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The National Training Center (NTC) is a crucible through which units have the opportunity to assess the effectiveness of home station training and existing SOPs. The NTC gives the forward support battalion (FSB) the unique opportunity, in a peacetime environment, to truly stress the administrative/logistics operations center (ALOC) personnel and procedures. The ALOC must be able to provide administrative and logistical support to the FSB in an environment of high operational tempo and long lines of communication. The NTC removes the ability to grab the international merchant purchase authorization card (IMPAC) credit card and purchase items that were forgotten or to run back to the motor pool from the field to pick up a missing tent. The NTC enforces thorough planning, preparation, and execution and forces ALOC personnel to anticipate, forecast, and react to the needs of the FSB.
As the FSB support operations section is the logistical nerve center for the brigade, the ALOC is the administrative and logistical nerve center for the FSB. The ALOC oversees replacement operations, strength management, personnel accounting and strength reporting, casualty management, and postal operations. The ALOC also provides all logistical support to the FSB, to include supply Classes I through VII, IX, and X. This article offers doctrinally based recommendations for reversing negative trends observed overtime by logistics observer/controllers.
The personnel and equipment replacement system is not stressed in home station training and is often misunderstood and inadequately managed. In combat operations the ALOC's most critical function is to account for and process requests for replacement of lost soldiers and equipment. The most common shortfall in the system is the lack of a closed-loop reporting system that ensures that all FSB subordinate units and brigade support area (BSA) tenants provide timely and accurate reports to the ALOC. FSB TACSOPs are often vague in their articulation of reporting procedures. This results in ALOC personnel having to pull information and in unnecessarily long replacement arrival times. One of the best ways to minimize poor reporting is to have a rigidly enforced reporting timeline in the TACSOP. The TACSOP should also contain examples of report formats. In most successful units, the ALOC tracks the battle on the battalion command net, enabling the ALOC to hear the initial reports first hand and begin replacement procedures immediately.
FSBs are notoriously deficient in their internal personnel and logistics status (LOGSTAT) reporting systems. These are daily reports used by companies to provide the battalion ALOC information on the status of their personnel and internal (and sometimes external) supplies. Most unit TACSOPs have a timeline to ensure that the companies turn in their reports with enough time left over for the ALOC personnel to analyze any critical issues and compile the battalion LOGSTAT and personnel status (PERSTAT) for submission to the brigade S4.
Unfortunately, most units do not use the LOGSTAT and PERSTAT from their TACSOP when they come to the NTC and often do not have standardized reports across the battalion. This means that the ALOC personnel must fill in any blanks on their own and have to work harder to roll up the information into the battalion reports. Most PERSTATs and LOGSTATs are submitted late or incomplete. Companies often neglect the 24 - 48 hour forecast and often fail to provide accurate information of supplies on hand. This causes a snowball effect when the ALOC rolls up the report and submits it to the brigade. The most successful units use a standardized report from the TACSOP and rigorously enforce the reporting times. Company commanders or company executive officers review the reports personally to ensure correctness and completeness. Units can and should integrate LOGSTAT and PERSTAT reporting at home station. This training has a very positive effect on the quality of reporting at the NTC.
The setup of the ALOC is one of the keys to success at the NTC. The most successful units ensure that the TOC and the ALOC are well integrated. Physical proximity is essential, but even units that separate the TOC and ALOC can be successful if they ensure that the ALOC has the most up-to-date information. Using the S1 and S4 officers as battle captains in the TOC cross trains ALOC personnel in TOC operations and assists the integration process.
The ALOC is an often overlooked and unappreciated part of the FSB, but remains a critical asset to the commander. As part of a battalion staff that is truly one team, S1 and S4 personnel can help make the difference between success and failure at the NTC by ensuring a common operating picture of the battlefield.
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