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Problem: Proactive logistics requires survival. CSS units are not able to defend themselves against most threats found on a non-linear battlefield.

Successful Tactics, Techniques and Procedures

• Think "OCOKA." S4s and other CSS officers can enhance their survivability through careful terrain analysis of proposed locations. Look for terrain that you can easily defend and reinforce with hasty obstacles. Avoid obvious armor and helicopter avenues of approach. Lay out the trains with an eye towards security, defense, rapid dispersion, and withdrawal.

• The commander must consider allocating survivability assets to the FSB based on the factors of METT-T. The majority of the FSB's equipment is thin skinned and highly vulnerable to all types of fires, small arms to artillery. A breakthrough by an MRP can pose a threat to the BSA of disproportionate magnitude. A single tank could lay waste to an entire FSB. Engineer support, air defense coverage, and an allocation of more tank killing systems (Vipers & Dragons) could significantly enhance the survivability of the FSB. Terrain allocation for the BSA should maximize existing cover, concealment, and access to ingress/egress routes. Artillery fire support should be included in the FSO's priorities and updated as the tactical situation changes. Also, combat power should be allocated (on order) to defend the BSA.

Lessons Learned: Focus Forward

Problem: It's very easy to get wrapped up in solving the crisis of the moment and fall into the reactive mode.

Successful Tactics, Techniques and Procedures

• Focus Forward. Proactive logistics requires planning and staff estimates. Staff officers at every level must look forward to the next operation. Using FM 101-2 now can prevent chasing your tail tomorrow.

• Fix Forward. Anything that can be fixed on site should be. Evacuation further to the rear than the unit maintenance collection point guarantees a substantial delay in return of that system to the battlefield.

• Communicate. Information flow must be lateral as well as vertical. Commanders of separate support companies must keep each other informed of tactical developments. Integrate the S1/S4, medical platoon leader, and BMO into the TF planning early. They should go on the leader's recon when possible. For example, the company may get notice of upcoming operations through casualty estimates from TF level. This information could be of use to the maintenance company for setting potential priorities and organizing support teams.

Lessons Learned: Command Trends in the CSS Arena

Problem: Effective CSS requires thorough mission specific planning analogous to that required for successful tactical maneuver. Good SOPs are a vital starting point, but only that.

Successful Tactics, Techniques and Procedures

• Train CSS officers to think tactically:
  We train combat arms officers to look at a piece of ground and envision fields of fire, avenues of approach, and key terrain. CSS officers, who have not received equivalent training, look at the same piece of ground and see a parking lot.

  Train CSS soldiers better in individual soldier kills.

  By and large we have expert and able mechanics, medics, and supply personnel who have only one fault. . . they die in excessive numbers when the shooting starts. Example: The quality of fighting positions usually depends on the imagination of the soldier digging it because neither he nor his supervisors have been trained to construct them properly. The same goes for land navigation, first aid, and chemical defense. Trained soldiers kill; untrained soldiers die.

  LOGPACS Work:

  The active participation by NCOs in the company logistics team has freed up the officer chain to plan for future operations. LOGPAC planning needs to emphasize content, quantities, and organization.

  Push vs. Pull System of Supply (CL III, IV, & V):

  Logisticians must be proactive, anticipating needs and pushing supplies forward to sustain subordinates in continuous operations. The same is proving true for brigade and division logisticians now that we are conducting brigade operations. Experienced S4s can frequently be overheard saying something like the following to inexperienced company commanders: "Tell me what you have. I will then tell you what you are going to get based upon the established priorities."

  Include CSS personnel in tactical planning process.

  For example: when wargaming or planning upcoming operations, the brigade commander must include the FSB Support Operations Officer. This officer is akin to the FSCOORD from the DS Artillery Battalion. By including the FSB Support Operations Officer in the planning process, several advantages are gained:

  --An enhanced understanding of the brigade mission by the FSB.

  --Avoidance of overstressing the FSB by requesting support in excess of the FSB's available capability.

  --Identification of reinforcing CSS requirements for the FSB from DISCOM/Corps.

  --Identification of priorities of support by unit and type of support.

  --Identification of rear battle implications of the operation on the FSB.

  --Identification of tactical restrictions on CSS operations, terrain, roads, weather, etc., in the brigade operation.

  --Tailoring of support to most effectively support the brigade.

Table of Contents

Mobility, Countermobility, Survivability

Command and Control