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Battalion/Task Force Logistics

by CPT Daniel Kratz

General Sherman wrote his memoirs more than 120 years ago, when soldiers rode into battle on horses, not wheeled or tracked vehicles, and fuel for their mounts was called "forage", not gasoline. General Sherman asserted in 1875 that providing sustenance to the troops and their mounts was "of the most vital importance" to the commander. Do General Sherman's assertions still apply to today's Army of satellites and computer chips? Absolutely! Soldiers must be trained and fed, vehicles must be fueled and fixed, computers must be powered and programmed. The vital task of sustaining the force at battalion/task force level in the modern Army is an extremely complex logistics challenge, but just the same, it is a challenge that is "of the most vital importance" for the commander to meet.

How does the modern Army plan for logistics at the battalion/task force level? A quick review of field manuals (FMs), training circulars, and other publications about combat service support (CSS) at the battalion/task force level,reveals that there are no real guidelines for CSS. Chapter 8 of FM 71-1, 2, 3 is perhaps the best guidance available for the tactical logistician, but it is only a general guide to setting up the combat trains. The support operations handbook (ALM 69-6932-hb-b) from the U.S. Army Logistics Management College, Fort Lee, VA, has some good guidelines on estimates and concept of support. However, the handbook does not address the nuts and bolts of executing CSS at the user level. This article provides some techniques on the tactical execution of CSS based on the author's experiences as an observer/a controller at the Combat Maneuver Training Center (CMTC), Hohenfels, GE, and the Battle Command Training Program (BCTP), Fort Leavenworth, KS.

Plan

A plan for logistic support requires more than just paragraph 4 of an OPORD and supporting annexes.

First, the logistician must completely familiarize himself/herself with the unit's equipment and capabilities.

Second, determine requirements by using logistics and personnel estimates. Pages 8-20 of FM 71-1, 2, 3 and Annex M of the support operations handbook show good examples of how to develop estimates.

Third, use these same examples to easily develop input to the course of action briefing.

The Execution Matrix

Using the completed estimates, the logistician now begins to create the support plan or concept of support and an execution matrix (see Figure 1). These provide the basis for paragraph 4 of the OPORD, a simple logistics execution matrix, and graphics.

The logistician must brief the plan. A simple matrix covering the logistics functions (Man, Arm, Fuel, Fix, Move, Sustain) divided into three timeframes of the operation (before, during and after) provide the best briefing format (see Figure 2). Unfortunately, in most battalion/task force operations orders, paragraph 4 is too often written as "See matrix in annex and CSS overlay."

The logistician must provide the concept of support to assist the company/team commanders with their mission.

Briefing a short concept of support (followed by the priorities for the before, during and after phases) provides commanders with a clear understanding of support operations. With this in his hip pocket, the commander can pass on the execution matrix and overlay to the first sergeant, confident the unit will be supported. As for the matrix, the first sergeant and specialty platoon sergeants will be the primary users.

A simple matrix is best, but what should it contain? The following eight items are recommended:

1. Location of task force CSS assets by phase of the operation.
2. Time and location of logistics packages (LOGPACs) pickup.
3. List of items available in the emergency resupply. *
4. The resupply rate. *
5. Maintenance/recovery priorities.
6. Location of killed in action (KIA)/enemy prisoner of war (EPW)/civilian collection points.
7. Chaplain's support plan.
8. Support responsibilities for attached, slice and sub-units.

(* Critical to the support platoon to assist them in determining the load mix and requirements.)

Additional items can be added to the matrix, such as a frequency chart or the controlled supply rate, but the best policy is to keep the matrix simple with a good overlay. The critical overlay will be the most-used part of your plan.

The following six items are basic requirements for a good overlay:

1. The boundaries of the battalion/task force.

2. Phase lines.

3. Current locations of units.

4. Current locations of all CSS assets and projected locations.

5. Supply routes (also, lateral routes to prevent blocking).

6. Projected maintenance collection points (MCPs), casualty collection points (CCPs) and decontamination sites.

Here are a few key points about distribution of graphics:

• Prepare copies for the fire support officer (FSO) and Engineer to trade for their overlays.

• Ensure all ambulances get a copy of the Engineer/FSO graphics to prevent fratricides.

• Add your matrix to a corner to provide quick information.

Prepare

The Preparation phase is where a good plan can go down the drain, or a bad plan may become executable. A good rehearsal by all CSS players can iron out most confusion and cement support relationships for all elements. There are several ways to conduct CSS rehearsals, but do not fall into the trap of doing a rehearsal at "the LOGPAC meeting 30 minutes prior to linkup." This is only a meeting, NOT a rehearsal. Conduct the CSS rehearsal on the same terrain board as the maneuver rehearsal, and schedule the rehearsal to begin right after the battalion/task force rehearsal. Here is a good sequence:

1. Location of all units and CSS assets.

2. General tactical situation (plus any changes from maneuver rehearsal!).

3. Support relationships (who supports whom).

4. Linkup of assets given to the unit, including time and location.

5. Execution of operation by phase, focusing on the following:

• Who supports whom? (Example: mortar platoon will be evacuated using the C Team ambulance.)

• Where are the CSS assets at the end of each phase of the operation?

• What is the most likely enemy course of action?

• What effects do these have on CSS?

• Where and when do obstacles and minefields go in? (Include any scatterable mines.)

6. Briefing of the consolidation and use of mass casualty plan.

7. Finally, briefing the communications plan and how/when reports are sent.

Execute

The execution phase is where it all comes together, or comes apart! All CSS players must ensure that they have done everything possible to prepare their unit and are in a position to move in support of the operation. The primary means to ensure support during execution is cross-talk between the CSS leaders. Cross-talk sounds simple and is, but very often it does not happen. It is a simple matter of taking key indications from the reports on the administrative and logistics radio net and listening to the command and operations/intelligence net to get a clear picture of what is happening on the battlefield. An example: The medical platoon has treated 15 casualties, while the S1 has received no reports of personnel loss, while the S4, standing next to the S1, 30 minutes ago has taken the report on four tanks being destroyed. Or, the BMO is recovering two Bradley fighting vehicles, but the S4 has the same company/team at full combat power.

All things the CSS players deal with are interrelated. By just passing along a little information, the overall logistics operation may work much better. By listening to the company/team commanders on the task force command net, the combat trains command post (CTCP) can tell who is in contact and what is the status of vehicles. From this, the CTCP can make a general estimate about personnel. Perhaps the most important thing the CSS team can do is to make books for the CTCP, unit maintenance collection point (UMCP), medical platoon, and field trains command post (FTCP), which are identical and contain at least a copy of all report formats, battle tracking lists for combat power, and personnel rosters to track losses. With identical books, any one of these CSS nodes can replace the CTCP, if it must take up the fight as the tactical operations center or if the CTCP is destroyed. A tracking sheet can look as simple as the following:

Tracking Sheets

\ = maintenance down
X = destroyed
X (inside circle) = requested

You can make small vehicle symbols, but the important thing is to ensure that the task organization is correct. The requested marking is critical to help police the battlefield as you attempt to figure out the final count from each company/team and report to the brigade.

Personnel tracking can be done as follows:

NAME = WIA NAME = KIA NAME = MIA

Also, you can use battle roster numbers. Then, the key is to have a listing to translate numbers to names.

The best way for a unit to prepare is to:

1. Do the hard evaluation of the unit's standing operating procedures (SOPs), both written and practiced.

2. Incorporate slice elements as soon as possible.

3. If face-to-face coordination is not possible, at least send a copy of the current SOP to these elements.

4. The key players must work as a team from S4, S1, BMO, medical platoon leader to command sergeant major and first sergeants to slice platoon sergeant, all working to keep logistics invisible - which means that everything is running right.

Remember that the commander is focused on the fight, or as a great commander put it:

Glossary

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Replace Battle Drill 6

X-Ray Operations in a Forward Support Medical Company