 section. SOPs for distribution procedures and specific responsibilities must be developed to ensure the responsive flow of required administration occurs.

Chaplain Activities

The brigade chaplain is the staff officer responsible for implementation of the unit religious program. Included in this program are worship opportunities, administration of sacraments, rites and ordinances, pastoral care and counseling, development and management of the UMT, advice to the commander and staff on matters of morals, morale as affected by religion, and ministry in support of combat shock casualty treatment. All of the above elements will enhance the total well-being of the soldier and increase the cohesion of the brigade.

Postal Services

Mail is the soldier's link to family and friends. Inefficient distribution of mail can quickly undermine morale. In the early stages of conflict at the brigade level, postal services to individuals are usually restricted to personal mail that conforms to the free mailing privilege (first class letter mail, postal/post cards and sound recordings). The brigade S1 will establish a daily mail schedule. Outgoing mail will be consolidated at the brigade S1 section prior to being forwarded to the division postal element. Incoming mail will be dropped at the brigade S1 section for pickup by battalion personnel.

Finance Services

The mission of finance support organizations during conflict is to provide high-priority support to the soldier on an area basis. This means the same finance unit will support all soldiers within a geographical locale, regardless of unit affiliation. In mid- or high-intensity conflict, established paydays are suspended. Mobile pay teams from corps-level finance organizations provide support to the brigade. Individual soldiers are given the choice of receiving a specified amount of combat pay or of cashing personal checks or other negotiable instruments for the specified amount or less. The brigade S1 coordinates support of the mobile pay team.

Legal Services

Legal service support will be provided to the commander and soldiers by personnel of the division staff judge advocate section. This support will be on an as-required basis coordinated by the brigade S1.

Weapon Systems Replacement Operations

General

The intensity of future battles will produce heavy losses of both men and materiel. It is imperative that weapon systems, complete with crews, be replaced quickly and efficiently. WSRO set forth a method of supplying the commander with fully operational replacement weapon systems. The tasks associated with WSRO are no different from those presently used to get weapon systems to the combat commander. What is different is the method used in performing these tasks. WSRO requires that the weapon system manager know the commander's priorities for issue of weapon systems assets, unit weapon systems shortages, and the personnel and equipment assets available to fill unit shortages. The key to WSRO is the joint personnel and logistical management reporting, and monitoring of complete weapon systems at battalion, brigade, division, and corps. Three terms are often used in describing WRSO.

Ready-for-Issue Weapon

This weapon system has been removed from its previous condition of preservation for shipment or storage and made mechanically operable. All ancillary equipment (such as fire control, machine guns, radio mounts, and radios) are installed. The vehicle has been fully fueled, and BII are on board in boxes. There is no ammunition on board.

Ready-to-Fight Weapon

This is a crewed, ready-for-issue weapon with BII and ammunition stored on board. The weapon system has been boresighted and verified.

Linkup

This is the process of joining a ready-for-issue weapon with a trained crew.

Weapon System Management

WSRO must be managed at each level of command to ensure maximum utilization of the major weapon systems. Management procedures for all critical weapon systems and their crews must be developed on an individual basis applicable to the division concerned. To manage weapon systems, a common WSM is required. A WSM is designated at each level of command and is charged with weapon system management. The WSM's mission is to maximize the number of operational weapon systems required in the battalions in accordance with the commander's or G3's/S3's fill priorities. WSMs at all levels are charged with quick-fix responsibility, matching serviceable vehicles and surviving crews. At the brigade level, the XO normally coordinates the activities of the S1 and S4 to maximize the number of ready-to-fight weapon systems.

Battalion Management

Battalion management of WRSO is discussed in Section II of this chapter.

Brigade Management

Battalion weapons effect signature simulator (WESS) reports are submitted to the brigade rear CP. The S1 and S4 personnel ensure that information submitted on recurring SOP personnel and logistical reports compares with the information submitted on the WESS report. The report is then submitted to the DMMC with an information copy provided to the support operations section of the FSB. The brigade XO is kept informed of WSRO managed systems and ensures reports are processed and coordinated as required. The brigade S1 and S4 must closely coordinate the needs identified on battalion reports with up-to-date equipment repairs from the FSB and personnel returned to duty from the brigade treatment station. At the brigade level, weapon systems normally managed by WSRO are--

Tanks with four-man crews.

Mortars with four-man crews.

BFVs with three-man crews.

M113-series infantry carriers with two-man crews.

ITVs with three-man crews.

CFVs with five-man crews.

Other replacements to man or support these systems are managed by individual replacement procedures. CS WRSO will be coordinated through the division major subordinate command or separate battalion that is equipped with the individual system.

Division Management

The division provides replacement weapon systems to battalions based on brigade priorities. Efficient allocation of limited resources is accomplished by managing weapon systems rather than focusing on personnel and equipment components separately. The DMMC and division AG will coordinate the replacement of both vehicles and crews to maximize weapon systems on the battlefield.

Issuing Weapon Systems

For purposes of this illustration, tanks will be used in the following discussion of WSRO. Transportation of equipment from theater army or corps to division will normally be by way of rail or HET. Personnel will arrive in theater and will be transported forward to the division by rail, air, or truck. Incoming tanks from CONUS will be processed by the heavy material supply company (or equivalent) in the TAACOM or COSCOM. This processing includes installation of fire control equipment, radios, and machine guns and the filling of fuel tanks to capacity. PWRS at corps must be at a low level of preservation so that it may be made ready for issue within a matter of a few hours.

The primary division linkup point for weapon systems is at the MSB S&S company in the DSA. As the tank arrives in a ready-for-issue state, the crew need only perform those tasks to make the tank ready to fight. Based on the number of weapon systems allocated to the division, the division commander determines the allocation to each brigade. The WSM contacts each brigade to determine the internal brigade allocation and assigns crews and weapon systems to specific battalions. Concurrently, the brigade S1 notifies subordinate battalions of projected gains and estimated time of arrival at the BSA for linkup.

The DISCOM must have facilities to boresight and calibrate weapons. Complete weapon systems are transported from the DSA to the BSA by HET. If HETs are not available, the brigade dispatches an escort vehicle to the DSA to guide crews to the BSA. Upon arrival in the BSA, battalion guides meet assigned crews and weapon systems and lead them to the battalion field trains for fuel top-off and PAC inprocessing. WESS reports are updated, and the process begins again.

Aerial Resupply

General

Aerial resupply operations provide the brigade commander a flexible, responsible means to resupply his force. Although limited by weather and enemy air defense systems, aerial resupply enables the commander to bypass congested supply routes, destroyed bridges, and most terrain obstacles to deliver supplies where they are most needed. At brigade level, aerial resupply is generally confined to helicopters.

Helicopter Assets

Utility Helicopters

A utility helicopter is a general purpose aircraft with limited carrying capability. It is used for such missions as transport of troops, cargo, or patients. Two helicopters are of this type: the UH-1 Huey and the UH-60 Blackhawk. The Huey can carry approximately 4,000 pounds externally, the Blackhawk, up to 7,500 pounds.

Cargo Helicopters

The cargo helicopter has the capacity for carrying greater weights and sizes than those carried by the utility helicopter. The cargo helicopter can lift heavy, oversized loads, such as artillery weapons and ammunition. It can recover downed aircraft or vehicles. There are two cargo helicopters: the CH-47 Chinook and the CH-54 Sky Crane. The Chinook is the primary cargo helicopter of the Army. It can carry a maximum external load of 26,000 pounds. The Sky Crane is presently in the reserve component forces and can lift up to 25,000 pounds on either an external cargo hook or a four-point suspension pod.

Responsibilities

There are normally three different elements involved in a sling load mission: the supported unit that requested the mission, the aviation unit that will provide the aircraft, and the receiving unit that is having the cargo delivered. The following is a discussion of their responsibilities and functions.

Supported Unit

The supported unit is responsible for--

PZ selection and control. Pathfinders can be of great assistance in both of these areas as they have a mission responsibility for aircraft control and are trained in site selection.

Requisitioning of all equipment needed for sling-load operations, to include the slings, A-22 bags, cargo nets, and containers.

Storage and maintenance of all sling-load equipment.

Providing a sufficient number of trained ground crews to rig and inspect all the loads, guide in the helicopters, hook up the loads, and clear the helicopters for departure.

Securing and protecting sensitive items of supply and equipment.

Providing load derigging and disposition instructions to the receiving unit.

Providing disposition instructions to the receiving and aviation units for the slings, A-22 bags, cargo nets, and containers.

Aviation Unit

The aviation unit is responsible for--

Establishing coordination with the supported unit and appointing a liaison officer who is thoroughly familiar with the capabilities and limitations of his unit's assigned aircraft.

Advising the supported unit on the limitations as to the size and weight of the loads which may be rigged.

Advising the supported unit on the suitability of the selected PZ/LZ.

Providing assistance as required for the recovery and return to the PZ of the slings, A-22 bags, cargo nets, and containers as required by the supported unit.

Arranging for the aircraft to be at the PZ on schedule.

Establishing safety procedures that will ensure uniformity and understanding of duties and responsibilities between the ground crew and flight crew. One such procedure would be the direction the ground crew would depart from below the helicopter after hookup. If the ground crew moved from the aircraft in the same direction that the aircraft moved, injury could result. Each PZ is different as to its shape and obstacle. The pilot must know what direction to go if he has to set the aircraft down in an emergency so as not to hit the ground crew.

Receiving Unit

The receiving unit is responsible for--

Selecting and controlling the LZ.

Training available ground crews to guide the aircraft in and derig the load.

Coordinating with the supported (sending) unit for the control and return of that unit's slings, A-22 bags, and other items.

Preparing, coordinating, and inspecting backloads (such as slings and A-22 bags) and having them ready for hookup or loading when the aircraft comes in.

Planning

Close coordination between all players must occur. The entire mission is reviewed and all limitations and problem areas resolved. If a particular problem cannot be resolved, another mode of transport should be considered for the item of equipment that presents the problem.

Factors

Planning for aerial resupply must consider many factors:

Type/amount of cargo to be carried.

Helicopter assets available.

Sling/cargo net/cargo container requirements.

Ground crew training requirements.

Identification of PZ/LZ.

Integration into tactical plan.

Priorities of cargo/unit resupply.

Selection of PZ or LZ

The selection of a usable PZ or LZ is extremely important. Logistical and tactical considerations must be analyzed and taken into account to ensure that the PZ or LZ is placed at the right spot to support the ground unit. The area must also be accessible to the aircraft that are going to use the sites. The final decision as to PZ/LZ acceptance will be made by the commander of the helicopter company or his designated liaison officer.

Size and shape of the PZ/LZ. As a general rule, the PZ/LZ must provide for 100 feet (30 meters) of separation between utility aircraft and 130 feet (40 meters) between cargo aircraft. It must have no obstructions such as trees, stumps, bushes, and man-made objects that could cause damage to the helicopter rotor systems or the load itself. The number of aircraft that will be using it at one time must be considered along with its use after dark. If night resupply is scheduled, a larger area is normally needed.

Surface condition. The surface condition should be solid enough to prevent a helicopter or load from bogging down. Blowing dust, sand, gravel, or loose debris can cause damage to people as well as equipment or aircraft. If the site has a slope of 15 degrees or more, a helicopter cannot land on it.

Approach/departure direction. When carrying an external load, a helicopter cannot rise straight up or come straight down. The avenues of approach and departure of a PZ/LZ should be over the lowest obstacle in the direction of the prevailing winds. Helicopters can operate in a crosswind or tailwind of up to 15 knots. Arrival and departure obstacle clearance and wind direction are especially important when visibility is reduced.

Site preparation. The unit receiving the supplies is responsible for preparing the LZ. Specific tasks to be accomplished are--

Providing LZ security.

Recovery and assembly of equipment and supplies.

Providing limited weather observations such as wind velocity, direction, cloud cover, visibility, and approximate ceiling.

Detailed NBC monitoring and survey, if required.

Request Procedures

Helicopter resupply assets are limited. Internal to the division, the combat aviation company of the CAB provides the only organic utility helicopter support. Normally, aerial resupply support is provided by corps aviation assets. Requests for support are normally routed through the division G3 for action.

SECTION II. BATTALION TASK FORCE

Battalion Task Force Combat Service Support Overview

General

The battalion task force commander works primarily through his XO, S4, S1, and BMO to anticipate and plan requirements for CSS and employ his service support assets to ensure accomplishment of the mission. The XO directs the staff coordination from the main CP. He is assisted by the S4, S1, BMO, HHC commander, support platoon leader, medical platoon leader, and CSM.

The S4 is the foal point of the logistical planning in the task force. It is his responsibility to tie the entire A/L network together. His primary duties and responsibilities include--

Serving as OIC of battalion task force combat trains.

Serving as primary staff officer in areas of supply, transportation, and field services.

Serving as logistics planner with focus on future battles.

Anticipating requirements.

Controlling combat trains CP operations.

Monitoring the tactical situation and preparing to assume duties of the battalion task force main CP.

The S1 is the primary administrative planner. His key focus is on manning the TF. Some of his other duties include--

Responsibility for personnel service support functions in the battalion task force.

Responsibility for strength accounting, replacement operations, and casualty reporting.

Assisting the S4 in operations in the combat trains CP.

BMO

The BMO's duties and responsibilities include--

Serving as OIC of the UMCP.

Controlling maintenance support and establishing the maintenance time guideline for the maintenance platoon.

Shifting assets to respond to workload demands and the battalion task force commander's priorities.

Structuring maintenance assets to meet battalion task force requirements.

Anticipating maintenance requirements and problems.

HHC Commander

The HHC commander becomes involved in the CSS system as the OIC of the field trains. His responsibilities include--

Coordinating support of the task force in the BSA.

Acting as liaison officer to the brigade rear CP.

Acting as battalion task force logistical "problem solver."

Coordinating the flow of information between the combat trains CP and the field trains sections through communications with the S4.

Directing the company team supply sergeants in the formation of the LOGPACs.

Making decisions affecting CSS operations in the absence of the XO.

CSM

The CSM, as the most senior NCO in the TF, advises the commander on matters pertaining to the enlisted personnel. His ability to move throughout the TF area allows him to assist the CSS staff in troubleshooting the CSS system and providing information on the current logistics situation.

Combat Service Support Organizations

The TF CSS mission is executed by organic elements and supporting units. The combat trains CP is responsible for synchronization of these elements. The support platoon, maintenance platoon, medical platoon, S1 section, and the S4 section are organic elements of the TF. Additional CSS is provided by the FSB which is in DS of the brigade.

S1 Section

The S1 section is responsible for the personnel services function and the general administration of the battalion. The S1 is assisted by the PAC supervisor and the PSNCO. The S1 section personnel are located at the combat trains CP in the battalion task force combat trains and in the field trains. The S1 and his personnel in the combat trains CP primarily perform critical tasks of strength accountability, casualty reporting, and replacement operations. The S1 section in the field trains perform primarily administrative services, personnel actions, legal services, and finance. The S1 has the responsibility to ensure the actions of his section are coordinated at both locations. The S1 also has the primary staff responsibility for EPW operations and medical planning. He coordinates with the S2 for interrogation of prisoners and the S4 for processing of captured equipment and transportation requirements for EPW. The S1 coordinates with the medical platoon leader to ensure that patient treatment and evacuation are planned and coordinated throughout the TF area.

Medical Platoon

The medical platoon sorts, treats, and evacuates or returns to duty the sick and injured. It stocks medical supplies for the task force and provides all Class VIII supply support. It is also responsible for maintaining and evacuating battalion medical equipment in need of higher echelon maintenance. The medical platoon leader or field medical assistant provides patient data to the S1.

The medical platoon's survivability and mobility are increased by the use of armored evacuation vehicles and M577s. The medical platoon leader (a physician), with the aid of a physician's assistant, operates the battalion aid station. The field medical assistant, a medical smite corps officer, handles the administration and logistics of the medical platoon. Coordination between the combat medical sections and each company is maintained.

S4 Section

The S4 section requisitions and distributes supplies to company supply sections and turns in captured supplies and equipment as directed. Personnel in the sections are in the field trains and the combat trains CP. They are cross-trained with personnel of the S1 section in critical tasks to allow for continuous operations.

The S4 section, supervised by the S4 and assisted by the battalion supply sergeant, is responsible for supply, transportation, and field service functions.

In combat, the S4 concentrates heavily on six classes of supply: Classes I, II, III, IV, V, and VII. The support platoon leader, working with the S4 and HHC commander, coordinates requisition, receipt, preparation, and delivery of supply Classes I, III, and V. The supply section is responsible for the requisition, receipt, and delivery of Classes II, IV, and VII supplies.

The S4 section and support platoon are responsible for obtaining maps. Maps are stocked by the S&S company of the main support battalion and are requested through the supply company of the FSB. The S2 is responsible for distributing maps as required. Classified maps are obtained through G2 channels.

Support Platoon

The support platoon has a headquarters section, a decontamination section, a transportation section, a mess section, and company Classes III and V supply squads.

Although the support platoon leader works for the S4, he is under the supervision of the HHC commander in the field trains. The platoon leader is assisted by the support platoon sergeant, who is also the truck master of the transportation section.

Maintenance Platoon

The maintenance platoon performs unit maintenance on all TF equipment except COMSEC and medical equipment. The platoon leader is the BMO. He is assisted by the maintenance technician and the battalion motor sergeant.

All maintenance assets, including CE equipment maintenance and company slice mechanics, are consolidated in the maintenance platoon. The responsibility for operator and crew maintenance remains with the companies.

Class IX supply (repair parts) and TAMMS records are centralized within the maintenance administration section. The PLLs are loaded on cargo trucks and trailers. To facilitate rapid repair, selected high-usage PLL items may be on the tracked vehicles supporting a company team. PLL is managed by the administration section's PLL clerks.

The recovery support section provides limited welding, metalworking, and backup recovery support to the maintenance teams.

The maintenance services section provides backup maintenance support to the CMTs and maintenance support to the rear elements of the TF.

CMTs provide maintenance support to each of the maneuver companies. This support includes automotive, turret, and CE maintenance, as well as recovery.

Maintenance teams are task organized by the BMO based on the company's weapon systems. As far as possible, a maintenance team supports the same company. When tracked vehicles from the maintenance team are positioned forward with the company combat trains, the company commander establishes priorities of work and positions the team (usually accomplished by the 1SG). When a company is detached from the battalion, the BMO detaches a CMT to support the company.

Planning Combat Service Support

Principles

CSS functions are performed as far forward as the tactical situation permits. CSS planning must be continual to support the tactical operation. Considerations must be given to everything that can affect the mission. CSS staff officers and commanders must plan CSS operations concurrently with the tactical plan. Planning priorities must be given to those areas that are vital to mission accomplishment.

Supporting Combat Operations

To ensure effective support, CSS operators and planners must understand the commander's tactical plans and intent. They must know--

What each of the supported elements will be doing.

When they will do it.

How they will do it.

After analyzing the concept of operations, CSS planners must be able to accurately predict support requirements. They must determine--

What type of support is required.

What quantities of support are required.

The priority of support, by type and unit.

Using the support requirements of the tactical plan as a base, the support capabilities of the task force are assessed by--

What CSS resources are available (organic, lateral, and higher headquarter).

Where the CSS resources are.

When CSS resources can be made available to the maneuver units.

How they can be made available.

Based on this information, CSS plans are developed that apply resources against requirements.

Supporting the Offense

If offensive momentum is not maintained, the enemy may recover from the shock of the first assault, gain the initiative, and mount a successful counterattack. Therefore, CSS priority must go to maintaining the momentum of the attack.

A successful attack may develop into an exploitation or a pursuit, and CSS planners must be flexible enough to support either type of operation. The following techniques and considerations apply to CSS offensive planning:

Essential CSS assets such as ammunition, POL, medical, and maintenance are in the combat trains.

Establish maintenance priorities based on MEMO.

Units recover damaged vehicles only to the MSR for further recovery.

Plan for increased POL consumption (based on terrain).

Push preplanned and preconfigured LOGPACs of essential CSS items if communications break down.

Plan for increased vehicle maintenance, especially over rugged terrain.

Make maximum use of CMTs and MSTs in forward areas.

Request throughput distribution to reduce handling of supplies.

Increase use of MRE with a corresponding decrease of B rations.

Use captured enemy supplies and equipment, particularly support vehicles and POL. (Captured POL is used only in captured equipment.)

Search for natural water sources in forward areas.

Suspend most field service functions except graves registration.

Prepare for increased casualties and additional evacuation and graves registration requirements. Plan and coordinate with higher headquarters for those requirements that cannot be met.

Carefully select supply routes, LRPs, and subsequent trains locations based on map reconnaissance. Consider alternative routes. Consider airlift and airdrop for resupply.

Plan and coordinate EPW operations. Expect more EPW.

Plan replacement operations based on known and projected losses.

Consider the increasing distances (and correspondingly longer travel times) to ASPs and ATPs.

Make sure CSS preparations for the attack do not compromise tactical plans.

The above considerations apply to some degree to all offensive operations. The change from one type of operation to another, such as from the hasty attack to a pursuit, does not require a major shift in CSS support. The XO, assisted primarily by the S4, organizes the TF's CSS assets to permit uninterrupted support. Remember that the main purpose of CSS in the offense is to support the momentum of the attack.

Supporting the Defense

The immediate purpose of the defense is to cause an enemy attack to fail or, in contrast to offensive operations, to break the momentum of the attack.

As in offensive operations, perhaps the most critical time in the defense is the preparation stage. General considerations include the following.

Stockpile limited amounts of ammunition, POL, and barrier material in centrally located BPs in the forward area. Make plans to destroy those stocks, if necessary. (If these resources are limited, this will not be an option.)

Resupply during limited visibility to reduce the chance of enemy interference; infiltrate resupply vehicles to reduce the chances of detection.

Plan to reconstitute lost CSS capability. Identify personnel from the field trains as potential replacements to reestablish the lost capability.

Use M88s in the UMCP to recover equipment to the BSA. Make sure support teams have adequate communications.

Because a TF in the covering force is difficult to resupply, consider the use of airdrop and pre-positioned stocks in subsequent defensive positions.

Consider the additional transportation requirements for movement of supply Class IV barrier material, mines, and pre-positioned ammunition, plus the CSS requirements of additional engineer units assigned for preparation of the defense.

In defensive operations, prestock ammunition on occupied and prepared positions. However, plans must be made for the control of this ammunition. These include--

- Informing all subunits, to include CPs, of the ammunition. Overlays are the preferred method.

- Specifying routes from BPs to ammunition location.

- Providing protection, to include overhead cover.

- Moving or destroying, if necessary.

Continuous Support

CSS elements conduct sustainment operations continuously; when maneuver companies are not fighting, TF CSS elements take advantage of the lull to prepare the maneuver elements for the next operation.

Maintenance and repair work is done whenever the opportunity exists. Repairing and returning damaged equipment to the fight requires early diagnosis and identification of faults and is done as far forward as possible. The unit will maximize the use of BDAR.

Emergency resupply is conducted when needed, but routine resupply is usually conducted at night. Vulnerability and limited cross-country mobility of CSS vehicles dictate that LOGPACs use existing road networks at night.

Continuous CSS operations require careful personnel management. Routine details, perimeter guard, and operator maintenance use support personnel time not spent on the road. A carefully planned and strictly enforced rest-work schedule or sleep plan is necessary to ensure continuous capability.

Task Force Logistics Estimates

Logistics estimates analyze factors affecting mission accomplishment. Logistics planners use estimates and LOGSTAT requests to make recommendations and conclusions concerning proposed courses of action and to develop plans to support selected concepts of operation. The key concerns of task logistics planners are the status of supply Classes III, IV, V, and VIII and the operational status of tanks, BFVs, and other combat vehicles.

Logistics estimates are rarely written. They are frequently formulated in terms that answer the following questions:

What is the current status of maintenance, supply, and transportation?

How much is needed to support the concept of operation?

How will it get to where it is needed?

What external (FSB) support is needed?

Can the requirements be met using LOGPAC operations, or are other techniques necessary?

What are the negative impacts on other CSS plans?

The XO ensures that the S1, S4, and BMO stay abreast of the situation in each of their respective areas. He does this by ensuring that the plan is fully developed. He also war-games with the CSS staff officers. He can participate in and direct CSS rehearsals and conduct net calls on the A/L net to coordinate the plan. The XO will attempt to be at critical events in the logistics plan, such as LRPs, when the LOGPACs arrive. He can pull the 1SGs together at LRPs to pass information and coordinate the total logistics plan. He also conducts checks of the combat trains CP to ensure that it is abreast of both the logistics and tactical situations.

The S1 is principally concerned with maintenance of up-to-date strength reports, priorities for personnel replacements, and anticipated casualties.

Because of the long lead time needed to ensure resupply, the XO frequently gives specific guidance to the S4 concerning repositioning of combat trains, probable requirements for contingency and follow-on missions, and considerations for task organization changes. The S4 begins planning based on the XO's guidance. He alerts the FSB supply company of probable special requirements and determines the lead times necessary to ensure the requirements are filled. As TF plans firm up, the S4 coordinates necessary field trains actions with the HHC commander.

The BMO task organizes his platoon to provide support to the company teams (based on their organization) to ensure them is backup recovery and maintenance support in the UMCP, and to support heavy repair work in the field trains. The BMO keeps track of the status of repair parts and the estimated return times of damaged equipment. Based on the XO's guidance, he coordinates for backup support from the FSB maintenance company. When the tactical situation permits, the BMO requests additional forward support in the form of MSTs or specific types of repair team support from the FSB maintenance company.

The main CP monitors key CSS factors such as last LOGPAC times, numbers of operational combat systems, and overall personnel status. The combat trains CP updates the main CP on these factors when a significant change is noted or on a recurring basis as established in the TF SOP.

The S1, S4, BMO, and their key deputies must be able to give an accurate summary of the status of their areas; the compressed time planning process for hasty operations may allow them no more time than that.

Battlefield CSS Operations

Task Force Trains

The organization of trains varies according to the mission and support assets assigned to the TF. Trains may be centralized in one location (unit trains), or they may be echeloned in three or more locations (echeloned trains). Unit trains are formed in AAs and during extended tactical marches. Forming unit trains eases coordination and control and increases trains' security. Unit trains are controlled by the S4 with the assistance of the S1. The HHC commander moves with the BSA to maintain coordination with the FSB and the brigade rear CP.

The TF CSS assets are normally echeloned into company trains, battalion combat trains, and battalion field trains. The combat trains are organized to provide immediate critical support for the combat operation. Field trains are normally in the BSA and under the control of the HHC commander, who coordinates with the brigade S4 and FSB commander for security and positioning. The composition of the combat and field trains varies according to the factors of METT-T

The most forward CSS elements are the company trains. The medical evacuation team (routinely attached to the company) and the CMT tracked vehicles, when forward, operate from the company trains. The company 1SG positions these elements, tasks the medical evacuation team, and establishes priority of work for the CMT.

When operating in echeloned trains, the company supply sergeant usually operates from the field trains. Coordination between the company supply sergeant and the 1SG is conducted through the combat trains CP to the HHC commander over the A/L net; it is supplemented by face-to-face coordination during LOGPAC operations.

The combat trains include the combat trains CP, the UMCP, the battalion aid station, the decontamination vehicle, some supply Classes III and V vehicles, and some supporting elements from the FSB. The combat trains are controlled by the S4 and assisted by the S1. All elements are tied to the combat trains CP by landline and operate on the A/L net.

The combat trains are generally 1 to 2 kilometers from the main CP. hey should be close enough to the FLOT to be responsive to the forward units but out of range of enemy direct fire. The combat trains can expect to move frequently to remain in supporting distance of the combat elements (normally 4 to 10 kilometers). Factors governing positioning of the combat trains include the following:

Communications between the combat trains CP, main CP, field trains CP, brigade rear CP, and forward units are required.

Cover and concealment from both air and ground observation are desired.

The ground must support vehicle traffic.

A suitable helicopter landing site should be nearby.

Routes to LRPs or to company positions must be available.

Movement into and out of the area must not be restricted.

Built-up areas are good locations for trains. They provide cover and concealment for vehicles and shelters that enhance light discipline for maintenance. When built-up areas are used, battalion train elements should occupy buildings near the edge of the area to avoid being trapped in the center.

The UMCP is established by the BMO to provide forward maintenance support to the TF. It is normally located in the combat trains.

The field trains are usually in the BSA and are controlled by the HHC commander. Generally, field trains include the field trains CP (HHC CP), PAC, mess sections, company supply sections, and remaining elements of the maintenance and support platoons that are not forward.

The BSA is that portion of the brigade rear area occupied by the brigade rear CP, FSB, TF field trains, FA field trains, and various unit-level support elements of other divisional troops. The BSA is usually 20 to 30 kilometers behind the FLOT. CSS assets in the BSA include elements from the FSB, maneuver unit field trains, and selected corps (COSCOM) resources, as required. Brigade CSS is managed by the brigade S4 in coordination with the FSB commander.

Resupply Operations

The most efficient resupply of forward TF is accomplished by the LOGPAC, a method in which resupply elements are formed on the basis of logistics requirements of the unit. LOGPACs are organized in the field trains by the company supply sergeant under supervision of the HHC commander and the support platoon leader. LOGPACs are organized for each company team in the TF and moved forward on at least a routine resupply. When possible, all LOGPACs move forward as a march unit under the control of the support platoon leader. Special LOGPACs are organized and dispatched as required by the tactical situation and logistical demands.

The TF staff, under the guidance of the XO, must plan and coordinate LOGPAC operations in detail to ensure that they fully support the commander's tactical plans.

The TF SOP will establish the standard LOGPAC. Normally, a company team LOGPAC will consist of the following:

Unit supply truck. This vehicle contains the supply Class I requirements based on the ration cycle-normally one hot meal and two MRE per man. The supply truck tows a water trailer and carries some full water cans for direct exchange. In addition, the truck carries any Class II supplies requested by the unit, incoming mail, and other items required by the unit. The truck may also carry replacement personnel.

Petroleum, oils, and lubricants trucks. Bulk fuel and packaged POL products are on these vehicles.

Ammunition trucks. These vehicles contain a mix of ammunition for the weapon systems of the company team. Unit SOP establishes a standard load; reports and projected demands may require changes to this standard load.

Vehicles carrying additional supplies/personnel. These vehicles join the LOGPAC as coordinated by the support platoon leader and supply sergeant. This will also include returning combat vehicles.

After the LOGPAC has been formed, it moves forward under the control of the supply sergeant, who requires a radio for control purposes. The support platoon leader may organize a convoy for movement of all LOGPACs under his control, or he may dispatch unit LOGPACs individually. The convoy may contain additional vehicles, such as a maintenance vehicle with Class IX supply, to move the UMCP or an additional ammunition or fuel vehicle for the combat trains. The LOGPACs move along the MSR to a LRP, where the unit 1SG or a unit guide takes control of the company LOGPAC. When the unit supply sergeant moves his LOGPAC to the LRP, he must know the MSR and be in radio contact with the combat trains CP or HHC CP.

Maintenance assets from the UMCP may join the company team LOGPAC at the LRP, if needed forward.

From the LRP, the company 1SG or guide controls the LOGPAC and conducts resupply as described in FM 71-1. The unit 1SG informs his supply sergeant of requirements for the next LOGPAC. The supply sergeant collects personnel (including those killed in action) for movement to the rear, EPWs, outgoing mail, and equipment for movement to the field trains. The LOGPAC then follows unit SOP and returns to the LRP or to the field trains.

LRP locations are determined by the S4 based on the tactical situation. Normally, two to four LRPs are planned. LRPs, as well as the MSR, combat trains, and field trains locations, are included on the operations overlay, if possible. If not, they are on a CSS overlay. The combat trains CP notifies subordinates and the field trains CP well in advance of which LRPs will be used. The LOGPAC convoy arrival time at the LRP and the length of time it remains are normally established by SOP. For example, the SOP may call for an LRP time of 1800 hours to 2400 hours daily. This indicates that the LOGPAC convoy arrives at the LRP not later than 1800 hours. The unit must meet its LOGPAC, complete its resupply, and return the LOGPAC to the LRP not later than 2400 hours. If the tactical situation dictates otherwise, the S4 must determine the time and notify units accordingly. Subordinates must ensure that the resupply vehicles are returned to the LRP as soon as possible so they can return to the field trains and begin preparation for the next mission. If the LOGPAC cannot be completed on schedule, the combat trains CP must be notified by the 1SG or XO.

At least one senior representative from the combat trains (S4, S1, or NCO) should be present at the LRP. His purpose is to meet with the unit 1SG and support platoon leader for coordination of logistical requirements and to ensure the LOGPAC release and return takes place efficiently. The battalion XO may also attend this meeting to assist in the CSS coordination for the TF. A brief meeting is normally held immediately before the 1SG picks up his LOGPAC. Coordination may include--

Changes in logistical requirements reflecting any last minute task organization.

Receiving hard-copy reports on personnel, logistics, and maintenance from the 1SGs.

First-hand updates on the tactical situation and logistical status.

Delivering and receiving unit mail and distribution.

The company supply sergeant or support platoon leader moves the LOGPAC from the LRP back to the field trains. The supply sergeant and support platoon leader then begin organization of the next LOGPAC.

Resupply of the scout and mortar platoons, the main CP, combat trains, and attached support units must be planned and coordinated. The HHC 1SG coordinates and supervises resupply of these elements. He operates primarily from the field trains.

The platoon sergeant of these elements must submit a timely LOGSTAT report to the combat trains CP to ensure timely and accurate resupply. The most desirable method of resupply is to form small LOGPACs for these elements, with the platoon sergeant picking them up at the LRP in the same manner as a company 1SG. Attachments larger than a platoon must come to the TF with CSS vehicles, on which LOGPACs can be built.

In some cases, the HHC 1SG will deliver the LOGPAC to the main CP, combat trains, and scout and mortar platoons. Attachments may receive resupply at one of these locations.

Another option is for attachments to be resupplied at a nearby company team LOGPAC. The S4 coordinates this resupply before the LOGPACs are dispatched.

Resupply operations for the scout platoon pose several unique problems. Special procedures may be necessary to resupply the scout platoon, including--

Resupplying the platoon by having each track individually pull off line and move to a resupply site. This method may be feasible when the platoon is performing security for a stationary force.

Resupplying the platoon near the combat trains as the platoon repositions between missions.

Designating one Class III supply vehicle in the combat trains to fuel the platoon on short notice (opportunity refueling).

Units in DS of or OPCON to the TF are responsible for the resupply of their elements operating forward with the TF except for the following:

The ADA battalion commander coordinates for the TF to resupply DS ADA units with some classes of supply. This may be directed in higher headquarters SOPs and usually includes supply Classes I, III, V, and IX (common items).

The TF provides engineer materials (supply Classes IV and V) to supporting engineer units. Additionally, engineer units supporting the TF receive Classes I, III, V, and IX supply support to the maximum extent possible.

The parent unit S4 or company commander of the supporting element coordinates with the TF S4 or HHC commander on resupply of the forward elements. Normally, the supporting units' resupply elements assemble in the BSA and move to the TF field trains area. The HHC commander then dispatches these resupply elements forward, along with the TF LOGPACs, to the LRP. At the LRP, the platoon sergeant of the forward supporting element takes control of the resupply element. These resupply elements maintain contact with the combat trains CP while forward in the TP area. If coordinated between the supporting parent unit and the TF, the resupply of these forward elements is directly managed by the TF. The parent unit must provide the additional logistical assets necessary to supplement the TF's capabilities. No matter how support was coordinated, any element within the TF AO must be either under the TP commander's control or at least remain in contact with the TF combat trains CP to avoid interfering with TF maneuver.

While the LOGPACs are the preferred methods of resupply, there will be times when other methods of resupply are required.

Resupply from the combat trains (immediate resupply). The combat train has a limited amount of supply Classes III and V for immediate unplanned resupply. The S4 coordinates immediate resupply from the combat trains and then refills or replaces the combat trains' assets.

Cache. Caches are the placing and concealing of supplies along the battlefield. This is normally done during defensive operations when supplies are placed in subsequent BPs. Some key considerations are that caches need to be covered and conceded, need to have some type of security, and once placed, tend to be used on a first-come, first-served basis. Plans must be made for the destruction or movement of caches rather than allowing their capture.

Mobile pre-positioning. MPP is similar to caches except the S4 retains control of the resources. With MPP, the supplies remain on the truck that is positioned forward on the battlefield. MPP is used when the S4 determines that the enemy situation or the terrain will prevent needed immediate resupply.

The LOGPAC system must be conducted as any other combat operation. Planning, preparation, and execution must be conducted as with any other operation.

Planning. The LOGPAC operations plan must take into consideration requirements of the company. Rehearsals must be conducted for route reconnaissance, LOGPAC formation, security operations during movement, and reactions during the convoy. The support platoon leader also needs to make sure that procedures are developed for lost vehicles, maintenance problems occurring during the movement, and changes to the mission, especially if the LOGPAC must wait along the supply route for the tactical situation to fully develop before resupply takes place.

Preparation. The support platoon leader and company supply sergeants, supervised by the HHC commander, must make sure that all items necessary in the forward area are positioned in the LOGPAC. This includes the resupply vehicles and repaired or replacement combat vehicles that are being sent forward. The HHC commander will also ensure that wheeled recovery assets are placed at the rear of the convoy, if they are available. He also needs to determine the tactical status of the forward elements to include the tactical situation from the BSA through the battalion area. This information will allow the support platoon leader to brief the supply sergeants and drivers on situations they may encounter during movement and subsequent resupply operations. This could include minefield locations along the route of march, tank ditches, terrain considerations, NBC contaminated areas, and possible changes to the plan due to changes to the tactical situation.

Execution. After the rehearsals and preparation are complete, the support platoon leader must control the LOGPAC from the field trains site to the LRP. He needs to ensure that radios are interspersed throughout the LOGPAC convoy to allow him to maintain control of the convoy. He needs to be made aware of any situation that develops and must issue instructions to handle the situation. The HHC 1SG can be invaluable in assisting in the control of the entire convoy.

Aerial Resupply

Section I, paragraph E of this chapter discusses aerial resupply in detail. Aerial resupply can also be used at battalion level. It is the responsibility of the battalion S4 to coordinate the actual resupply, but the battalion XO and S3 approve the need for aerial resupply. The S4 develops the plan for the resupply. He must coordinate with the support unit that provides the supplies for composition of the supply packages that will come forward. He must also coordinate with the company or section that will receive the supplies for the return of the sling-load equipment. The unit or section that receives the supplies must ensure that a suitable LZ is available for delivery of the supplies. It must guide the aircraft into the site. Aerial resupply at the battalion level can be extremely useful in delivering prepackaged supply of Class IV items and push packages of Classes V and IX supply. If aerial resupply is used for Class III supplies, coordination must be made to have the pumps and hoses available to move the fuels from the delivery containers to the vehicles that will be receiving the fuel.

CSS for Cross-Attachments

There are two types of cross-attachments that require different CSS considerations, those between TFs and those within a TF. When a unit changes the task organization, lead times to change service support plans must be considered. This is needed to give time for CSS elements to move around the battlefield. These elements include the maintenance element and vehicles for fuel and ammunition resupply. Within a TF, this requires a reconfiguration of loads on ammunition vehicles and determination of fuel requirements. Between TFs, this entails the physical movement of the CSS personnel and equipment. This can take enormous amounts of time to accomplish, depending on the location of the units and trains elements.

Cross-Attachment Between Task Forces

When a company is cross-attached, the CSS necessary to support it is also cross-attached. This slice is established by higher headquarters SOP. It usually consists of medical and maintenance support, and supply Classes III, V, and IX. The cross-attachment of CSS assets is between TFs; these assets do not belong to the cross-attached company. If the company is employed pure, the CSS assets are used to support the company. However, if the company is further task organized, the support assets may need to be task organized as well to provide the most efficient support within the TF.

Medical. The medical evacuation team that supports the company remains with the company when it is detached or cross-attached.

Maintenance and Class IX supply. One CMT and one PLL clerk with a PLL truck and trailer are cross-attached to support the CMT's tracked vehicles. Consideration should be given to cross-attaching a team of mechanics (with transportation) from the battalion maintenance platoon services section to reinforce the repair capabilities of the CMT.

Class III supply. Fully loaded trucks from the support platoon, sufficient to refuel the company, are cross-attached. Usually, this means that one fuel HEMTT is needed for a mechanized infantry company and two or three HEMTTs are needed for a tank company.

Class V supply. Ammunition vehicles, sufficient to support the company, are cross-attached from the support platoon. These trucks should be loaded and prepared for the next LOGPAC operation. Usually, a mechanized infantry company requires two 5-ton trucks with trailers, and a tank company require two or three HEMTTs.

Cross-attachment Within a Task Force

When company teams are formed, the CSS requirements for each of the teams change from those of the base company organization. For example, a tank-heavy team (two tank platoons and one mechanized infantry platoon) has more personnel than the tank company and has a different vehicle mix. Such factors require support changes in these areas.

Maintenance. BFV PLL and BFV-trained mechanics are needed.

Class III supply. BFVs use less fuel than tanks; the operation determines how much less.

Class V supply. Ammunition for the tank company (less one-third of the total for the detached platoon), plus 25-mm, TOW, Dragon, and 5.56-mm ammunition needed to support the mechanized infantry platoon, must be brought forward on LOGPAC resupply.

TF CSS planners task organize support assets to ensure adequate bulk fueling capability and MHE are supporting the company teams. The S4's logistics estimate is the key in this decision-making process. Additionally, the BMO may direct cross-attachments between CMTs to facilitate forward repairs of all types of vehicles in the company teams, but this is less likely. More likely, the BMO will direct that the attached CMT continue to support the attached company (now a company team) and that repairs of the cross-attached platoon(s) vehicles be accomplished in the UMCP by the wheeled assets of the attached CMT and/or the attached element from the maintenance services section.

Coordination and Control

The coordination requirement for cross-attachment of CSS assets are established in the higher headquarters SOP. Usually, the coordination is accomplished between TF XOs using the brigade A/L net. This coordination should establish the numbers and types of supporting assets to be cross-attached, the time the attachment will occur, and the location(s) to which the attachments will move. Additional coordination, such as signals, signs and countersigns, and the requirements for guides will also be conducted, as necessary.

Movement

Movement from one TF area to the other may be done in one of two principal methods:

Movement under control of the cross-attached company commander. If the cross-attached company is required to displace from its present location, the supporting CSS assets may be assembled to move with this unit.

- The advantages to this method are that it provides protection for the displacing of CSS assets, allows immediate refueling to the unit after its move, and facilitates linkup with the unit when it completes its move.

- The disadvantages to this method are that it requires considerable time for the company and the CSS assets to link up and that elements positioned in the field trains (in the BSA) may move a great distance, only to end up at another location in the BSA.

Movement by element. This method is frequently employed when the cross-attached company does not have to displace. In this case, the CMT support services section displaces from one UMCP to the other. The cross-attached support platoon elements displace from one field trains area to the other. These moves are made under the control of the senior NCO who reports to the BMO or HHC commander at the gaining unit location.

- The advantages to this method are that it does not require the assembly of the company and its supporting elements and that the distance the field trains elements move is probably small.

- The principal disadvantages to this method are that no protection is provided to the moving elements and that the attachment of CSS elements may occur piecemeal.

Trains Security

CSS elements behind the FLOT must be prepared to defend themselves against guerrillas and partisans, forces that have broken through or bypassed the defense, and enemy air assault and airborne insertions.

The S4 is responsible for trains security when operating in a unit trains configuration. When trains are echeloned, the S4 is responsible for securing the combat trains, and the HHC commander is responsible for securing the field trains. The HHC commander coordinates with the FSB commander and brigade S4 to integrate the TF field trains into the BSA defensive plan. In all trains areas, a perimeter defense is normally planned and rehearsed immediately upon occupying a new position before normal support activities commence. Elements in the trains are assigned a specific sector to defend. Mutually supporting positions that dominate likely avenues of approach are selected for vehicles armed with heavy machine guns. Reaction forces and OPs will be made based on the unit SOP. To enhance security, an alarm or warning system is arranged. Sector sketches, fire plans, and obstacle plans should be prepared. Rehearsals are conducted to ensure that all personnel know the part they play in the defensive scheme. The OIC at each location establishes a shift schedule for operations and security on a 24-hour basis.

Command, Control, and Communications

CSS C3 is the responsibility of the TF XO. The S4 routinely coordinates all logistics operations based on the XO's guidance. C2 facilities are the combat trains CP and the field trains CP.

The combat trains CP includes the S4 CP carrier (M577) with enough S1 and S4 personnel cross-trained to ensure continuous operations. The combat trains must stay abreast of the tactical situation and current task organization. They must monitor the TF command net to identify CSS requirements and to receive requests, reports, and requirements from TF subordinate elements. Subordinate elements' requirements are analyzed, consolidated, and forwarded to the field trains CP or to the appropriate supporting agency. The HHC commander coordinates and directs elements in the field trains to take action to meet the forward units' requirements.

The field trains CP, established by the HHC commander, is the coordination and control center for the support platoon, PAC, maintenance platoon (-), and the battalion and company supply sections. Personnel from these sections operate the field trains CP under the supervision of the HHC commander. The HHC commander coordinates all requirements for TF organic and attached elements with all units in the BSA and parent units, as necessary.

At TF level, CSS communications may be by any combination of FM radio, MSE, courier, or wire. The A/L radio net is used for most CSS traffic. For lengthy reports, use messenger, wire, or MSE.

The combat trains CP is the NCS for the A/L net. The S1, S4, HHC commander, BMO, support platoon leader, medical platoon leader, company 1SGs, and others (as required) operate on the TF A/L net. The combat trains CP also operates on the brigade A/L net and on the TF command net (see Chapter 1, Command, Control, and Communication).

Communications are critical to expedite the CSS effort. Unit 1SGs must report their losses and requirements as soon as they become known. The combat trains CP receives and analyzes these requirements and notifies the field trains or dispatches resupply vehicles from the combat trains as needed. When use of radio is not possible, messages are sent with resupply or evacuation vehicles. The combat trains CP maintains positive control of vehicles moving forward to the LRPs. The TF sends reports to the brigade rear CP in the BSA. TF SOP establishes procedures for resupply without request in the event communications fail.

Supply Functions

Supply Operations

The supply system provides many types of supplies to the TF. The most important of these are ammunition, POL, and repair parts for weapon systems. To ensure continuous support, supplies are provided as far forward as the tactical situation will permit.

In addition, the TF maintains some combat-essential supplies and repair parts. These are called combat loads, basic loads, and PLLs. The minimum stockage level is normally directed by division or higher. The purpose of having these loads is to enable a unit to sustain itself in combat for a limited period should there be an interruption in the resupply system. This period is normally 15 days for general supplies and 2 to 3 days for supply Classes I, III, and V.

The TF uses the following three methods to replenish its supply stock:

Supply point distribution. The TF, using organic transportation, goes to the distribution point to pick up supplies. This is the normal method used by the TF support platoon to pick up supplies.

Unit distribution. Supplies are delivered to a unit by transportation assets other than its own. The TF uses unit distribution to resupply its subordinate elements. Routine resupply occurs either on a daily basis or as the tactical situation requires.

Throughput distribution. When feasible, supplies are shipped directly from the issuing agency as far forward as possible, provided the receiving unit has the MHE necessary to handle the shipping containers. This means some supplies may be issued directly to the TF from COSCOM level or even theater Army level, especially supply Classes III, IV, VII, and IX. This issue will most likely occur no farther forward than the field trains. However, the TF uses the established requisition channels, regardless of the issue method chosen by higher headquarters.

The S4 section is organized to process supply requests and receive, issue, and temporarily store supplies. Distribution priorities for items in short supply are determined by the commander based on recommendations by the S4 and the operational requirements of the TF.

Night Resupply Operations

Routine resupply operations are accomplished by LOGPACs operating at night; these operations are addressed in the TF SOP. Supply vehicles are led to an LRP. At the release point, the company 1SG meets his resupply package, then guides it to the company's forward position. The convoy moves in total blackout. At the release point, the company 1SG identities his LOGPAC using prearranged signals. Possible signals include--

Filtered flashlights, color-coded for unit identification.

Geometric designs on vehicles identifying supported units.

Checkpoints, marked on the ground by luminous markers to designate the linkup point for specific companies.

Classes of Supply

Supplies are grouped into 10 classes (Classes I through X) and miscellaneous supplies.

Class I

Class I consists of subsistence, gratuitous health and welfare items.

Class I is automatically requested at brigade based on the daily strength report. The combat trains CP forwards the strength report to the field trains CP, which in turn instructs the mess section to prepare the rations. When a specific item is required, the S4 can submit a separate subsistence request through the field trains CP to the supply company of the FSB.

The support platoon draws subsistence from the FSB supply company's Class I point in the BSA. Raw subsistence items are issued through supply channels. Rations are usually prepared in the field trains and delivered to the companies and attached units as part of the LOGPAC. A cook normally accompanies each company LOGPAC to supervise and assist in distribution of the food.

Three to five days' MRE rations are stored on combat vehicles. Meals from this combat load are eaten only when daily Class I resupply cannot be accomplished. Frequency of unit feeding and use of A or B rations depends on tactical situations. If possible, troops should receive at least one hot meat per day. Hot rations should be packed in platoon-size portions rather than consolidating company-size packages.

Water is not a Class I supply item, but it is normally delivered with Class 1. The HHC commander or support platoon leader coordinates with the FSB to pick up water from the water supply point. Water is delivered to the units using 400-gallon water trailers. Also, forward water points can be tested and approved by the battalion surgeon. During desert operations, each vehicle in the TF should carry at least two water cans to be refilled or exchanged for full cams during Class I resupply and LOGPAC operations. When necessary, the TF's 400-gallon water trailers can be augmented by collapsible water containers (CTA items).

Class II

Class II includes clothing, individual equipment, tentage, hand tools, administrative and housekeeping supplies and equipment, chemical defense and decontamination items.

When Class II items are lost, destroyed, or worn out, unit supply sergeants send replacement requests through the S4 to the FSB.

The S4 supply section or company supply sergeant picks up Class II items from the FSB supply company in the BSA and delivers them to the unit during LOGPAC operations. Expendable items such as soap, toilet tissue, insecticide, clothing, and TA-50 are provided during the LOGPAC.

Class III

Class III has POL, including petroleum fuels, lubricants, hydraulic and insulating oils, preservatives, liquid and gases, bulk chemical products, coolants, deicer and antifreeze compounds, components and additives of petroleum and chemical products, and coal.

Brigade S4's POL forecasts form the basis for division and corps stockage levels. PGL is normally obtained by the battalion transportation section from the supply company's Class III supply point in the BSA. Empty fuel handling vehicles and containers presented at a supply point are sufficient to obtain POL without a formal request. In exceptional cases, FSB fuel vehicles deliver to the combat trains area, or helicopters may deliver POL to the unit in 500-gallon collapsible drums. Packaged oil and lubricants are requested through the S4 and handled in the same manner as Classes II, IV, and VII supplies.

Company requests are not required for POL resupply. POL tanker vehicles will move forward with each LOGPAC. POL packaged products are carried on each tanker vehicle. Requests are submitted to the combat trains CP for unusual requirements. Nonscheduled resupply of POL will be made by POL tankers stationed in the combat trains for that purpose.

Class IV

Class IV consists of construction materials, including installed equipment and all fortification and barrier materials.

These are items for which allowances are not prescribed. The TF submits requests for Class IV items through the FSB to the DMMC.

Requests for intensively managed Class IV items often require command approval. In that case, requests go through command channels to the division or corps G3 for release approval. Construction and fortification materials are normally delivered by DISCOM or COSCOM transportation and are carried as far forward as possible to reduce handling. Combat vehicles carry small amounts of these materials into the battle. These combat loads can consist of wire, pickets, and lumber as designated by unit SOP.

Class V

Class V is ammunition of all types (including chemical, radiological, and special weapons), bombs, explosives, mines, fuzes, detonators, pyrotechnics, missiles, rockets, propellants, and other associated items.

Class V supply is based on a RSR and a CSR.

RSR is the amount of ammunition, usually expressed in rounds-per-weapon-per-day, estimated to be required to sustain operations, without restriction, for a specified period. It is developed by the brigade S3 based on data from FM 101-10-1/2 and the situation and submitted through command channels.

CSR is the rate of ammunition consumption that can be supported, considering availability, facilities, and transportation, for a given period. For ammunition fired from weapons, it is expressed in rounds-per-weapon-per-day. For other Class V items, it is expressed in various units of measure for specific items (for example, a specific amount per day or per week). The CSR for a given period may well be less than the RSR. The DAO in the DMMC manages ammunition resupply by referring to CSRs for different types of ammunition.

The TF receives ammunition from the ATP in the BSA, which is operated by the FSB supply company. A backup ATP is positioned in the DSA, operated by the nondivisional ammunition company. If required, corps and division trucks and helicopters can deliver ammunition directly to the battalion combat trains, provided sufficient reaction time and ammunition are available.

When ammunition resupply is required, a request (DA Form 581) is prepared by S4 or support platoon personnel for an amount based on unit expenditures (or projected requirements in the case of caches) and the current CSR. The request is validated by the DAO or his representative in the BSA, based on the CSR and the unit's previous consumption. The ammunition is then picked up and transported to the field trains where it remains loaded until needed for company resupply.

When companies request Class V resupply, the support platoon dispatches ammunition vehicles to an LRP where a guide from the company guides them to the company area. Routine resupply of Class V is accomplished by LOGPACs.

Requests for nonscheduled resupply of Class V are sent to the combat trains CP. Resupply is made by ammunition vehicles positioned in the combat trains for that purpose.

Class VI

Class VI is all personal demand items, such as candy, cigarettes, soap, and cameras (nonmilitary sales items). Sundry packs are also Class VI items.

Requests for Class VI support are consolidated and submitted by the S1 through supply channels when a PX is not available.

Resupply flow is the same as for Class I resupply.

Class VII

Class VII has major end items such as launchers, tanks, mobile machine shops, vehicles, and organizational tool sets. Large items may be delivered by COSCOM directly to the TF trains. Smaller items are picked up by the support platoon at the distribution point in the DSA or BSA.

Class VIII

Class VII is medical material, including repair parts peculiar to medical equipment.

Medical supplies are obtained by the medical platoon from the medical company in the BSA. Normally, these supplies are distributed by evacuation vehicles returning from the BSA to the aid station and from the aid station to the company team.

The medical platoon leader coordinates with the S4 for additional supplies as required or based on the S1 loss estimate and projection for mass casualty situations.

Class IX

Class IX consist of repair parts and components, including kits, assemblies, and subassemblies (repairable and unrepairable) which are required for maintenance support of all equipment.

The TF's stock of repair parts is based on a combat PLL. The maintenance platoon administration section manages repair parts.

Repair parts are issued based on a specific request or by RX. The TF obtains repair parts from the Class IX supply point in the BSA. Parts are moved forward during routine LOGPAC operations or as required to the UMCP. The maintenance platoon requests Class IX items (less RX), QSS, and major Class IX subassemblies such as engines and transmissions by submitting single line requests (DA Form 2765) to the maintenance company of the FSB. Low-dollar-value, high-demand parts (light bulbs, wiper blades, common bolts and nuts) are obtained from the repair parts QSS, operated by the FSB maintenance company, without formal requests. RX for selected repairable items (to include components and subassemblies) is handled on the basis of a simple exchange of the unserviceable item, with an attached DA Form 2765-1, for a serviceable item. If an unserviceable item is not available for exchange, the unit must submit a request (DA Form 2765-1). In some cases, controlled exchange and cannibalization may be required to obtain Class IX supplies.

Class X

Class X has most material to support nonmilitary programs such as agriculture and economic development (not included in Classes I through IX).

Class X items are requested, obtained, and delivered by the S4 based on requirements from the civil military and/or operations channels.

Specific instructions for request and issue of Class X supplies are provided by division or higher.

Supplies to Support Night Operations

While all classes of supply are affected by night combat, Classes I and III present the most significant problems. Class I supply points and kitchens must operate around the clock. At night, vehicles tend to operate in a lower gear or idle for longer periods, thereby requiring more fuel and oil.

Other items of supply for night operations vary in demand depending on weather, terrain, and type of operation under consideration. For most tactical operations at night, units must expect an increased demand for--

Engineer tape and stakes.

Tarpaulin shelters.

NVD batteries.

Flashlights and filters (green, blue, red, and infrared).

Luminous tape and paint.

Red lens goggles.

Replacement bulbs.

Replacement NODs.

Chemical lights.

Maintenance Functions

Scope of Maintenance

Battlefield Damage Assessment and Repair

BDAR is the act of inspecting battle damage to determine its extent, classifying the type of repairs required, and determining the maintenance activity best suited to accomplish the repair. Battlefield damage repair involves the immediate repair of equipment by field expedient methods, if necessary. Vehicle commanders are the first line of leaders that are trained in techniques of BDAR. Each subsequent echelon of maintenance conducts BDAR. BDAR manuals outline specific procedures for most combat vehicle systems.

Categories of Maintenance

Maintenance involves inspecting, testing, servicing, repairing, requisitioning, rebuilding, recovering, and evacuating. Repair and recovery are completed as far forward as possible, at the lowest capable echelon. When equipment cannot be repaired on site, it is moved only as far as necessary for repair. When all maintenance requirements of the TF cannot be met, the XO determines maintenance support priorities for subordinate units based on operational requirements of the TF and on recommendations of the S4 and BMO. The Army maintenance system consists of the following four levels of maintenance:

Unit maintenance. Unit maintenance consists of maintenance tasks performed by the operator and crew and those performed by unit mechanics.

Tasks accomplished by the crew or operator include PMCS, impeding, lubricating, cleaning, preserving, tightening, spot painting, and minor adjustments. The crews must perform maintenance within their capability and promptly report any requirements beyond their capability.

Unit mechanics isolate faults with built-in or automatic test equipment, conduct visual inspections, make minor adjustments, and repair end items by exchanging faulty modules and components. These functions can be performed on site or in the UMCP. Unit mechanics also perform recovery tasks.

Direct support. DS mechanics diagnose and isolate defective end items. DS MSTs operate from the UMCP. If equipment cannot be repaired in the UMCP due to time constraints, workload, or the tactical situation, it is recovered to the BSA for repair. The maintenance company also operates a repairable exchange activity and performs light body repair.

General support. GS maintenance involves repair of modules and components by replacing internal pieces or parts, and repair of end items involving time-consuming tasks. GS is performed by units at echelons above corps.

Depot. Depot maintenance personnel rebuild end items, modules, and components. They perform cyclic overhaul and extensive modifications of equipment. Depot maintenance is performed by DARCOM depots, contractors, and host nation support personnel in fixed sites.

Forward Support Maintenance

Combat Power

Combat power is maximized when disabled equipment is repaired as far forward and as quickly as possible. The BMO, in coordination with the XO, directs the maintenance effort for the TF by using established time guidelines and by coordinating maintenance actions.

Time Guidelines

Maintenance time guidelines suggest the maximum time that unserviceable equipment will remain in various support areas. BDA and diagnosis indicate repair time. The item is repaired on site or recovered directly to the appropriate maintenance echelon in the appropriate support area. Factors in the decision include--

Tactical situation.

Echelon of work required.

Availability of required repair parts.

Current workload in each area.

The following table lists typical maintenance time guidelines. These times are flexible and should not be considered restrictive.

Maintenance Concepts

The following discussion of battlefield maintenance concepts places the various maintenance echelons into proper perspective. The discussion illustrates how echelons overlap to provide continuous maintenance support to the maneuver units.

The BMO task organizes the maintenance platoon based on his analysis of current and anticipated requirements. He is concerned with providing the appropriate support at each of three locations: the maneuver company, the UMCP, and the field trains.

Normally, the BMO positions CMT VTRs and M113s with crews to support each company. The intent is to provide a quick-fix capability for those items that can be repaired in less than 2 hours and recovery capability for those items requiring more extensive repairs. The remainder of the CMT operates from the UMCP under the control of the BMO. When the tactical situation permits, the entire CMT may go forward to provide additional support forward.

The UMCP is normally under the control of the BMO and BMT. It is task organized with the maintenance platoon headquarters (-), one or more PLL trucks from the administration section, remaining VTRs from the recovery section, track automotive and turret repair teams from the service section, wheeled vehicle assets from the CMTs, and the DS MST. Task organization of the UMCP is modified based on the BMO's analysis of maintenance requirements and the tactical situation. The UMCP must become a collection point for nonoperational vehicles to the extent that it cannot move on an hour's notice. Anything that cannot be repaired in the UMCP, or that cannot be towed by UMCP assets, will be recovered to the field trains or directly to the FSB maintenance company in the BSA.

The remainder of the maintenance platoon is in the field tins under the control of the battalion motor sergeant.

The battalion maintenance platoon organizes to support cross-attachment as well as pure battalion operations. As previously discussed, one CMT is cross-attached to support each detached company. This team may be supplemented by an element from the maintenance services section. Additionally, the administration section is organized to quickly detach one PLL truck with trailer and a PLL clerk to support the detached company.

To support this concept, the administration section configures four PLL trucks and trailers to carry the PLL needed to support one maneuver company each. Additionally, these vehicles will transport enough packaged POL to support repair operations. One of the remaining PLL trucks and trailers will be configured to carry the PLL associated with HHC tracked vehicles. The remaining PLL truck and trailer will be configured to carry the PLL for the battalion's wheeled vehicles; it operates from the field trains.

Additionally, high-demand, low-volume parts are carried on the CMT's tracked vehicles. The selection of parts that are carried forward on the tracked vehicles, as well as the breakout of parts to be carried on each PLL truck and trailer, should be addressed in the battalion maintenance platoon SOP.

In the unlikely event that the battalion detaches more than two companies, the maintenance platoon will task organize, including PLL, to support this detachment.

Attached maintenance elements come under the control of the BMO. Since the attached maintenance elements are equipped and trained to support the attached unit, they are used primarily for this support. Task organizing attached maintenance assets is not routinely done for the following reasons:

PLL repair parts cannot be readily split up to support lower than company level.

Special tools and test sets are usually one of a kind items and will not be readily available to detached mechanics.

Personnel movements require coordination, transportation, and time. When the task organization changes, the process must be reversed.

The maintenance process is initiated on site by the equipment operator/crew. BDAR is performed, and whatever the cause of the equipment malfunction, the operator/crew begins corrective action. The vehicle commander makes an initial status report to the platoon leader describing the inoperable condition(s), circumstances, and location. When subject to direct fire, the vehicle commander uses smoke to screen the vehicle, if possible. He employs self-recovery or uses another vehicle to push or tow his vehicle to a covered position. He then isolates the fault as quickly as possible and determines what will be needed (recovery parts, or repairs) to fix the vehicle. He does this using the procedures outlined in the BDAR manual, considering mission-essential maintenance only. The vehicle commander considers use of self-recovery, field fixes and expedients, and assistance from other elements in the vicinity to put his vehicle back into action. He consults the BDAR criteria in the technical manual; if repairs are beyond his capability, he requests assistance as prescribed by unit SOP. If the item can be returned to operation by local resources, he initiates action to do so.

When the platoon leader determines that repair is beyond the platoon's capability, he contacts the 1SG or XO. The 1SG dispatches the CMT as soon as it is feasible and informs the BMO over the A/L net. Procedures for requesting support are in the TF SOP, to include applicable communications security requirements. Information usually required includes--

Identification of unit.

Identification of equipment.

Location (map coordinates).

Nature of damage.

Evaluation of on-site repair (extent of damage, level of repair and estimated time required).

Repair parts required, if applicable.

Enemy situation, security, and NBC considerations.

Recommended route of approach.

Contact points for unit guides, if required.

The CMT M113 and VTR are forward in the company trains. These vehicles carry the tool boxes, unitlevel technical manuals, and a limited number of special tools and repair parts. (M1/M2 test equipment normally remains at UMCP because of its size; it may be sent forward as needed based on the BMO's and CMT's assessments.) The CMT confirms the vehicle commander's BDA before attempting repairs. The CMT usually repairs damage on-site if the repair can be completed within two hours.

If a damaged vehicle cannot be repaired within two hours, it is recovered to the UMCP or the field trains, where it is placed to make maximum use of the weapon systems for defense of the site. However, before a VTR is committed, other recovery means are attempted. Field expedient procedures may return enough mobility to let the damaged equipment move. Other damaged (but mobile) equipment may tow the damaged vehicle. The tactical situation may permit an operable like vehicle to do the recovery when a VTR is not available. The option of having the CMT recover the vehicle only as far as an MCP, or the MSR, and then returning to the company to continue support, should also be considered. Maintenance platoon VTRs can then recover the vehicle from the predetermined drop site to the UMCP.

The damaged vehicles recovered to the UMCP are repaired by maintenance platoon elements or MSTs from the FSB maintenance company. When not involved in on-site repairs, the CMTs may also repair vehicles in the UMCP. This is especially true of work requiring diagnostic test equipment that cannot be taken into the combat positions.

Vehicles that cannot be repaired within six hours or that would otherwise overload the capability of the UMCP are recovered to the field trains or directly to the FSB maintenance company collection point for repair. This recovery may be accomplished by the CMT VTR alone; by the CMT VTR to a MCP or MSR, then by a maintenance platoon VTR; or by a combination of VTR and HETs. The BMO will coordinate and direct the exact method to be used. The use of HETs is the preferred, but they are restricted by road requirements and availability. HETs are requested through the FSB maintenance company. Some crew members accompany the vehicle to the rear to assist mechanics in the repair of the vehicle and return it to the unit when repaired. They also man operational weapon systems on the vehicle to provide additional security to rear areas. CE equipment installed in the vehicle is evacuated with the vehicle. Personal equipment of crewmen not accompanying the vehicle and any special equipment are removed before the vehicle leaves the area.

The UMCP displaces with the other elements of the combat trains. During periods of frequent displacement, the BMO may direct that the UMCP displace by echelon. In this case, some assets of the maintenance platoon, including the BMO, complete repair on vehicles at the old UMCP, then displace forward to the new location. Maintenance platoon assets not involved with these repairs move with the remainder of the combat trains and establish the forward UMCP.

During rapid forward moves such as in the exploitation, the UMCP conducts only MEMO repairs and simple recovery. Other disabled vehicles are taken to MCPs on an MSR and remain to be repaired or evacuated. Field trains and the maintenance company of the FSB displace forward to subsequent locations. The BMO coordinates the repair or evacuation with the battalion motor sergeant in the field trains.

In field trains, remaining elements of the battalion maintenance platoon perform other tracked and wheeled vehicle maintenance and Class IX resupply. The battalion motor sergeant coordinates requirements with the HHC commander and with the maintenance company of the FSB. He also coordinates maintenance requirements with the parent headquarters of any attached or supporting elements working with the TF.

Maintenance Operations at Night

Vehicles are processed and integrated into the work program as soon as they are damaged. At night, they are positioned in lightproof or light-suppressing shelters. Permanent structures such as warehouses, civilian garages, and barns are used. Work continues until the repairs are completed.

If large shelters are not available, mechanics repair small components, on or off the vehicle, under a lean-to or some other makeshift shelter constructed of a tarpaulin or a poncho. Chemical light sticks provide adequate light for most detailed repairs under these conditions.

Most maintenance work is accomplished in the fighting positions or in the UMCP. To prevent congestion and confusion, a staging area is designated for vehicles awaiting repair. Tow cables or tow bars remain attached to vehicles that cannot move under their own power. This makes it easier to move the vehicle quickly when necessary.

Forward of the UMCP, mechanics use night-vision goggles to accomplish most repairs. Mechanics should mark tools and other small components with luminous tape. Using night-vision devices for repair of equipment is a very time-consuming and dangerous process. Extreme care must be used when doing these repairs. When night-vision goggles are not available, repairs are made under lightproof shelters. Heavy vegetation or thick overhead foliage provide additional concealment.

Field Services

Graves Registration Services

Graves registration services are provided by the MSB supply and service company. Graves registration at TF level consists of three functions: collection, identification, and evacuation.

The battalion should designate a handling team as an additional duty. The team would typically be located in the combat trains and be made up of an NCO and five to six soldiers. Either the assistant S4 NCO or the PSNCO, located in the combat trains, makes a good team NCOIC. The rest of the team consists of soldiers assigned to the combat trains such as truck/track drivers. (Do not use newly assigned soldiers.) The team needs to be equipped with two tarps, two stretchers, body bags, personal effects bags, and preprinted inventory forms. The team needs to be trained in the use of the body bags.

A typical battalion scenario follows:

Battalion surgeon/PA pronounces the soldier dead. The casualty card is annotated.

The handling team is notified and carries the remains to the collection site, downhill, downwind, and out of sight of the wounded and replacements.

The team lays the body on a tarp to help protect it from the elements and to prevent the loss of personal effects. If the team does not have time to check the remains for personal effects at this time, the second tarp is used to cover the remains.

When the situation permits, two soldiers from the handling team search the remains and the NCOIC records the inventory. This is the single most time-consuming step. The soldiers place themselves on each side of the body and work from the head down, placing small items in a container (the helmet can be used). Make sure that all pockets of the uniform are properly checked. Also check helmet webbing, pant legs above boot blouse, boots, ammunition pouches, and SOI. Government equipment is set aside for reuse. Notebooks are checked for classified information. All classified information is removed. All identifying articles such as ID cards or ID tags are noted. If these are absent, a statement of recognition (DD Form 565) establishing identification for the remains is required. If no personal effects bags are available, place personal effects with a copy of the inventory in a substitute container. Place the personal effects with the remains.

The battalion chaplain provides the necessary services. This information is annotated on the casualty card for relay to the next of kin.

The KIA is placed in the body bag and then placed on a cargo vehicle for transfer to the brigade collection site.

Handling bodies is not a pleasant task, but it is a task that has to be faced. An ineffective program will be a significant negative morale factor. Training will reduce its psychological impact during the initial stages of combat.

Clothing Exchange and Bath

Clothing exchange and bath services are provided by the supply and service company, when augmented. CEB services are requested through the brigade S4. The request must specify location of the unit making the request, desired time for service, and range of clothing sizes for unit members. The requesting unit must be prepared to provide soldiers to help setup the CEB point.

Salvage Services

Salvage services are provided by the FSB supply company. A salvage collection point is established in the BSA. It receives serviceable, unserviceable (repairable), discarded, abandoned, and captured supplies and equipment. The salvage point will not accept COMSEC or medical supplies, toxic agents, radioactive materials, contaminated equipment, aircraft, ammunition, and explosives.

Personnel Support

Personnel Services

Personnel service support includes CSS functions that sustain the morale and welfare of the soldier. These include P&A services, chaplain activities, legal services, finance services, public affairs, postal services, EPW support, and medical support. P&A services fall within the staff area of the battalion S1. They include the following:

Strength Accounting

Company teams and attached units submit a personnel daily summary report to the S1 in the combat trains CP. The S1 forwards a TF consolidated report through brigade to the division AG. The PAC in the field trains is furnished an information copy. These reports, together with authorized position vacancies, are the basis for requesting individual replacements and Class I resupply. Accurate strength reports also provide the commander and staff with information to plan future operations. Daily reports are included in the TF SOP.

Casualty Reporting

The S1 ensures that both strength and casualty reporting occur in a timely and accurate manner. Casualty reports provide the detailed information necessary to cross-check strength reports. Casualty reporting occurs as soon as possible after the event and is initiated by the squad leader, TC, or any individual having knowledge of the incident. The casualty feeder report (DA Form 1156) is carried by all small-unit leaders to report battle/hostile action casualties and nonbattle casualties. It provides initial information to the AG for preparing the casualty report used by DA to notify next of kin. The casualty feeder report also validates the soldier's line-of-duty status, which determines payment of benefits. When a soldier is reported missing or missing in action or when the remains are not under US control, a witness statement (DA Form 1155) accompanies the casualty feeder report. Casualties are reported to the 1SG, who collects and forwards them to the combat trains CP. The S1 cross-checks the reports, requests any needed clarification, adjusts unit strength reports, and forwards the reports through the brigade S1 to the AG, providing an information copy to the AG.

Replacement Operations

Replacement flow is monitored by the PAC in the field trains. The HHC commander establishes a replacement receiving point in the field trains and notifies the brigade S1 of its location. All replacements or returnees are brought to this point for initial processing. The division AG is normally responsible for delivering replacements to the BSA. Hospital returnees are handled as replacements by the division AG. Every reasonable effort is made to return the recovered soldier to his original unit. Returnees from the BSA treatment station are released directly to their field trains. They move forward to their unit with the LOGPAC.

Other Administrative Services

Intense combat greatly reduces time available for processing of personnel actions. Consequently, actions not seriously affecting troop morale will receive low priority. During lulls in the battle, the S1 and PSNCO complete all other necessary P&A actions. If possible, these are accomplished by forming personnel contact teams that move forward to company locations.

Chaplain Activities

Chaplain activities are provided by the unit ministry team (one chaplain and one chaplain assistant) operating from the combat trains. The unit ministry team is dedicated to serving the spiritual needs of soldiers in combat.

Legal Service Support

Legal service support is provided to the TF on a GS basis and includes legal advice to commanders on military, domestic, foreign, and international law, and advice and representation to soldiers in military justice and administrative actions.

Finance Service Support

Finance support to the TF is usually provided through the division finance support officer and by MPTs from the area finance support center. During low-intensity operations, MPTs make combat payments in amounts established by the theater army commander or in lesser amounts if the soldier so desires. The brigade commander may establish an amount less than the maximum for personnel of the brigade, based on the tactical situation and needs of the soldier.

Postal Service Support

Postal service support is provided by the postal element, assigned to the corps DS postal company, which receives and separates mail by battalion, then turns it over to the brigade S1. The battalion mail clerk receives and sorts the mail and distributes it to the unit supply sergeant (assistant mail clerk) who delivers it to the 1SG or to the soldier himself during LOGPAC resupply. When a soldier wants to mail a letter home, the procedures are reversed. Normally, mail is delivered and received with the LOGPAC. The brigade and TF S1s must establish procedures to ensure mail is sorted and delivered based on current task organizations. Procedures must also be established to properly secure accountable mail until it is delivered to the addressee. Packages are not routinely sent forward during combat operations; procedures for handling packaged mail are normally established by division or higher.

Prisoners of War

The S1 plans and coordinates EPW operations, collection points, and evacuation procedures. EPW are evacuated from the TF area as rapidly as possible. The capturing company is responsible for guarding prisoners, recovering weapons and equipment, removing documents with intelligence value, and reporting to the main and combat trains CP. EPW are evacuated to the brigade EPW collection point on returning LOGPAC vehicles, or they are moved to the MSR under guard and their location reported to the S4, who coordinates transportation. As necessary, the S2 reviews and reports any documents or information of immediate value. The S4 coordinates evacuation of large amounts of enemy equipment. Wounded prisoners are treated through normal medical channels but kept separated from US and allied patients. The unit chaplain may conduct services for EPWs or assist by supporting detained chaplains of enemy forces.

Medical Support

Planning

TF medical support is planned by the medical platoon leader and S1 and is provided by the battalion medical platoon. Backup support is provided by the FSB medical company. To support TF operations, the medical platoon leader must understand the scheme of maneuver as well as the support plan of the FSB medical company.

Organization

The medical platoon is organized with a platoon headquarters, a treatment squad, four ambulance squads, and a combat medical section. This organization is designed to facilitate quick evacuation of wounded soldiers so that they may be treated by trained medical personnel within 30 minutes of the time they are wounded.

The platoon headquarters contains the medical operations officer and the platoon sergeant. They operate the CP and provide C3 for the medical platoon.

The treatment squad contains the platoon leader (battalion surgeon), the PA, and the treatment personnel. They can form one or two BASs capable of operating from, or forward of, the battalion combat trains using their organic M577s.

The ambulance squads operate from the company trains and from the BAS. Tracked ambulances and crews habitually work with the same company, as do medics from the combat medical section. The senior combat medic acts as the squad leader for this ad hoc company medical team.

Functions

Company medical support. These maneuvers include the following:

Providing emergency medical treatment to the sick and wounded. Until patients are evacuated or returned to duty, protection is provided for wounded soldiers to avoid further wounding from artillery fragments and small arms by placing them inside armored ambulances or other protected enclosures.

Assisting combat vehicle crews in evacuating injured crewmen from their vehicles.

Providing medical evacuation for litter patients and assisting the evacuation of ambulatory patients or providing their evacuation if the tactical situation permits.

Initiating the field medical card for the sick and wounded, and time permitting, completing this card on deceased personnel.

Screening, evaluating, and treating patients suffering from minor illnesses and injuries. Patients requiring no further attention are returned to duty; those requiring additional treatment are evacuated to the BAS.

Remaining abreast of the tactical situation, and complying with the instructions of the unit 1SG.

Ensuring that the company commander and the battalion surgeon are informed of the status of patients seen and of the overall health status of the company.

Training unit personnel to enable them to perform self-aid/buddy aid.

Providing trained combat lifesavers with medical resupply required.

Battalion aid station. The BAS provides the facility and the medically trained personnel to stabilize patients for further evacuation, to perform immediate lifesaving or limb-saving surgery, and to treat patients with minor wounds or illnesses and return them to duty. Additionally, the BAS can operate two treatment teams if the tactical situation requires it. Other functions of the BAS include--

Receiving and recording patients.

Notifying the S1 of all patients processed, giving identification and disposition of casualties as directed by SOP.

Preparing field medical records, and verifying information on field medical cards.

Requesting and monitoring aeromedical evacuation of patients.

Monitoring personnel, when necessary, for radiological contamination prior to medical treatment.

Decontaminating and treating chemical casualties.

Monitoring the activities of medical platoon personnel attached to company teams.

Medically testing forward water points for suitability as battalion water resupply points.

Treating patients with combat stress. These patients are comforted, given food and drink, observed for a short time, put to work assisting medical personnel, and later returned to duty.

Medical Evacuation

Medical evacuation is the process of moving patients from the point of injury or illness, through successive medical treatment facilities, to the appropriate facility for treatment, early return to duty, or evacuation out of the combat zone. Medical evacuation is the responsibility of the next higher level medical support, for example, the FSB medical company evacuates patients from the BAS, or coordinates medical evacuation from corps resources. Patients are evacuated no further to the rear than their condition requires.

Medical evacuation within the TF is routinely accomplished by the medical ambulance squads. Medical evacuation outside the TF may be accomplished by ground evacuation or by a combination of both ground and air ambulances

Aeromedical evacuation out of the TF sector is used as much as possible. Ground ambulances are used only for patients who cannot be evacuated by air. The specific mode of evacuation is determined by the patient's condition, aircraft availability, and tactical situation. The physician or PA treating the patient normally makes this determination.

Medical Supply and Property Exchange

The medical platoon maintains a two-day stockage of medical supplies. To prevent unnecessary depletion of blankets, litters, splints, and the like, the receiving medical facility exchanges like property with the transferring agency. Medical property accompanying patients of allied nations is disposed of in accordance with STANAG 2128, Appendix C.

Preventive Measures

Combat casualties may not constitute the majority of hospital admissions. Experience in World War II, Korea, and Vietnam indicates that the vast majority of hospital admissions were for disease and nonbattle injury (injuries not directly attributable to enemy action). Commanders can reduce disease and nonbattle injury by emphasizing the following preventive measures:

Unit and mess sanitation and personal hygiene.

Battlefield safety.

Combat dress identification.

Water purification and control.

Immunization programs.

Venereal disease prevention.

Heat and cold injury prevention.

Proper work-rest cycles.

Pet control.

Pest control.

Weapon System Management

WSRO are discussed in depth in Section I of this chapter. WRSO at the TF level are the same as those at brigade level.

The battalion XO is the battalion WSM. He is charged by the commander to keep weapon systems manned and in shape to fight. At company and battalion level, this means cross-leveling internal assets to maximize manned, operational weapon systems to fight the current battle, as well as coordinating the flow of replacement personnel and systems.

The XO coordinates and supervises efforts of the S1 and S4 to ensure accurate reports on current personnel and logistical status. The WESS report ties key logistical and personnel information together to aid in the management of WSRO. The WESS report lists weapon systems status in terms of shortages by the type of personnel, type of equipment, and organization.

Procedures to accept replacement weapon systems differ from those used to accept individual replacements and major end item (vehicle) replacements in only one way if a ready-to-fight weapon system is issued, the crew and vehicle remain together and are assigned directly to the using unit.

SECTION III. COMPANY TEAM

Company Team Combat Service Support Overview

General

Supply Section

The only organic CSS asset at company level is the supply section. The burden of CSS is removed from the company team commander as much as possible and placed on the battalion TF. The company team commander can then concentrate on fighting his unit to accomplish the tactical mission.

CSS Responsibility

CSS responsibility at company level is primarily to report and request requirements and ensure CSS is properly executed once it arrives in the team's area of responsibility. At the company team level, this function is normally performed by the XO and 1SG, who send personnel and logistics reports and other necessary information and requests to the rear.

Headquarters and Headquarters Company

The bulk of the tank and mechanized infantry battalion's CSS assets are assigned to the HHC. A slice of the personnel and equipment from the medical platoon, maintenance platoon, POL, and transportation sections of the support platoon is designated to support each maneuver company. This slice will support the company team's combat operations.

Company Team Commander

The commander is responsible for CSS of the company; however, in combat operations, he is preoccupied with the tactical situation and depends heavily on his XO and 1SG to assist him.

Executive Officer

The XO is CSS planner and coordinator. During preparation for the operation, he coordinates closely with the 1SG to determine requirements and ensures arrangements have been made for CSS to support the tactical plan. He does this with the understanding that he is first and foremost the company 2IC and is highly involved in tactical planning. In the CSS area, the XO determines the general location for the company resupply point and receives periodic maintenance updates from his platoon leaders, platoon sergeants, 1SG, and maintenance team chief.

First Sergeant

The 1SG is the CSS operator for the company. He executes the company logistics plan, relying heavily on the company and battalion SOP. The 1SG directly controls and supervises the company trains. He receives CSS reports from the platoon sergeants and provides that information to the XO. Th 1SG assists the XO in completing CSS preparations and in planning and conducting CSS operations. He also--

Receives, consolidates, and forwards all administrative, personnel, and casualty reports to the TF combat trains.

Directs the medical evacuation section and CMT forward when the situation requires.

Establishes and organizes the company team resupply point.

Meets the LOGPAC at the LRP, guides them to the company resupply point, and supervises the operations there.

Assigns replacements to the platoons and orients new personnel to the company.

Supervises the evacuation of casualties, EPW, and damaged equipment.

Maintains battle roster for the company.

Supply Sergeant

The supply sergeant is the company's representative in the battalion field trains. He assembles the standardized LOGPAC and moves it forward to the battalion LRP. The supply sergeant follows the 1SG to the company resupply point and assists in the resupply operation. He also--

Requisitions Classes II, IV, VII, and some Classes VIII and IX supply items.

Coordinates with the support platoon leader for supply Classes I, III, and V.

Maintains individual supply records/clothing records.

Picks up personnel replacements at the TF field trains and prepares them for linkup with the 1SG.

Receives and evacuates KIA to the graves registration point in the BSA.

Returns the LOGPAC with EPW, damaged vehicles, and so forth to the BSA for further disposition.

Company Maintenance Team Chief

The CMT chief is assigned to HHC, either OPCON or DS to the company. He also--

Organizes and supervises CMT mechanics.

Supervises BDAR procedures, MEMO procedures, and maintenance time guidelines.

Advises XO and 1SG on vehicle recovery, repair, and destruction.

Ensures necessary repair parts requests are prepared and forwarded to the UMCP.

Distributes repair parts when received.

Supervises control exchange and cannibalization when authority is delegated.

Coordinates with platoon sergeants for maintenance status of platoons (if not provided by the 1SG).

Assumes responsibility for recovery operations to the UMCP or other designated MCP points.

Senior Aidman/Platoon Aidman

The senior aidman (in an armor company) or platoon aidman (in a mechanized company) is assigned to HHC and attached to the company. He also--

Supervises triage of wounded/ill (enemy and friendly).

Advises chain of command on wounded/ill.

Provides first aid, stabilizes injured for evacuation, and evacuates seriously wounded under direction of 1SG.

Controls, issues, and requests resupply of Class III, including nerve agent antidote injectors.

Trains soldiers in first aid procedures.

Assumes responsibility for medical evacuation team operations.

Advises chain of command on field sanitation measures.

Resupplies Class VIII items to combat lifesaver.

Company Trains

During combat operations, the company habitually operates with the maintenance and medical teams forward (company combat trains). The remainder of its CSS elements operate from the battalion combat trains, UMCP, or the field trains in the BSA. The 1SG is responsible for all of the company trains, but directly supervises the company combat trains from a survivable vehicle (maintenance M113). The supply sergeant is the 1SG's principal assistant; he supervises the company's assets in the battalion field trains.

The company trains will normally operate about 500 meters to 1,000 meters or one terrain feature to the rear of the company team. They provide immediate response for recovery, medical aid, and maintenance. This allows maintenance and other essential CSS functions to be performed in covered and concealed positions behind the FLOT.

Support during the battle will be limited primarily to medical and maintenance activities. Emergency resupply is performed by the 1SG when required.

During a battle, whether defensive or offensive, the 1SG continuously monitors the company command net and sends medical and maintenance support forward to the platoons, as required. He keeps the combat trains CP informed continuously, either by radio or messenger.

Supply

The supply sergeant is responsible for obtaining and delivering supplies to the company. He delivers small items and depends on the assets of the support platoon to deliver bulky or high-expenditure items. Priorities for delivery are established by the company commander, but the demands of combat will normally dictate Classes I, III, IV, V, VIII, and IX supplies as most critical to successful operations.

Class I (Rations and Gratuitous Issue of Health, Morale, and Welfare Items)

MRE are stocked on board each vehicle in a basic load based on SOP (usually three to five days). MRE and water are delivered daily to the company by the supply section from the field trains. Hot meals are served when possible. Water is a critical item and must be replenished daily, especially if the unit is wearing chemical protective clothing. Rations are automatically requisitioned and issued by the S4 section based on daily strength reports sent to the S1 by the companies.

Class III (Petroleum, Oil, and Lubricants)

Class III bulk and packaged products are delivered to the company by the support platoon. Resupply is accomplished from the battalion field trains as requested by the 1SG. If the tankers are attached to the company, they will return to the Class III point in the BSA for refill as soon as the company has been refueled. Small amounts of packaged products (hydraulic fluid and lubricating oil) are stored on each combat and tactical vehicle. These are replenished from stocks on the bulk fuel tankers.

Class IV (Construction Materials)

Class IV items are requested through command channels. Basic loads of materials required for the construction of individual fighting positions should be a part of each vehicle's load plan and specified in the company team SOP.

Class V (Ammunition)

Class V resupply is based on a report of expenditures submitted to the combat trains CP by the 1SG. The ammunition is delivered to the company by the LOGPAC. This ammunition will be pre-positioned (in a defense or delay) or distributed as part of the tailgate or service-station resupply.

Class VIII (Medical)

Class VIII items are provided by the medical platoon. Requests are submitted to the battalion TF aid station by the medics. When the medical supplies are received, they are issued to the medics by the aid station.

Class IX (Repair Parts and Documents for Equipment Maintenance)

Class IX items are requested through the PLL clerk. They may be delivered to the LOGPAC, the maintenance platoon, or the maintenance team may have to return to the UMCP to pick them up.

Maps

Maps are requested from the battalion TF S4.

Resupply Operations

General

Resupply operations can be described as routine, emergency, and prestock. Each method is developed in the company SOP and rehearsed in training. The actual method selected will depend on METT-T.

Routine Resupply

Routine resupply operations are the regular resupply of Classes I, III, V, and IX items, mail, and any other items requested by the company. Routine resupply takes place at least daily. Periods of limited visibility are best for resupply, if possible. Resupply of Class III takes place at every opportunity. Ml tank units in offensive operations routinely require refueling twice each 24 hours. The LOGPAC technique is a simple and efficient way to conduct routine resupply operations. A LOGPAC is a centrally organized resupply convoy originating at the TF field trains. LOGPACs should contain all anticipated supplies required to sustain the company for a specified time, usually 24 hours or until the next scheduled LOGPAC operation. Company team and battalion SOPs specify the exact composition and march order of the LOGPAC.

Company Resupply

Company supply sergeants assemble their LOGPACs under the supervision of the support platoon leader or HHC commander in the battalion field trains. Replacements and hospital returnees return to the company location on LOGPAC vehicles as required. Once the LOGPACs are prepared for movement, the supply sergeant will tactically move them as part of the TF resupply convoy led by the support platoon leader. In emergencies, a company LOGPAC may be dispatched individually to meet the 1SG at an LRP. This technique is not recommended because the LOGPAC is very vulnerable to attack, loss of communication, and misorientation when moving by itself.

Task Force Logistics Package

The TF LOGPAC convoy is met at the TF LRP by company 1SGs, representatives from the combat trains CP and UMCP, and even specialized separate platoon sergeants when necessary. The 1SG turns in routine reports to combat trains representatives, turns in parts requisitions and the deadline status to the UMCP representative, picks up routine correspondence, and awaits the LOGPAC.

First Sergeant

The 1SG or his representative meets the LOGPAC and then guides it to the company resupply point.

Resupply Techniques

The 1SG establishes the company resupply point using either the service-station or tailgate issue technique. The commander or XO, if delegated, will decide on the technique to be used and inform the 1SG. The 1SG will brief each LOGPAC vehicle driver on the resupply method to be used. He will also establish the company team resupply point and notify the commander that it is prepared. The commander will direct the platoons to conduct resupply based on the tactical situation. Either of these techniques, or variations thereof, are used for emergency resupply.

NOTE: In light infantry units, service-station resupply is called out-of-position resupply, and tailgate resupply is called in-position resupply.

Service-Station Method

Figure 8-2 illustrates the following procedures.

Tactical vehicles enter the resupply point following one-way traffic flow.

Only those vehicles requiring immediate unit or higher maintenance stop in maintenance holding areas before conducting resupply.

If not already evacuated, WIA, KIA, and EPW are removed from platoon vehicles once they stop at the refuel or rearm point.

Vehicles will rearm and refuel rotating to each point.

Crews rotate individually to feed, pickup mail, pickup supplies, and refill or exchange water cans.

Once all vehicles have completed resupply, they move to the holding area, where the platoon leader or platoon sergeant will conduct a PCI (time permitting).

Based on the enemy situation, vehicles will pull out of their positions one vehicle at a time per platoon, by section, or by platoon. They will be resupplied and return, rotating until the company has been resupplied.

NOTE: Medical evacuation vehicles are positioned an equal distance between the refuel and rearm points. This decreases the number of stops that a vehicle has to make.

Tailgate Method

Figure 8-3 illustrates the following procedures.

Combat vehicles remain in place or back out of their position a short distance so the resupply vehicle is not exposed. POL and ammunition trucks go to each vehicle position in turn.

Crewmen rotate individually through feeding areas and pick up supplies, water, and mail.

KIA and personal effects are brought to the holding area by platoon personnel.

Armored ambulances pick up critically wounded; other injured are carried or walk to the ambulances for first aid.

EPW are centralized and guarded.

Vehicles requiring maintenance are brought to the maintenance area.

Inspections are completed by the chain of command at each vehicle position.

NOTE: The tailgate issue method is normally used only in an AA. If it is employed in forward positions, resupply must be masked by terrain. This procedure takes much longer than the servicestation method.

LOGPAC Return to Battalion Trains (Preparation)

When the company team has been resupplied, LOGPAC vehicles are prepared for the return trip. Preparations include the following.

Vehicles requiring recovery for maintenance or salvage are prepared for towing and lined up (if not previously recovered to the UMCP).

KIA are placed in mortuary bags or wrapped in blankets or ponchos and placed on fuel trucks, cargo trucks, and/or disabled vehicles.

Slightly wounded who are not already evacuated by air or ground ambulances will be put on cargo trucks and/or disabled vehicles for transportation to the LRP.

EPW are consolidated on damaged combat vehicles or empty cargo trucks and guarded by infantrymen from a cross-attached platoon, walking wounded, or other company team personnel.

When resupply operations are completed, the 1SG or supply sergeant returns the LOGPAC to the LRP, where it is met by the support platoon leader. When possible, the reunited TF LOGPAC convoy returns to the field trains together. When METT-T requires, the individual company LOGPACs are dispatched individually to the field trains. Returning company LOGPACs individually is only slightly less hazardous than dispatching them forward on their own.

Emergency Resupply

Occasionally, usually as a result of combat, the company team may have such urgent need for resupply that it cannot wait for a routine LOGPAC. Emergency resupply may involve Classes III, V, and VIII; NBC equipment; and on rare occasions, Class I. The TF will usually use support platoon and medical assets in the TF combat trains to conduct emergency resupply of company teams. Because it often occurs while in contact with the enemy, special techniques must be considered. When the platoons are under fire, limited supplies can be brought forward to the closest concealed position, where the tailgate method may be used. Individual fighting vehicles drop back to resupply at the direction of the platoon leader, then return to fight. For resupply during a lull in combat, the service-station method may be appropriate.

Pre-positioning Supplies

Pre-positioning supplies is required in most defensive operations. Normally, only Class V supply items are pre-positioned. The location and amount of pre-positioned ammunition must be carefully planned, and each vehicle commander must be informed. All leaders down to TC and squad leader verify the locations of the sites during their reconnaissance and rehearsals. Pre-positioning considerations include the following:

Pre-positioned ammunition is on pallets, preferably in covered, protected positions.

Pre-positioning frees cargo vehicles to bring more ammunition forward.

The possibility of capture or destruction of pre-positioned ammunition is a risk for the company. The company cannot guard pre-positioned sites with the manpower available.

Pre-positioned ammunition must be far enough away from vehicles and individual fighting positions that its destruction will not cause friendly vehicle or personnel casualties.

Pre-positioning fuel is difficult. It requires covered sites separate from ammunition as well as additional equipment, including fuel transfer pumps and drums, blivets, and 5-gallon cans in quantity.

Methods of Pre-positioning Supplies

The following describes the two main methods of pre-positioning supplies.

Method 1

Class V supply is located in one place inside the AA or BP (see Figure 8-4). Each vehicle pulls into the central area to upload ammunition and rations, if any are pre-positioned. Pre-positioned fuel tankers are set up at the rear of position, and refueling is done using the service-station method.

Method 2

Class V supply is pre-positioned at each vehicle position, and Class III fuel tankers are pre-positioned in one location for the entire platoon (see Figure 8-5). In this method, Class V supplies are placed on the ground in the vicinity of each vehicle position. When the platoon arrives, three vehicles move into their fighting positions and begin to rearm. The fourth vehicle stops at the Class III fuel tanker located to the rear of the position and refuels. When the refueling vehicle is full, it moves into its fighting position and begins to rearm while another vehicle moves to the refuel point.

Health Services Functions

The medical aid team attached to the company provides emergency medical aid and evacuation for the company. The team provides first aid for minor injuries or illnesses and emergency medical treatment to stabilize seriously wounded soldiers for transportation to the battalion aid station. Medics advise the commander and assist company field sanitation teams in maintaining the health of the soldiers. The medics are under the control of the 1SG. They must know where the battalion aid station is located and how to find their way there and back without assistance.

When casualties occur, they are sustained by combat lifesavers and platoon medics until they can be moved to a covered position for transfer to the company medics. The 1SG dispatches the armored ambulance to meet the vehicles with wounded aboard. If there are several casualties in each platoon, the platoons consolidate their wounded in one spot for treatment and evacuation. Based on reported severity of wounds, the 1SG requests air evacuation (for the most critically wounded) or assistance from the BAS. The company aidmen triage the wounded, stabilize them for transportation, and treat them for shock. If neither air evacuation nor assistance from the BAS is available, the most serious casualties are transported to the aid station by the company's armored ambulance. The commander must approve this because it will deprive the company team of most of its medical support. For the less seriously wounded, the 1SG arranges for evacuation to the BAS using any available vehicles.

Weapons and military equipment needed immediately by the company team will not be evacuated with the wounded. The wounded will keep their protective masks and any personal items.

Enemy Prisoners of War

Transport EPW to the battalion TF EPW collection point as quickly as possible. The 1SG is responsible for the security and transportation of EPW. Guards will remain with EPW until released by the battalion S1. The exact procedure for evacuation will be according to battalion SOP.

Maintenance

Maintenance is continuous. It starts with preventive maintenance by the operator and crew and continues through repairs accomplished by maintenance personnel. Four personnel must be trained to accomplish the necessary tasks in all conditions. PMCS is a daily crew responsibility; the DA Forms 2404 are collected during the resupply operation. Vehicle commanders submit the DA Forms 2404 to the 1SG or CMT chief prior to receiving rations. The CMT performs maintenance work as far forward as possible.

Maintenance and recovery are initiated on site by the equipment operator and crew. Once the problem has been identified, the operator and crew start corrective action which includes--

An initial status report to the platoon leader/sergeant providing the conditions, location, and circumstances.

An estimate of the situation to determine support requirements to include self-recovery, field fixes, assistance from nearby vehicles, or assistance from battalion.

When it has been determined that the needed repair is beyond the crew's capability, the platoon notifies the 1SG, who dispatches the CMT. If additional assistance is required, the 1SG or CMT chief requests it from the BMO on the A/L net.

As a general rule, the CMT should work on a vehicle for no more than two hours. If the vehicle cannot be repaired within that time, it is towed to an LRP, to the main supply route, or to the UMCP, as necessary.

If a vehicle cannot be recovered or is damaged beyond repair, personal items, radios, crew-served weapons, ammunition, and other serviceable items and parts are removed. The automotive and weapon systems will be rendered nonfunctional to preclude enemy use. Destruction or disabling will be accomplished only on the commander's order.

The CMT normally travels at the rear of a company echelon during a road march; the exact location is an SOP item. If a vehicle becomes disabled the crew moves it as far off the road as possible and dismounts a road guide to assist the passage of other vehicles. If the crew cannot make repairs, they wait for assistance from the CMT.

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