The Largest Security-Cleared Career Network for Defense and Intelligence Jobs - JOIN NOW





7.1 Arm

* Class V Stinger missile resupply: Unit first sergeants and air defense battery headquarters personnel provide effective liaison within the BSA to enhance missile resupply.


  1. The key to effective missile resupply remains the prioritizing of incoming missile rounds within the brigade task force and coordination and link-up with existing unit LOGPACs.
  2. The battery commander's intent and prioritization must be known by the air defense personnel working in the BSA.
  3. Air defenders must move, or at a minimum, coordinate movement of missile rounds from the ATP to battalion field trains.
  4. Further coordination is required to maximize the use of battalion LOGPACs.
  5. Configure the rounds to the means used for the LOGPACs, ie. rounds on pallets or sling loaded configured to expedite the process.

7.4.4 Provide Health Services

* Casualty collection and treatment: Squads, platoons and companies are collecting and treating casualties quickly, minimizing the number of soldiers that die of wounds.


  1. Units are task organizing casualty evacuation teams.
  2. Units give detailed casualty evacuation instructions in operations orders.
  3. Units maximize the utilization of combat lifesavers until medics arrive.
  4. Soldiers demonstrate a good understanding of transport/movement procedures to collection points; evacuation is executed with a sense of urgency. Evacuate Casualties

* Treat and evacuate casualties (chemical platoon): Good CASEVAC plans are being developed and briefed down to the individual soldier level.

Technique: Platoons are arriving with at least one combat lifesaver per squad, and at least one vehicle is dedicated for evacuation.

NOTE: a PFC took charge when his platoon suffered heavy casualties and evacuated all casualties in a timely manner.

7.5.2 Supply the Force

* Soldiers' load: Soldiers' load has become a crucial concern for leaders during the planning process. Leaders and staffs are carefully considering how much is to be carried, how far, and in what configuration it is to be carried. Leaders are recognizing the potential impact of the soldiers' load, and are emphasizing and ensuring that soldiers carry only what is necessary.

NOTE: surveys indicate a general trend of trust by the soldier that the logistical system will provide what's needed in a timely manner.

* Logistics (Chemical platoon): Platoon sergeants insure soldiers are well cared for and provided all necessary resources. Platoons deploy with sufficient classes of supply to maintain the force throughout the rotation.

* Water production: Units are doing a much better job integrating preventative medicine personnel into water production operations.

RESULTS: improved site selection and better consumption estimates ensure sufficient water production.

Needs Emphasis

7. Combat Service Support BOS

* Combat readiness analysis: Units fail to consistently submit daily DA Form 2406 to the brigade S4.

RESULT: the S4 and the support operations officer cannot analyze the task force's combat readiness.

Procedure: Strictly enforce reporting procedures in TSOPs.

Technique: Conduct LOGEXs at Home Station to train and reinforce reporting requirements.

* CSS integration: Brigade staffs are not integrating the brigade S1, S4, and FSB support operations into the staff planning process.

RESULT: the logistics plan is not tied into the tactical plan. The S1, S4 and FSB staff have difficulty tracking the battle. This prevents them from anticipating requirements, or from providing proactive logistical support. It also hinders functioning as a brigade alternate TOC.

* Logistical automation:

  1. Units have not remained automated for maintenance and Class IX supply operations.
  2. Units inconsistent use of ULLS, SAMS1/2 and SARSS computer systems.
  3. Units display no depth in logistical automation STAMIS proficiency.
    EXAMPLE: usually there is only one soldier at the maintenance company shop office and/or tech supply who can effectively employ STAMISs for automated DS maintenance and Class IX supply support operations.
    RESULT: data collection is difficult and generated reports have questionable accuracy.


  1. Enforce logistical automation use for ULLS, SAMS 1/2, and SARSS.
  2. Include instructions for units to deploy with and use their logistical automation assets in either paragraph 4 (Service support) or the CSS annex of the OPLAN/OPORD.
  3. Intensify focus on Home Station training to increase the pool of trained operators for logistical automation STAMIS: ie., BLAST software, TTAs, and CONCENTRATOR.

7.3.2 Fix/Maintain Equipment

* ASL zero balance: Units consistently deploy with a high zero balance for their "come as you are" authorized stockage list (ASL).

Technique: conduct an ASL review board at least 90 days prior to rotational deployment, and then take corrective action based on board results.

7.4.4 Provide Health Services

* Blood management:

  1. DMSOs and medical companies are not adequately trained at receiving, storing, transporting, and transfusing liquid red blood cells.
  2. DMSOs are not inventorying and packing blood properly for shipment.
  3. Medical companies do not properly inspect blood upon receipt.
  4. Medical companies are not performing routine maintenance on their portable biological refrigerators and the status is not tracked above company level.
  5. Medical companies are unfamiliar with the capabilities of the biological refrigerators: many units do not realize they can be powered off a vehicular electrical system during transport.
  6. Transfusion sets and normal saline are not packed as part of medical equipment sets.


  1. Review FM 8-10 and develop a detailed blood SOP.
  2. Add the maintenance status of the medical company's biological refrigerator to the list of FSB CCIR.

Technique: TRAINING: include blood management as a task trained during all FTXs. Move/Evacuate Cargo, Equipment, and Personnel

* Health service support in a chemical environment:

  1. Units are unprepared to decontaminate and treat chemical casualties.
  2. Soldiers and medical officers are unfamiliar with current chemical casualty care protocols.
  3. Chemical treatment sets are not properly stocked.
  4. Medical supplies and equipment are not safeguarded prior to anticipated chemical attack.


  1. Review FM 8-10-7 and Medical Management of Chemical Casualties handbook (Aug 93).
  2. Develop a STX based on ARTEP task 8-2-0314.

Procedure: update unit treatment protocols.

7.5.2 Supply the Force

* Resupply command and control: Units do not plan or execute requisite command and control of resupply operations and assets. No command and control element is tracking the execution of resupply.

RESULTS: units do not maximize available Army aviation and ground assets; units do not receive needed supplies at the correct time, in the correct configuration, or at the correct location.

Procedure: Designate a command and control element to track issue and receipt of supplies. Issue Supplies

* POL supply point operations: Units routinely disregard the procedures established in FM 10-69, Petroleum Supply Point Operations.

PROBLEM: Components of the fuel system supply point (FSSP) and forward area refueling equipment (FARE) are mixed and matched to make "custom" supply points.
RESULT: degraded overall storage and distribution capability because the doctrinal supply points do not have adequate components as a result of the mixing and matching.

Technique: set up supply points doctrinally.

Table of Contents
Section II: TA.6 Mobility/Survivability & Nuclear/Biological/Chemical (NBC) BOS Narratives

Join the mailing list

One Billion Americans: The Case for Thinking Bigger - by Matthew Yglesias