the logistics

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FUELING THE FORCE

INTRODUCTION
The modern US Army corps uses as much fuel per day as General George S. Patton's entire Third Army used in its race across France. More recently, during the ground offensive in Desert Storm, the VII Corps required 2.4 million gallons daily, and the XVIII Airborne Corps needed 2.1 million gallons of fuel. This equates to 900 tanker loads a day. These quantities of fuel presented a monumental task for the fuel haulers that was only compounded by the extended LOC. Obvisously, fuel consumption in the modern Army is tremendous, whether we are operating in a desert or jungle environment. Getting the right amount to the right place at the right time is a major sustainment challenge.

FUELING THE CORPS FORCE

The corps force can move and support the attack only as long as vehicles and aircraft have fuel. The COSCOM may need to supply more than 500,000 gallons of fuel per day to support a heavy division sector. Nondivision elements may require an additional 80,000 gallons each day. To support a corps' total requirement, its COSCOM petroleum supply units and DS supply units must stock sufficient quantities in dispersed class III points.

So that fuel does not become a logistics constraint, the supporting transportation distribution system will need to provide rapid fuel resupply distribution ranging in quantities from 1,500,000 to 1,800,000 gallons per day for committed forces. For surge operations, this requirement could increase to as much as 2,300,000 gallons per day.

DIVISION BULK FUEL DISTRIBUTION

Figure 6-1 depicts the bulk fuel distribution system. Requirements will flow from DMMCs, separate brigades, ACRs, and class III supply points. S4s will forecast requirements for the next 72 hours based on projected consumption data for the probable level of activity.

The DMMC class III and water supply branch centrally controls and manages the bulk fuel supply to division elements. It consolidates a 3-day fuel forecast from brigade and separate battalion S4s. Forecast frequency may vary depending on the intensity of operations. Priorities, allocations, and other controls for bulk fuels may be recommended to the division commander for approval through the G4. The DMMC will then provide fuel allocation guidance to the MSB.

The MSB S&S company receives, stores, and issues bulk class III. The MSB stores class III(b) in collapsible storage tanks or fuel bags. Storage capability is greater at the MSB than at the FSB; however, mobility is reduced. Site preparation is necessary to ensure the collapsible storage tanks are properly placed. The MSB provides either DS or reinforcing DS to all divisional units in the division rear and to the FSB supply companies.

The FSB supply company handles bulk fuel in DS of the manuever brigade and its slice elements. It submits daily status on quantities received, issued, and on hand to the DMMC. Medium trucks (petroleum) from the MSB S&S company deliver bulk fuel to FSB medium trucks (petroleum). [Note: Medium truck (petroleum) refers to POL tankers or trailers.] Deliveries are coordinated with the supply company commander through the FSB support operations officer. Fuel is transferred from one tanker to another or a trailer transfer operation will take place. If trailer transfer point operations take place, procedures are established in the division's SOP and routinely practiced within the division.

The division ASB supports the aviation brigade. If the division cavalry squadron is positioned at a distance from the aviation brigade, the division ASB may have to coordinate to provide more effective support. The FSB and the division ASB use supply point distribution to support their customers. Tactical units pick up fuel in a BSA with organic refueling vehicles and deliver it by tailgate or service-station LOGPAC method.

ECHELON ABOVE DIVISION BULK FUEL DISTRIBUTION

DMMCs, separate brigades, and ACRs will forecast their requirements to the CMMC. The CMMC petroleum/water division will compare bulk requirements against quantities available for issue. The COSCOM support operations may direct that the CMMC adjust forecasted deliveries based on corps-issued priorities and tactical support requirements. It is in this manner that class III(b) is a scheduled supply for which we can "push" forward. As appropriate, the MMC submits consolidated requirements to the TAMMC or Joint Petroleum Office.

The TA petroleum group distributes bulk fuel either by pipeline, barge, railcar, truck, or a combination of transportation modes to the farthest points practicable in the corps. Transportation medium truck companies (petroleum) transport fuel from the corps area to class III supply points operated by petroleum supply companies and nondivision DS supply companies. A medium petroluem truck company then pushes the fuel from the petroleum supply company to the MSB in the DSA, division ASB, separate brigade support battalion, and ACR support squadron. To meet unexpected requirements, the COSCOM MMC may divert or reroute fuel being transported from COMMZ stocks to appropriate forward-located class III supply points. Throughput is not preferred for distributing bulk POL; however, the situation may dictate that coordination take place to meet tactical requirements.

A quartermaster (QM) DS supply company provides fuel by supply point distribution for nondivisional units. This means supported units drive organic POL tank vehicles to their supporting DS-level class III supply point. However, if the customer or using unit operates closer to a GS petroleum supply company, the administrative/ logistics plan may direct the unit to obtain fuel from the GS-level source. The effort should be to support customers within the unit's capability and to provide that support sensibly and however it best supports the tactical situation.

Aerial resupply using 500-gallon drums provides emergency resupply when ground LOCs are not secure or available, or when the enemy or tactical situation cuts the unit off from normal resupply. Aerial resupply may be the only way to sustain light forces or small-scale operations beyond the FLOT. An airdrop supply company will prepare loads for delivery by fixed-wing aircraft. As required, DS supply company personnel will sling load 500-gallon drums for helicopter external sling load. The receiving unit must be able to dispense from the drums, or essential components of the forward area refueling equipment (FARE) system must accompany the fuel delivery.

CONTROL PROCEDURES/MATERIEL MANAGEMENT

The CMMC centralizes inventory control. It receives requirements (forecasts) from the corps' subordinate units and usage reports from petroleum suppliers. The system supplies bulk petroleum by immediately replacing the quantities issued. The COSCOM commander must provide necessary information to the corps commander for decisions affecting current and future operations. Control measures such as fuel allocation, restricted fuel consumption, or prioritizing fuel distribution may be imposed to ensure tactical support requirements are met. The corps G4 in coordination with the COSCOM commander will recommend contol measures to the corps commander based on input from the G3 on the tactical operation.

The CMMC centrally manages bulk petroleum for the corps. Unlike any other supply commodity, the CMMC also centrally controls nondivisional bulk petroleum transportation assets within the corps. It receives and coordinates forecasted requirements and directs bulk petroleum distribution. It reports distribution problems that deviate from the routine to the COSCOM support operations that develop a solution and direct appropriate action.

HABITUAL SUPPORT REQUIREMENT

Bulk fuel distribution relies on the habitual support relationship between GS petroleum supply companies and transportation medium truck companies (petroleum). Assigning a petroleum supply company and a habitually supporting truck company to each forward CSG enables the CSG to control the fuel distribution system in support of daily operational requirements for bulk fuel in its AOR.

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PLANNING FUEL SUSTAINMENT SUPPORT

To support the movement and momentum of initial clashes, the COSCOM must push fuel forward and deep from the very outset of the battle. Petroleum officers will preplan bulk fuel resupply. Plans will need to include uninterruptedthest points practicable in the corps. Transportation medium truck companies (petroleum) transport fuel from the corps area to class III supply points operated by petroleum supply companies and nondivision DS supply companies. A medium petroluem truck company then pushes the fuel from the petroleum supply company to the MSB in the DSA, division ASB, separate brigade support battalion, and ACR support squadron. To meet unexpected requirements, the COSCOM MMC may divert or reroute fuel being transported from COMMZ stocks to appropriate forward-located class III supply points. Throughput is not preferred for distributing bulk POL; however, the situation may dictate that coordination take place to meet tactical requirements.

A quartermaster (QM) DS supply company provides fuel by supply point distribution for nondivisional units. This means supported units drive organic POL tank vehicles to their supporting DS-level class III supply point. However, if the customer or using unit operates closer to a GS petroleum supply company, the administrative/ logistics plan may direct the unit to obtain fuel from the GS-level source. The effort should be to support customers within tSTIFY. FUEL ORGANIZATIONS

a. Supply Company. Assigned to each FSB to provide DS to a maneuver brigade and its associated slice elements. Its fuel capability consists of 10 5,000-gallon tankers.

b. S&S Company. Assigned to a MSB to provide DS or reinforcing DS to divisional units in the division rear and FSB supply companies. Two fuel system supply points (FSSPs) are available for storage and 34 tankers for distribution.

c. Headquarters and Supply Company. Assigned to a division ASB to provide DS to the avaition brigade and its associated slice elements. One FSSP, 15 HEMTTs, 3 tankers, and 8 FAREs are used for fuel support.

d. QM Supply Company (DS). Assigned to rear or forward CSGs with the basis of allocation to support 18,500 soldiers. Provides DS-level bulk fuel to nondivision units. Forward CSGs normally employ a DS supply company in the division area to provide support to nondivision units operating in the division sector. Also provides reinforcing support to FSBs and MSBs to enable them to support corps forces employing in the brigade or division area. Two FSSPs,120,000 gallons of bulk fuel storage,provide supply point distribution.

e. Petroleum Supply Company (GS). Assigned to a forward or rear CSG to provide corpswide GS-level bulk fuel support to nondivision DS supply companies, DISCOM MSBs, separate brigade support battalions, and ACR support squadrons. These companies also maintain a prescribed portion of the corps' petroleum reserve. Normally, a petroleum supply company cannot support more than one corps division slice. A total of 1,244,558 gallons of bulk fuel can be received or issued, and 2,520,000 gallons can be stored.

f. Medium Truck Company (Petroleum). Assigned to the forward and rear CSGs with a habitual relationship with the petroleum supply company. It transports bulk fuel from GS petroleum supply companies to DS supply companies and to divisions. Each company has 60 5,000-gallon tankers providing 900,000 gallons of local haul (4 round-trips per day) and 450,000 gallons of line-haul distribution (2 round-trips per day). (Note: The 7,500-gallon tankers are allocated at EAC only.)

g. Petroleum Product Laboratory (Mobile) Team. Normally attached to the petroleum supply battalion in the rear CSG to test fuel and provide technical assistance.

h. Petroleum Pipeline and Terminal Operating Company. Normally assigned to EAC but could be assigned in a COSCOM for independent corps operations. It operates a tactical petroleum terminal or existing fixed facilities and loading facilities, and can operate petroleum pipelines. Current doctrine requires a pipeline construction engineer company to initially lay the pipeline and establish the pump stations for turnover to the QM petroleum pipeline and terminal operating company for its operation. Pipeline equipment is not TOE, but it is included in operational project stocks Department of the Army (DA) controls.

i. HQ, Petroleum Supply Battalion. May be required for C2 if three or more petroleum supply companies are assigned to the corps.

j. HQ, Petroleum Pipeline and Terminal Operation Battalion. May be required for C2 if three or more petroleum pipeline and terminal operating companies are assigned to the independent/contingency corps.

k. Petroleum Supply CLT. Normally assigned to a CSG to provide liaison with and interface between an HNS petroleum supply battalion and the US petroleum distribution system.

A REFUELING TECHNIQUE

ROM for ground vehicles is a technique of resupply that is synonymous with rapid or hot refueling for aircraft). When vehicles enter a ROM site for refueling, they receive a short burst of fuel (usually timed for 1 to 2 minutes) and move out to return to their convoy or formation. It is normally accomplished far forward on the battlefield before reaching the tactical assembly area. This differs from normal resupply that will "top off" the receiving vehicle.

METT-T must be considered when planning for a ROM. The S3, S4, and support operations officer must identify, plan, and conduct the type of ROM operation that best supports the commander's scheme of maneuver. Consideration must be given to the risk for scarce petroleum resources to enemy interdiction, the availability of sufficient space to establish ROM operations, and masking friendly actions so as not to reveal our intent to the enemy. ROM operations are equipment-intensive, high-risk, and may require support from higher organizations.

ROM is equipment-independent. As long as the concept is followed, we can use any number of current equipment configurations to accomplish a ROM operation. Any unit can employ a ROM operation anywhere on the battlefield where there is a need to rapidly refuel combat vehicles. A number of equipment configurations can be employed:

a. ROM kit,consists of enough hoses, valves, and fittings to refuel up to eight combat vehicles simulta-neously. In addition, a fuel source [one or more 5,000-gallon semitrailers, HEMTTs, tank and pump units (TPUs), or collapsible fuel bags] must be added to the configuration. If JP-4/JP-8 or MOGAS is issued, a filter separator is also required. A 350-gallon per minute (GPM) pump can be added to provide a greater flow rate than the organic pump on the fuel carrier. The common table of allowances (CTA) authorizes ROM kits. (Note: Divisions received free issue of two ROM kits during Desert Shield/Desert Storm.)

b. Bulk fuel carriers,one or more 5,000-gallon semitrailers, HEMTTs, or TPUs can be emplaced to ROM combat vehicles. Equipment and their flow rates follow:

HEMTT,50 GPM from two organic nozzles (2,500-gallon capacity, cross-country capability, organic to maneuver battalions).

TPU,20 GPM from two organic nozzles (1,200-gallon capacity with two 600-gallon pods mounted on a 5-ton truck with a pump can pull an additional 600-gallon pod mounted on a 5-ton trailer). TPUs are replaced by HEMTTs. Very few are in the field now.

5,000-gallon tanker and ROM kit,35 PGM from each of eight nozzles.

5,000-gallon tanker,50 GPM from two organic nozzles.

Organic pumps on fuel carriers are actually greater than these figures; i.e., the 5,000-gallon tanker model M969 has a 600-GPM pump. The limiting factor here is based on the receiving vehicle's acceptance rate, thenumber, and the size of the nozzles. A ROM kit has eight 1½-inch nozzles. Most vehicles' acceptance rate is 50 GPM or less. For example, you can plan for an M1 tank receiving approximately 100 gallons in a 2-minute ROM.

SINGLE FUEL ON THE BATTLEFIELD

All US military services are converting to JP-8, the single fuel on the battlefield. A single fuel on the battlefield greatly facilitates managing and distributing fuel on the battlefield. JP-8 has a higher flash point than JP-4, a petroleum characteristic that provides greater safety. It is a suitable substitute for JP-4, diesel fuel, and MOGAS. Total conversion for the US Army is scheduled this year. The US Navy continues to use JP-5 when refueling aircraft at sea. The goal is for JP-8 to be issued to all US military organizations around the world.

Army MOGAS-burning equipment; i.e., M-2 burners, generators, etc., must be replaced with a multifuel burning piece of equipment. The projected date for replaceing all MOGAS-burning equipment is 2005. Obviously, this depends heavily on budget constraints. MOGAS is available as a packaged product.

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FIXING THE FORCE

INTRODUCTION
Maintenance is the logistics function that keeps materiel operational, restores it to an operational condition, and upgrades its usefulness through design modification. Maintenance management has assumed greater importance due to its critical role in sustaining and increasing combat power. The primary focus of maintenance resources in the combat zone (CZ) is directed toward weapon systems. Maintenance work is performed as far forward as practical within the limitations of the commander's priorities, resources and time available, the tactical situation, and other factors. To maintain weapon systems forward in the battle area, a variety of events must be preplanned and vigorously executed. This is accomplished by trained mechanics who are skilled in proper diagnostic techniques, equipped with the appropriate tools, and have the proper repair parts on hand. If any of these conditions are missing, the weapon systems will not become operational, thereby reducing the unit's combat power. When does the Army maintain?

When a certain time elapses.
When a failure occurs.
When it sustains combat damage.

ARMY MAINTENANCE SYSTEM

The levels of maintenance (less aircraft) are unit maintenance, DSM, GSM, and depot maintenance (see table 7-1). These levels, together with innovations focusing on equipment design, represent an effort to reduce personnel requirements and simplify the maintenance effort. These efforts will provide responsive maintenance; improve operational mobility, flexibility, and readiness; and thereby increase battlefield efficiency.

a. A crew, the equipment operator, or unit maintenance personnel perform unit maintenance. Unit maintenance is characterized by quick turnaround based on service and replacement. Maintenance operations normally assigned to the unit level include lubrication, diagnosis, replacing easily accessible unserviceable parts, and recovering equipment to and from a supporting maintenance activity. Unit personnel also recover unserviceable but repairable equipment that is beyond their capability to repair at DS level.

The BMO controls the maintenance within the battalion. As the battalion is task organized, the BMO releases maintenance assets for those companies that are detached and accepts maintenance assets from attached companies. It is imperative that he ensures that adequate personnel, tools, maintenance and recovery vehicles, test equipment, and manuals are on hand so he can task organize the maintenance platoon to support the task force combat requirements.

b. DSM is characterized by highly mobile, forward-oriented repair. Equipment is usually repaired by replacing unserviceable modules and returning it to the user. Divisional DSM units will support division maneuver elements. Nondivisional DSM units will provide dedicated DSM to nondivisional units on an area support basis within the corps rear area or the division area. Nondivisional maintenance also provides reinforcing/backup DSM to the division.

Other operations normally assigned to the DSM level include diagnosing and repairing unserviceable materiel and returning it to the user. DSM units also provide ASL repair parts, perform light body repairs, provide technical assistance, and stock and issue authorized ORF equipment.

c. GSM includes those maintenance actions selected maintenance activities authorize and perform to support a major Army command (MACOM) or other force as a whole rather than supporting specific users. Materiel managers at EAC schedule GSM programs (such as repair, modification, or upgrade) to respond to the theater supply system's needs. Scheduling is accomplished according to the availability of repair parts and other maintenance resources. GSM of the theater supply system generally will be performed outside a deployed corps. Operations normally assigned to the GSM level include supporting the lower maintenance levels; performing heavy body, hull, turret, and frame repair; performing area maintenance support, including technical assistance, onsite maintenance, and MSTs as required or requested; and collecting and classifying unserviceable or abandoned class VII materiel. Equipment is repaired and returned to the supply system. GSM companies are authorized at EAC (theater) and are assigned to an area support group maintenance battalion.

d. Depot maintenance supports both the combat forces and the overall DA Inventory Management Program. In support of the combat forces, depot maintenance operations can back up DSM and GSM units and provide assistance in technical training to the forces during mobilization and peacetime. In support of the overall DA Inventory Management Program, depot maintenance operations serve as a source of combat-ready materiel.

AIRCRAFT MAINTENANCE

The organization for Army aircraft maintenance consists of three levels of maintenance:

a. Aviation unit maintenance (AVUM). Units perform AVUM on their assigned aircraft. Company-sized aviation units perform primarily preventive maintenance tasks and maintenance repair and replacement functions associated with sustaining a high level of aircraft operational readiness.

b. AVIM. AVIM units support AVUM units. This support includes all maintenance functions authorized at the AVUM level plus repairing selected items that cannot be accomplished at the AVUM level.

c. Depot. Depot-level maintenance for aircraft is not designed for field applications. It supports the "repair and return to the supply system" concept and includes maintenance that is above the AVIM level. Most depot-level aviation maintenance is performed in CONUS.

Doctrinal passback maintenance is the percent of the divisional AVIM work load that is "passed back" to the supporting corps AVIM battalion. All divisional TOEs are decremented to compensate for doctrinal maintenance passback, and the corps AVIM battalions are designed to accommodate it.

FORWARD SUPPORT MAINTENANCE

Forward support maintenance is designed to support combat units' weapon systems as far forward as possible. When division equipment requires repair, maintenance personnel organic to the unit (unit level) or the forward battalion's MSTs (DSM level) conduct repair at the UMCP or the breakdown site. Corps (COSCOM) maintenance companies, as required, provide MSTs to work with the FSB (DSM reinforcing). These COSCOM MSTs are tailored from the mobile maintenance team and normally from DSM units with a backup/reinforcing maintenance mission, but they may be from any DSM unit with available support capacity. MSTs provide technical assistance, higher-level maintenance support, and special tools far forward on the battlefield, usually at a UMCP. Corps (COSCOM) MSTs return to their organic HQ when no longer needed in the forward location. The FSB MST remains at the unit level (combat trains) to provide continuous support forward.

The MMC centrally manages maintenance within the division or corps. The MMC determines what, where, when, how, and by whom equipment will be repaired. The DSM units evacuate equipment to the DSM backup units or they can request assistance from reinforcing MSTs. This support is based on preplanned directives the MMC issues (automatic evacuation instructions) or by direct communications with the MMC. The MMC shifts repair priority within the division or corps to various units and/or weapon systems to ensure maximum combat power.

Another important aspect of forward support maintenance is battlefield damage assessment and repair (BDAR). Operator, crew, and unit maintenance teams may perform BDAR on disabled equipment. This repair could significantly impact the outcome of a specific combat mission. The objective is to rapidly return the item to combat. However, personnel will only perform BDAR when standard maintenance procedures are impractical.

The "reinforcing" maintenance intent is to support the repair and return to the user as rapidly and as far forward as possible. It involves DSM units providing maintenance support to other DSM units. This concept ensures that maintenance assets are fully committed based on requirements. The reinforcing DSM unit will send MSTs forward to repair equipment onsite or in forward maintenance collection points (MCPs). The reinforcing unit may supply the repair parts required to repair equipment DSM units evacuate. Automatic evacuation instructions and repair-time limitations are fundamental components of the maintenance reinforcing concept.

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INTEGRATED FORWARD MAINTENANCE SUPPORT

Battlefield maintenance support integrates unit- and DS-level maintenance. This integration occurs at the UMCP and is accomplished using MSTs assigned to the forward support maintenance company. The forward support maintenance company's mission is to provide dedicated DSM to a maneuver brigade. The maintenance company TOE provides mobile SSTs that are authorized on the basis of one per maneuver battalion. The authorization is based on supporting a pure battalion (armor or infantry). As the battalions task organize, the maintenance company commander task organizes his SST assets into an MST capable of supporting a task force. This MST is sent forward to the UMCP. The team remains with the UMCP, is integrated into the UMCP defense plan, and receives routine administrative logistics support from the supported units. Team elements may be sent forward to the breakdown site, and while the team is able to perform more extensive repairs than the company maintenance team, they adhere to repair-time limitations. Figure 7-2 shows how SST assets can be task organiz-ed into MSTs to support task force operations.

RECOVERY AND EVACUATION

Another aspect of forward support maintenance is battlefield recovery and evacuation. Recovery or evacuation moves inoperable equipment to the maintenance activity best suited for the repair or to balance the work of forward elements so they can meet new requirements. Battlefield recovery is the first step in reclaiming and reissuing military equipment. The using unit is primarily responsible for recovering damaged equipment. Recovery by tactical units is usually to UMCPs along MSRs. Sometimes the tactical units will be forced to leave damaged equipment in place in the offense, and with coordination, supporting maintenance units may be required to recover this equipment.

Evacuating damaged equipment begins where recovery operations stop at the UMCP. Evacuation is a coordinated effort among maintenance, supply, and transportation elements. The equipment is transported on HETs rearward to another DSM repair facility.

The MMC provides automatic evacuation instructions to DSM units. These instructions identify the specific DSM units or GSM units that will provide reinforcing maintenance support to other DSM units. Automatic evacuation instructions are intended to simplify and streamline the evacuation of unserviceable equipment. This is accomplished by eliminating the need for DSM units to contact the MMC each time an unserviceable piece of equipment requires evacuation. These instructions allow the DSM units and their backups to work together, and when possible, the backup DSM unit can send MSTs forward to repair the unserviceable equipment onsite.

CANNIBALIZATION AND CONTROLLED EXCHANGE

Cannibalization and controlled exchange may be used when parts are not available from the supply system and an item of equipment can be repaired using parts from other unserviceable equipment. The appropriate commander decides to cannibalize or effect controlled exchange on unserviceable equipment. Higher HQ establishes the guidelines on which he will base his decisions. Cannibalization is the authorized removal, under specific conditions, of serviceable and unserviceable parts, components, and assemblies from materiel authorized for disposal. Controlled exchange is removing serviceable parts, components, and assemblies from unserv-iceable, economically repairable equipment and immediately reusing them in restoring like items of equipment to a combat-operable or serviceable condition. Controlled exchange decisions should be made as close to the site of damaged equipment as possible, preferably by using unit personnel in coordination with MST personnel. In controlled exchange, the unserviceable part is exchanged with the replacement, which ensures the end item remains complete, if not serviceable. The needed repair part is then ordered.

REPAIR-TIME LIMITATIONS

a. General. Repair-time limitations will concentrate the entire maintenance effort on making quick repairs forward to ensure the maximum number of combat weapon systems are available to commanders. Figure 7-1 provides guidelines for repair-time limitations. The COSCOM will establish repair-time criteria.

b. Guidelines. The first step in determining what level of maintenance is required to repair a piece of equipment is to identify the deficiency. The deficiency is compared with the maintenance allocation chart (MAC) to determine if the repair can be accomplished at the unit, DSM, GSM, or depot level of maintenance. If the repair requires GSM or depot-level maintenance, the piece of equipment is evacuated to EAC for repair and then returned to the supply system. If DSM is required for the repair, an estimate is made of the number of hours it will take for repair. This estimate should include all activities that must be completed to return the piece of equipment to the user.

Generally, if the estimate is less than 36 hours, the normal assigned DSM unit will repair the equipment. If the estimate is between 36 and 96 hours, the backup DSM unit will make the repair. If the estimate is greater than 96 hours, the equipment is a candidate for evacuation to EAC.

These repair-time limitations are provided for planning purposes only and can be changed by division and corps-level commanders to support a specific mission or situation. The appropriate-level command will publish the changes to the repair-time limitations in its CSS annex or FRAGO. In a static type of defense, the repair-time limitations may be extended to reduce the amount of evacuation required to higher-level or backup DSM units. In a pursuit type of offensive operation, the repair-time limitations may be reduced to allow higher-level or reinforcing DSM units to move forward and repair the equipment in MCPs.

CONTROL PROCEDURES

Maintenance repair-time guidelines assist CSS leaders in deciding where to repair equipment. This prevents equipment from accumulating in the forward area and aids in distributing the work load. Times are based on
command policy and the factors of METT-T. The guidelines are flexible and nonrestrictive, and the commander who imposed the guidelines may change them. The time begins with the operator and crew's diagnosis and ends when the equipment is returned to battle (released to the user).

MACs authorize certain repairs to be made at each level. When used in conjunction with the time guidelines, they help determine who performs a given repair and how long it will take to complete the action. Repairs not authorized at a specific level or that will exceed the time allowed are usually evacuated to the next level of maintenance.

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FORCE DEVELOPMENT

The number of maintenance units required to support a combat force depends on the density of that force's combat equipment. To this information, planners add analysis of the combat area METT-T, transportation facilities, HNS, pre-positioned war reserve stocks, and anticipated combat length and intensity. These factors vary depending on the political situation and the geographic area to which forces are being deployed. For example, planners would structure a support force to sustain the land combat of a corps in Europe differently than they would a contingency corps deployed to the Middle East.

REPAIR PARTS

Each level of maintenance and the supply system (GS) at COSCOM stock and issue maintenance repair parts. All units maintain a PLL of parts designed to sustain the unit for a specified number of days. These parts are limited to essential quantities.

a. General. The DSU maintains a more extensive repair parts stockage designed to replenish the needs of its supported units and its own needs. The divisional DSU stockage is part of the division's ASL and is usually limited to about 3,000 line items. The heavy division's light maintenance company, part of the MSB, maintains a division ASL of 6,000 to 10,000 line items. COSCOM DSUs maintain approximately 5,000 line items in their ASL. The repair parts supply company (GS) is the source of repair parts for the DSUs. This unit stocks approximately 35,000 to 45,000 line items.

b. Requests. Supported units submit requests and pick up repair parts at their supporting DSM company. The DSM units' ASLs must support the combat PLLs of supported units in their area of support. The ASL should also include parts that DSM companies will need to perform authorized DS-level maintenance tasks. DSM units will fill deadlined and emergency requests immediately on receipt and by the most expeditious means.

c. Requisition. When DSM companies cannot fill the requests from their ASL, the DMMC transmits requisitions to the COSCOM MMC. The COSCOM MMC also receives requisitions from corps, their supported divisions, nondivisional units, and from DMMCs. Applicable MMC parts supply branches will process requisitions daily and initiate followup actions to determine each requisition's status. The MMC will screen, consolidate, and forward specified units' requisitions to appropriate CONUS NICPs to be delivered via air lines of communication (ALOCs). It will transmit all other routine requisitions, including requisitions for TA-controlled items, to the TAMMC.

d. Issue. The repair parts supply company (GS) supplies non-ALOC-designated class IX items. The COSCOM MMC controls the repair parts inventory maintained in the repair parts supply company.

e. Distribution. COSCOM and the TAACOM repair parts supply companies make up the GS base of supply for repair parts. Once surface-delivered repair parts arrive in theater, theater transportation assets will transport them to a TAACOM or COSCOM GS repair parts supply company. Repair parts will then be transported to DSM units. CONUS NICPs provide class IX and maintenance-related class II items to support ALOC units. Repair parts requisitioned from the NICP will be shipped by air to the aerial port nearest the ALOC-designated requesting unit.

AVIATION REPAIR PARTS

Aviation units (AVUM companies) submit class IX requests to their supporting division ASB. The division ASB's ground maintenance company maintains both ground and aviation repair parts for the aviation brigade. The division ASB's ASL includes repair parts that support the aviation brigade's PLLs. The ASL will also include repair parts required to provide AVIM-level authorized repairs. The division ASB will transmit consolidated requisitions for aircraft repair parts to the MMC. It will also requisition replenishment repair parts for its ASL. The DMMC processes the requisitions, arranges to cross-level spares, and initiates any required followup action.

SALVAGE

In contrast to scrap items, salvage items retain some value in excess of their basic materiel *******. A CSG should set up supply unit salvage points near MCPs. The MCPs will turn serviceable items over to the salvage point for return through supply channels. Salvage collecting points will turn over mechanical items to the MCP for classification, repair, and disposition.

EQUIPMENT REPLACEMENT

Another component of the fixing process is providing replacement equipment when damaged or inoperable equipment cannot be fixed and returned to the user within a reasonable time. To ensure the most effective use of end items, these items are normally command controlled. Issuing weapon systems follows the normal distribution route,EAC to the heavy materiel supply company (GS) and on to the issuing DS supply company.

The daily battle loss report serves as the requisition for selected major end items. The COSCOM MMC publishes and updates the list of corps- or theater-controlled items. The COSCOM HQ designates these items as "reportable items." Their inclusion in the logistics status report serves as their requisition. The COSCOM MMC will report the battle loss of critical, command-controlled weapon systems to the corps G3 and G4. The corps commander will approve their issue. The corps commander also directs their distribution to the units he regards as the most critical to the corps battle's success. Following command approval, the TAMMC or COSCOM MMC directs issue from a heavy materiel supply company to the supporting DS supply company. WSRO-controlled weapon systems need to link up with a replacement crew. Depending on METT-T, linkup could occur in the BSA, DSA, or heavy materiel supply company area.

WEAPON SYSTEM REPLACEMENT OPERATIONS

Efficient allocation of limited weapon system resources and crew members is best accomplished by managing weapon components separately. The corps commander will designate a WSM to intensively manage corps weapon system replacement. Due to the criticality of weapon system replacement to the corps battle, the corps commander could appoint the corps G3 as the WSM. The G3 would then coordinate the COSCOM's weapon system repair, replacement, and transportation resources with the personnel group's crew replacement resources. The work load associated with keeping track of all assigned crew-served weapon systems, their units of assignment, mechanical condition, and expected date of return from maintenance units may best be handled at the COSCOM level.

WSRO is a management tool used to supply the combat commander with fully operational major weapon systems, including required equipment and trained crews. Two terms that are often used to describe WSRO are "ready for issue" and "ready to fight." A ready-for-issue weapon system is mechanically operable, including additional equipment [radios, machineguns, fuel, and basic issue items (BII)]. A ready-to-fight system is a manned ready-for-issue weapon with ammunition stowed aboard and is boresighted. The WSM can also use critical HETs or available rail assets to push the weapon forward to the linkup point.

CLASS VII

Class VII stocks are maintained at corps level and higher. Division units submit their requests for class VII items to the DMMC property book class VII section. If stocks are available within the division, the section directs lateral transfer of stocks between units to satisfy the requirement. If stocks are not available within the division, the DMMC requisitions them from the COSCOM MMC. Physical distribution of incoming stocks is handled through the same channels as classes II, III (packaged), and IV.

OPERATIONAL READINESS FLOAT

Upon the outbreak of general hostilities, nondeployed MACOMs will use ORFs to improve the readiness posture and fill shortages per the Deputy Chief of Staff for Operations and Plans' guidance. Deployed MACOMs will do the same and also use ORF to fill initial battle losses. Units deploying before the outbreak of hostilities will deploy with unit-allocated ORF equipment from the installation. Unit ORF authorization for peacetime deployment is based on a ratio of unit equipment density by line item number (LIN) supported by the installation ORF from which the unit is deploying.

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COSCOM MAINTENANCE OPERATIONS

The COSCOM's maintenance system is a combat multiplier. It ensures corps units remain operationally ready for war. It also repairs and returns corps weapon systems and equipment to battle or provides replacements for battle losses. COSCOM DSM units repair and return damaged or disabled equipment to their using units. Whenever possible, they send MSTs forward into the division sector to repair damaged or inoperable equipment onsite. When weapon systems or other major end items are destroyed, the COSCOM's heavy materiel supply unit provides a class VII battle loss replacement.

The COSCOM tailors its DSM organization with the primary focus to repair and return weapon systems to the battlefield quickly. The COSCOM will use its class VII supply system to provide battle loss replacements to those units that can most influence the corps battle.

REINFORCING MAINTENANCE

Each nondivisional DSM unit can provide four organic mobile maintenance teams to perform onsite reinforcing maintenance, malfunction diagnosis, and battle damage assessment. These teams may be task organized into appropriate MSTs to provide reinforcing maintenance to other DSM units. The MMC assigns these reinforcing MSTs to weigh the maintenance effort or to better use available maintenance assets. The reinforcing MSTs are located with and supported by the DSM unit they are reinforcing.

The COSCOM/CSG will attach repair teams (MSTs) to DSM units to support units or task forces deploying forward into divisional areas, provide specialized maintenance on low-density equipment, support reconstitution, or provide reinforcing maintenance capabilities. When the COSCOM designates a corps DSM unit to provide maintenance to a division, it must augment that unit with the appropriate MSTs to perform the additional maintenance work load.

OTHER CORPS MAINTENANCE CAPABILITIES

The COSCOM's DS missile maintenance sustainment organization consists of those elements necessary to support the corps. The actual support structure will depend on the system-unique missile systems requiring support. The elements attached to a maintenance battalion will vary due to the types and density of supported missile systems.

The COSCOM's heavy materiel supply company provides class VII battle loss replacement items. This company can receive, store, and issue 1,400 STON of GS-level class VII items per day. It maintains storage sites for COSCOM war reserve class VII stocks. Upon receipt of the end items from a TAACOM storage site, heavy materiel supply company personnel will deprocess the items. As necessary, they will ensure weapon systems are ready for issue and link them up with a replacement crew.

Owning units recover unserviceable equipment to the MCP established by their supporting DSM unit. Based on METT-T, DSM units may provide recovery and evacuation assistance. Owning units also recover aircraft. However, the AVIM unit responsible for the area where the aircraft is located may provide backup support. Evacuation begins at the MCP, and evacuation is coordinated between maintenance, supply, and transportation elements. The COSCOM will evacuate items not repairable at the DSM units to GSM units in the COMMZ. The COSCOM MMC will provide disposition instructions to damaged equipment. As appropriate, the DISCOM or COSCOM will coordinate the transportation required to support evacuation operations.

COSCOM MMC MANAGEMENT

The COSCOM MMC provides routine day-to-day maintenance management IAW guidance and direction COSCOM support operations furnish. It focuses COSCOM maintenance resources on repairing and returning critical weapon systems to their users. Officers assigned to the commodity-oriented maintenance management branches of the COSCOM MMC will analyze and manage all aspects of repair, readiness, and supply of their respective commodities.

DISCOM MAINTENANCE OPERATIONS

DISCOM maintenance elements operate throughout the division area (see figure 7-3). They typically perform their functions onsite, at MCPs, and at company maintenance shops. Guidelines for time to repair at specific levels are provided for planning purposes, but the ultimate decision concerning maintenance timelines is a command consideration.

a. MMC. The MMC materiel section manages repair parts supply and maintenance. It designs and manages the division class IX inventory and directs class IX issue. The section also monitors unit maintenance throughout the division. It collects, analyzes, and reports maintenance statistics. It records modification work order (MWO) status and compiles reports on the operational status of division equipment. The section also provides disposition instructions on all unserviceable materiel.

b. MSB. The MSB's mission is to provide maintenance support for division and other designated units located in the division rear and reinforcing support to the FSBs. Some of the specific maintenance-related functions provided are division-level supply support for class IX, operating a salvage collection point, the motor transport of heavy or oversized cargo and equipment to the FSBs, and evacuating equipment from forward areas.

c. Light maintenance company. The MSB light maintenance company provides DSM to division units the FSB maintenance companies do not support. It also provides reinforcing maintenance for the three FSB maintenance companies. It provides an ASL of up to 6,000 lines, RX service for selected common repair parts, onsite maintenance support, and COMSEC maintenance for all division units (less signal and military intelligence battalion items). The company, when required, sends MSTs throughout the division area to provide required support consistent with tactical limitations and their support capabilities.

d. Heavy maintenance company. The MSB heavy maintenance company provides DSM to units within the division. This DSM includes ****lworking; machining; and repairing automotive equipment, small-arms and artillery pieces, power-generation items, engineer equipment, fire control instruments, and tank turret systems. This company provides technical and limited recovery assistance to units employed in the division rear. MSTs from the heavy maintenance company provide reinforcing support to the FSB maintenance companies. The company also provides teams to support the cavalry squadron and the MLRS unit located in the division rear.

e. Missile maintenance company. The MSB missile maintenance company provides DSM and missile class IX supply for division missile weapon systems, to include the short-range air defense (SHORAD) system. This includes supporting radars, land combat missile systems, and MLRS. The support includes receiving,
storing, and issuing class IX supplies for land combat, SHORAD, and MLRS systems; tube-launched, optically tracked, wire-guided (TOW)/Dragon class IX and RX supply support; and onsite repair for all missile systems not organic to brigades.

f. AVIM company. The AVIM company is assigned to the division ASB in a heavy division. The ASB is organic to the DISCOM. The company is structured to support the aircraft assigned to the division, specifically, observation, utility, and attack helicopters. It provides the aviation brigade with AVIM and backup AVUM support at its base location in the division rear. The AVIM company's main body, generally located with the aviation brigade, performs extensive on-aircraft systems maintenance, including structural and airframe repairs, repairing components, and performing scheduled AVIM-level inspections. The ground maintenance company in the division ASB maintains the division class IX (air) ASL. This is to replenish supported unit PLL stocks and support AVIM operations. The aircraft maintenance company also employs mobile, weapon system-oriented forward repair/recovery teams to perform authorized intermediate maintenance and BDAR in forward areas. The AVIM company provides limited collection, classification, and recovery of serviceable and unserviceable equipment.

g. FSB maintenance company. The FSB maintenance company is a critical component in "fixing the force." It provides DSM and common repair parts service in each brigade area which now includes the aviation brigade. The company includes a variable number of SSTs that provide tailored support to aviation, tank, or mechanized infantry battalions. The company provides one team for each maneuver battalion assigned to the brigade. The company can provide limited recovery assistance to supported units when required and technically supervises PLL supply for its supported units. It physically maintains a portion of the division ASL to support the items stocked in supported units' combat PLLs.

h. Recovery operations. Recovery operations in armor and mechanized infantry battalions are centrally managed at battalion level, usually by the BMO. The battalion maintenance platoon has recovery vehicles to provide recovery support. The platoon has company maintenance teams, each of which has an organic recovery capability. The recovery mission is assigned to a recovery team that accomplishes the recovery according to unit SOP. Equipment is recovered either to the battalion UMCP or to a designated MCP.

i. Evacuation. Evacuation is from the maneuver battalion UMCP to the FSB's maintenance company MCP in the BSA with its own recovery assets. Evacuation may be by transportation units to the division MCP in the DSA or to a corps MCP. Severely damaged equipment may be evacuated directly from the UMCP to any higher level of maintenance. The G4 sets the overall division evacuation policy in coordination with the DISCOM commander. The DISCOM commander has overall evacuation control, exercised through the DMMC. A DISCOM or COSCOM transportation unit physically evacuates the equipment. This movement is done according to set procedures or in response to disposition instructions from the DMMC.

The DMMC manages the evacuation effort. It acts as the interface between the FSBs' maintenance companies and other CSS elements to the rear of the brigade boundary. Evacuation policies and procedures are set as a matter of SOP. Automatic disposition instructions for certain items prevent undue delay in moving equipment from the brigade to the DSA. Maintenance units request disposition instructions from the DMMC through the support battalion support operations section for items not covered by automatic disposition lists.

Different sources provide the transportation to evacuate equipment. Maintenance unit assets and resupply vehicles returning to the rear may be used in the evacuation process. Those vehicles provided in response to unit transportation support requests are also used. For heavy equipment transportation, the maintenance units depend on the TMT company HETs.

Evacuation vehicles transport unserviceable assemblies and major end items according to disposition instructions from the DMMC. They also may backhaul serviceable assemblies and end items from rear repair activities to the forward maintenance or supply elements. HETs and other cargo vehicles bring major replacement end items forward.

j. Division class IX repair parts.

Ground. The DSUs and the DMMC share class IX supply in the division. The DSUs receive, store, issue, and turn in parts. Supply personnel in the DMMC materiel section manage and account for the class IX inventory. They use demand history and command-directed actions to help them. Customers in the DSA submit their requests directly to their supporting DSM unit. The FSB maintenance company will usually pass requests they can't fill directly to the DMMC. The MSB light maintenance company receives class IX items arriving in the division. This company reports receipt of the items to the DMMC. Items are forwarded to the FSB maintenance company for issue to the user located in the brigade area. All issues are reported to the DMMC to update its records. Turn-ins are handled in the same manner as receipts and reported to the DMMC. Missile class IX items are managed through the MSB missile support company in the same manner.

Air. The ground maintenance company in the division ASB provides repair parts supply for all heavy division aircraft, avionics equipment, and aircraft armament systems. It also maintains the division ASL for class IXA. Normally the division class IXA ASL will contain at least one item for each PLL LIN item in the division. During combat operations, the AVUM platoon leader selects PLL/BDAR items to be available forward at either the combat trains or forward area rearm/refuel point (FARP) for quick repairs.

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MANNING THE FORCE

INTRODUCTION
The first challenges of logistics are to assure the uninterrupted flow of soldiers to the battlefield and provide the necessary services to sustain those soldiers. Manning the force encompasses personnel readiness manage-ment, personnel accounting and strength reporting (PASR), replacement management, and casualty operations management. This chapter will highlight the manning functions and discuss how these systems maintain the unit's fighting strength and assist the commander during the command estimate process. Figure 8-1 depicts the relation-ships between manning and sustaining soldiers and their systems.

MANNING

The systems of personnel readiness management, PASR, replacement management, and casualty operations manage-ment meet the Army personnel requirements from mobilization and deployment through redeployment and demobilization. The Army personnel readiness system provides a flexible tool for selecting and assigning soldiers with the correct skills to meet the requirements before, during, and after operations. The replacement management system moves soldiers and civilians through CONUS replacement centers to the unit commander in the theater of operations. The replacement system responds to commanders through the personnel readiness management system. Casualty operations management helps the personnel readiness manager replace losses incurred during battle.

The personnel information management system interconnects the manning subfunctions. The personnel information management system collects, validates, processes, and stores critical information,manually and electronically,about soldiers and units through distributed and command data bases. The personnel information data base is used by personnel managers to assess unit readiness and support personnel allocation decisions, by casualty managers for basic personnel information and casualty information verification, and by replacement managers to track replacement flow through the replacement system to the ultimate unit of assignment. The commander receives an analysis of the database information to support his decisionmaking process.

a. Personnel readiness management. The personnel readiness management system's mission is to distribute soldiers and Army civilians to subordinate commands based on ********ed manpower requirements or authoriza-tions and the commander's priorities. Personnel readiness describes a state of wartime preparedness. Personnel readiness management is a process for achieving and maintaining that state. The process involves analyzing personnel strength data to determine current combat capabilities and project future requirements. It starts with comparing an organization's personnel strength against its requirements or authorizations and ends with a personnel readiness assessment and allocation decision.

The personnel readiness management process requires strength information from two sources: summarized strength reports from the command chain and detailed strength information from the command data base. The command and control strength reporting system (C2SRS) contains summarized reports that allow the personnel readiness manager to analyze unit strength. These reports consist of the battle roster, personnel summary report, personnel requirements report (PRR), task force summary, and personnel status report (PSR). The PASR system accounts for soldiers at unit level, reports duty status changes, and updates command data bases at all levels to reflect those changes. This information must reflect real-time organizational alignments to account for task force organization. Organizational strength must include both operating and accountable strength.

Readiness managers continuously collect, correlate, and analyze strength information. This information includes the latest known strength, projected and current casualties, projected replacement and those recently received, and soldiers and civilians RTD from hospitals or as internees or stragglers. Based on the theater commander's priorities, they develop a vision for future requirements and allocate replacements to corps and EAC units. From this vision, personnel readiness managers recommend various courses of action to commanders and give them the impact on proposed courses of action.

Based on the theater commander's priorities, readiness managers allocate replacement soldiers and civilians to corps and EAC units. The peacetime replacement system requires that the Army component commander submit personnel requisitions before requirements. At OPLAN execution, the system must deliver filler and cas-ualty replacements to the theater to bring units to combat-required strength and ensure replacements are available as casualties occur. The US Total Army Personnel Command (USTA PERSCOM) maintains preestablished theater (****f) requisitions for this purpose. The Army component commander must prepare to transition to the normal requisitioning system based on actual casualty experience between 90 and 120 days into the conflict.

Reconstitution is a process commanders use to restore units to a desired state of combat effectiveness commensurate with mission requirements and available resources. Personnel readiness managers and replacement managers are critical players in the reconstitution process. Commanders have two reconstitution options: reorganization and regeneration. The commander executes his option based on the current and anticipated situation, his priorities, and the resources and time available.

Reorganization is shifting resources within a degraded unit to increase its combat effectiveness. Tactical commanders at all levels conduct reorganization. Reorganization may be immediate or deliberate. Immediate reorganization is quickly and usually temporarily restoring degraded units to minimum levels of effectiveness. The commander implements it in the combat position to meet near-term needs. Deliberate reorganization is planned for and conducted when time and resources are available. It usually occurs farther to the rear.

Both forms may include cross-leveling equipment and personnel, matching operational weapon systems with crews, or forming composite units (joining two or more attrited units to form a single mission-capable unit). With both forms, the goal is to improve the unit's capability until more extensive efforts can take place. In forward units, it remains the most expedient method to restore limited combat power throughout the conflict. It also forms the basis for regeneration.

Regeneration is rebuilding a unit. The strategic and operational logistic system regenerates units, allowing the commander to set the terms of battle. It requires large-scale replacement of personnel, equipment, and supplies. Regeneration requires assistance from higher echelons, usually the commander two levels up. Regeneration involves reestablishing or replacing the chain of command, conducting mission-essential training, external assessments, and both operational and CSS assets to make it work. The intensive nature of regeneration will cause a unit to move to a designated area protected from enemy destruction and harassment where it can return to a specified level of combat effectiveness.

b. PASR. The mission of the Army's PASR system is to account for soldiers and Army civilians, report other strength-related information, and update command data bases at all levels. Information

gained through PASR provides readiness managers with the details necessary to analyze personnel strength as a component of combat power.

Personnel accounting is the reporting system for recording by-name data on soldiers and Army civilians when they arrive and depart units and when their duty status changes; for example, grade changes and from duty to hospital.

Strength reporting is a numerical end product of the accounting process. The PASR process starts with a strength-related transaction submitted at battalion and separate unit level and ends with a database update to all echelons of command to the total Army personnel data base (TAPDB). Strength reports are available from battalion to division level through the C2SRS. These include,

Battle rosters that contain a personnel file extract on every soldier in the unit. It can reflect task organization by company, platoon, squad, and crew/gun section.
A personnel summary that displays units' personnel strength in aggregate numbers as of a given time. It reports strength by personnel category (officer, warrant officer, enlisted, and civilian), gains, losses, and duty status changes.
PRRs that display a unit's requirements in additional personnel by rank and military occupational specialty (MOS). Personnel managers use this report to requisition and allocate replacement personnel.
In the manual mode, the personnel summary and PRR may be combined to form a PSR. It satisfies the demand for immediate information when automated systems are not available.

Casualty operations management. The casualty operations management system's (see figure 8-3) mission is to record, report, verify, and process information from unit level to Headquarters, Department of the

Army (HQDA); notify appropriate individuals; and provide assistance to the next of kin. Casualty information from a number of sources must be collected, collated, and analyzed to determine the appropriate action and ultimate case disposition. Casualty operations management includes casualty reporting, casualty notification, casualty assistance, line-of-duty determination, reporting status of remains, and casualty assistance to the next of kin.

Personnel managers monitor the casualty tracking system and analyze the information in developing a strategy for properly using and assigning RTD and replacement soldiers. There is a requirement to account for all casualties, whether reportable or not, to exercise accurate strength reconciliation. Additionally, the commander uses this information to develop courses of action; estimate and assess his fighting strength before, during, and after the battle; and establish priorities for incoming replacements.

Replacement management. The replacement management system's (see figure 8-4) mission is to move personnel from designated points of origin to ultimate destinations and coordinate individual training at each replacement center/company/section as dictated by METT-T. Replacement management is physically receiving, accounting, processing, supporting, equipping/reequipping, training, and delivering military and civilian per-sonnel. This includes replacements and RTD soldiers and civilians. While the standard is individual replace-
ments, the replacement operations system must be prepared to provide squads, crews, or teams and coordinate

for their transportation to weapon system linkup and training locations. Personnel readiness managers (PRMs) coordinate with logistics personnel to link up weapon systems with squads, crews, and teams. PRMs also coordinate with G3/S3 personnel for replacement training. The replacement unit ensures that element integrity and accountability are maintained until the division replacement section can inprocess the squad, crew, or team.

The replacement network serves as the conduit for soldiers and civilians RTD from hospitals. PRMs also help MPs determine the status of stragglers and assist their eventual disposition through legal or replacement channels.

To provide individuals as theater filler and replacement personnel, USTA PERSCOM distributes military personnel from the transients, trainees, holdees, and students (TTHS) account. Additionally, USTA PERSCOM levies the MACOMs for soldiers and civilians IAW HQDA guidance and/or procedures in the Army Mobilization Operations Planning and Execution System (AMOPES).

Commanders process replacements through the CONUS replacement center (CRC) IAW soldier readiness program (SRP) or civilian *****alent standards set by the Deputy Chief of Staff for Personnel (DCSPER). Each replacement carries a complete deployment packet upon departure. The CRC verifies deployment readiness. It coordinates equipment issue, required area/mission processing and training, and movement to the aerial port of embarkation (APOE).

Outside CONUS (OCONUS) commanders may be required to provide replacements to a theater. A replacement unit in that command would perform the same function as a CONUS replacement battalion supporting a CRC.

Commanders at all levels require timely information to conduct effective replacement management. The CRC provides replacement information to USTA PERSCOM via the Replacement Operations Automated Management System (ROAMS) daily. Based on the projected personnel flow through the CRC, USTA PERSCOM coordinates strategic airlift IAW the Joint Operation Planning and Execution System (JOPES).

USTA PERSCOM gives the Theater Army Replacement Directorate an advance arrival report 72 hours before projected arrival at the POD to enable the replacement directorate to prepare the distribution plan. The report is organized by personnel category (officer, warrant officer, enlisted, and civilian). Replacements flow directly from the theater-level GS replacement organization to divisions. The theater personnel replacement battalion coordinates transportation with the TAMCA. GS replacement companies alert DS replacement companies and G1 replacement sections to projected arrivals. The DS replacement company coordinates with the MCT for movement to corps units.

The division replacement team coordinates with the G4 and DISCOM transportation officer for movement to the BSA. The goal for moving replacements from the DS replacement company to corps units and from the division replacement team to the BSA is 24 hours. The brigade S1 processes and assigns replacements to the battalion. The battalion further assigns replacements to company level and updates the PASR system.

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SUSTAINING SOLDIERS AND THEIR SYSTEMS

INTRODUCTION
Sustaining soldiers and their systems includes personnel service support (PSS), health services, field services, quality of life, and general supply support. This chapter will describe the activities belonging to those logistics functions and their impact on the health, morale, and welfare of Army soldiers, civilians, and families.

PERSONNEL SERVICE SUPPORT

PSS is defined in FM 100-5, Operations, chapter 12, as the management and execution of six personnel-related functions: personnel services, resource management, finance services, chaplaincy activities, command information services, and legal service support. PSS provides essential services to sustain the force's human dimension. These services affect the force from the human perspective,soldiers are reassured by concerned, positive leadership and a personnel system that ensures care for them while they perform their missions. These functions are usually within the purview (coordinating staff responsibility,not execution) of the tactical unit's G1/S1, although at different echelons, they may be represented by different staff officers and unit commanders. The six PSS functions are described below.

Personnel services. Personnel services are the products of the personnel system that provide essential services to sustain the highest possible level of readiness and essential services to soldiers, civilians, and family members to sustain the force's human dimension. The challenge of the personnel service function is to provide the postal; morale, welfare, and recreation (MWR); and essential services to sustain soldiers and civilians. FM 12-6, Personnel Doctrine, outlines the personnel system and how it fits into the Army today. Personnel functions form an integrated support system that sustains the fighting force and contributes to both national will and the soldier's will to fight.

Refer back to figure 8-1 to see the relationship of personnel services to the other tactical logistics functions. The figure also depicts the interrelationships among those personnel services that sustain soldiers and their systems.

The postal operations management system operates a network to process mail and provide postal services within the AO. Processing mail involves receiving, separating, sorting, dispatching, and redirecting ordinary and accountable mail. Postal services involve selling stamps; cashing and selling money orders; providing registered, insured, and certified mail services; and handling casualty and contaminated mail. Priorities for processing mail on the battlefield are (in order): inbound official mail (accountable, then ordinary); inbound personal and "any soldier" mail (first class); outbound official mail (accountable, then ordinary), outbound first class mail, including first class casualty mail redirect; and other mail (inbound and outbound), including "any soldier" mail (other than first class).

The MWR and community support system enables commanders to provide soldiers and Army civilians with recreational activities and goods and services not available through appropriated funds. For contingency operations, the MWR network provides services to the theater of operations. These are in the form of unit recreation and sports programs, mobile rest areas for brigade/division-sized units, and fixed rest areas at theater/corps level. American Red Cross representatives are available at division and higher levels to handle family emergencies. The Army and Air Force Exchange Service (AAFES) will provide mobile field exchange service in forward corps and division areas whenever the tactical situation allows. AAFES also establishes warehousing and retail operations in secure areas within the theater and corps. Contracted vendors provide goods and services wherever and whenever feasible.

The essential personnel services are awards and decorations, noncommissioned officer (NCO) and officer evaluations, enlisted promotions and reductions, officer promotions, enlisted and officer transfers and discharges, identification ********s, leaves and passes, line-of-duty investigations, officer procurement, and band operations. Other personnel services include general services such as voting, safety, and heraldry.

Personnel information management provides essential personnel information to commanders, soldiers, and families. This system integrates and distributes the information products necessary to man and sustain soldiers and their systems on the battlefield.

The Army maintains personnel information in two forms: manual and electronic. The manual personnel record consists of the official military personnel file (OMPF) and the Military Personnel Records Jacket, US Army (MPRJ). Commanders maintain individual electronic personnel records in command data bases and the MPRJ in the field. USTA PERSCOM maintains the OMPF and a larger version of the individual record within the TAPDB for Active component soldiers. The US Army Personnel Center (USARPERCEN) maintains the OMPF and the personnel data base for US Army Reserve (USAR) soldiers. The Army National Guard (ARNG) Personnel Services Division maintains the OMPF and personnel data base for ARNG soldiers.

Resource management Future conflicts may vary greatly in size, intensity, and duration; therefore, resource management operations must be flexible in responding to support requirements. The resource management organization in a theater of operations should be tailored to meet rapidly changing requirements. The theater commander and HQDA will collectively tailor the resource management organization. The initial assumption in providing resource management support for an emergency operation or conflict should always be that maximum financial controls, accounting, and reporting will be required. Resource managers must prepare to deploy to the theater of operations and to provide support from the onset of hostilities.

The intensity of an operation or conflict may require that there be only minimal financial controls, accounting, or reporting. HQDA will notify MACOMs and field operating agencies when any changes occur. FM 14-6 summarizes budgeting and funding actions that may occur in emergency situations. Such actions will depend on the size, intensity, and duration of the emergency or conflict.

Two major scenarios are envisioned. The first involves committing US forces to a theater where the United States has no forward-deployed forces or a support base. This scenario requires resource managers and their staffs to deploy to the theater of operations. The second scenario involves a conflict occurring in an area where the United States maintains a forward presence and a large support base. FM 14-6 also outlines the actions involved in transferring finance and accounting functions from the theater of operations under this scenario.

Finance services The US Army may fight in a variety of places and situations ranging from developed countries where it may oppose highly mechanized forces to remote parts of the world where it may oppose light, irregular units. Regardless of the situation, the battlefield's fluid nature requires an equally flexible finance support capability. The Finance Corps mission on the battlefield is to sustain Army, joint, and combined operations by providing timely commercial vendor and contractual payments, various pay and disbursing services, and limited accounting on an area basis. Finance units also have the implied mission to protect and defend themselves, to continue to sustain the force, and to maintain battle freedom for combat units to engage the enemy.
Finance units will support logistic and intelligence operations, soldiers, families, Department of Defense (DOD) civilians, DOD-credentialed civilians [e.g., press, United Service Organizations (USO), Red Cross, contractors], and local national employees during transition to war and during war. Further, organizations and nations will receive finance services after battle ceases and during psychological operations (PSYOP) and civil affairs missions. Finance missions can be divided into two general areas: service provided to individuals and service provided to organizations. Individual support deals with soldiers' personal entitlements. Input to the finance systems will most often come from the soldiers' battalion S1 section via the Tactical Army CSS Computer System (TACCS) and the Standard Installation/Division Personnel System (SIDPERS) or through the medical system. The Staff Judge Advocate (SJA), MP, civil affairs, and logistic units provide organizational support. Organizational support encompasses locally procuring supplies and services, paying legal claims, and paying enemy prisoners of war (EPWs).

Finance units disburse currency (cash/money) to battlefield commanders. Currency is like another class of supply, a commodity required to execute the battle. This commodity can alleviate shortages and timing problems related to procuring various classes of supply and services within the AO. Because of this, finance units can be a significant force multiplier. Therefore, finance unit commanders must be prepared to meet the twin challenges of providing support and surviving on the battlefield. Finance units,

Provide support for the procurement process. The finance commander's most critical mission is to support the procurement process. While other areas (e.g., military pay, travel) often receive considerable attention, support to the logistic system is considered critical to success in battle. A large percentage of the finance units' wartime efforts may be directed toward satisfying this responsibility. This principle is divided into two areas: contract operations and commercial vendor services (CVS) operations (i.e., local purchases and imprest fund operations).

Finance groups (FGs) and finance commands (FCs) conduct contract accounting operations. This includes paying for goods and services such as laundry operations, bath operations, transportation, maintenance, supply parts, class I supplements, and construction materials that have been obtained through formal contracting procedures.
The finance battalion (FB) is primarily responsible for CVS operations. CVS operations are for the force's direct daily needs the standard logistic support systems cannot reasonably satisfy. CVS will be paid in cash by imprest fund cashiers, finance support teams (FSTs), and class A agents. Cash payments are usually for such items as pay for day laborers, solatium payments, class I supplements (not otherwise on contract), and purchasing construction materials not available through the contract or supply system. Such will be the case particularly for operations in immature theaters and at remote sites.

Provide banking and currency support. Currency support includes supplying US currency, foreign currencies, US Treasury checks, foreign military scrip, military payment certificates, and in some operations, precious ****ls (gold, silver) to US forces and allies in the theater. Because of the US and allied forces' operating requirements, limited banking support may be needed. Liaison with the HN banking industry is essential due to the dependence on foreign currency.

Control currency on the battlefield. Stringent controls are enforced on the amounts of US currency, military payment certificates, and foreign currencies available and used on the battlefield. This is necessary to reduce black market activities, to secure individual soldiers' money, and to help control problems related to either US or HN currency inflation.

Provide essential finance service support. As hostilities commence, some of the support structure deployed abroad to support field forces will begin to change dramatically. One of these changes will be the soldier's access to "banked" personal funds. With direct deposit, this responsibility becomes even more important to the command and the soldier. When the contractor-operated banking system leaves, finance units fulfill this responsibility. Additional mission responsibilities under this principle may include assisting the soldier in family support and providing noncombatant evacuation order (NEO) advance payments. While none of these responsibilities is critical to the battle's immediate success, any one may be critical to troop morale and esprit de corps.

Provide non-US pay support. Finance units provide pay support for HN employees, day labor, EPWs, and civilian internees. HN employee and day labor pay are provided through negotiated agreements with the host nation or by the FG's or FC's foreign national pay section. The local nation's civilians will receive payment in theater. Depending on the theater finance support available, accounting for this function may be transferred to a designated finance support activity (DFSA) located outside of the theater. The Assistant Secretary of the Army for (Financial Management and Comptroller) [ASA (FM&C)] must approve establishment of a DFSA.

Finance support during various levels of conflict may require task-organizing to meet requirements generated by a particular situation. Mature theaters normally consist of three echelons,theater, corps, and division. Figure 9-1 depicts typical finance units and operations within a theater. Each finance organization within the theater is explained in the following paragraphs.

The FC commander is the theater staff finance officer. He advises the theater commander and his staff on all financial matters, commands the FC, and provides a technical communications channel for all finance and accounting activities in the theater of operations. The FC provides financial policies and procedures for the theater and will ensure quality finance support throughout the theater. The FC does not command and control FGs but does command and control assigned FBs and separate finance detachments (FDs).

The FG is the center of finance support operations in a corps. It provides funding, commercial accounting, travel settlement, disbursing, and non-US pay services. The corps FG commander is also the corps staff finance officer. The FG commander maintains command and operational control of all finance organizations in the corps. Each FG has a number of subordinate FBs and separate FDs that provide support in the corps area. The FG coordinates with supported commands to ensure soldiers receive essential finance support.

The FB is a corps unit under the FG's C2. The FB's primary mission is to provide finance support to the commands, units, and soldiers within a geographic area the FG commander determines. The FB is a modular TOE unit. Its size depends on the population supported. Two to six subordinate TOE units, called FDs, can be assigned to support populations from 12,000 to 36,000. A network of FBs provides finance support to all units in the corps area. FBs will typically support an area assigned to a division, separate brigade, COSCOM, or CSG. The FB may fall under C2 of the COSCOM during limited contingency operations. Once the FG deploys to the contingency theater, the FB reverts to the FG's C2.

The FD is the basic TOE finance unit and is a C2 unit within an FB. It provides military support, CVS, disbursing/funding support, and finance database maintenance for units and personnel in the specific geographic AOR the FB commander designates. The FD can support up to 6,000 soldiers.

FSTs are organic to an FD. FSTs provide onsite support for small populations at a distant location from the FB. To perform this onsite support, an FST will use the transportation and communication assets organic to its parent FB whenever possible. FSTs can move on the battlefield to provide finance support to units within the FB's AOR. An FST normally consists of two to five finance soldiers led by a deputy finance officer [officer or NCO, sergeant first class (SFC) or above]. An FST can perform any of the FD functions for short durations.

The battalion S1 section and the unit clerk, in those organizations not serviced by a battalion S1 section, are the focal points where soldiers interact with the military pay system. Battalion S1 sections are the primary originators of information about soldier status and support. They are the key links among soldiers, commanders, and finance organizations. Soldier pay problems the battalion S1 section cannot solve will be handled by deploy-ing FSTs to the battalion S1 section or through communications with the FD/FB.

As a result of hostilities, some finance and accounting functions may be retrograded to a higher echelon or performed at a DFSA. The DFSA is the primary financial support organization for the theater of operations. The DFSA's location will depend on the tactical situation and requirements in the geographic area. The TA, FC, and FG commanders will recommend where and which finance and accounting functions to transfer within a theater. The ASA(FM&C), in conjunction with the TA commander, will decide which finance functions to transfer out of the theater. There are three alternatives in locating DFSAs. They may be located,

In the theater of operations.
At a designated location outside of the theater AO.
At the Defense Finance and Accounting Service,Indianapolis (DFAS-IN).

The DFAS-IN may perform retrograde finance and accounting functions in the same manner as a DFSA for a theater of operations located OCONUS when the theater's noncombatant work force is evacuated.

Chaplaincy activities (doctrinal reference: FM 16-5, Chaplain and Chaplain Assistant in Combat Operations). The chaplaincy's general mission is religious support that focuses on nurturing the living, caring for casualties, and honoring the dead.

The chaplain. The chaplain is dual-hatted as a staff officer and a clergyman. The chaplain represents the Army as an officer and is a representative of a religious body outside of the military structure. The chaplain is a noncombatant and will not bear arms on the battlefield. One of the chaplain's main functions is to protect each soldier's right to freely exercise his religious beliefs. The chaplain advises the commander on issues of morale, morals, and ethics.

The chaplain assistant. The chaplain assistant is a combatant who assists the chaplain in conducting his mission on the battlefield.

The unit ministry team (UMT). The chaplain and chaplain's assistant comprise the UMT. The UMT advises the commander on soldier and unit problem areas, religious support (battle fatigue ministry, pastoral counseling, spiritual support), and key information on indigenous religious concerns in the AO. The UMT must know and understand the commander's intent (who, what, when, where) and the various phases of the operation, and have the survivability skills to support the soldiers on the battlefield.

The UMT has a general and direct religious support coverage mission. General religious support (GRS) is the religious support the UMT provides to soldiers, their families, and other authorized personnel belonging to units other than the one to which the UMT is assigned or attached. GRS is provided laterally (brigade to brigade) or from higher- to lower-echelon (division to brigade) UMTs. GRS includes denominational support for specific faith groups. Additionally, GRS UMTs can perform direct religious support missions. Direct religious support is the comprehensive religious support a UMT provides to the soldiers, their families, and other authorized personnel in its unit of assignment.

The UMT's religious support priorities vary during hostilities. The UMT must assess priority of support and the best time to perform its services without hindering the overall mission. The UMT must consider its mission before, during, and after the engagement:

Before engagement, the UMT nurtures the living through site or unit visitation, pastoral counseling, and individual and group worship.
During engagement, the UMT cares for casualties by collocating with the combat trains (unit aid station). During this phase, the UMT shifts its priorities to rites, sacraments, ordinances, and pastoral care for wounded soldiers.
After engagement, the UMT honors those soldiers who lost their lives during battle. It conducts memorial services, denominational or patriotic, upon the commander's/soldier's request. Finally, the UMT must assist battle-weary survivors in dealing with their remorse, guilt, and grief.

Command information (CI) services (doctrinal reference: FM 46-1, Public Affairs). Public affairs' three principal functions are to provide CI, public information, and community relations. FM 100-5 and this ST will only discuss the CI program.

CI is the commander's responsibility. It is communication about, between, and for a commander and the members of his command. It is also acquiring, analyzing, producing, and disseminating information to soldiers, their family members, and Army civilian personnel.

The CI program's primary purpose is to motivate soldiers by helping them understand the Army, their own organization, the country in which they are assigned (if overseas), and their role. An effective CI program pays additional dividends because well-informed soldiers frequently become ambassadors of goodwill for the Army. Well-planned CI programs can be extremely effective, strengthening soldier morale and public confidence in the Army.

Legal services support The SJA provides legal services. Its mission on the battlefield includes,

Providing legal assistance to commanders, staffs, and soldiers.

Proactively assisting, guiding, and advising the leaders drafting the rules of engagement.

Reviewing OPLANs, policies, and directives to ensure compliance with the DOD Law of War Program.

Conducting law of war training.

Advising commanders on control and regulation of war trophies, requisitioning property, combat contracting, and claims issues.

Advising commanders on military justice issues, jurisdictional arrangements with the country in which US forces are being deployed, adverse administrative actions, and requests for conscientious objector status.

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COMBAT HEALTH SUPPORT

The Army Medical Department (AMEDD) plays a key role in developing and maintaining combat power. Its mission is to maintain the health of the Army to conserve its fighting strength (trained manpower). Commanders need to retain acclimated and experienced personnel to perform their particular mission. In retaining such personnel, the load on the replacement system is diminished, and the requirements for patient evacuation are decreased. On the other hand, accumulating patients within any combat unit restricts its movements. It may also reduce the soldier's willingness to take necessary risks because of a perceived lack of CHS.

CHS SYSTEM

a. Single integrated system. The CHS system is a single integrated system. It begins at the FLOT and ends in CONUS. This system entails the effective medical regulation of sick, injured, and wounded patients in the shortest possible time to the medical treatment facilities (MTFs) that can provide the required treatment. All sick, injured, and wounded patients are regulated and evacuated without regard to lateral or rear boundaries. CHS involves delineating support responsibility by geographic area. The system's effectiveness is measured by its ability to return soldiers to duty.

Organization of the CHS system.

The Army's CHS system in a theater of operations is organized into unit, division, corps, and EAC levels of care that extend throughout the theater. "Echelon of care" is a term used in NATO Standardization Agreement (STANAG) 2068 that can be used interchangeably with the term "level of care."

Each higher echelon of care has the same treatment capabilities as those echelons forward of it. Each echelon adds a new increment of treatment capability that distinguishes it from the lower echelons of care. The echelons of care are referred to as echelons (or levels) I through IV. Zone of interior (ZI) is level V.

The organization for all aspects of CHS is designed to be flexible. It is influenced principally by METT-T.

CHS includes providing support to organizations that do not have an organic medical capability. The CHS units required for this support are allocated based on troop strength and anticipated work load. The units are established where and when requirements indicate.

ECHELONS OF MEDICAL TREATMENT

Echelon I (level I) The first medical care a soldier receives is provided at this echelon. This echelon of care includes,

Immediate lifesaving measures.

Disease and nonbattle injury (DNBI) prevention.

Combat stress control preventive measures.

Casualty collection.

Evacuation from supported units.

Treatment provided by designated individuals or a medical platoon treatment squad (which operates a BAS).

Major emphasis is placed on those measures necessary to stabilize the patient and allow for evacuation to the next echelon of care. These measures include maintaining the airway, stopping bleeding, preventing shock, protecting wounds, immobilizing fractures, and other emergency measures as indicated.

Those patients who do not require a higher level of care are RTD. Either an individual (self-aid, buddy aid, combat lifesaver, or combat medic) or personnel in a treatment squad provide medical care. Immediate far forward care consists of those lifesaving steps that do not require a physician's knowledge and skill. The following different skill levels of personnel provide the care required in the forward area:

Self-aid/buddy aid. Each soldier is trained to be proficient in a variety of specific first aid procedures. These procedures include aid for chemical casualties, with particular emphasis on lifesaving tasks. This training enables the soldier or a buddy to apply immediate care to alleviate a life-threatening situation.

Combat lifesaver. The combat lifesaver is a member of a nonmedical unit the unit commander selects for additional training beyond basic first aid procedures. A minimum of one individual per squad, crew, team, or *****alent-sized unit should be trained. This individual's primary duty does not change. He performs the additional duties of the combat lifesaver when the situation permits. The combat lifesaver assists the combat medic by providing immediate care for injuries. Normally, medical personnel assigned to, attached to, or supporting the unit provide the training. The commander designates a senior medical person to manage the training program.

Combat medic (aidman). This is the first individual in the CHS chain who makes medically substantiated decisions based on medical MOS-specific training. The combat medic is trained to emergency medical technician (EMT) level. The combat medic is assigned to the medical platoon or section of the HHC, the HQ and support company, or the troop of the appropriate combat or combat support battalion.

The physician and the physician's assistant (PA) in a medical platoon treatment squad are trained and equipped to perform advanced trauma management on battlefield casualties. This element also conducts routine sick call when the situation permits. Similar elements provide this echelon of care in division, corps, and COMMZ units. The medical platoons/sections of combat and combat support battalions, division medical companies, corps area support medical companies, and other corps medical units provide echelon I CHS.

Echelon II (level II). This echelon of care includes,

Evacuating patients from echelon I medical units.

Providing CHS on an area basis to units without organic medical capability.

Providing care at the clearing station operated by the treatment platoon of a forward, main, or area support medical company. At this echelon of care, the casualty is examined, his wounds and general status are evaluated, and he is treated and RTD, or his priority for continued evacuation is determined. The clearing station provides CHS on an area basis to all forces within that geographic area. The clearing station normally operates in the BSA, DSA, and areas of high troop concentration in the corps rear area and COMMZ.

This echelon of support duplicates echelon I and expands available services by adding dental, laboratory, X-ray, and patient holding capabilities. Emergency care, including beginning resuscitation procedures, is continued. No general anesthesia is available. If necessary, additional emergency measures are instituted; however, they do not go beyond the measures dictated by the immediate need. Those patients who can RTD within 24 to 72 hours are held for treatment. The functions at this level are performed by medical companies organic to,

Separate brigade support battalions.
ACR support squadrons.
DISCOM (heavy division) MSBs and FSBs.
Nondivisional area support medical battalions (corps and COMMZ).

Echelon III (level III). This echelon of care includes,

Evacuating patients from echelon I and II medical units.

Providing care for all categories of casualties in an MTF with the proper staff and equipment.

Providing CHS on an area basis to units without organic medical capability.

This echelon of care expands the support provided at echelon II (division level). Casualties who are unable to tolerate and survive movement over long distances will receive surgical care in a hospital as close to the division rear boundary as the tactical situation will allow. Echelon III characterizes the care provided by the mobile army surgical hospital (MASH) and combat support hospital (CSH). Tactical situations or lack of suitable terrain availability may require these echelon III units to locate in offshore support facilities, third-country support bases, or in the COMMZ. Casualties whose injuries permit additional evacuation without detriment are stabilized and evacuated to a hospital farther to the rear. Those casualties who are expected to RTD within the corps evacuation policy are retrained.

Echelon IV (level IV). This echelon of care includes,

Evacuating patients from echelon I, II, and III medical units.

Treating the casualty in a general or field hospital staffed and equipped for general and specialized medical and surgical care. This echelon of care provides further treatment to stabilize those patients requiring evacuation to CONUS.

Providing CHS on an area basis to units without organic medical capability.

ZI (level V).

In ZI CHS, the casualty is treated in ZI hospitals staffed and equipped for the most definitive care available within the AMEDD CHS system. These hospitals include DOD MTFs, Department of Veteran Affairs (VA) hospitals, and civilian hospitals. Hospitals in the CONUS base represent the final level of CHS.

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MODULAR MEDICAL SUPPORT

The modular support system facilitates common medical functions performed throughout the CZ and incorporates subunit designs (modules of personnel and equipment) to accomplish those functions. It enables the medical resource manager to rapidly tailor, augment, regenerate, or reconstitute the battlefield in areas of
critical need. The modular medical support system is built around six modules. The modules are oriented to casualty assessment/collection, treatment, and RTD or evacuation.

Combat medic. The combat medic module consists of one combat medical specialist and his prescribed load of medical supplies and equipment.

Ambulance squad. An ambulance squad is comprised of four medical specialists and two ambulances, either tracked or wheeled. The squad evacuates casualties throughout the division and ensures continuity of care en route.

Treatment squad.This squad consists of a primary care physician, a PA, and six medical specialists. The squad is trained and equipped to provide advanced trauma life support (ATLS) to battlefield casualties.

Area support squad. This squad includes one dentist trained in ATLS, a dental specialist, an X-ray specialist, and a medical laboratory specialist.

Patient-holding squad.This squad consists of two practical nurses and two medical specialists. It can hold and provide minimal care for up to 40 patients who will RTD. When a treatment squad, an area support squad, and a patient-holding squad are collocated, they form a treatment platoon. This platoon provides CHS on an area basis to all forces within a geographic AOR by operating a clearing station. The treatment platoon normally operates in the BSA, DSA, corps, and EAC areas.

Surgical squad/detachment. This module is composed of two surgeons, two nurse anesthetists, two operating room specialists, one medical/surgical nurse, and two practical nurses. It provides early resuscitative surgery for seriously wounded or injured casualties to save life and to preserve physical function. Surgical squads are organic to airborne and air assault divisions.

UNIT-LEVEL CHS (ECHELON I/LEVEL I)

General. In combat, acquiring and treating sick, injured, and wounded soldiers from forward locations are unit-level functions. Unit-level CHS is closely reinforced by the other levels of CHS, each providing increased medical capabilities to the patient. During noncombat periods, unit-level medical personnel operate a sick call facility; conduct MOS training; and provide instruction to nonmedical personnel in first aid, field sanitation, patient evacuation, and personal hygiene procedures.

Medical platoon. In maneuver battalions, the medical platoon is organic to each battalion and provides unit-level CHS to it and other units on an area basis. As an organic part of the battalion HHC, the medical platoon operates under the command of the HQ company commander.

Like the HQ's other subordinate elements, the medical platoon receives (other than class VIII) supply, trans-portation, and food service support from the battalion support platoon and maintenance support from the battalion maintenance platoon. Medical supplies (class VIII) are requested and received from the supporting forward support medical company organic to the FSB. Requests are transmitted by the fastest means available, and supplies are moved forward by requesting unit vehicles or by supporting ground or air ambulances. Medical platoon functions include,

Establishing and operating a BAS.
Providing aidmen to the unit's maneuver elements as required.
Providing ground evacuation from the point of injury or illness or from predetermined collection points to the BAS.
Supervising and directing medical operations conducted in the unit area.

The medical platoon's size varies depending on the structure of the combat or combat support unit it supports. It is composed of a medical platoon HQ, a combat medic section, an ambulance section, and a treatment squad.

DIVISION MEDICAL SUPPORT (ECHELON II/LEVEL II)

The division surgeon serves as a special staff officer to the division commander and normally functions under the general staff supervision of the division chief of staff. (Brigade and battalion surgeons operate under the general staff supervision of brigade or battalion XOs.) The division surgeon has primary coordinating staff responsibility with the G1.

Generally, his duties are administrative. The division commander normally charges him with full responsibility for staff supervision, including technical supervision of all unit-level medical activities in the command. He has direct access to the division commander and staff in performing his duties and advises the division commander on all medical matters.

The division medical operations center (DMOC) staff is responsible to the DISCOM commander for staff supervision of CHS within the DISCOM. The division surgeon exercises technical control of all medical activities within the division. The DMOC coordinates CHS according to the technical parameters the division surgeon establishes. All CHS issues and requirements are coordinated with the DISCOM units, division staff, and division surgeon before committing any CHS resources. The DMOC staff assists the division surgeon in planning and accomplishing division CHS operations. The DMOC consists of a medical operations branch, medical materiel management branch, a patient disposition and reports branch, and a medical communications branch.
c. The division medical supply office (DMSO), a section of the main support medical company organic to the MSB, operates under the control of a health service materiel officer who provides division-level medical supply support to the division's organic and attached units and supervises the biomedical maintenance specialists assigned to each medical company. He also establishes stock levels and maintains demand data on stock record systems separate from the DMMC. Requirements and replenishment may be transmitted and received using communication assets in the DMMC. The line of medical supply flow generally follows patient-evacuation channels to the maximum extent possible and practical.

Division MTFs.

The main support medical company operates in the DSA. This company provides unit- and division-level CHS to units operating in the division rear area. The main support medical company's and the forward support medical company's treatment platoons are identical in capabilities. In addition, the main support medical company provides specialized medical services in support of the division. These services include aviation medicine, consultation, PM, mental health services, and optometry services. This company also evacuates patients from units operating in the division rear to the clearing station.

One forward support medical company operates in each BSA. The treatment platoons organic to these companies provide division-level CHS to units operating in the brigade area. Patients are either treated and RTD immediately or held for treatment in a 40-cot holding facility if they are expected to RTD within 72 hours. Patients who cannot RTD within this time are evacuated to a CZ hospital for echelon III/level III treatment. The medical company's ambulance platoon evacuates patients from BASs and from units that do not have organic medical support to the clearing station operated by the medical company's treatment platoon. The ambulance platoon normally positions evacuation assets forward at BASs and evacuates patients back to the clearing station located in the BSA. Patients requiring treatment beyond the capabilities of division-level CHS may be evacuated directly from the aid station to corps-level medical facilities by aeromedical evacuation assets if the weather, tactical situation, and aircraft availability permit.

CORPS MEDICAL SUPPORT (ECHELON III/LEVEL III)

The COSCOM, unlike the DISCOM, is not a fixed organization. It is tailored to support the varying combat, combat support, and CSS elements of the force. The medical organization, whether it be a medical brigade or a medical group subordinate to the COSCOM, is tailored to provide the necessary medical evacuation, hospitalization, medical regulation, medical supply and maintenance, dental care, veterinary services, PM, and other health services required to support the corps.

The corps senior medical organization commands and controls all medical units in the corps except those organic to corps MSCs (less the COSCOM). This medical organization may be a medical brigade supporting a large corps consisting of three to five divisions or a medical group supporting a small corps consisting of only two divisions. The decision as to whether the organization is a brigade or a group depends on many factors (e.g., the mission, number of medical units in the command, or number of troops supported). The senior corps medical organization commander is also the COSCOM surgeon.

The medical brigade's mission is to provide command, control, administrative assistance, and technical supervision of assigned and attached medical units. Medical brigade commanders task organize medical assets to meet the patient work load. The medical assets are modularly designed by duty functions and are replicated throughout the theater of operations to meet these requirements. Medical brigades also regulate patient movements to and between assigned and attached MTFs and coordinate with the medical command (MEDCOM) and/or Joint Medical Regulating Office (JMRO) for all medical regulating for evacuation from the medical brigade MTFs to supporting MTFs in the COMMZ and CONUS.

The medical group's mission is to provide command, control, and administrative supervision of assigned and attached corps medical units, including area support medical battalions (ASMBs), hospitals, evacuation battalions, combat stress control companies, dental battalions, and PM detachments. The command of the assigned medical units includes coordination for employment, patient evacuation, supply and equipment management, and various other HQ requirements. This command coordination is between its units and other medical elements operating in the medical group's AOR. Medical group units may be task organized to support close, deep, and rear operations.

The mission of the 30-bed MASH is to provide hospitalization for patients who require far forward surgery and medical treatment to stabilize them for further evacuation. Although the MASH is an echelon III unit, it is designed to primarily function within the division rear area or in the corps rear area near the division rear boundary. The MASH provides lifesaving initial wound surgery for patients requiring stabilization before further evacuation, and preoperative and postoperative acute nursing care. A hospital unit surgical forward (HUSF) with 1 operating room and 10 beds may operate detached in a BSA or DSA for up to 48 hours.

The mission of the 296-bed CSH is to stabilize patients before further evacuation and to RTD those soldiers within the corps evacuation policy. This hospital can handle all types of patients and will normally be employed in the corps rear area. The CSH provides hospitalization for up to 296 patients; surgical capacity with 8 operating room tables; consultation services for patients referred from other MTFs; pharmacy, clinical laboratory, blood banking, radiology, and nutrition care services; and physical therapy support to patients.

The evacuation battalion commands and controls air and ground medical evacuation units within the corps. An evacuation battalion normally commands and controls three to seven ground and air ambulance companies.

The mission of the medical company [air ambulance (UH-1V or UH-60A aircraft)] is to provide air evacuation and support within the theater of operations. This unit provides helicopter ambulances to evacuate patients consistent with evacuation priorities and operational considerations from points as far forward as possible to division MTFs and corps-level hospitals. The air ambulance company also expeditiously delivers whole blood and biological and medical supplies to meet critical requirements; rapidly moves medical personnel; and accompanies equipment and supplies to meet the requirements for mass casualty reinforcement, reconstitution, or emergency situations. This unit also moves patients between hospitals (land-based or afloat), aeromedical staging facilities (ASFs), mobile ASFs (MASFs), seaports, or railheads in both the corps and COMMZ.

The mission of the medical company (ground ambulance) is to provide ground evacuation of patients within the theater of operations. This unit evacuates patients from division medical companies to corps hospitals; evacuates patients from area support medical companies to corps and EAC supporting hospitals; and moves patients between hospitals and ASFs, MASFs, seaports, or railheads in both the corps and COMMZ. The ground ambulance company also provides area evacuation support beyond the ASMB's capability and emergency movement of medical supplies.

The mission of the medical battalion (logistics) (forward) is to provide class VIII supplies, optical fabrication, medical equipment maintenance support, and blood storage and distribution to divisional and nondivisional units operating in the supported corps. This unit provides class VIII supply based on 10 DOS for the supported corps; DS medical equipment maintenance on an area basis; and blood processing, storage, and distribution within the corps and division medical units. Routine distribution of class VIII other than blood is via corps transportation units.

The ASMB provides routine health services (dispensary care), emergency care, and patient evacuation on an area basis to all corps elements that do not have organic medical resources. The ASMB provides echelon I and II CHS and medical staff advice and assistance, as required, for all assigned and attached corps and COMMZ elements. The ASMB incorporates the same modular medical support system found in the division medical structure. This battalion's secondary mission is to rapidly augment/replace standardized like modules to divisional units. The ASMB commands and controls four organic area support medical companies.