LOGISTICS
The
256th developed a detailed NTC Logistical Support Plan which was wargamed,
rehearsed, and briefed back during in-process reviews (IPR) to both the BID
and LAARNG chains of command. The plan mapped brigade activities from home
station preparation through redeployment in great detail. It was based on experience
gained in previous BID and LAARNG unit rotations to the NTC and thorough review
of NTC Standing Operating Procedures. The 256th incorporated appropriate portions
of NTC procedures into the logistics annexes of its NTC operations order. Adherence
to the procedures contained in the following NTC SOPs is essential in coordinating
support at the NTC.
- Supply
and Service SOP for Rotational Units
- Rotational
Unit Administration SOP
- Range
Clearance Requirements SOP
- Equipment
Turn-in SOP
- COMSEC
Equipment and Material Issue and Turn-in SOP
Supply
ASLs
were developed through a number of methods. Available historical data was reviewed
to determine patterns of usage. The BID DMMC/DISCOM provided input. Previous
AC and RC NTC rotational units were asked to provide their NTC stockage and
usage experience. Coordination with NTC support agencies was also helpful.
The
brigade deployed with full unit basic loads (UBL) and drew remaining needs
from the NTC. Brigade units identified shortfalls in their UBL and brought
them up to the levels specified in the NTC Supply and Service SOP for Rotational
Units. Nonoperational equipment that could not be put into operational status
was replaced using assets from other units or drawn from the NTC.
Supply
Lessons Learned
Fill
UBL
Units
that pay close attention to the NTC Supply and Service SOP for Rotational Units
and fill UBLs should be well prepared for their training. AC/RC
Log Integration
There
were no significant problems in mixing AC and RC logistics. The extensive training
conducted in the past between 5ID and the brigade facilitated coordination.
Without an established working relationship, integration of support efforts
would have been extremely difficult for this roundout unit. Tailor
Push Packages
Pre-established
&push packages& for the actual rotation were formed for CL III (Pkg), CL IV,
CL V and CL IX supplies. Adjusting the configuration of push packages to meet
unit needs was effectively done only when accurate logistics status reports
were submitted in sufficient time for staff planning. Log
Reporting and CSS Planning
The
brigade used one logistics reporting format, the Daily Logistics Status Report
(DLSR). The report consisted of three pages of information on supply requirements.
The last page was a DA Form 2406, Material Condition Status Report. When the
DLSR was provided on time, it was a key management tool in developing staff
estimates and prioritizing CSS workloads to support the battle plan. Maintenance
Maintenance
was given high priority by the brigade in preparation for deployment to the
NTC. Mandays expended to support the brigade's NTC maintenance program totaled
1,090 for officers and 8,850 for enlisted. This included 818 officer and 7080
enlisted mandays for actual repairs on organic equipment used during the training
phase, and 272 officer and 1,770 enlisted mandays for training both operators
and supervisors in PMCS.
Maintenance
Lessons Learned
Fill
the Skills
Units
need all authorized maintenance skills during training. Review of maintenance
personnel positions was conducted down to company level. Vacancies were then
filled by cross-leveling within the brigade or securing personnel from other
units in the LAARNG. M60
and ITV Maintenance
Most
maintenance problems involved the M60 tank and M901 ITVs. Due to equipment
age, condition, and status, extensive maintenance repair and upkeep was required
on the M60 tanks. The M901 ITVs required turret and fire control repairs greater
than anticipated. Log
Recons
The
brigade's three logistical recons to the NTC were very helpful in giving key
personnel the opportunity to view actual maintenance operations. Dynalectron
(which maintained the NTC equipment) also conducted a two-day briefing at the
Fort Polk MATES. This outstanding briefing covered all aspects of maintenance
operations and provided valuable information on equipment draw and turn-in
procedures. Focus
Skills Forward
During
the exercise, the brigade learned that DS level maintenance at the unit maintenance
collection point (UMCP) provides the fastest turnaround for equipment repair
and return to the battle. The right skills and equipment must be available
and positioned forward to make this happen. Fix
Far Forward
The
evacuation of damaged and nonoperational equipment to the field trains ties
up personnel and equipment resources. Long-haul evacuation by M88 recovery
vehicle can result in further damage to disabled equipment. It is better to
effect repairs in the UMCP or accomplish long-haul evacuation by heavy equipment
transporter (HET). Class
IX Follow-Up
Follow-up
action is required on Class IX requisitions submitted against home station
vehicles at the NTC but not filled prior to redeployment. This is necessary
to prevent long down time back at garrison. NTC
Support Activities
The
brigade sent an advance logistics liaison team to the NTC to coordinate procedures
and establish accounts. The liaison team to the NTC consisted of the Deputy
Bde Cdr, XO, Bde S4, XO of each Bn, the rail OIC, and supply personnel. This
provided a total of 30 personnel, which was adequate.
Closeout
operations involved cleaning, servicing, and turn-in of equipment (including
vehicles, crew served weapons, BII, commo equipment, CEOI, MILES, EPA equipment,
residuals of CL I,IV, V, IX), landfill tasks, and police of ranges. NTC SOPs
cover these requirements in detail.
NTC
Support Activities Lessons Learned
NTC
Equipment Inventory
Inventory
of basic issue items (BII) was stressed throughout the draw and turn-in of
NTC equipment. Rotational units should ensure joint inventories are accurate
and complete. Equipment configuration at turn-in must be the same as when drawn.
Closeout
Team Support
Vehicles
are needed for the closeout at the NTC. Unfortunately, vehicles were shipped
without regard to the needs of the closeout detachments. The stay-behind elements
had no transportation to conduct closeout business. Each battalion should plan
sufficient work details and transportation to accomplish these tasks. For a
maneuver battalion, a detail of eight to ten soldiers, with a passenger van
and a cargo vehicle, is sufficient.
Table
of Contents
Movement
of Personnel and Equipment
Personnel
Augmentation
|
NEWSLETTER
|
|
Join the GlobalSecurity.org mailing list
|
|
|
