the logistics

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MEDICAL BRIGADE

The medical brigade provides treatment, hospitalization, evacuation, logistics, patient regulating, PM, psychiatric, laboratory, dental, and veterinary support to the corps. The medical brigade HQ task organizes the COSCOM medical assets to meet the patient work load and CHS requirements corps forces generate. Medical assets are task organized under subordinate medical groups normally employed geographically in the corps rear area and directly under the brigade HQ. The medical brigade mission, functions, and organization are covered in more detail in chapter 9, section II.

TRANSPORTATION GROUP

A transportation group could be attached to the COSCOM to provide command, control, and staff planning if three or more functional transportation battalions are included in the corps force structure. The number of transportation battalions in the force structure is normally based on the number of truck and terminal operating units providing corpswide support under the rear CSG, not on those assigned or attached to forward CSGs.

SUPPORT TO DIVISIONS, SEPARATE BRIGADES, AND ACRs

DISCOMs, support battalions, and support squadrons provide most of the required logistics support. However, they depend on the COSCOM for GS-level supplies, medical supplies, evacuation and reinforcing medical treatment support, reinforcing DSM and AVIM, transportation and airdrop support, mortuary affairs support, and secondary field services support (such as SLCR). MSBs and FSBs rely on COSCOM augmentation or reinforcement to support nondivision units employed in their areas.

SUPPORT TO HEAVY DIVISIONS

Corps transportation assets deliver GS-level supplies to division DSU supply points and maintenance units. Division units go to their supporting supply point to pick up their supplies. In contrast, the COSCOM delivers class IV barrier or fortification material directly to emplacement sites and aviation fuel directly to division and corps aviation elements. When necessary, the corps airdrops critical fuels, ammunition, repair parts, rations, and blood supplies.

COSCOM DSM units or AVIM units provide reinforcing maintenance support to division DSM and AVIM units. The corps G4 determines the priority of maintenance support. The COSCOM may attach MSTs to a division, separate brigade, or ACR.

DS field services companies provide SLCR support to division as well as nondivision troops. The collection company in the BSA and DSA will establish a forward collection point to begin the mortuary affairs collection and evacuation process.

Corps ambulances evacuate patients from division treatment stations to corps hospitals. The medical brigade provides reinforcing treatment, dental, and PM support. The Medical Logistics (MEDLOG) Bn (Fwd) builds prepackaged resupply sets of consumable medical supplies to support division requirements.

In addition to supporting the supply distribution system from the corps GS level to division DSUs, corps truck units support personnel and heavy equipment movement and cargo transfer operations in the division.

SUPPORT TO LIGHT DIVISIONS

a. General. The light infantry division (LID), airborne division, and air assault division require more logistics support from the COSCOM than heavy divisions. These divisions perform only essential logistics support and CHS functions and stock only mission-essential supplies with their organic assets. They depend heavily on corps and echelon above corps (EAC) units to provide resupply to the DISCOM, reinforcing DSM, transportation, medical support, SLCR, and airdrop support.

The LID requires more throughput from the corps rear area to the BSA due to the MSB's limited capability to resupply FSBs. However, the COSCOM cannot throughput too many supplies or it will overwhelm the LID's limited ability to move assets around the battlefield.

Light division maintenance support and capabilities are limited. They rely on replacement versus repair of components and pass an increased maintenance work load to nondivision DSM units.

LID and airborne divisions place heavy transportation requirements on the COSCOM for personnel, cargo, and airdrop support.

The COSCOM provides CHS augmentation, including positioning medical evacuation assets forward.
b. LID augmentation. Although the LID was designed for low-intensity conflict and was limited on total personnel, projected combat intensities quickly drive support requirements beyond LID DISCOMs' organic capabilities. Specific COSCOM elements have been designed or identified to perform required functions to offset these excessive work loads. This augmented support, over and above the normal COSCOM support organization, is sometimes referred to as the "corps slice." The following corps teams, detachments, and platoons augment the LID support organization:

The LID QM supply support detachment provides materiel management support functions and performs data processing-related processes beyond the LID's organic capabilities. It may either collocate with the CMMC or the LID's DISCOM.

The light/medium truck company offsets the driver shortfall in the LID that results from allocating only one driver per vehicle for single-shift operations.

The LID missile support team from the corps DS missile support maintenance company augments the division missile support capability. LID missile maintenance support is limited to reparable exchange (RX) with repairs being performed at corps.

The LID AVIM support team is attached to a COSCOM AVIM company to offset an estimated 21 percent of the AVIM work load passed back to the corps.

The LID MST augments an estimated 20 percent of the ground maintenance work load passed back to a nondivision DSM company providing DS to a LID.

The perishable subsistence platoon assigned to the COSCOM general supply company augments the LID's MSB, providing A- and B-ration storage and issue capability.

The LID graves registration team augments the MSB. This team can process 79 remains per day, perform search and recovery as required, and operate a collection and evacuation point. Fielding of the corps mortuary affairs collection company will eliminate this augmentation.

The hot/arid environment water team provides potable water storage and distribution system assets in arid regions.

SUPPORT TO SEPARATE BRIGADES AND ACRs

Similar to support to divisions, the COSCOM provides medical, GS supply, reinforcing DSM, field services, and transportation support to separate brigades and ACRs. When one of these corps forces employs in advance of a corps-sized force, elements of a forward CSG deploy to provide support. The support could consist of a forward logistics element formed by a forward CSB or a full tailored CSB depending on the force's requirements. In either case, a forward CSB and the CSG provide all required DS- and GS-level support, including heavy-equipment transporter (HET) movement support to the separate brigade or ACR.

If a separate brigade or ACR deploys in an allied force area adjacent to US forces, forward CSG/CSB support elements from the adjacent US forces provide out-of-sector support. They may support from their sector if an adequate line of support can be established, or they may deploy with the corps force to augment the support battalion or squadron capabilities.

HOST NATION SUPPORT (HNS)

HNS includes civilian and military support services the host nation (HN) furnishes to forces stationed on HN territory during peace and war. HNS helps to offset manpower, equipment, and supply requirements. It is the preferred method of meeting unsatisfied military support requirements. In times of crisis, using HNS will significantly reduce the time required to deploy and establish US reinforcing units.

The two categories of HNS that offset US requirements are direct HNS and indirect HNS. Direct HNS consists of HN military or paramilitary units organized similarly to US units. This HNS relates to comparable US organizations and capabilities. Indirect wartime HNS refers to support that is anticipated based on agreements with the host country. The type and volume of HNS services provided will depend on agreements between the nations involved and the host nation's actual capabilities. Unless other provisions apply, the United States will reimburse costs.

Due to the proximity of combat operations, only the HN military should perform some HNS functions. HN civilian firms may provide bath, laundry, and bakery services. HN buildings and facilities, as well as transportation and distribution systems, can offset logistics support requirements, particularly in port areas. The COSCOM Assistant Chief of Staff (ACofS), Support Operations Procurement Support Branch, should consider these areas when planning and requesting HNS. It should conduct a risk assessment to determine the impact should planned logistic area HNS not be available.

COSCOM ACofS, Support Operations Procurement Support Branch, personnel manage and coordinate HNS that has been negotiated and agreed upon by the host nation in peacetime and is expected to be provided in wartime to support the COSCOM's logistics mission. The COSCOM ACofS, G5 section personnel manage and coordinate available HNS for COSCOM units. As appropriate, section personnel manage and coordinate any additional ad hoc HNS the appropriate HN authorities have agreed upon. They coordinate requirements with civil affairs teams, the corps G5, and subordinate CSGs.

To support contingency operations, an HNS coordination team (contingency) can be assigned to the task force's senior logistics HQ. This team locates, obtains, and coordinates available HNS resources. It coordinates closely with the civil affairs organization operating with the contingency force. The team obtains HNS resources through local purchase or contracts and coordinates with finance and legal activities to execute HNS contracts.

JOINT OPERATION SUPPORT

Corps forces can operate as part of a joint task force. As the corps logistics command, the COSCOM supports corps units conducting joint operations. The COSCOM assumes the role of theater-level logistics manager and operator in a single corps contingency situation. While each military service provides its own logistics support in principle, the joint task force commander normally tasks the dominant user to provide or coordinate support for all service components. The commander in chief (CINC) allocates critical logistics assets among services and issues directives to transfer logistics functions between service components.

COSCOM CONTROL CENTERS

a. CMMC. The CMMC centrally controls all GS supply within the corps. It also manages DSM support operations. CMMC commodity managers perform centralized stock management of a specific supply class. Materiel managers provide consolidated materiel management of a specific commodity. They manage supply classes by exception using selective controls. Commodity managers compile, interpret, and report data to the appropriate logistics branch in the COSCOM's support operations section. Centralized management uses input from automated management information systems and communications to interface with the movement control center (MCC). FM 54-23 provides additional information on the CMMC.
CMMC mission. The CMMC performs integrated materiel management for the corps for all classes of supply [except medical supply, classified communications security (COMSEC), and classified maps]. Integrated materiel management involves computing requirements, establishing stockage levels, directing and distributing procurement, disposal, and developing guidance for maintenance priorities. The CMMC also performs maintenance management for all assigned or attached maintenance activities.

Split-base operations. The CMMC must be able to displace in increments to provide onsite materiel management support of a force-projection response to a crisis, from the force's initial entry into theater through the culmination of operations. The remaining part of the CMMC remains in a secure sanctuary installation location. The home-based main CMMC is augmented with table of distribution and allowances (TDA)-authorized civilians. The CMMC element in the sanctuary area processes the requirements for units in the sanctuary area and for those activities the forward CMMC elements support. Assured communication between the forward and sanctuary-based CMMC elements is required. A military or commercial system may provide the link.

b. CMCC. The CMCC provides centralized movement control and highway regulation. It uses its subordinate movement control teams (MCTs) and movement regulating teams to commit and allocate corps transportation assets. In response to unusual transportation support requirements, the CMCC controls transportation assets in truck companies attached to TMT battalions or CSBs. The CMCC is discussed in detail in chapter 4.

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MOVING THE FORCE

TRANSPORTATION SERVICE

Within an AO, transportation organizations provide support in three basic functional areas: mode operations, terminal operations, and movements management services.

a. Mode operations include physically moving personnel or materiel on a transportation conveyance. The basic modes of transportation are air, rail, road, and water transport. Pipeline is often referred to as a mode of transportation; however, since the transportation organization does not plan, manage, or operate pipelines, they will not be addressed in this summary.

b. Terminal operations consist of shifting cargo from one mode of transportation to a different mode or from one type of transport within a mode to a different type at an intermediate point within the transportation system. A transportation system's effectiveness depends on the efficiency of the terminal facilities that support it. There are two types of terminal operations: terminal service operations and terminal transfer operations.

Terminal service operations support water terminals at either established ports or logistics- over-the-shore operations (LOTS) sites. Transportation terminal service units load, unload, and transship cargo to support the port operations. They also sort cargo by destination and prepare all required ********ation to account for cargo moving through the terminal.

(a) Division modal operations include aviation and truck. The G3 controls aviation assets. The division transportation officer (DTO) coordinates CSS employment of aviation assets with the G3.

(b) The number and types of units assigned to the TMT battalions are variable.

c) The number of movement control teams (MCTs) and movement regulating teams (MRTs) assigned to the MCC is variable.

d) Terminal service and railway operating capabilities may be assigned to the COSCOM as required when a corps is operating independently.

(e) The corps or TA will provide required terminal operations within a division's AO.

Terminal transfer operations include transshipping cargo at air, rail, motor, and inland barge terminals. This includes unloading, segregating, temporarily holding, ********ing, and loading cargo whenever a change in mode occurs

Movements management involves two major functions: transportation movement and highway regulation

Transportation movements management includes the staff planning and coordination required to use the transportation system effectively to move personnel and materiel to the right place, at the right time, and by the most economical means. This management is concerned with planning, coordinating, programming, monitoring, and supervising the allocation and use of the available transportation resources to meet the command's movement requirements. The transportation aspects and logistic readiness actions are continually reviewed, analyzed, and evaluated. This coordination is accomplished through the CMCC and its MCTs to coordinate the movements management program in support of the corps

The MRT established at locations of high-volume traffic (such as supply activities and terminals) performs highway regulation. The MCT acts as the interface between the transportation system users (customers), the mode operators, and the management system))

Division and corps transportation requests

Transportation movements management is centralized at the highest organizational level to maintain flexibility of support and obtain maximum efficiency and effectiveness. The CMCC coordinates and monitors shipments within the corps area. The MCC is the nerve center of the transportation system where movement requirements are received and analyzed, where transportation resources are allocated, and where resources are committed to satisfy these movement requirements. Most corps movement planning and programming are accomplished at the CMCC

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CORPS TRANSPORTATION OPERATIONS

a. Movements management.

The CMCC implements the corps movement program. It will allocate corps transportation assets according to the priorities established in the corps movement program. The program will be developed based on known movement requirements by class and type of supply required in the corps area. The MCC will consolidate and tabulate requirements by class of supply, tonnage, and movement program line number. It will match requirements to transport capabilities and the mode selected.

The MCC receives requests for priority nonprogrammed movement requirements. It verifies the requirements with the origin MCT. If necessary, the MCC may make adjustments to the corps movement program. The MCC directs the origin MCT to coordinate with the destination MCT to confirm receiving capabilities and to obtain a transportation movement release. The destination MCT coordinates with the shipping unit to ensure the movement is completed by the required delivery date.

The COSCOM ACofS, Support Operations, Transportation Branch, chief validates competing priorities. Transportation priorities are based on the Uniform Materiel Movement and Issue Priority System (UMMIPS). MCTs ensure that the transportation priority is correct. If necessary, MCOs identify programmed movements that can be delayed and recommend relocating transportation support assets.

When possible, alternative modes and other assets within the corps area will be used. If not available, the MCC requests assistance from the theater army movement control agency (TAMCA). When requirements exceed transportation capabilities, supply and transportation priorities will be combined to provide the basis for allocating transport assets.

The MCC coordinates highway use for all movements originating in, terminating in, or transiting the corps area. It coordinates movements coming into and leaving the corps with the DTO and the TAMCA. The MCC also coordinates with movement officers at all levels to ensure the receiving and unloading capabilities of supported units in the division and corps areas are not exceeded and that visibility of cargo in transit is provided.

The CMCC will coordinate circulation and security missions with the MP brigade. The MP brigade ensures that authorized traffic moves smoothly, quickly, and with little interference along the MSR. It routes traffic to meet changes in the situation, enforces MSR regulations, and reconnoiters MSRs.

MCTs process requests for programmed or nonprogrammed movement and convoy clearance requests to the MCC's highway traffic HQ. That HQ notifies the origin MCT of the movement credit and number. The MCTs then forward the convoy clearance to the requesting unit. MCTs also forward requests exceeding mode capability to the MCC. After the transportation mode has been selected, MCTs issue a transportation movement release number and instructions to the shipping unit concerning shipping and handling. They also ensure that shipping units consolidate partial load shipments where practical.

As necessary, MCTs expedite handling frustrated cargo due to missing or improper s, improper packaging, or mixing noncompatible hazardous material. Requests for follow-up, shipment status, or tracing will be submitted to the MCT that originally scheduled the shipment. The requesting unit must provide the shipment's transportation control number. To ensure effective use of transportation assets, MCTs coordinate the arrival and spotting of transportation assets to be as close together as possible. They will forward reports of movement status on cargo shipping actions (cargo held, diverted, reconsigned, transferred, traced, or expedited cargo) to the MCC.

MCTs will also maintain an inventory of containers and submit the status of containers arriving and departing within their AOR to the MCC. They coordinate with mode operators to ensure that assets arrive at the required time and check with the shipping unit to ensure prompt transportation assets. If required, MCTs arrange sensitive cargo movement.

If the mode is by air, MCTs will coordinate the cargo transfer from an aircraft to surface modes. As required, they will designate temporary storage sites for cargo requiring breakbulk. Destination MCTs will coordinate with receiving units to ensure the availability of transportation assets is not reduced due to unloading delays. As necessary, they will spot-check unloading procedures.

MRTs coordinate authorized traffic movement. They report to the MCC on vehicle and convoy movement along routes. They also report disruptions in traffic flow due to vehicle breakdown, road conditions, or enemy action. As necessary, they adjust movement schedules and change truck or convoy routing. They then notify convoys of changes in routing and rate of march. MRTs also provide convoy commanders the latest intelligence on route conditions, possible threat action, and air or artillery support availability.

(a) Traffic circulation planning. This plan graphically portrays the road network and how it is to be used and maintained.

The plan normally includes restrictive route features; route designations; direction of movement; and locations of boundaries, units, highway regulating points, traffic control points, and major supply or shipping activities.

(b) Traffic routing. Traffic is routed over designated routes to balance the vehicle and route characteristics (road surfaces, curves, and bridge capacities) and to reduce traffic congestion or conflicts.

c) Traffic scheduling. Traffic scheduling is coordinating times for movement along specified routes to satisfy command movement priorities; minimize delays, conflicts, and congestion; and promote security and passive defense.

b. Mode and terminal operations.

COSCOM transportation forms the critical link in the theater distribution system. The actual organization depends on forecasted work load and units available in the force structure. A transportation group HQ is required when three or more transportation battalions are included in the force structure

The transportation organization is structured to move cargo, equipment, and personnel by various modes of transport and provides transport resources in support of campaigns and major operations. It needs to move maneuver units on the battlefield as well as reposition the corps support structure. HNS can help offset shortfalls in US transportation units

Motor transportation units consist of a variable number of truck companies and cargo transfer companies. The COSCOM commander attaches them to his subordinate CSGs or transportation group for allocation/reallocation to CSBs and transportation battalions. FM 55-30 describes truck unit operations

The transportation battalion attached to the rear CSG provides direct as well as general support to corps nondivision units and reinforcing support to assigned divisions. It also provides throughput distribution as far forward as the BSA. When employed to support an independent corps operation, the battalion may need to operate the transportation service from the waterline to forward areas of combat. This situation requires that the troop list include terminal and rail units from an EAC rail or terminal battalion

Light-medium truck companies move general cargo in support of the corps. They primarily operate to support the COSCOM's internal needs in the corps rear

Medium truck companies are allocated to CSBs or transportation battalions. They haul containerized and breakbulk ammunition and general cargo within the corps rear area and to supply points located in the DSA/BSA

Heavy truck companies move heavy or outsized cargo and vehicles such as tanks, howitzers, and personnel carriers. HETs support operational and tactical mobility. HETs move heavy armored forces from a port of debarkation (POD) to an initial assembly area in the corps rear area. HETs also move heavy armored forces with slice elements from corps or division areas as far forward as mission, enemy, terrain, troops, and time available (METT-T) factors will permit. Using HETs to move heavy armored forces reduces fuel requirements en route. It also reduces the maintenance work load due to fewer system breakdowns en route. Weapon systems are functional and crews are rested and prepared to fight. HETs may also support evacuation and weapon system replacement operations (WSRO). When HETs perform a battlefield evacuation role, they move as far forward as the most forward collection point operated by the maintenance company in the brigade area. Due to the low density of these assets, the HET company is not normally placed in a DS role

Cargo transfer companies transship cargo at air, rail, motor, and inland barge terminals. This includes unloading, segregating, temporarily holding, and loading cargo whenever a change in mode occurs

Trailer transfer point teams (TOE 55540LE00) are attached to the transportation battalion. They receive, segregate, assemble, and dispatch loaded or empty semitrailers for onward movement IAW CMCC-directed priorities. They also provide emergency refueling and minor repairs for arriving vehicles

Depending on the theater, a US terminal transfer cellular logistics team (CLT) (TOE 55510LA00) could be allocated. This CLT provides liaison and serves as the interface in joint terminal transfer operations with HNS terminal transfer units. Based on the mission of HNS terminal transfer units, the CLT may operate at a railhead, airhead, seaport, inland waterway port, or depot. Though assigned to the COSCOM and attached to a CSG, the team collocates with the HNS transportation battalion and terminal transfer units. The HQ section collocates with the HNS transportation battalion HQ, serving as the HNS battalion logistic operations section. The two company sections collocate with HN terminal transfer companies. They serve as a portion of the terminal transfer company's operations section. CLT personnel

Provide operational mission coordination (taskings) to the HNS transportation battalion

Consolidate and forward transportation management reports from HN units to the CMCC

Coordinate mission taskings between the CMCC and HN terminal transfer units

Maintain visibility of intransit US shipments and supplies, providing status reports through US channels/organizations

Divert cargo when the CMCC directs

Assist HN personnel in preparing US

Provide technical guidance for loading US cargo on HN equipment

An MCT passes taskings for transportation and terminal transfer support via an HN liaison officer (LO) team collocated with the MCT. The CLT headquarters section receives the terminal transfer tasking order with assigned transportation movement release number and relays the tasking information to the wartime host nation support (WHNS) transportation battalion S3. The WHNS terminal transfer company operations section tasks transfer platoons with the mission and provides cargo information. The CLT company sections assist with cargo ********ation. Based on input from the MCT/CMCC, the CLT may alter transportation movement priority of shipments

DIVISION TRANSPORTATION OPERATIONS

The DISCOM's principal transportation asset is the MSB TMT company. Its mission is to provide truck transportation to distribute supplies and to move heavy and outsized vehicles and cargo. It also provides vehicles to help division elements needing supplemental transportation, including class V emergency unit distribution

The DISCOM MCO centrally controls division motor transport vehicle employment and coordinates priorities with the DTO. To the extent practicable, every transportation dispatch should serve two purposes. For example, trucks that transport supplies and personnel forward to supported units also, on the return trip, bring back damaged and captured equipment, salvage, and prisoners of war (PWs)

The TMT company is usually located close to the MSB headquarters near mainland LOCs. The TMT company's mission is to

Provide truck transportation to move supplies from the DSA to the BSA

Transport division reserve supplies for which the MSB is responsible

Furnish vehicles to assist division elements with requirements for supplemental transportation, including emergency unit distribution of class V supplies

The DTO plans and establishes movement priorities based on the division commander's overall mission priorities. The division G3 assigns motor transportation mission priorities for tactical support and the G4 for logistic support. The DTO is the staff's communications link for transportation between the division and the corps. The DTO gives the DISCOM MCO broad policy guidance and basic plans and policies. He also provides staff supervision and assistance in transportation matters concerning all modes of transport. The MCO controls motor transportation asset employment and allocated CSS air assets within the division. The DTO coordinates with the G3 and the division aviation officer to allocate division air assets. All users forward their transportation requirements within the division to the MCO. Transportation capabilities are then balanced against requirements and division-level priorities. When routine requirements exceed available division motor transport capabilities, the MCO requests additional transport support through a supporting MCT. The DTO will still request all required nondivisional air support and nonroutine motor transport requirements from the MCC )if a supporting MCT cannot meet requirements)

There must be close and continuous coordination between the MCO and the DISCOM S2/S3, the DTO, the MCC, the MCT, the FSB support operations section, and the provost marshal's office operations officer. The MCO is the link between the division transportation mode operators and the division transportation users

AIRLIFT RESUPPLY SUPPORT

Air resupply is accomplished using both air-land and airdrop. Although Army and Air Force assets are both used for these delivery methods, the Air Force performs most of the airdrop missions. The air-land delivery method is preferred because it does not require special airdrop equipment or rigging. The Army, however, furnishes the airdrop equipment and prepares the loads for airdrop missions. The request procedures for both airdrop and air-land resupply are the same. Airlift request procedures must be responsive and flexible to accommodate deliberate and rapidly changing situations. The planners must direct their efforts to optimally use scarce and vital airlift assets

The Air Force supplements the Army's transportation capability within a theater of operations. At each level of command, staff elements are designated to control and manage transportation asset use (motor, rail, and Army aviation) and to monitor Air Force airlift requirements. The corps transportation officer, under the corps G4's staff supervision, performs these critical transportation staff functions and integrates airlift requirements into the overall corps transportation requirements

The ACofS, Support Operations, Transportation Support Branch, chief, COSCOM, supervises the CMCC that, in turn, controls all CSS transportation movement activities in the corps sector. Transportation Support Branch personnel also validate airlift requests generated within the corps. The transportation requests are considered validated when forwarded through designated channels to the next command echelon for subsequent validation or to the transportation unit for execution. For reinforcement, the DTO in a division normally validates preplanned airlift requests while the G3 staff personnel validate immediate airlift requests. At corps, the MCC validates preplanned airlift requests. Coordinating or special staff agencies may receive authority to validate immediate requests to facilitate the request process

Tactical operations and special missions use preplanned airlift support when sufficient time is available to schedule necessary assets. Immediate requests result from unanticipated, urgent, or priority requirements. These requirements may be met by providing aircraft on a quick-reaction basis at designated locations, by diverting or canceling preplanned missions, or by generating a standing sortie. Therefore, an emergency airlift mission may use a preplanned airlift sortie; however, it would normally be filled by an immediate mission using the highest priority the theater commander establishes. Ground force requirements for airlift normally originate as requests for transportation or resupply support. The S3/G3 develops the requirements for airlift and coordinates its use when requesting airlift for tactical air movements. The S4/G4 processes the actual request for air transport to support the air movement through logistic channels.

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TRANSPORTATION PLANNING PROCESS

The transportation planning process must be followed regardless of the type of transportation planning being done. First, determine what must be moved. Second, determine what transportation resources are available. Third, balance requirements against resources. Fourth, determine shortfalls and critical points and apply priorities. Fifth, and most important, coordinate the plan with all units affected. The transportation planner must determine what the units need and then attempt to develop a transportation network to satisfy those needs.

a. Determining requirements

Each requirement to move troops or supplies generates at least one requirement for transportation. Initial transportation requirements can be expressed in terms of tonnage (or numbers of personnel) and distance. In the later stages of planning, the tonnages become classes of supply or even distinct items

The transportation planner provides adequate transportation support for the operation. He estimates total requirements based on the supplies required to support the forces and distances involved. This estimate serves as a point of departure. It functions as a general check on whether the requirements the users submitted are realistic

Some requirements may be within the capability of transport organic to the requesting unit. The planner must determine the extent of such capabilities and urge their use

Special requirements will be generated when the corps includes an airborne or air assault division. These divisions have limited organic transport capabilities. Therefore, when committed to sustained ground combat operations, they will require significant, dedicated corps transportation

b. Determining resources. Resources are determined by assessing transportation resources and con-sidering

What types of transportation units are available.

Characteristics and capabilities of each mode of transport.

Capabilities of available civilian transport based on a facility survey, equipment inspection, and agreements negotiated with civilian transportation operators.

Capabilities of HN transport, both civil and military, based on a facility survey, equipment inspection, and agreements negotiated with the host nation

c. Balancing requirements and resources. Balancing requirements and resources is a process that determines if the transportation capability is adequate to meet the requirements. It also establishes the work load for each segment of the transportation service. This is the most time-consuming portion of the planning process

Providing complete transportation support requires considering factors other than the necessary operating units. The planner provides for adequate C2 by organizing units according to their missions, proposed locations, and area of coverage. He coordinates with other service planners to make certain their plans include the necessary capability to support the transportation units. He makes recommendations on the location of S&S units according to their transportation requirements

A composite statement of total transportation requirements speeds up the planning process. Each planner selects the format he finds most usable. One may use a chart listing all requirements showing origin, destination, required delivery date, weight, quantity, and class of supply for each shipment

The process of establishing work loads for each transport mode varies according to the phase of the operation. Usually, the plan for the initial phase should provide sufficient motor transport for all cargo and personnel movements. Though some priority items will move by air, this quantity will normally be only a small percentage of the total supplies

Work loads are computed individually for each transport mode according to the characteristics and capabilities of the operating units of that mode. The final plan, however, must combine the units and operations of all modes into a single, integrated transportation system

During actual operation, the theater commander allocates a portion of the available airlift to TA for its requirements. For planning purposes, however, air movement capacity is an assumption based on coordination with Army aviation and Air Force planners. This assumed capacity seldom exceeds the requirement for moving priority cargo. If there is an excess, planners should use it for nonprogrammed priority movements. Army transport aircraft capacity seldom exceeds the amount required for DS of combat operations. Therefore, there should be no plans for routine air movements of other than priority cargo

Rarely will a transportation plan extensively use inland waterways. In only a few areas of the world are there extensive inland waterway systems compatible with transportation requirements. Inland waterway systems are relatively vulnerable to enemy action and sabotage and are difficult to restore to usefulness

The planner must be certain to include all types of work loads. They may include successive, direct, and retrograde shipments of some cargo; ********ation for rehandling; requirements for rewarehousing; augmentation of units' transportation; assistance to the medical evacuation plan; and requirements to support allied and civilian organizations

d. Determining critical points, shortfalls, and priorities. Determining critical points along the proposed transportation system is done early in the planning process to identify points such as supply facilities, aerial and water ports, terminal transfer locations, and other points that may create bottlenecks. Accompanying this critical point determination is analyzing which alternative plans would alleviate possible bottlenecks. This builds flexibility into the system. Determining capabilities results in an assessment of the number of transportation units and their equipment available to support common-user movement requirements. Included in this assessment is the total number of HN transportation assets allocated, the number of third-country and US-contracted assets and reception materials handling, and in-transit storage capabilities. Balancing known or projected requirements against this assessment requires movement planning according to command priorities and the transportation priority or the shipment when capabilities fall short of meeting requirements. The remaining shortfall will be adjusted, and these adjustments will be coordinated with the shipper, receiver, materiel manager, and logistic staffs.

e. Coordinating among planners. Complete coordination among all planners is mandatory to ensure integrated support. Original guidance is seldom valid throughout the planning period. Therefore, constant coordination with the other staff planners on changes to the mission, commander's concepts, assumptions, intelligence, policies, priorities, allocations, locations of facilities, and other elements necessary to keep planning current is an absolute necessity

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DEFINITION OF TERMS

The following selected transportation terms are useful in understanding transportation operations in combat

a. Backhaul,shipping materiel to or through an area from which the materiel has previously been shipped

b. Consignee,the receiving agency, unit, depot, or person to whom the shipment unit is addressed or consigned

c. Consignor,the activity from which a shipment unit is made

d. Diversion,rerouting cargo or passengers to a new transshipment point or destination or on a different mode of transportation before arriving at the ultimate destination

e. Highway regulating point,point on the highway where the MRT records and reports arriving and departing highway movements and regulates those elements by issuing instructions for continuing the march, detours, diversions, schedules, etc

f. Highway regulation,planning, routing, scheduling, and directing actual highway use by vehicles; personnel afoot (including troops, refugees, and civilians); and animals using highway transportation facilities and equipment most effectively to meet operational requirements. This is a highway traffic division function

g. Highway traffic control,enforcing the rules of the road, traffic regulations, and road discipline, including spot direction. This is a provost marshal and MP function

h. Intertheater shipments,shipments moving into or out of the theater

i. Intratheater shipments,shipments originating and terminating within the theater

j. Line-haul,in highway transportation, a type of haul involving long trips over the road in which the portion of driving time is high in relation to the time consumed in loading and unloading. Line-hauls normally involve one trip or a portion of a trip per operating shift of 10 hours, or two trips per day

k. Local haul,in highway transportation, a type of haul characterized by short driving time in relation to the loading and unloading time. These hauls normally involve four or more trips per day

l. LOTS,loading and unloading ships without the benefit of fixed port facilities in friendly or unfriendly territory

m. Mode operations,a collective term used to indicate operations of one or more transport modes (highway, rail, water, and air)

n. Movement capability,the total capability of the shipping and receiving agencies and the transport services to effect transportation between two or more points or areas over a stated period of time

o. Movement control,planning, routing, scheduling, and controlling personnel and supply movements over LOCs; also an organization responsible for these functions

p. Movement control agency (MCA),a major functional TA control element that coordinates and administers transportation policy. This agency balances and coordinates the capabilities of shipping, transporting, and receiving activities theaterwide; maintains a close relationship with CONUS transportation activities; and technically supervises the CMCC

q. Movement control center (MCC),a functional control center at corps level (assigned to a COSCOM) that balances and coordinates the capabilities of shipping, transporting, and receiving activities to provide a responsive transportation system capable of satisfying the commander's movements requirements

r. Movements program,a command directive prepared by the transportation movement element and issued in the commander's name giving plans for future movements. It is based on the commander's overall plan and coordinated with all interested agencies. The movements program allocates the available transport mode capability to satisfy the movements requirements according to priorities the commander establishes. These priorities provide an orderly basis for resolving competition among the various users of the available transport. The movements program normally contains information on origins, destinations, weight and cube of cargo, type and number of personnel to be moved, the movement priority, and the transportation organization assigned the movement responsibility

s. Terminal,those military and commercial facilities used to load, unload, and transit handling cargo or personnel by various modes of transportation

t. Terminal operations,command and control of Army operations at water terminals (established ports, beaches, and inland waterways), air terminals (Air Force and Army), and in-transit areas

u. Throughput,shipping supplies or moving personnel from points of origin as far forward as possible, bypassing intermediate supply or personnel activities

v. MCT,coordinates all assigned movements and ensures that available resources are maximally effective and economically used. These MCTs are assigned to the corps and to EAC

w. Transshipment,transferring a load from one transport facility or vehicle to another using the same or different means of transport

x. Transportation component command (TCC),a generic phrase that describes the various transportation agencies within the US Transportation Command (USTRANSCOM),the Military Traffic Management Command (MTMC), Air Mobility Command, and Military Sealift Command,that move personnel and cargo during peace and war

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ARMING THE FORCE

INTRODUCTION
Much has been said and written about the increased lethality of today's battlefield, and an integral part of this lethality is a responsive and continuous supply of ammunition. Within the corps, ammunition operations' primary focus is to support the "big six" combat users,artillery, infantry, armor, air defense artillery, combat engineers, and combat aviation. The corps ammunition system is the maneuver-oriented ammunition distribution system,palletized loading system (MOADS/PLS).

When fighting as part of joint and combined forces, US Army ammunition units may also support other services and possibly coalition forces. In this era of force projection, ammunition planning must have the flexibility to support all types and combinations of forces.

This chapter focuses primarily on conventional ammunition support but also includes an overview of explosive ordnance disposal (EOD) operations within a corps and unexploded ordnance (UXO) threats and procedures. The information in this chapter is derived from FMs 9-6, 9-15, 9-38, 54-30, and 63-3. The pre-ponderance of the information in this chapter is based on the example of a heavy division. Since the primary focus of this chapter is corps and division ammunition operations, information about the TA and CONUS is minimal. If this chapter conflicts with doctrinal sources, the doctrinal sources will prevail. You will find there is a blend of doctrine and emerging doctrine. Emerging doctrine will be identified as such. Do not use this chapter as a crutch to avoid becoming familiar with the doctrinal manuals.

Paragraph 5-7 includes several examples of how to apply the lift capability of ammunition units. Remember these are examples that are intended only to illustrate how lift may be used. Do not take them as the only possible solutions.

AMMUNITION SUPPORT

a. General. Providing the required quantity and type of ammunition to the combat user at the time and place it is needed requires a responsive and flexible ammunition supply system. MOADS/PLS provides this capability. The objective of MOADS/PLS is to deliver 100 percent of the "big six" users' ammunition require-ments through supporting ATPs. In addition to these combat users, other units may receive ammunition support on an area basis from the ammunition supply activity [e.g., ATP, ammunition supply point (ASP), or corps storage area (CSA)] closest to the unit. Other units operating in the division rear area receive ammunition support on an area basis from either a DS ammunition company ATP or an ASP unless the division directs otherwise. The ASP can support units and make direct shipments of selected items to the ATPs. MOADS/PLS maximizes the use of combat-configured loads (CCLs). GS companies that operate CSAs in the corps rear provide GS ammunition support.

b. Ammunition basic loads (ABLs). ABLs originate with tactical forces' planned deployment. Ammunition is allocated to units in peacetime so that in the event of deployment, units will have an initial issue of ammunition that can sustain the unit until resupply can be accomplished.

The ABL is that quantity of conventional ammunition a unit is authorized and required to sustain itself until normal resupply can be effected. ABL must be carried in one lift in a combination of weapon systems, unit personnel, and organic equipment. The ABL's size and makeup are designed to meet a unit's anticipated initial combat needs. ABL is normally expressed in rounds per weapon, but it can be expressed in its number of required combat loads (battalion loads for artillery systems). The following factors influence the ABL's composi-tion:

Nature of the enemy threat.
Type of mission.
Intensity of engagement.
Availability of resupply transport.
Availability of ammunition.
Number and types of weapons in unit.

The criticality of high-lethality, special purpose, high-cost ammunition such as the Army Tactical Missile System (ATACMS) requires extraordinary asset management, dispersion, and distribution to ensure availability. Limited availability of these types of ammunition may preclude their inclusion in individual ABLs. Rather than being allocated per weapon, these types of ammunition may be held back to attack preselected, high-priority targets as they appear.

c. Combat load (CL). Another unit of measure that has emerged is the CL. A CL is the designated quantity of munitions each deployable weapon system will carry to initiate combat operations. It is a standard unit of measure used to describe munitions for planning and resource programming. For most weapon systems, the CL is limited to the amount the weapon system can carry; e.g., 40 rounds in an M1A2 tank. The CL for artillery [including the multiple-launch rocket system (MLRS)] is actually a battalion load that includes rounds carried in the howitzer, a dedicated ammunition support vehicle, a field artillery ammunition support vehicle (FAASV), and battalion HEMTTs. CLs for attack helicopter units include more munitions than can be carried in one lift and provide enough munitions to assemble any combination of missiles, rockets, and ammunition the commander desires for a specific mission.

In force-projection operations, the CL system will be used to manage ammunition operations. The intent is to match the required number of CLs to the particular mission, and the required quantity of CLs will flow into the theater.

d. Lift capability. Ammunition units' capabilities are measured in lift. A lift uses materials handling equipment (MHE) to pick up ammunition and put it down, with each pickup and put-down constituting one lift. Lift is usually measured in short tons (STON) (2,000 pounds). Lift capabilities are limited by availability of personnel and MHE. There are several categories of activities that constitute lift,receipts, issues, rewarehouse/ configure, and transload. At an ATP, the only lift required is transload. At all other ammunition storage areas, there will be a combination of all types of lift. The ammunition manager's goal is to effectively manage ammunition unit lift capabilities to adequately support ongoing operations.

CONTROL PROCEDURES

a. Ammunition supply rates. The procedures used to control ammunition consumption are the required supply rate (RSR) and the controlled supply rate (CSR). The Standard Army Ammunition System (SAAS) is the management information system used to support these control procedures.

TheRSR is the amount of ammunition a maneuver commander estimates will be needed to sustain tactical operations, without restrictions, over a specified time period or for a specific mission. The RSR is expressed as rounds per weapon per day or, for selected items, as a bulk allotment per day or per mission. As the threat or missions change, RSRs should change to reflect revised ammunition forecasts. Maneuver com-manders develop RSRs and submit them to the next higher HQ through operations channels. Each HQ reviews, adjusts, and consolidates RSRs and forwards them through operations channels. At the HQ that has ammunition management responsibilities, normally at TA level, the total ammunition requirements are compared against total ammunition assets expected for that period. If there is a restriction, a CSR will be established.

TheCSR is that amount of ammunition that can be allocated based on the availability of ammuni-tion types or quantities, class V storage facilities, and transportation assets over a specific time period. The CSR is expressed in the same terms as the RSR. Commanders should use CSRs to allocate or prioritize the flow of ammunition assets to units engaged in combat and to units held in reserve. They should also withhold some ammunition, especially high-lethality, low-density ammunition, to meet unforeseen requirements.

The commander with ammunition management responsibilities, normally the TA commander, will announce the CSR for each item of ammunition to the corps commanders through logistics channels. The rates may vary from corps to corps depending on priorities, the projected threat, and ammunition availability. Each maneuver commander announces a CSR to the next subordinate maneuver commander. Commanders making CSR allocations to subordinate units should not allocate 100 percent of the CSR received from the higher HQ. They should retain a portion to meet unforeseen contingencies.

The CSRs should be published in the OPORD, a fragmentary order (FRAGO), a service support annex, or a fire support annex. The CSR may change daily. If there are no restrictions, the statement, "The CSR is the RSR," is used. The next higher commander may give permission for a unit to exceed its CSR. The commander granting permission for a unit to exceed its CSR must release contingency stocks, withhold or reduce issues to other units, or request an increase in his own CSR from the next higher commander before permitting a unit to increase its CSR.

b. The division ammunition officer (DAO). DAOs are responsible for ammunition distribution in the division. They are located in the DMMC where they can oversee the division's class V assets. The DAO maintains constant communication with the users, the MSC staffs, the CMMC, and ATPs while coordinating ATP operations/resupply with corps and division units. This communications capability and knowledge of planned and current operations enables the DAO to anticipate the ammunition consumption of supported units, thereby ensuring ammunition is available to support user requirements.

The division commander determines the quantity of ammunition to supply each brigade based on planned operations, the current CSR, and subordinate commanders' ammunition requirements. The DAO then coordinates with the CMMC for the required or authorized ammunition to be shipped to the designated ATP for the using unit to pick up. The DAO notifies the ATP representative and MSC S4s of inbound ammunition shipments. The MSC S4s must notify subordinate units when and where to pick up ammunition. Based on the division commander's concept of the operation, the DAO specifies which units (division, corps, or other) each ATP supports. The DAO also recommends locations for the ATPs to the command organizations responsible for their positioning.

In some situations, the DAO may designate an ASP rather than an ATP to provide more responsive ammunition resupply to units operating in the division rear. Upon issuing, the users may reconfigure the ammunition into appropriate LOGPACs for movement forward and distribution. Munitions barrier material should be delivered directly to an engineer supply point (ESP) near the emplacement site.

c. The CMMC. The CMMC's missile and munitions division interfaces with the DAOs and MSC S4s. The CMMC performs the following ammunition support functions:

Approves stockage objectives for CSAs/ASPs.
Recommends CSRs to the corps staff.
Directs ammunition distribution in the corps.
Provides requirements for moving ammunition to the MCC.
Coordinates with the theater army MMC (TAMMC) and or national inventory control point (NICP) to fill ammunition requirements.
Operates the SAAS 1/3 to maintain visibility of ammunition assets on hand and in transit and determines authorized levels.

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COMBAT-CONFIGURED LOADS

A CCL is a preplanned package of ammunition designed to support a specific weapon system or unit and is transported as a single unit. CCLs' primary purpose is to simplify planning and coordination for ammunition resupply. CCLs are a predetermined mix of ammunition designed to fit on a specific vehicle; i.e., a stake and platform (S&P) trailer or a PLS flatrack. CCL design should consider both US and HN transportation assets.

CCL planning is done in peacetime to enhance wartime resupply coordination between the ATP and DAO and from the DAO to the CMMC. MSC S4s should submit proposed CCL configurations to the DAO based on their type of unit, task force, or weapon system. The DAO reviews CCL submissions and submits a consolidated division CCL listing to the corps. The CMMC, in coordination with the corps staff, reviews all CCL requests and establishes a corps set of standard CCLs to support the corps maneuver units. Using CCLs does not preclude ordering single Department of Defense identification code (DODIC) loads.

Battalion-level CCLs are the general building block used for CCL design. However, within a brigade, use caution not to design CCLs for pure battalions. Plan CCLs based on typical task organization within the brigade.

AMMUNITION UNITS

a. Supply Company, FSB,operates an ATP in its respective BSA and provides ammunition support to its combat brigade and other units that may be operating in the brigade area.

b. Ordnance Company, Ammunition (DS) (MOADS/PLS),operates up to three geographically dispersed ASPs and one ATP in a division area. Basis of allocation is one company per division. It is normally attached to a forward CSB in a forward COSCOM CSG.

c. Ordnance Company, Ammunition (MOADS/PLS)(CSA),operates CSAs in support of corps operations. The basis of allocation for these companies is one per 3,500 STON of ammunition expenditure. It is normally attached to either the rear CSG's ammunition battalion, the S&S battalion, or to a CSB. In contingency opera-tions or to shorten the distance between the CSAs and ASPs and ATPs, this company may be attached to a forward CSG's CSB to operate a CSA behind each division.

d. Ordnance Battalion, Conventional Ammunition,is attached to the rear CSG to establish and operate ammunition supply facilities. Only one ammunition battalion is required to support a fully deployed corps. This battalion provides corpswide GS ammunition support to divisions, separate brigades, and ACRs. This battalion is one of the few functional battalions remaining in the COSCOM.

AMMUNITION FLOW

Ammunition support in a theater of operations is based on a continuous refill system distribution to the ATPs and ASPs in the division areas. The general flow of ammunition under MOADS/PLS is depicted in figure 5-1. Ammunition is received from CONUS or other supply sources by containership or breakbulk transport. Selected items may be shipped by air. Once ammunition clears the port area, it is shipped to the theater storage areas (TSAs) or CSAs. Air transport may be employed to move critical items to forward areas.

The CSAs ship ammunition to the ASPs. At the ASPs, the ammunition is either issued to units located within the ASP's AO or shipped forward to the ATPs. ATPs provide supply point distribution to all customer units. All ammunition shipments from TA will flow through CSAs. MOADS/PLS is designed to provide up to 3,500 STON of ammunition to a heavy division per day. All unit capabilities are built to meet this projected worst-case scenario.

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AMMUNITION SUPPLY SUPPORT ACTIVITIES

a. ATPs. In support of a typical division, three ATPs will normally provide the majority of the ammunition to the combat units. These ATPs are assigned to the FSB supply companies. The ATPs move (less ammunition stocks) whenever the brigade or division moves using organic transportation assets. The ATP's terrain layout will be designed to meet the mission of the ATP and the supported brigade. The divisional ATPs will not normally cover more than 1 square kilometer. The DAO provides mission guidance to these ATPs through a representative assigned to each of the ATPs. These ATPs may provide ammunition as coordinated with the DAO to corps units operating in the brigade area. Each ATP can provide 550 STON of ammunition per day. For light forces, this amount is lessened to 350 STON of ammunition per ATP.

An Ordnance Company, Ammunition (DS) (MOADS/PLS) is able to deploy an ATP in the division rear area. While this corps ATP is manned by personnel from the DS company, the DAO provides mission guidance. This ATP can provide up to 970 STON of ammunition per day. This will normally be provided to corps artillery, aviation units, and other nondivisional units operating in the division sector. The ATP can be used to augment the divisional ATPs and provide high-tonnage artillery ammunition such as the MLRS. When corps artillery and engineer units move from one division to another division in the same corps, they will normally receive ammunition support from the ATPs in the new division areas. ATPs receive ammunition loaded on corps transportation assets.

Under MOADS/PLS the CCLs will arrive in the ATP secured to PLS flatracks also called sideless containers (SCs). These flatracks will be offloaded from the corps transportation assets and set on the ground where they will remain until the PLS-equipped user arrives with his vehicle that is designed to pick up the PLS flatrack and transport it to the user area. Under the initial concept, the only users who will receive PLS will be field artillery units. All other units must still transload ammunition from flatracks to their particular type of ammunition vehicles. This transload is accomplished using the users' resupply vehicles with onboard MHE, such as the HEMTT, or using the ATP's organic MHE. The ATPs will have a limited number of PLS trucks that can move some of the PLS flatracks around as needed within the ATP area. If the ATP must be relocated and has ammunition stocks on hand, transportation assets will have to be requested to make the move.

Under the MOADS/PLS distribution system, the ATPs receive 75 percent of their ammunition in CCLs from the CSA. The remaining 25 percent comes from the ASPs. When an ATP issues ammunition loaded on PLS flatracks to a using unit, the using unit exchanges empty PLS flatracks for loaded PLS flatracks. After an ATP issues CCL ammunition to using units, the combat users reconfigure the load into appropriate LOGPACs.

b. ASPs. An Ordnance Company, Ammunition (DS) (MOADS/PLS) establishes three geographically dispersed ASPs as well as the ATP discussed in paragraph 5-7a. Normally one company will provide ammunition support per division. Each ASP will normally maintain 1 to 3 days of supply (DOS) of ammunition to meet surge and emergency requirements for divisional and nondivisional units. This could be as much as 10,500 STON depending on the situation. The CMMC provides the mission directives and priorities of issues to the ASPs.

Under MOADS/PLS, the ASPs will receive 100 percent of their ammunition stock from the CSAs using corps transportation assets. The ASPs will provide 25 percent of the ammunition going to ATPs. The ASPs must also provide emergency ammunition supply backup in the event the CSA to ATP LOC is interrupted.

The ASPs will be positioned to provide maximum support for the tactical mission. The ASP layout will be designed to accommodate the mission and terrain assigned. It will cover approximately 5 to 6 square kilometers. The distance between the CSA and the ASP will not normally exceed line-haul transportation distance.

Each MOADS/PLS ASP can normally lift 844 STON. Company totals are 2,530 STON (3 x 844) at the ASPs and 970 STON at the ATP. This total lift capability must be applied to ammunition receipts, configuring CCLs, rewarehousing, and issues.

FM 9-6 does not yet address the lift capability of MOADS/PLS units; therefore, the following example will illustrate how the lift capability can be used. If a MOADS/PLS ASP received 281 STON of ammunition that is not configured in CCLs and the ASP was preconfiguring another 281 STON of ammunition, the ASP would be limited to being able to issue only 282 STON of ammunition (281 + 281 + 282 = 844 STON). In an ASP, rather than having an even flow of ammunition with equal amounts of lift required for receipts, configuring, and issues, it will be more realistic for the ASP in MOADS/PLS operations to receive a large portion of the ammunition preconfigured. Ammunition that has been preconfigured in CCLs on PLS flatracks is ready for issue and will require little manpower from the ASP personnel to complete the issue.

If the ASPs had to temporarily perform a CSA's mission (assuming sufficient stocks were on hand), two of the ASPs could surge operations and each issue approximately 1,167 STON of ammunition, and the third ASP could issue 1,166 STON of ammunition (1,167 STON + 1,167 STON + 1,166 STON = 3,500 STON). The 1,167 or 1,166 STON exceeds an ASP's normal lift capability of 843. This can be done for short periods in a surge mode provided most of the onhand stocks have been preconfigured and will require minimal lifting and handling. Also, with the CSA destroyed or cut off, the ASPs will not be conducting receipt operations from the CSA, thus providing more available lift. But at some point the ASPs may be required to receive ammunition shipments from TA.

The ASPs have limited assets for preconfiguring loads and building CCLs. During periods when an ASP is not using its full resources for receiving and issuing ammunition, it can be building its onhand stocks into ready-for-issue CCLs. If a corps plans for its ASPs to provide any large percentage of its ammunition stocks as CCLs continually, these CCLs should be built at the CSAs and delivered to the ASPs ready for issue. Otherwise, the ASP will receive most of its ammunition as breakbulk, single DODIC ammunition. When additional ammunition is required, which was not included in the CCLs received from the CSA, customers will receive it directly from the ASP or through their respective ATP as directed.

c. CSA. One or more Ordnance Company, Ammunition (MOADS/PLS)(CSA) will operate a CSA in the corps rear area. Normally one CSA will provide ammunition support per division. A MOADS/PLS CSA company can normally provide 7,000 STON of lift per day. The basis of allocation for the GS company is one per 3,500 STON of ammunition required per day. When additional ammunition tonnage is needed to support nondivisional, separate brigades or special units, either an additional company needs to be assigned to the CSA or another CSA must be established.

Normally, the CSA will cover an area of about 40 square kilometers. A CSA should be established in a semifixed or field location, and when practical, it should be located near railheads and MSRs. When possible, choose an area with a good road network capable of supporting at least 250 trailer loads of ammunition per day. The CSA should be located within line-haul transportation range of the ASPs and ATPs it will support.

The CSA stockage objective will normally be 7 to 10 DOS of ammunition and will not exceed 25,000 STON. The CMMC will give mission directives, stockage objectives, and priorities of issue. Under MOADS/PLS, the CSA will normally receive 50 percent of its ammunition from the POD and the other 50 percent from a TSA.

Also under MOADS/PLS, a CSA can normally provide a total ammunition lift capability of 7,000 STON per day. Ideally, the CSA should be able to receive 3,500 STON of ammunition, and preconfigure and issue another 3,500 STON of ammunition per day. This is the intent by doctrine, but these numbers are situationally dependent and could be adjusted to fit a specific scenario. Because the CSA's normal lift capability is a total of 7,000 STON, if the CSA is receiving, preconfiguring, and issuing an even flow, a possible breakdown might be receipts of 2,333 STON, reconfiguring 2,333 STON, and issuing 2,334 STON of ammunition (2,333 + 2,333 + 2,334 = 7,000 STON). This type of even flow is not likely. A large percentage of the ammunition the CSA will handle will require little handling with minimal to no preconfiguring; e.g., MLRS ammunition.

The actual tonnage capabilities for the CSA, as well as other supply points, may vary considerably based on the types and configurations of ammunition being received and issued. The tonnage capabilities may surge above the planned peak load or fall well below the planned, normal capabilities due to changes in types and config-urations of ammunition being received and issued and the efficiency with which it is handled.

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TRANSPORTATION

Corps-level ammunition units must rely on corps-level transportation units to distribute ammunition stocks. As a general rule, once ammunition has been delivered to a CSA, corps transportation units move all ammunition within the corps.

Truck companies from the rear CSG's transportation battalion normally support CSAs. They move ammunition from the CSA to the ASPs and ATPs. These truck companies provide support on an area support basis. Their areas are adjusted based on the intensity of combat and density of maneuver forces.

A truck company from the CSB will normally support the Ordnance Company, Ammunition (DS) (MOADS/PLS). The CSG may allocate additional transportation assets to support the ammunition company in the division sector based on movement priorities, anticipated ammunition consumption, ammunition availability, and other such factors.

HOST NATION SUPPORT

Support agreements identify dedicated sources of host nation support (HNS). During combined operations, an HNS organization can augment the corps' conventional ammunition support organization. National agreements define the interaction between HNS and US units. Depending on the support agreements for the theater of operations, the host nation could provide ammunition supply units and battalions to augment conventional GS ammunition operations.

In more mature theaters, the host nation may provide ammunition units under the WHNS system. This system includes ammunition units manned in peacetime by local nationals who are also members of the HN military reserves. Upon mobilization of the HN reserves, the local nationals would stay in place and operate under the C2 of a US CLT.

The CLTs are assigned to the COSCOM and attached to a CSG. The CLTs control US ammunition in WHNS ammunition supply units' custody. They provide ammunition accountability interface among the CMMC, US ammunition supply system, and WHNS ammunition companies.

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EXPLOSIVE ORDNANCE DISPOSAL OVERVIEW

The continuing development and availability of foreign and US high-technology munitions that disperse numerous submunitions and area-denial ordnance have led to the proliferation of UXO on the battlefield. Battlefields will be littered with UXO from two sources: ordnance that has failed to function as designed or area-denial ordnance. UXO limits battlefield mobility, denies the use of critical assets, and threatens to injure or kill soldiers at levels unprecedented in past conflicts. Because of this threat, commanders at all levels must incorpo-rate EOD support into the planning process. Graphic Training Aid (GTA) 9-12-1 provides more details on UXO hazards.

EOD's function is to protect the commander's combat power. Its mission is to eliminate or reduce the hazards of domestic or foreign conventional, nuclear, chemical, and biological munitions and improvised explosive devices that threaten personnel, military operations, facilities, and materiel. In a theater of operations, the TA is allocated one ordnance group (EOD) whenever two or more EOD control teams (EODCTs) are deployed. This group provides C2 for all US Army EOD units in theater.

At the corps level, EOD support is provided by an EODCT with up to 10 subordinate EOD detachments allocated from the ordnance group (EOD). This EODCT operates out of the COSCOM and provides a coordina-tion team to the corps rear CP while providing C2 for all EOD detachments operating in the corps area. Each rear area operations center (RAOC) in the corps rear, up to four, will have an EOD detachment in DS. Each division in the corps, up to five, will have an EOD detachment in DS. These detachments, each with their five EOD response teams, operate out of the division rear CP with DISCOM support. The five response teams provide EOD support down to the brigade level within the division. Remaining EOD detachments provide GS to the corps.

EMERGING DOCTRINE,AMMUNITION XXI LOGISTICS

Due to recent changes and the realities of the future battlefield, arming the CONUS-based force-projection Army requires a new cultural thought process in logistics operations. The focus will remain on support to the combat soldier, however, the conditions under which the future force will operate demand that the ammunition logistics system undergo significant changes. There are more than 20 Ammunition XXI initiatives being studied. In keeping with the scope of this student **** (ST), a few merit mention in this chapter.

a. Modular ammunition units. These ammunition units are capable of providing support elements that are interchangeable, expandable, and tailorable to meet the Army's changing needs. Essentially, the modular ammunition company consists of an HQ platoon, heavy-lift platoon(s) (HLP), and medium-lift platoon(s) (MLP). The number of MLPs and HLPs can be increased or decreased based on mission requirements and will be deployed in the required numbers to functional locations as required to provide the quantity of ammunition required.

b. Strategic-configured loads (SCLs). An SCL consists of ammunition that is configured at a CONUS depot or facility in a complete round mix for artillery and in a weapon system mix for other systems (e.g., tanks, attack helicopters, etc.). It is loaded into an ISO container/ISO-compatible flatrack for shipment to the theater. This would significantly reduce the lift requirements within the theater of operations.

c. Mission-configured loads (MCLs). An MCL is ammunition that is configured/reconfigured from SCLs and breakbulk munitions into complete round mixes/weapon system mixes to meet a specific theater of operation requirement. Building MCLs is essentially "fine-tuning" SCLs.