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Military

SECTION II

NT - NEEDS EMPHASIS TECHNIQUES, PART 5

TA.6 MOBILITY/SURVIVABILITY

TA.6 Negative Trend 1: Breaching operations

  1. Task force planners and leaders must understand and train IAW FM 90-13-1, Combined Arms Breaching Operations, and FM 100-5, Operations, in relation to offensive breaching operations.
  2. Home Station training should begin with NCOPD/OPD instruction to ensure all personnel involved have the same basic understanding of breach operations, definitions and doctrine.
    - Training for task force leaders must focus on how to synchronize the elements conducting a deliberate breach.
    - Train company/team lanes to reinforce company level tasks and responsibilities.
    - Conduct battalion/task force breach training; whenever a company/team is breaching, the breach is a task force level operation.
    - Breaching should be incorporated into every field training exercise.
  3. The tenets of breaching (intelligence, breaching fundamentals, breach organization, mass and synchronization) must be considered in all breaching operations and wargamed as part of the planning process.
  4. Combined arms breaching rehearsals must be conducted with strict attention to the breaching fundamentals: suppression, obscuration, security, reduction. A deliberate breach implies sufficient intelligence to construct a good model at a rehearsal site where all elements involved can rehearse until they meet the standard necessary for successful execution. Combat power must be focused at a defined point of penetration with detailed synchronization of all battlefield operating systems.

TA.6 Negative Trend 2: Use of M8A1 chemical alarm

  1. Units must make the effort during Home Station training to properly employ M8A1 chemical agent alarms during their field training IAW TM 3-6665-12-12, and to maintain the equipment in serviceable condition.
  2. Refer to GTA 3-5-14.
  3. Develop standard operating procedures for marking M8A1s to prevent loss of an alarm. Maintain proper stockage of deployable supplies (to include batteries) IAW higher guidance, and ensure that supplies are rotated.
  4. Justify additional WD-1 wire for M8A1s using the unit MTOE and TM 3-6665-12-12 as references.

TA.6 Negative Trend 3: Reaction to chemical attack

  1. Units must develop and train a TTP or SOP for reaction to chemical agents on the battlefield. Routinely incorporate NBC training into every possible Home Station training event.
  2. For an offensive mission (tailored for specific units):
    - prior to LD, all drivers crossing LD are in MOPP Level III, everyone else in MOPP Level II.
    - at the first sign of chemical agent the drivers pull down their hatches and everyone else goes to MOPP Level IV
    - the unit does not slow its momentum
  3. MP teams have been teamed with chemical recon vehicles to provide additional security during movement and to act as TCPs at persistent chemical sites. While making use of FOX reconnaissance vehicles, it is very important to maintain soldier proficiency in the use of all available detection equipment.
    - the C2 is either the brigade chemo, chem recon platoon leader, or in some cases the chemical company commander
    - the plan is then rehearsed not only at the unit level but at brigade and task force rehearsals
  4. Remember that the M256 kits detect only vapor, while M8/M9 papers detect liquid contamination. Use the M8/M9 papers.
  5. Once identification of chemicals is known on the battlefield, the brigade must quickly disseminate the information and ensure the information reaches the lowest level. Units must capitalize on digital information technology.

TA.6 Negative Trend 4: Decontaminated unit operations

  1. Successful decon operations depend on proper augmentation of the decon platoon. Remember, the chemical decontamination platoon can provide one individual to coordinate with the contaminated element and then supervise decon operations. Task forces must obtain and then control decontamination equipment at a central location, and then use the task force NBC officer or NCO to supervise the decon operation, in conjunction with the decon platoon leader.
  2. The unit should train a decon team in each one of its units to be prepared to augment the decon platoon at the decon site.
  3. The brigade assumes responsibility for augmentees and CSS coordination, to include water transport. The brigade ensures the augmentees and CSS assets link-up with the decon platoon prior to decon operations.
  4. At link-up, the augmentees and CSS assets are under the control of the decon platoon leader.
  5. Detailed, thorough decontamination operations must be trained at Home Station prior to deployment so troops are familiar with how the operations are conducted, and the time and equipment necessary, etc.

TA.7 COMBAT SERVICE SUPPORT

TA.7 Negative Trend 1: Logistics estimates/CSS planning & integration

  1. This paragraph addresses logistics forecasting and synchronization of CSS planning. - Use every possible Home Station training opportunity to exercise logistical forecasting and reporting procedures. CSS planners must train to coordinate among themselves in planning. They must know how to do predictive analysis or forecast requirements of the supported the task force.
    - Practice the Tactical Decision Making Process (TDMP) including CSS planners during training at Home Station. CSS Planners learn and train on TDMP for their own training, to include METT-T factors.
    - Supported unit staffs must make a concerted effort to integrate CSS planners into TDMP. Have S-1 and S-4 assistants or NCOs take over administrative duties at Home Station while they attend this training.
    - Battalion logisticians must gather and analyze information and prepare a logistics estimate. Participation in the wargaming process allows CSS personnel to anticipate mission requirements and establish "triggers" for resupply.
    - Train S-1 in making casualty estimates, both deliberate and combat. Rehearse S-1 in integrating the casualty estimate into task force planning.
  2. This paragraph addresses Class V estimates.
    - Leaders and staff must understand where all of the ammo is located, when and where it is expected to be pushed, and which quick adjustments, based on a changing tactical situation, are feasible.
    - Develop a worksheet that prompts answers to key questions in estimating expenditures for future operations. Use this worksheet, or checklist, or ensure key ammo information is requested, pushed and tracked accurately.
    - Convert ammo estimates to triggers for resupply. These triggers should also be included on a mission execution matrix. Publish ammunition numbers in the FASP which reflect the ammo required, by battery, to accomplish their respective critical fire support tasks (CFSTs). Also specify the ammo to be carried by the ammo platoon and/or repositioning requirements.
    - Following coordination with the BAO, publish which standard load plans, by bumper number, the ammo platoon will use.
  3. This paragraph addresses scout platoon logistical planning.
    - The task force commander, XO and S-3 must become more directly involved in the CS/CSS planning process to support scout platoon operations. Incorporate commander's guidance into WARNOs. Put greater detail into FRAGOs and OPORDs to ensure scout platoon support requirements are understood and coordinated well in advance.
    - The task force XO (or S-3, depending on staff organization/responsibilities) should synchronize the support for the scouts, so the scouts are free to deploy on their mission as early as possible. The scouts must be able to move with the confidence that all necessary support is in place and available when the scouts need it.
    - Technique options:
    1) Give the scouts a dedicated vehicle (cargo HMMWV, 2 1/2T or 5T truck with a driver and TC out of the support platoon) that brings the scout LOGPAC forward from the field trains to a scout AA. During scout missions, this vehicle and crew can be staged in the combat trains until needed by the scouts.
    2) Make the HHC XO or First Sergeant bring the LOGPAC from the LRP to the scout AA. NOTE: both options above require a dedicated ambulance to support scout CASEVAC.
    3) Satellite off the closest company/team; however, this technique strains the CSS resources of the designated company.
    4) The task force may decide to "trade" a scout HMMWV for a cargo HMMWV. This gives the scouts a vehicle that can carry Class I/III/V, and evacuate casualties.
  4. This paragraph addresses recovery operations planning.
    - The Battalion Maintenance Officer (BMO) must have an understanding of the task force mission in order to develop a recovery plan, and must plan for collection points that will support the task force during the entire mission.
    - The BMO must integrate his recovery plan with S-4 CSS plan.
    - The recovery plan must be briefed during the CSS rehearsal to ensure that the company teams have a thorough understanding.

TA.7 Negative Trend 2: Supply management

  1. This paragraph addresses ammunition accounting in field artillery units.
    - Ammo management is a battery commander function. Platoon leaders will not manage ammo beyond platoon level. Command emphasis will place responsibility on leaders to verify the ammunition on hand will meet their critical fire support tasks for the upcoming mission. Commanders must translate battalion resupply ammo triggers into number of rounds based on ammo on hand at the start of the mission.
    - When the S-3, S-4 and FDO receive confirmation about the ammunition, by type and lots, that the battery ammunition officer (BAO) will draw, they should immediately develop an initial issue plan. This plan segregates the ammo to be calibrated from the unit basic loads (UBL), that batteries will receive in their initial upload. The (BAO) and the battalion XO confirm when the ammo has been configured to meet this initial requirement. Batteries confirm these counts when they report completion of upload. Develop a simple FM report for transmission to the S-3 and the battle staff providing a status of ammo expended, received and on-hand.
    - Battery commanders should bring ammo counts to every OPORD and/or rehearsal, and report their status to the FSCOORD or S-3. Require periodic physical inventories, by component, to confirm on-hand figures.
    - Tracking ammo should be delegated to POCs, but the battery commander should keep the POCs focused on ammo during the battle so the commander can relate that to resupply triggers. Keep platoon leaders involved in ammo management during mission execution; the FDO is usually too busy to manage ammo resupply.
    - Commanders must work with the battalion to know how much ammo they will receive before it arrives. Sections should know how much ammo they will pick up before their ammo carriers come to the ammo truck. Platoon sergeants should make an effort to supervise each section's draw. Commanders must stress the necessity of combat configured loads to the battalion XO and ammo officer.
    - Have platoon leaders issue a timeline to sections to get their ammo properly configured. Section chiefs can then report to the POC that the ammo is properly configured IAW the platoon leader's guidance. Then platoon leaders and platoon sergeants can follow up ammo guidance with pre-combat inspections at section level prior to battle to ensure compliance.
    - Do not waste time managing ammo by "eaches." Train TOC personnel to track ammunition expenditure based on their unit's execution of the scheme of fires. When cross- leveling ammo as part of a reorganization/reconstitution, manage munitions according to standard packaging, i.e., pallets of eight for 155mm rounds. Leave ammunition banded until it is time to prepare it for firing.
  2. This paragraph addresses task forces having difficulty reaching capacity from resupply operations and tracking supplies.
    - The Brigade Combat Team (BCT) must train to become more flexible in the development of Class III resupply windows. These windows should be flexible enough to support maneuver operations while at the same time maintaining the maximum capacity possible within storage/transportation assets.
    - During the maneuver and CSS rehearsals, task forces must discuss their plans to conduct refueling and rearming. If additional assets are needed to reposition forward on the battlefield, the brigade S-4 must know early enough to make the necessary arrangements. Task force S-4s and XOs need to provide brigade a more accurate assessment of the support they need and the support they are receiving. If additional support is required, the brigade XO and/or S-4 can coordinate with the FSB and MSB to provide assets.
    - Do not force the S-4 to guess what Class III/III(P) and Class V supplies are on-hand. Train to ensure Orange reports are submitted to the S-4, and that they contain complete information.
  3. This paragraph addresses resupply of electronic warfare (EW) teams.
    - Push LOGPAC forward to a location EW teams can quickly reach to resupply and then return. If the situation has CSS elements displacing, then at least put the LOGPAC where the EW teams can pass through LOGPAC enroute to their next site.
    - Try to coordinate LOGPAC to be conducted in conjunction with OPORD issuance or unit rehearsals in forward locations.

Table of Contents
Section II: NT - Needs Emphasis Techniques, Part 4
Section II: NT - Needs Emphasis Techniques, Part 6



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