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Supply company leaders at the Combat Maneuver Training Center (CMTC) face a tough challenge: how to balance their manpower limitations and mission/time constraints. Oftentimes, this challenge results from difficulties in understanding and applying the troop-leading procedure (TLP). This is most evident when, in an attempt to save time, companies do not conduct critical tasks such as rehearsals or pre-combat inspections (PCIs). This leads inevitably to shortcomings during mission execution. This article gives the supply company leader an overview of the TLP and how to incorporate it with his company tactical standing operating procedures (TACSOPs).

"Troop leading is the process a leader goes through to prepare his unit to accomplish a tactical mission" (FM 7-8, Infantry Rifle Platoon and Squad). Many supply company commanders find it too difficult to conduct TLP. Because many of their tasks and missions are ongoing and/or repetitive, they may even feel that it is unnecessary. As a result, key events, such as PCI and rehearsals, are often omitted. Without these key events, subordinates are not focused and do not possess the situational awareness necessary to fight, win, and survive on the battlefield. Keep in mind that the use of a good TACSOP -- one that contains procedures (battle drills) describing how the company conducts critical CSS missions -- in conjunction with the TLP makes mission planning and preparation much more effective.

The troop-leading procedure helps units to:

• Develop and validate the plan.
• Maximize preparation/rehearsal time.
• Give subordinate leaders the time they require to plan and prepare.

STEP 1. Receive the mission by oral or written operations order (OPORD), fragmentary order (FRAGO), or warning order (WARNO). You will most likely receive the mission in the form of an oral warning order. The warning order should give enough information to allow the unit to prepare. When you receive an order --

• Make sure you understand the mission, task and purpose: (who, what, where, when and why).
• Estimate how much time you will need to prepare. Will you need to load trucks, transfer fuel, rest crews? Ensure you consider current operations when estimating your preparation time.
• Make a timetable, using reverse planning:
  • Identify critical tasks.
  • Work backward from when you must complete the mission, allowing enough time for your subordinates to prepare. Don't forget rehearsals, pre-combat inspections (PCIs) and time to issue your order.

STEP 2. Issue a warning order to your subordinate leaders as soon as possible. Ensure that you give your subordinates a clear task and purpose: they must understand who, what, where, when and why. If need be, issue several warning orders to keep your subordinates informed. Your TACSOP should detail what actions to take when a mission is received.

A quick note about the TACSOP: To get the most from your TACSOP, company leaders must conduct bottom-up research (this means soldier input) on how they will conduct missions. Ensure you include battle drills and packing lists. Once your TACSOP is produced, it must be disseminated to all soldiers, and the company leadership must enforce the use of the TACSOP. Remember that your TACSOP is a living document that is reviewed and updated after each major field training exercise (FTX).

STEP 5. Reconnaissance (recon). At a minimum, conduct a map recon. If possible, follow up with a ground recon of the area of operation. Ground recon takes time, but is the most reliable type of recon. You see terrain features up close and can note problems not easily seen using other recon methods. Make sure your key personnel are on the recon. Remember, key players are not just your subordinate leaders; they may include drivers and any attachments or slice elements you may receive. Use the information from your recon to confirm or deny assumptions made in your tentative plan.

STEP 6. Complete the plan. Add details or make changes to your tentative plan (as a result of the recon). Identify a specific task and purpose for all your subordinate elements.

STEP 7. Issue your OPORD. Use the five-paragraph OPORD format to ensure that you do not leave anything out. Use a terrain model or a sketch to help your soldiers understand the order. Make sure your subordinate leaders understand the plan. Have them back-brief the order and rehearse critical events.

STEP 8. Supervise. Use this time to be sure your soldiers are ready to perform their mission. Be aware of developments as they happen and be prepared to adjust timelines if necessary. Keep in mind critical events that must be completed, if it becomes necessary to make changes to the plan.

Bottom line: Effective supply operations require extensive planning and preparation to be successful. Supply company leaders who understand and use the troop-leading procedure, especially in conjunction with a well-developed TACSOP, are better able to perform their mission. Those who do not have a much harder time and, as a result, so do their subordinates.

References:

FM 19-4, Military Police Battlefield Circulation Control, Area Security, and EPW Operations, May 1993.
FM 7-8, Infantry Rifle Platoon and Squad, April 1992.
FM 25-101, Battle-Focused Training, 30 September 1990.
FM 21-26, Map Reading and Land Navigation, September 1987.
Standing Operation Procedure, The USAREUR Refuel on the Move.

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