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COMBAT SERVICE SUPPORT BOS


(Trends are numbered sequentially for cross-reference and are not in any priority order.)

Needs Emphasis

TREND 1:Recovery missions.

PROBLEM: Battalion maintenance officers (BMOs) frequently get directly involved with recovery operations rather than remaining the command and control node for all maintenance operations within the task force (TF).

Techniques:

1. The BMO can move forward with the forward recovery assets, but should not become decisively engaged with recovery operations.

2. The BMO must establish a good recovery plan during the planning process, ensure that his recovery assets are briefed on the plan, and attend the TF CSS rehearsal prior to the mission.

(TA.7.3.2.2 Recover)


TREND 2: Allocation of medical platoon personnel. Leaders lack understanding of how to conduct company/team level health service support (HSS).

PROBLEMS:

1. Medical assets are not effectively positioned or utilized from company/team through task force levels.

2. Company teams seldom use their M113 ambulances to evacuate casualties to battalion aid station (BAS) treatment teams for fear of leaving the unit without medics. Instead, company/ team 1SGs request BAS ambulances to come forward to evacuate patients from their casualty collection point (CCP).

RESULTS:

1. High Died of Wounds (DOW) rate due to lack of timely medical treatment while awaiting evacuation.

2. Medical platoons tie up their ambulance squads evacuating casualties from the company team CCPs.

Techniques:

1. Evacuate casualties from the point of injury or platoon CCP to the company team CCP by using damaged combat vehicles (FM 7-7J, page 2-192) or the 1SG's and Maintenance Team's M113s before using the Combat Medic Section's M113. The platoon's combat lifesaver can perform triage at the platoon CCP to set a priority for casualties to be evacuated as well as the platform needed.

2. The senior medic manages the company team CCP. If there is a shortage of medics, this triage point is the priority for manning; this allows trained medical personnel to treat patients and other personnel to transport/evacuate.

3. Prepare and utilize the commander and 1SG's HMMWVs as non-standard casualty evacuation platforms to move patients to the BAS or treatment team (see FM 8-10-6 for diagrams on how to rig the vehicles).

(TA.7.4.4 Provide Health Services)


TREND 3: (LTP) Planning for Combat Health Support (CHS).

PROBLEM: Combat Health Support (CHS) is not being integrated early enough in the planning process and is not being planned by the right people.

Techniques:

1. To be effective, CHS specifics (locations, times and compositions of BDE assets) should be included in the brigade OPORD so that it gets down to maneuver first sergeants via TF S4s.

2. The brigade medical planners, the brigade S1, and medical company commander (or his designated representative) must standardize taskings to subordinate units, composition of medical assets, lines of communication, and on-hand Class VIII supplies throughout depth of the battlefield by type of battle. This standardized information should become part of the brigade tactical SOP (TASCOP).

3. The brigade medical planners must begin planning after receipt of initial warning order and go forward with an initial plan to the brigade planning process. The brigade order should include specific information such as locations (grids) of planned ambulance exchange points (AXPs) and times they will be active.

(TA.7.4.4 Provide Health Services)


TREND 4: Scout platoon maintenance and casualty evacuation (CASEVAC). Task forces (TFs) seldom have an adequate CASEVAC or maintenance evacuation plan for scout platoons.

PROBLEM: Scouts must often rely on platoon assets which are unsuitable and degrade recon capabilities to conduct MEDEVAC and maintenance evacuation on the battlefield.

RESULTS:

1. The scouts platoon is slow to fully regenerate personnel and vehicles.

2. The scout platoon is unable to conduct further recon, surveillance or security missions.

Technique: TFs should assign (as a sub-unit task) the closest company/team as responsible for the MEDEVAC and maintenance evacuation for the scouts. The TF should consider providing additional assets to the company/team for this medical and maintenance coverage.

(TA.7.4.4.2 Evacuate Casualties)


TREND 5: Class III and V reporting and tracking.

PROBLEM: The Field Trains Command Post (FTCP) generally does not receive accurate logistical status from the company/teams and separate platoons in the task force (TF).

RESULT: This impacts the field trains ability to replenish personnel and combat systems as well as forecast Class III and V requirements.

Techniques:

1. Put into place a redundant system to receive accurate logistics status from TF subordinate units.

  1. Have the Combat Trains Command Post (CTCP) submit an initial report via FM or MSE.

  2. Follow this report with a "hard copy" logistics report from the unit supply sergeants.

2. Key FTCP personnel (S1 and S4 NCOIC) must use this status to replenish personnel and combat systems.

(TA.7.5.2 Supply the Force)


TREND 6: Supply and distribution of engineer Class IV and V materials.

PROBLEM: Task forces have difficulty planning and distributing Class IV and V materials to engineer units for defensive operations.

Procedures:

1. Per FM 5-10, Combat Engineer Platoon, there are two types of Class IV and V loads: mission and basic.

  1. Mission loads consist of those materials required for a specific mission (i.e., a standard-fix minefield).

  2. Basic loads consist of those materials that the platoon carries to protect itself.

2. For the purpose of saving time, the basic load can be used for specific missions; however, the basic load must then be replenished from the materials in the mission load.

3. Basic loads are pulled; mission loads are pushed.

4. Mission loads are a TF responsibility regardless of the command and support relationship specified for the supporting engineers.

Techniques:

1. Class IV and V resupply for the defense is one of the most demanding logistic operations the task force (TF) must carry out and requires all the assets that can be made available. A total cooperative effort by the TF, including engineers, is required if the defense is to be adequately resourced.

2. Units must exercise and wargame Class IV and V supply and distribution at Home Station. Develop and refine SOPs for resupply operations before deploying to the NTC.

  1. Maneuver support is essential for command and control, haul assets, and manpower.

  2. Engineer units must provide quality assurance/control to insure proper handling and breakdown.

4. Palletized standard loads (combat configured loads (CCLs)) and use of the palletized loading system family of vehicles help solve the planning and distribution problems commonly seen at the NTC.

(TA.7.5.2 Supply the Force)


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