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the logistics
THE BRIGADE INTRODUCTION a. Army units accomplish combat, combat support, and combat service support (CSS) missions. Combat units fight the battle to defeat, destroy, or capture the enemy. Examples of combat elements are infantry, mechanized infantry, armor, and attack helicopter units. Combat support units provide "operational assistance" to combat elements. Examples of combat support units include signal battalions, combat engineer battalions, military police (MP) companies, and military intelligence companies. CSS units perform logistics functions. Examples of CSS units are maintenance companies, supply companies, transportation companies, medical companies, and personnel service battalions b. Logistics is the process of planning and executing support for military operations. It is an overarching process that occurs across the range of military operations. Geographic conditions, space and time dimensions, and a determined enemy work to make logistics operations difficult. Logistics operations are planned so they continue to resource forces throughout conflict, adapting as conditions change. A dependable uninterrupted logistics system helps commanders seize and maintain the initiative. The logistics objective is to ensure successful operations c. Logistics arrangements cannot be so meager that they do not meet commanders' needs as they execute operations, nor can they be so excessive that they overwhelm commanders' abilities to move, protect, and employ them. The logistics system must strike a balance, providing sufficient support to resource operations through the peaks and valleys of their duration without burdening commanders with more support than is necessary to succeed. Logistics is required at all levels of conflict Strategic logistics is largely the purview of the continental United States (CONUS) industrial and civilian sector. Strategic logistics deals with mobilization, acquisition, projecting forces, strategic mobility, and the strategic concentration of logistics in a theater base and communications zone (COMMZ Operational logistics focuses on force reception; infrastructure development; distribution; and managing materiel, movements, personnel, and health services. Operational logistics encompasses those support activities required to resource campaigns and major operations. It enables success at the tactical level of war Tactical logistics enhances the tactical commander's ability to fight battles and engagements. Successful tactical logistics provides the right support at the right time and place. The focus at this level is on the tactical logistics functions of manning and arming tactical units, fixing and fueling their equipment, moving soldiers' equipment and supplies, and sustaining soldiers and their systems d. Certain logistics characteristics are prescribed by logistics doctrine. These characteristics provide a framework for logisticians to adhere to when planning and executing logistics operations. These characteristics are anticipation (of mission requirements), integration (of logistics plans and tactical plans), continuity (continuous support to the commander), responsiveness (of logistics support in meeting changing requirements), and improvisation (innovative methods of support). Logisticians can contribute greatly to success on the battlefield by adhering to these characteristics e. A variety of organizations provide support to Army forces in the field. Those organizations range in size from several individuals at company level to major commands like the transportation command (TRANSCOM) that consists of hundreds of soldiers at theater army (TA) level. CSS organizations are either fixed or "tailored" to meet anticipated logistic requirements. At corps and TA, the logistics organization is tailored to meet supported organizations' anticipated needs. The basic building block of the logistics system above division level is company-sized or detachment-sized elements. Up through division level, the logistics organization is essentially fixed by a table of organization and equipment (TOE). Augmentation can provide additional capabilities COMPANY-LEVEL SUPPORT (MANEUVER COMPANY) a. A company team (battery, troop) is the lowest level administrative and tactical organization with personnel designated to perform logistics functions (the company supply section). A typical maneuver company team receives support from two principal sources: from within its own structure and from a battalion task force headquarters (HQ). The burden of logistics is largely removed from the company team commander and placed under the battalion task force's control. This allows the company team commander to concentrate on fighting his unit to accomplish the tactical mission. The company team's logistics responsibility is to report its status and requirements, and assure logistics operations are properly executed in the company area The company team's executive officer (XO) is the logistics planner and coordinator. During preparations for combat, he coordinates closely with the first sergeant (1SG) to determine what CSS logistics support is required and makes sure arrangements have been made to support the tactical plan The 1SG is the company team's CSS operator. He executes the company logistics plan. The 1SG directly supervises and controls the company trains (normally limited to medical and maintenance activities) and company resupply operations The supply sergeant is the company team's representative in the battalion field trains. He organizes the standardized resupply logistics package (LOGPAC) and moves it forward to link up with the 1SG. The supply sergeant then assists the 1SG in conducting resupply operations at the company level b. The battalion task force HQ will normally provide the following support to a typical maneuver company team A maintenance team with recovery vehicle from the maintenance platoon An aidman from the medical platoon, along with an evacuation team consisting of an ambulance with an aidman and ambulance driver Fuel and ammunition transported by vehicles from the support platoon A mess team from the support platoon when hot meals are available c. When company elements are cross-attached from one battalion to another, forming battalion task forces, the logistics assets necessary to provide support are also cross-attached. Higher HQ standing operating procedures (SOPs) normally establish the composition of logistics assets needed to support the cross-attached company. This organization usually includes medical and maintenance support, and supply and transportation assets to deliver classes I, III, V, and IX BATTALION-LEVEL SUPPORT a. The maneuver battalions in a heavy division have organic CSS elements within the headquarters and headquarters company (HHC). The HHC has three platoons that provide logistics to the battalion,medical, maintenance, and support platoons. FM 71-2, The Tank and Mechanized Infantry Battalion Task Force, discusses in detail the CSS platoons organic to the battalion. The CSS elements of other battalion-sized combat organizations, such as cavalry squadrons and field artillery battalions, perform essentially the same logistic functions as the platoons mentioned previously b. Trains are any grouping of personnel, vehicles, and equipment organized to provide CSS at company team and battalion level. Trains may be centralized in one location (unit trains), or they may be echeloned in three or more locations (echeloned trains). There are three types of trains,unit trains, combat trains, and field trains (1) Unit trains consist of all battalion logistics assets, including company team assets, and any supporting assets from higher HQ. Unit trains are common in assembly areas and during extended tactical marches. Once combat operations begin, the battalion commander, based on the tactical situation, will either keep all logistics assets in one location as a unit train or echelon logistics forward |
Combat trainsare organized at company and battalion levels to support combat operations. (a) Company combat trains. The 1SG controls company combat trains that normally consist of medical and maintenance teams. The remainder of the company logistics assets (supply section) will be at either the battalion field trains or combat trains. The company combat trains will normally operate about 500 to 1,000 meters (or one terrain feature) to the rear of the company to provide immediate recovery, medical aid, and maintenance. (b) Battalion combat trains. The battalion S4 controls the battalion combat trains. They nor-mally consist of a command post (CP), limited amounts of class III and V (for emergency resupply), medical platoon elements [battalion aid station (BAS)], and elements of the maintenance platoon at the unit maintenance collection point (UMCP). A maintenance support team (MST) from the forward support battalion (FSB) may also be located at the UMCP. The battalion combat trains should be close enough to the front lines to be responsive to the forward units but not within range of enemy direct fire. Battalion field trains consist of those remaining logistics resources not required for the combat element's immediate or critical support. The HHC commander controls the field trains, and they are usually located in the brigade support area (BSA). c. The battalion commander often relies on his XO to supervise overall battalion-level logistics operations. Descriptions of the functions of several of the XO's staff members follow: The adjutant (S1) is responsible for the Personnel and Administration Center (PAC) that provides personnel and administrative support to the battalion's soldiers. This includes maintaining unit strength; managing personnel; and maintaining law and order, morale, and discipline. The S1 coordinates with the medical platoon leader (a physician) to ensure that patient treatment and evacuation are planned and coordinated throughout the task force area. The operations and training officer (S3) recommends supply and maintenance support priorities for subordinate units. The S3 does this based on his own knowledge of current and future operations and recommendations from the S4. The supply officer (S4) is the key coordinator of all battalion logistics activities. He plans, coordinates, and directly supervises the logistic effort, including preparing paragraph 4 (concept of support) of the operation order (OPORD). The S4 is responsible for battalion combat train arrangements, security, and movement. The HHC commander is located in the field trains and acts as the battalion task force logistics coordinator, assisting the S1 and S4 by ensuring that support from the field trains is smooth, timely, and efficient. He is responsible for field train coordination, security, and movement. The battalion maintenance officer (BMO) is located at the UMCP and plans, coordinates, and supervises the maintenance platoon's maintenance and recovery efforts. The support platoon leader assists the HHC commander in the field trains' operations. His primary function is organizing the convoy for moving all company LOGPACs for resupply and leading the convoy to a designated logistics release point (LRP). d. Logistics packages (LOGPACs) provide the most efficient resupply of forward battalion task force units. Under the HHC commander and support platoon leader's supervision, the company supply sergeant organizes LOGPACs in the field trains. LOGPACs are organized for each company team and separate element in the task force and moved forward at least daily for routine resupply. When possible, all LOGPACs are moved forward in a single convoy under the support platoon leader's control. Special LOGPACs may be organized and dispatched as the tactical situation and logistic demand require. The S4 must plan and coordinate LOGPAC operations to ensure they fully support the battalion task force commander's tactical plan. Task force SOP establishes the standard LOGPAC. Normally, a company team LOGPAC includes the unit supply truck with water trailer carrying rations, mail, any other requested supplies, including replacement personnel; bulk fuel trucks; ammunition trucks; and vehicles carrying additional supplies and replacements as needed. LOGPACs move along the brigade main supply route to an LRP where the unit 1SG or a unit guide takes control of the company LOGPAC. At the company resupply point, the 1SG controls the LOGPAC and conducts resupply operations using one of two methods. Service-station method. Using the service-station method, individual vehicles move back to a centrally located rearm and refuel point. Based on the enemy situation, one vehicle per platoon or section, or even an entire platoon, will pull out of the positions, resupply, and return to position(s) until the company has been resupplied. Tailgate method. Using the tailgate method, combat vehicles remain in place or back out of their positions a short distance so the resupply vehicle is not exposed. Fuel and ammunition trucks go to each vehicle position in turn. The tailgate method is normally conducted in an assembly area only. If it is employed in forward positions, terrain must mask the resupply. This procedure takes much longer than the service-station method. Once resupply operations are completed, the 1SG or the supply sergeant returns the LOGPAC to the LRP where it meets up with the support platoon leader. When possible, the reunited task force LOGPAC convoy returns to the field trains together for greater security. |
DIVISIONAL BRIGADE-LEVEL SUPPORT a. Divisional brigades are tactical HQ assigned to divisions to which variable numbers of maneuver battalions and battalion task forces are assigned. Divisional brigades do not have an organic CSS element other than the support section of the HHC that supports the HQ. Each brigade relies on an FSB for logistics. The FSB is assigned to the division support command (DISCOM) and is given a mission of direct support (DS) to the divisional brigade. The brigade commander is responsible for overall planning and integrating all aspects of brigade operations, including logistics in the brigade area of operations (AO). The brigade S1, S4, the FSB commander, and the FSB support operations officer are the primary CSS planners and operators for the brigade commander. The brigade S1 normally operates in the brigade rear CP located in the BSA with the S4 section. The S1 is responsible to the brigade commander for maintaining unit strength, personnel, morale, discipline, and law and order. The S1 prepares personnel estimates that identify the strengths and weaknesses of tactical courses of action and identifies personnel requirements of the tactical plan. The brigade S4 provides logistics information to the commander and functions as the brigade's logistics planner. He coordinates with the battalion XOs and S4s about the status of equipment and supplies. The S4 has representatives in both the main and rear CPs and is normally located at the rear CP. The S4 coordinates with the FSB commander and support operations officer to ensure the brigade commander's logistics priorities are understood and supported. The FSB commander is the brigade commander's logistics operator. He advises the brigade commander concerning supply, maintenance, field and health services, and implementing the logistics functions throughout the brigade. The FSB commander has operational control over all units and elements within the BSA for CSS activity, movement, security, terrain management (positioning), and synchronization. The FSB support operations officer coordinates and provides technical supervision for the FSB's logistics mission. He advises the FSB commander on support requirements. He analyzes the FSB's ability to support requirements, plans and monitors support operations, and makes necessary adjustments to ensure support requirements are met. The support operations officer also coordinates with the DISCOM for reinforcing support as required. The FSB is part of the DISCOM and is task-organized to provide dedicated DS-level logistics support for a specific maneuver brigade in tactical operations. The FSB's primary role is to provide DS to the brigade and divisional units operating in the brigade area. The FSB must support current operations and monitor the implementation of the support plan in conjunction with the brigade S4. The FSB must also plan to support future operations. In addition, the FSB is responsible for organizing all units in the BSA for defense and is responsible to the brigade commander for this mission. The DISCOM reinforces maintenance, medical, and supply capabilities when the mission or size of the brigade dictates. When the FSB is tasked to provide support to nondivisional units in the brigade area, it must be augmented with elements from the corps logistics organization. The FSB is organized with a headquarters and headquarters detachment (HHD), supply company, maintenance company, and medical company |
(a) The FSB HHD consists of a battalion HQ and an HQ detachment. The HQ detachment is responsible for billeting, discipline, security, training, and administration of personnel assigned to the HHD. The battalion HQ has five staff sections: command, S1/PAC, S2/S3, support operations, and S4. The battalion HQ missions include, Command and control (C2) of organic and attached units. C2 of all units in the BSA for security and terrain management. Planning, directing, and supervising the support the FSB provides to division units in the brigade area. Coordinating support to corps units in the brigade area. Providing information and advice on FSB support to the commander and staff of the supported brigade and the DISCOM. (b) The supply company consists of a company HQ and a supply platoon. The company, Receives, stores, and issues class I, II, III (packaged), IV (limited), and VII supplies as well as unclassified maps. Receives, stores, and issues class III (bulk) petroleum using organic fuel transportation assets. Transloads class V supplies from corps transportation assets to unit vehicles. Operates a salvage point. ! Provides unit maintenance for organic vehicles and equipment as well as those of the HHD. (c) The maintenance company consists of a company HQ and five other sections or platoons. The company's organization is further adjusted based on the number of tank or mechanized battalions it must support. The adjustment is made by task organizing system support teams into MSTs designed to provide DS-level maintenance support to an armor, artillery, or mechanized infantry battalion. The company, Provides DS maintenance (DSM) to supported units in the brigade area. Provides limited recovery assistance to supported units when required. Provides technical assistance to supported units that perform unit-level maintenance within the brigade. Provides technical supervision of supply of prescribed load list (PLL) items for supported units. Maintains an authorized stockage list (ASL) of class IX repair parts to support the items stocked in combat PLLs of support units. (d) The medical company consists of a company HQ, treatment platoon, and ambulance platoon. The company, Provides combat health support (CHS) on an area basis for organic and attached elements of the brigade and other units operating in the BSA. Receives and sorts patients and provides initial medical and resuscitative care. Evacuates casualties from the maneuver BASs to its clearing station. Provides emergency dental care and limited lab, pharmacy, and radiology services. Provides medical resupply to units in the brigade area. Provides patient holding for up to 40 patients who are able to return to duty (RTD) within 72 hours. |
SEPARATE BRIGADE-LEVEL SUPPORT Separate brigades (armor, infantry, mechanized infantry, airborne, and air assault) are not assigned to divisions and are designed to be committed in combat as separate units. A separate brigade receives most of its DS CSS from an organic support battalion. The support battalion is organized with an HHC, a supply and transport (S&T) company, maintenance company, and medical company (seefigure 1-3). The support battalion receives general support (GS) and reinforcing DS from corps support command (COSCOM) elements. a. The HHC provides C2 for the support battalion in the same manner as a DISCOM HHC. Unlike the divisional support battalions, it has a brigade materiel management center (BMMC). The BMMC provides the link for CSS between the separate brigade and COSCOM. b. The S&T company performs a DS supply mission similar to a main support battalion (MSB) supply and service (S&S) company, plus provides transportation support for supply distribution and moving the brigade's supply reserve. When augmented, the company provides mortuary affairs; shower, laundry, and clothing repair (SLCR); and unclassified map supply. c. The maintenance company furnishes separate brigade elements with DSM, repair parts supply, and technical assistance. It is organized with the required system support teams to maintain assigned brigade equipment and systems except in the areas of ammunition, medical equipment, airdrop equipment, and avionics. d. The medical company provides CHS to the separate brigade at the same level as found in a division (level II). The company has treatment and ambulance platoons, a medical supply section, a preventive medicine (PM) section, mental health team section, an optometry section, and an area support section. TERMINOLOGY. a. DS is a mission given to supply, services, transportation, and maintenance units that normally provide support directly to other specific units. This allows the DS unit to respond directly to the supported unit's requests for assistance or supplies. b. GS is a mission given to supply, services, transportation, and maintenance units that normally provide support to DS units and other GS units. c. Reconstitution is a total process that increases unit combat effectiveness using the three elements of reorganization, regeneration, and assessment. Reorganization is action taken to shift internal resources within a degraded unit to increase its level of combat effectiveness. Reorganization is normally done at unit level (company, battalion, brigade, etc.) and requires only limited external support such as supply replenishment, maintenance assistance, and personnel replacement. (a) Immediate reorganization,quickly and temporarily restores degraded units to their minimum required levels of effectiveness. It is normally implemented in combat positions or as close as possible to meet near-term needs. Platoons usually conduct immediate reorganization after seizing an objective. (b) Deliberate reorganization,conducted when more time and resources are available. It occurs farther to the rear than immediate reorganization. Equipment repair and cross-leveling are more extensive. Regeneration is action taken to rebuild a unit through external resources using large-scale replacement of personnel, equipment, and supplies; reestablishing essential C2; and conducting mission-essential training. This effort is directed toward restoring the organization's cohesion, discipline, and fighting effective-ness. The echelon two levels above the organization to be regenerated normally conducts regeneration,battalion by division, brigade by corps. Assessmentmeasures a unit's capability to perform its mission. It occurs in two phases. The unit commander conducts the first phase by assessing his unit before, during, and after operations. The second phase is assessing a unit after it has been removed from combat. External elements conduct this assessment. d. Classes of supply. The Army has divided supplies into 10 classes for planning and administrative purposes. Definitions and "examples" of each supply class, symbols, and a miscellaneous grouping follow: |
Supply Class Symbol Definition and Examples I Subsistence items and gratuitous health and welfare items B-rations; meals, ready to eat (MREs); fresh fruits; water; and vegetables. II Equipment, other than principal items, prescribed in author- ization and allowance tables (individual equipment, clothing items, tentage, tool sets, administrative supplies, and housekeeping supplies). III Petroleum, oils, and lubricants (POL),fuel, hydraulic and insulating oils, chemical products, antifreeze compounds, compressed gases, and coal. Class III (bulk) is POL in containers that hold more than 55 gallons e.g., diesel fuel, motor gasoline (MOGAS), and aviation fuel. Class III (package) is POL in containers that hold 55 gallons or less. IV Construction and barrier materials (lumber, sandbags, and barbed wire). V Ammunition (small-arms ammunition, artillery rounds, hand grenades, explosives, mines, fuzes, detonators, missiles, bombs, and chemical ammunition). VI Personal demand items; the items that are normally sold through the exchange system (cigarettes, candy, soap, etc., contained in ration supplemental sundries packs). VII Major end items (final combinations of items that are assembled for their intended use: vehicles, self-propelled artillery pieces, missile launchers, and major weapon systems,the weapons themselves, not the crews). VIII Medical material (medicines, stretchers, surgical instruments, and medical equipment repair parts). IX Repair parts and components, including kits and assemblies, and items required for maintenance support of all equipment (batteries, spark plugs, and axles). X Material required to support nonmilitary programs; the items used to support civil affairs operations (commercial design tractor for use by local civilians, farm tools, etc.). Miscellaneous Miscellaneous items that do not fit into any of the 10 supply classes (maps, captured enemy materiel, or salvage material). Supplies are further divided into subclasses that are denoted by adding a letter designation to the Roman numeral supply class designator. For example, class III-A is the descriptor for all petroleum and chemical products used to support aircraft. e. Categories of supplies. With regard to how supplies are requested and issued, there are three categories of supplies: scheduled, demanded, and regulated. Scheduled supplies are those for which we can reasonably predict requirements. Normally, users do not need to submit requisitions to replenish scheduled supplies. Requirements are based, for the most part, on troop strength, equipment density, forecasts, and/or daily usage factors. Scheduled supplies are normally shipped to users based on preplanned distribution schemes. Supply classes I, III (bulk), V, and VI are normally treated as scheduled supplies. (a) Class I and VI (subsistence and personal demand items) requirements are based on troop strength. (b) Class III (bulk) requirements are based on long-range forecasts, equipment densities, and historical usage factors (experience). (c) Class V (ammunition) requirements are based on densities of authorized weapons and intensity of mission(s). Demanded supplies require a requisition. Items in supply classes II, III (packaged), IV, VII, and IX are considered demanded supplies. Regulated supplies can be scheduled or demanded, but the commander must closely control these supplies because of scarcity, high cost, or mission need. Any item or group of items can be designated as regulated, but normally, some items in supply classes II, III (bulk), IV, V, and VII are regulated. If an item is regulated, the commander who so designates it must approve its release before issue. Items designated as command regulated are identified in operation plans (OPLANs) and OPORDs that are issued during the period of time the items are regulated. |
THE DISCOM DISCOM LOGISTIC ORGANIZATION. a. General. The heavy division usually consists of seven major subordinate commands (MSCs),an aviation brigade, an engineer brigade, a division artillery, a DISCOM, and three maneuver brigades. To accomplish the logistic and CHS missions, DISCOM units deploy throughout the division AO. b. DISCOM HHC. The DISCOM HQ commands and controls its organic and attached units. It supervises and controls all division-level logistic and CHS operations. It also advises the division commander and staff concerning supply, maintenance, medical, transportation, and field services functions throughout the division. The HQ company provides all necessary administrative, supply, maintenance, and field feeding support for the company and the division materiel management center (DMMC). The division rear CP and the DISCOM CP are normally collocated. The DISCOM provides supply, maintenance, and field service support to division rear CP personnel. c. DMMC. The DMMC is the primary materiel-managing element in the division. The center receives policy and operational guidance from the DISCOM commander and advises him on materiel (supply and maintenance, less medical) management. Activities include, ! Determining supply requirements. ! Ordering and directing the distribution of supplies the division receives (except class VIII). ! Developing and supervising the division ASLs and PLLs. ! Maintaining the division property book and Army equipment status reporting data. ! Operating all integrated division maintenance management information programs. The DMMC maintains maintenance status, including problems, maintenance requirements, and unit materiel readiness in the division. ! Providing a weapon system manager (WSM) to maximize the number of operational weapon systems available to the fighting forces. d. Division aviation support battalion (ASB). The ASB is organic to the heavy division DISCOM. The battalion provides aviation maintenance and division-level logistics, less CHS, to the heavy division aviation brigade. A detailed description of the division ASB mission, organization, and functions can be found in FM 63-23. e. MSB. The MSB is organic to the DISCOM. The battalion provides division-level logistics and CHS to division units located in the division rear. It also provides reinforcing support to the FSBs. A detailed description of the MSB's mission, organization, and functions is in FM 63-21. f.FSBs. The FSBs are organic to the DISCOM. These units provide division-level logistics and CHS to the brigades and other division units located in the brigade areas. A detailed description of the FSB's mission, organization, and functions is in FM 63-20. DISCOM LOGISTIC MISSION. The DISCOM provides division-level logistics and CHS to all organic and attached division elements. The COSCOM's corps support battalion (CSB) operating in the division area will provide CSS to the nondivision units in the division area. The DISCOM commander is the principal division logistic operator. He exercises full command authority over all support command organic units. The division G4 has coordinating staff responsi-bility for logistic planning. He develops division-level plans, policies, and priorities. The relationship between the division G4 and the DISCOM commander must be extremely close because of the similarities of interests. The DISCOM support operations section and the DMMC plan and coordinate to ensure logistic support for all division and attached units. The DISCOM provides the following CSS: ! Support of class I, II, III, IV, V, VI, VII, VIII, and IX supplies. ! Water purification and limited water distribution. ! Operates ammunition transfer points (ATPs) within the division. Under the maneuver-oriented ammunition distribution system,palletized loading system (MOADS/PLS), the corps DS ammunition company operates the division rear ATP. The DISCOM FSBs operate the BSA ATPs. ! Operates mortuary affairs collection points located in the BSAs and in the division support area (DSA). When augmented by COSCOM, it helps receive and identify remains and helps arrange for evacuation to a mortuary affairs collection point. !DSM and reinforcing unit maintenance support for all common and missile materiel organic to the division and aviation intermediate maintenance (AVIM) for all aviation materiel. ! Materiel (supply and maintenance) management for the division. ! Transport for personnel, supplies, and equipment to accomplish division logistic and administrative missions. Also provides supplemental ground transportation to support emergency requirements. ! Supervises and coordinates DISCOM transportation operations. ! Automatic data processing (ADP) system software support for division logistic activities. ! Materiel salvage facilities. ! A limited capability to carry reserve supplies. ! Logistic information and advice to the division commander and his staff except for construction. !Echelon I and II CHS to units assigned and attached to the division. This includes emergency medical care, advanced trauma management, and sick call. It also provides intradivision ground evacuation, emergency dental care, and optometry support. In addition, DSM and unit-level medical maintenance are provided as well as coordinating echelon III (corps) CHS. ! Plans, coordinates, and conducts rear operations within its assigned area of responsibility (AOR). ! Receives, stores, and distributes unclassified maps. The DISCOM depends on the following: ! Corps transportation to bring supplies forward to the DSA and BSAs (classes IV and V and limitedclass III). ! The division aviation brigade or corps medium helicopter units for airlift needed to support logistic requirements. ! Additional water support distribution. ! Nondivisional field service units for laundry, bath, clothing exchange, and mortuary affairs services (only when there are no authorized organic augmentations). ! Appropriate corps elements for financial, legal, personnel, and administrative services. ! Corps aeromedical evacuation units for aeromedical evacuation support. DISCOM DEPLOYMENT. a. General. The mission is the basic consideration in locating CSS units and their facilities. Maintenance, supply, and medical companies and other DISCOM units must be far enough forward to be appropriately responsive to the supported units' requirements. Maintenance, for instance, takes place not only in the BSA but also wherever the weapon system is located, if at all possible. Mechanics and mobile equipment must be there to fix or replace weapon system components. Additional considerations are enemy capability and his proximity to support activities and other potential targets. the deployment of DISCOM units as they may be throughout the DSA and BSAs. BSAs and the DSA normally locate toward the rear of the units they support. b. BSA. The BSA is that portion of the brigade rear occupied by the FSB, the brigade rear CP, and other units. In those instances where the maneuver battalion trains are echeloned, the battalion field trains are included. The BSA is normally between the DSA and the battalion areas. The BSA is approximately 25 to 30 kilometers behind the forward line of own troops (FLOT). This provides protection against enemy indirect-fire weapons. depicts units normally found in the BSA. Both division and corps units may locate within the BSA. The BSA, interfacing with the brigade S1, the S4, and the FSB, coordinates personnel and logistic support for the brigade. There is direct coordination because the brigade rear CP collocates with the FSB tactical operations center. The FSB commander is the BSA commander. He must balance the need for security against the need for dispersion. Specific missions, condition of road nets, and disposition of other troops in the area influence the distance between troop units. It may be necessary, because of terrain restrictions or a guerrilla threat, to limit dispersion of logistic facilities even when there is a nuclear, biological, and chemical (NBC) threat. Ideally, logistic activities disperse far enough to avoid the destruction of more than one unit. However, too much dispersion tends to reduce operational efficiency. It also increases the vulnerability of logistic units to sabotage, pilferage, guerrilla attack, and enemy conventional attack. Defense measures should be taken to ensure the least interruption in support operations. c. DSA. The DSA is that portion of the division rear occupied by the DISCOM and division rear CPs and many of the units organic and attached to the DISCOM. This area normally contains combat support units and COSCOM elements that support the division. The DISCOM commander is the DSA commander. The division rear CP normally collocates with the DISCOM CP. This helps with coordination, shares area communication assets, and draws life support and security. The DSA is normally between the division rear boundary and the BSAs, next to air-landing facilities, and near at least one main supply route (MSR). The DSA's precise location is contingent on a number of factors. Some of the major factors are the tactical plans and the location of COSCOM units and the MSRs. The terrain in the AO, security, and access to lines of communication (LOCs) must also be considered. Like units in the BSA, elements within a DSA are dispersed, and each element must be prepared to provide its own protection. Employing passive defense measures, such as dispersion, movement, concealment, cover, camouflage, and deception, reduces detection. Unit SOPs should prescribe active and passive defense measures for personnel, materiel, and installations. DISCOM units in the DSA displace only as necessary to maintain continuous support to the division and for security reasons. If a move is necessary, the DISCOM commander recommends the new location. This is done in close coordination with the division rear CP operations cell. |
THE FORWARD SUPPORT BATTALION This battalion has an HHD, a supply company, maintenance company, and medical company. As part of the maintenance company, the FSB is assigned tank, mechanized infantry, and artillery system support teams (SSTs). The FSB maintenance company has one team to support each maneuver battalion assigned to the supported brigade as well as the DS artillery battalion. The FSB's primary role is to provide DS to the brigade and division slice units operating in the brigade area. This role entails a dual requirement. First, the FSB must plan to support future operations. It must anticipate requirements and incorporate planning guidance. In addition, the FSB must support current operations and monitor the support plan's implementation. This requirement involves continuous coordination. The FSB must actively monitor all support operations in conjunction with the brigade S4. It makes adjustments as required to ensure support requirements are met. For example, it is not enough for the FSB to plan when supported task force heavy expanded mobility tactical trucks (HEMTTs) should pick up fuel. If the HEMTTs do not show up, the FSB must know about it and coordinate with the brigade S4 to find out what the problem is and what it needs to do to resolve it. The FSB also provides limited support to nondivisional units, such as corps artillery and engineer battalions, located in the brigade AO. The FSB is the single point of contact for support in the brigade AO. However, to support nondivisional units, corps logistic task force elements operating in the division area must augment the FSB. In addition, the FSB is responsible for base cluster defense of the BSA and operates under brigade command for this mission. the FSB layout. The FSB performs its mission if it supports the brigade's course of action and meets the commander's guidance. Specifically, it supports the brigade and reinforcing/supporting units by providing or coordinating to provide all classes of supply, as well as maintenance, medical, field services, and transportation support, in the amounts and at the times specified in the brigade service support annex and the FSB SOP. It must replenish its supported units' basic loads of all supplies except repair parts. It must also replenish prescribed loads of maintenance-significant class II and IV items and repair parts. Equipment must be maintained to meet prescribed operational levels. Class VII items are distributed in accordance with (IAW) the brigade commander's priorities. The FSB coordinates transportation requirements with the DISCOM's movement control officer (MCO) to meet the brigade's needs. Finally, medical evacuation and treatment operations and field services activities must be coordinated between the brigade and FSB to ensure brigade needs are met. Specific information on the FSB elements appears . THE MAIN SUPPORT BATTALION. The MSB is the main logistic and medical operator in the division rear. It supports units in the division rear and provides designated and reinforcing support to the FSBs. The battalion provides DSM, supply, transportation, and medical support to units for a variety of missions. When the battalion is augmented, it also provides field services. Under MOADS/PLS, the MSB does not provide class V support to the division. The MSB effectively manages subordinate units. It also directs and coordinates security for these units. One MSB is organic to the DISCOM. The command element supervises, directs, and coordinates assigned and attached units that run the support operations in and around the DSA. MSB layout within the DSA. The MSB has the following units: ! HHD. ! S&S company. ! Transportation motor transport (TMT) company. ! Light and heavy maintenance companies. ! Missile support company. ! Medical company. Commanding, controlling, and coordinating the many MSB elements with their diverse missions present a challenge for the MSB commander and staff. They must perform the logistic tasks of fueling, fixing, moving, and sustaining the soldier. They must integrate these tasks into a comprehensive battle support plan. The thrust is to push CSS as far forward as possible. Division logistic and medical elements are integrated into the MSB's C2 system. This allows the division to shift its support effort to the critical place and time to influence the battle. For example, MSB elements can and do routinely operate outside of the DSA. Some elements habitually support specific division units. Others may be ad hoc formations to reinforce a main effort sector or an FSB. The DISCOM HQ coordinates support, organizes for combat, assigns locations, and specifies command relationships after thorough consultation with the MSB, DMMC, FSBs, division ASB, and supported units. The MSB performs its mission if it supports the division's course of action and meets the DISCOM commander's guidance. Specifically, it supports the division rear and reinforces units by providing or coordinating to provide all classes of supply, as well as maintenance, medical, field services, and transportation support, in the amounts and at the times specified in the MSB SOP. It must replenish its supported units' basic loads of all supplies, including repair parts. It must also replenish prescribed loads of maintenance-significant class II and IV items and maintain equipment to meet prescribed operational levels. It distributes class VII items IAW the division commander's priorities. The MSB coordinates transportation requirements with the MCO to meet the division's needs. Finally, it coordinates medical evacuation and treatment operations and field services activities with the DISCOM support operations branch to meet division rear needs. For specific information on the MSB. THE DIVISION AVIATION SUPPORT BATTALION . The division ASB has a headquarters and supply company, a ground maintenance company, and an AVIM company. The battalion provides dedicated CSS to the heavy division aviation brigade. During combat operations, the ASB normally is collocated with the aviation brigade. Like the FSB, the ASB must anticipate requirements and incorporate planning guidance to successfully accomplish its mission. Unlike the FSB, the ASB has no medical capability. The aviation brigade and division ASB (normally located in the vicinity of the DSA) receive area medical support from the MSB medical company. Division cavalry ground units receive area medical support from the nearest FSB medical company. The division ASB units' missions follow: a. The headquarters and supply company provides the aviation brigade with classes I, II, III (for both ground and air), IV, and VII. The division ASB also operates a consolidated battalion mess. This company is not adequately equipped to support the division cavalry squadron's ground units during combat operations. The division cavalry ground units normally will get CSS from the nearest FSB. The division ASB will provide CSS to division cavalry aviation units. b. The ground maintenance company provides the aviation brigade with ground vehicle maintenance, consolidated class IX for air and ground repair parts, an MST for the division cavalry squadron, backup ground vehicle recovery and evacuation, and consolidated unit maintenance for the division ASB. c. The AVIM company consists of a helicopter systems repair platoon, an aircraft maintenance repair platoon, an aircraft services/fuel section, an armament/avionics repair platoon, production and quality control sections, and a maintenance test flight section. The aircraft maintenance company provides the aviation brigade with AVIM support, aircraft recovery, and backup aviation unit maintenance (AVUM) support. |
THE COSCOM INTRODUCTION a. General. the COSCOM's and CSGs' organizations, missions, and functions, respectively. The COSCOM provides logistics support to the corps. It enables the corps to sustain high levels of combat over the duration of major operations. Its battlefield support mission enables the corps commander to generate combat power at the decisive time and place. The COSCOM does this by Arming corps weapon systems. Fueling stationary equipment, tracked/wheeled vehicles, and aircraft. Fixing damaged equipment. Moving soldiers, equipment, and supplies about the battlefield. Sustaining the soldier. Protecting the support structure. b. Supporting the corps battle. The COSCOM maintains the support structure and supply levels to sustain the corps. It may support either a forward-deployed corps in an established theater of operations or a contingency corps force deployed to an underdeveloped theater. c. Support AO and depth of support. The corps AO encompasses an area of roughly 100 by 210 kilometers, or 21,000 square kilometers (see figure 3-1). These distances extend the lines of support. The COSCOM habitually employs units farther forward than it ever did in the past. Units that previously employed closer to the corps rear boundary now employ forward near division rear boundaries. Units that employed forward in the corps rear area now employ in the division AO. By also maintaining resources in depth, the COSCOM can weight the battle for the corps commander by realigning its resources throughout the corps area following corps priorities of support. COSCOM SUPPORT MISSION AND FUNCTIONS a. General. The COSCOM provides logistics support to the corps and, when directed, to either a unified, specified, joint, or combined force. The latter support occurs when the corps forms senior US Army command in the theater. The COSCOM executes the corps support plan. The COSCOM provides, DS and GS supply support to nondivision units and GS supplies to divisions, separate brigades, and armored cavalry regiments (ACRs). Supply support includes ammunition; class III; water (GS in arid regions); classes I, II, and IV; repair parts; major end item replacement; airdrop; and reinforcing supply support to the FSBs/MSBs. Service support, including mortuary affairs, SLCR, and tactical post exchange. DSM and AVIM to nondivision units; reinforcing DSM and AVIM to divisions, separate brigades, and ACRs; and missile-rocket maintenance support. Transportation support, including mode operations, movement control, terminal operations, cargo transfer operations, and airdrop support. Medical treatment, hospitalization, evacuation, logistics, patient regulating, and medical services support. b. Corpswide support. COSCOM logistics elements position in depth to minimize the effect of threat attacks on the overall logistics effort and allow for weighting the corps commander's efforts to gain and maintain the initiative. COSCOM functional battalions provide corpswide support. Transportation battalions provide intra- and intercorps transportation support. The petroleum supply battalion, ammunition battalion, and S&S battalion provide class III, V, and general supplies corpswide, respectively, supplying the bulk distribution systems. The S&S battalion also provides corpswide mortuary affairs, airdrop, and SLCR support. The AVIM battalion provides corpswide AVIM support. In an arid region, the water supply battalion provides potable water throughout the corps area. c. Area support. The COSCOM assigns area support missions to its subordinate CSGs and the medical brigade. CSG subordinate direct support units (DSUs) provide support on an area basis to units located in or passing through their AOR. Medical brigade medical groups provide level I and II CHS on an area basis to nondivision units lacking organic CHS and reinforce division level II CHS. In contrast to dedicated unit support, area support unit work loads depend on corps maneuver and positioning of units requiring support. Within the division area. The COSCOM normally provides area support to nondivision units whether they employ in the corps rear area or in the division area. This precludes generating an excessive work load on DISCOM MSBs/FSBs and provides a single support point of contact for supported units. However, nondivision units employed in the division area, which could number around 8,000 soldiers in a heavy division AO, may receive area support in one of several ways. From the DISCOM MSB/FSBs, but only within the DISCOM's capabilities. This normally occurs when the number of nondivision troops and their support requirements are very limited (one or two battalion *****alents). If the nondivision requirements exceed DISCOM capabilities, the COSCOM could augment the MSBs/FSBs with corps assets to enable the DISCOM to provide area support to the nondivision units. This support arrangement limits the number of support locations that must be established within the division area. Finally, the COSCOM normally supports nondivision units deployed within division boundaries, of the number noted above, through a CSB providing area support in the division area. The CSB establishes forward logistics points in the MSB/FSB area through coordinating with the appropriate terrain managers. Within a new division area. When nondivision units move to a new division area, area support continues in the same manner as described above from the new DISCOM and CSB. Assets from the previously supporting CSB and CSG may accompany the nondivision units to their new AO. d. Out-of-sector support. When nondivision units move to a new corps AO, area support continues. Support requirements and assets are coordinated and transferred as required. When corps units move out of an Army AO, a different method of support is used. The COSCOM forms a support element/slice, usually a CSB task force, to accompany the corps units to the new AO. The task force's size and composition vary depending on the destination. The task force supporting corps forces in a sister service or allied area is normally larger and more diverse than one supporting in a new corps area. The task force supporting in an allied AO normally must be able to support all corps force requirements, including medical evacuation. In the case of either a sister service or allied area, a reliable and responsive line of support and transportation network must be established to supply the support task force. Area support may also be required along the route of march, including refueling on the move (ROM) and maintenance and recovery/evacuation assistance. e. Mission support to other services and allies. The COSCOM provides logistics support to other services and allies taking part in a joint or combined operation. It routinely provides JP-4/JP-8 to the Air Force. It may provide food, water, common ammunition items, mortuary affairs services, petroleum laboratory support, and ground transportation support to Marine amphibious forces, Navy elements operating ashore, and the Air Force. Based on agreements with allied nations, the COSCOM may support a host of requirements common to both parties. COSCOM SUPPORT ORGANIZATION a. General. The COSCOM support organization depends on the number of soldiers to support, the number and types of weapon systems to repair, and the tonnage of supplies to issue and transport. As figure 3-2 shows, the COSCOM consists of a headquarters and special troops battalion, functional control centers, a variable number of CSGs, a medical brigade, and a transportation group under certain conditions. The corps commander assigns or attaches units to the COSCOM. The number and types of units vary based on the corps force's logistics requirements. The COSCOM further attaches units to its MSCs. The corps commander may attach civil affairs or chemical units to the COSCOM's headquarters and special troops battalion. To effectively support the theater commander's operational plans, the TA commander may attach logistics units to the COSCOM from TA resources, including theater army area commands (TAACOMs). b. Functional control centers. Functional control centers implement COSCOM policies and directives. The corps materiel management center (CMMC) centrally manages and controls supply and maintenance. The corps movement control center (CMCC) provides centralized movement management and highway regulation for the corps. The centers task COSCOM subordinate units. |
CORPS SUPPORT GROUPS a. General. CSG headquarters provide command, control, staff planning, and supervision of three to seven subordinate logistics battalions. The COSCOM task organizes CSGs to meet the needs of supported forces based on the scheme of maneuver the corps G3 establishes and the CSGs' forward or rear employment missions. While there is no standard CSG organizational structure, the forward CSG consists of multifunctional CSBs providing direct and general support. The rear CSG consists of one or more CSBs providing DS and functional battalions providing GS. b. Forward CSGs. Forward CSGs serve as the source of logistics support (less medical) for all corps organizations within their AOR. They provide forward support on an area basis to nondivision forces operating in the division AO, either directly through a CSB or indirectly by augmenting or reinforcing MSBs/FSBs. They provide area support to nondivision units behind the division's rear boundary, and GS supply and reinforcing DSM and field services support to divisions, separate brigades, and ACRs. Usually one forward CSG is allocated per committed division AO. Each forward CSG employs a tailored CSB in the division area to provide responsive support to forward-employed nondivision forces. Unlike the DISCOM's fixed-structure MSB and FSB supporting division elements, the CSB is task organized to provide DS-level supply, services, and maintenance support to corps forces operating in the division area. The CSB reduces the command, control, and communications problems caused by long distances between supported nondivisional elements and supporting corps units otherwise located in the corps rear area. Though employed in the division area and merged with division bases or base clusters for rear operations security, the CSB remains under the forward CSG's command and control. Terrain management and highway regulation are coordinated with the division. The remaining CSBs of each forward CSG employ behind the division rear boundary. They consist of both GS- and DS-level units to support nondivision forces in their assigned AOR as well as provide GS and reinforcing DS to the division, any separate brigades, and the ACR if employed in their AOR. One of these CSBs can provide the nucleus to support regeneration operations. c. Rear CSG. A rear CSG is allocated per COSCOM. The rear CSG provides corpswide support and reinforcing support to the forward CSGs. Like the forward CSGs, it provides area support to units employed in or passing through its AOR. It can also provide the nucleus of logistics regeneration support in the corps rear area. The rear CSG may consist of multifunctional CSBs, functional battalions, and a base support battalion. The rear CSG's CSBs provide DS-level area support to units in or passing through its AOR. These include hospitals, replacement units, signal units, corps HQ elements, and corps units supporting a reserve division. A CSB may also be tailored to provide regeneration support in the corps rear area. The rear CSG's functional battalions provide corpswide logistics support to divisions, separate brigades, and ACRs as well as reinforcing support to the forward CSGs. The petroleum supply battalion, ammunition battalion, and S&S battalion maintain the corps reserve stocks. These stocks enable the corps commander to support combat and provide the surge capability to win in battle. The transportation battalions support the supply and replacement distribution systems. The AVIM battalion provides corpswide AVIM support and reinforcing AVUM. In an arid environment, a water supply battalion provides corpswide GS-level water supply. Theater dependent, a base support battalion maintains facilities in caretaker status for future reactivation to provide base operations support. d. TA dependence. The COSCOM depends on TA general support units (GSUs) (heavy materiel supply companies, repair parts supply companies, and general supply companies) to resupply its subordinate GSUs. This dependence is particularly significant during reconstitution operations when the CMMC will arrange for push packages of class VII items and class IX repair parts required specifically for the units being reconstituted. The COSCOM also depends on TA transportation assets to supplement the corps transportation system assets. It depends on the general support maintenance (GSM) units to repair items beyond DSM unit capability for return to the supply system. If the CMMC's automation capability is disrupted, the COSCOM may depend on the theater army materiel management center (TAMMC) or TAACOM materiel management center (MMC), as written in the OPLAN, for continuity of operations. |
MEDICAL BRIGADE The medical brigade provides treatment, hospitalization, evacuation, logistics, patient regulating, PM, psychiatric, laboratory, dental, and veterinary support to the corps. The medical brigade HQ task organizes the COSCOM medical assets to meet the patient work load and CHS requirements corps forces generate. Medical assets are task organized under subordinate medical groups normally employed geographically in the corps rear area and directly under the brigade HQ. The medical brigade mission, functions, and organization are covered in more detail in chapter 9, section II. TRANSPORTATION GROUP A transportation group could be attached to the COSCOM to provide command, control, and staff planning if three or more functional transportation battalions are included in the corps force structure. The number of transportation battalions in the force structure is normally based on the number of truck and terminal operating units providing corpswide support under the rear CSG, not on those assigned or attached to forward CSGs. SUPPORT TO DIVISIONS, SEPARATE BRIGADES, AND ACRs DISCOMs, support battalions, and support squadrons provide most of the required logistics support. However, they depend on the COSCOM for GS-level supplies, medical supplies, evacuation and reinforcing medical treatment support, reinforcing DSM and AVIM, transportation and airdrop support, mortuary affairs support, and secondary field services support (such as SLCR). MSBs and FSBs rely on COSCOM augmentation or reinforcement to support nondivision units employed in their areas. SUPPORT TO HEAVY DIVISIONS Corps transportation assets deliver GS-level supplies to division DSU supply points and maintenance units. Division units go to their supporting supply point to pick up their supplies. In contrast, the COSCOM delivers class IV barrier or fortification material directly to emplacement sites and aviation fuel directly to division and corps aviation elements. When necessary, the corps airdrops critical fuels, ammunition, repair parts, rations, and blood supplies. COSCOM DSM units or AVIM units provide reinforcing maintenance support to division DSM and AVIM units. The corps G4 determines the priority of maintenance support. The COSCOM may attach MSTs to a division, separate brigade, or ACR. DS field services companies provide SLCR support to division as well as nondivision troops. The collection company in the BSA and DSA will establish a forward collection point to begin the mortuary affairs collection and evacuation process. Corps ambulances evacuate patients from division treatment stations to corps hospitals. The medical brigade provides reinforcing treatment, dental, and PM support. The Medical Logistics (MEDLOG) Bn (Fwd) builds prepackaged resupply sets of consumable medical supplies to support division requirements. In addition to supporting the supply distribution system from the corps GS level to division DSUs, corps truck units support personnel and heavy equipment movement and cargo transfer operations in the division. SUPPORT TO LIGHT DIVISIONS a. General. The light infantry division (LID), airborne division, and air assault division require more logistics support from the COSCOM than heavy divisions. These divisions perform only essential logistics support and CHS functions and stock only mission-essential supplies with their organic assets. They depend heavily on corps and echelon above corps (EAC) units to provide resupply to the DISCOM, reinforcing DSM, transportation, medical support, SLCR, and airdrop support. The LID requires more throughput from the corps rear area to the BSA due to the MSB's limited capability to resupply FSBs. However, the COSCOM cannot throughput too many supplies or it will overwhelm the LID's limited ability to move assets around the battlefield. Light division maintenance support and capabilities are limited. They rely on replacement versus repair of components and pass an increased maintenance work load to nondivision DSM units. LID and airborne divisions place heavy transportation requirements on the COSCOM for personnel, cargo, and airdrop support. The COSCOM provides CHS augmentation, including positioning medical evacuation assets forward. b. LID augmentation. Although the LID was designed for low-intensity conflict and was limited on total personnel, projected combat intensities quickly drive support requirements beyond LID DISCOMs' organic capabilities. Specific COSCOM elements have been designed or identified to perform required functions to offset these excessive work loads. This augmented support, over and above the normal COSCOM support organization, is sometimes referred to as the "corps slice." The following corps teams, detachments, and platoons augment the LID support organization: The LID QM supply support detachment provides materiel management support functions and performs data processing-related processes beyond the LID's organic capabilities. It may either collocate with the CMMC or the LID's DISCOM. The light/medium truck company offsets the driver shortfall in the LID that results from allocating only one driver per vehicle for single-shift operations. The LID missile support team from the corps DS missile support maintenance company augments the division missile support capability. LID missile maintenance support is limited to reparable exchange (RX) with repairs being performed at corps. The LID AVIM support team is attached to a COSCOM AVIM company to offset an estimated 21 percent of the AVIM work load passed back to the corps. The LID MST augments an estimated 20 percent of the ground maintenance work load passed back to a nondivision DSM company providing DS to a LID. The perishable subsistence platoon assigned to the COSCOM general supply company augments the LID's MSB, providing A- and B-ration storage and issue capability. The LID graves registration team augments the MSB. This team can process 79 remains per day, perform search and recovery as required, and operate a collection and evacuation point. Fielding of the corps mortuary affairs collection company will eliminate this augmentation. The hot/arid environment water team provides potable water storage and distribution system assets in arid regions. SUPPORT TO SEPARATE BRIGADES AND ACRs Similar to support to divisions, the COSCOM provides medical, GS supply, reinforcing DSM, field services, and transportation support to separate brigades and ACRs. When one of these corps forces employs in advance of a corps-sized force, elements of a forward CSG deploy to provide support. The support could consist of a forward logistics element formed by a forward CSB or a full tailored CSB depending on the force's requirements. In either case, a forward CSB and the CSG provide all required DS- and GS-level support, including heavy-equipment transporter (HET) movement support to the separate brigade or ACR. If a separate brigade or ACR deploys in an allied force area adjacent to US forces, forward CSG/CSB support elements from the adjacent US forces provide out-of-sector support. They may support from their sector if an adequate line of support can be established, or they may deploy with the corps force to augment the support battalion or squadron capabilities. HOST NATION SUPPORT (HNS) HNS includes civilian and military support services the host nation (HN) furnishes to forces stationed on HN territory during peace and war. HNS helps to offset manpower, equipment, and supply requirements. It is the preferred method of meeting unsatisfied military support requirements. In times of crisis, using HNS will significantly reduce the time required to deploy and establish US reinforcing units. The two categories of HNS that offset US requirements are direct HNS and indirect HNS. Direct HNS consists of HN military or paramilitary units organized similarly to US units. This HNS relates to comparable US organizations and capabilities. Indirect wartime HNS refers to support that is anticipated based on agreements with the host country. The type and volume of HNS services provided will depend on agreements between the nations involved and the host nation's actual capabilities. Unless other provisions apply, the United States will reimburse costs. Due to the proximity of combat operations, only the HN military should perform some HNS functions. HN civilian firms may provide bath, laundry, and bakery services. HN buildings and facilities, as well as transportation and distribution systems, can offset logistics support requirements, particularly in port areas. The COSCOM Assistant Chief of Staff (ACofS), Support Operations Procurement Support Branch, should consider these areas when planning and requesting HNS. It should conduct a risk assessment to determine the impact should planned logistic area HNS not be available. COSCOM ACofS, Support Operations Procurement Support Branch, personnel manage and coordinate HNS that has been negotiated and agreed upon by the host nation in peacetime and is expected to be provided in wartime to support the COSCOM's logistics mission. The COSCOM ACofS, G5 section personnel manage and coordinate available HNS for COSCOM units. As appropriate, section personnel manage and coordinate any additional ad hoc HNS the appropriate HN authorities have agreed upon. They coordinate requirements with civil affairs teams, the corps G5, and subordinate CSGs. To support contingency operations, an HNS coordination team (contingency) can be assigned to the task force's senior logistics HQ. This team locates, obtains, and coordinates available HNS resources. It coordinates closely with the civil affairs organization operating with the contingency force. The team obtains HNS resources through local purchase or contracts and coordinates with finance and legal activities to execute HNS contracts. JOINT OPERATION SUPPORT Corps forces can operate as part of a joint task force. As the corps logistics command, the COSCOM supports corps units conducting joint operations. The COSCOM assumes the role of theater-level logistics manager and operator in a single corps contingency situation. While each military service provides its own logistics support in principle, the joint task force commander normally tasks the dominant user to provide or coordinate support for all service components. The commander in chief (CINC) allocates critical logistics assets among services and issues directives to transfer logistics functions between service components. COSCOM CONTROL CENTERS a. CMMC. The CMMC centrally controls all GS supply within the corps. It also manages DSM support operations. CMMC commodity managers perform centralized stock management of a specific supply class. Materiel managers provide consolidated materiel management of a specific commodity. They manage supply classes by exception using selective controls. Commodity managers compile, interpret, and report data to the appropriate logistics branch in the COSCOM's support operations section. Centralized management uses input from automated management information systems and communications to interface with the movement control center (MCC). FM 54-23 provides additional information on the CMMC. CMMC mission. The CMMC performs integrated materiel management for the corps for all classes of supply [except medical supply, classified communications security (COMSEC), and classified maps]. Integrated materiel management involves computing requirements, establishing stockage levels, directing and distributing procurement, disposal, and developing guidance for maintenance priorities. The CMMC also performs maintenance management for all assigned or attached maintenance activities. Split-base operations. The CMMC must be able to displace in increments to provide onsite materiel management support of a force-projection response to a crisis, from the force's initial entry into theater through the culmination of operations. The remaining part of the CMMC remains in a secure sanctuary installation location. The home-based main CMMC is augmented with table of distribution and allowances (TDA)-authorized civilians. The CMMC element in the sanctuary area processes the requirements for units in the sanctuary area and for those activities the forward CMMC elements support. Assured communication between the forward and sanctuary-based CMMC elements is required. A military or commercial system may provide the link. b. CMCC. The CMCC provides centralized movement control and highway regulation. It uses its subordinate movement control teams (MCTs) and movement regulating teams to commit and allocate corps transportation assets. In response to unusual transportation support requirements, the CMCC controls transportation assets in truck companies attached to TMT battalions or CSBs. The CMCC is discussed in detail in chapter 4. |
MOVING THE FORCE TRANSPORTATION SERVICE Within an AO, transportation organizations provide support in three basic functional areas: mode operations, terminal operations, and movements management services. a. Mode operations include physically moving personnel or materiel on a transportation conveyance. The basic modes of transportation are air, rail, road, and water transport. Pipeline is often referred to as a mode of transportation; however, since the transportation organization does not plan, manage, or operate pipelines, they will not be addressed in this summary. b. Terminal operations consist of shifting cargo from one mode of transportation to a different mode or from one type of transport within a mode to a different type at an intermediate point within the transportation system. A transportation system's effectiveness depends on the efficiency of the terminal facilities that support it. There are two types of terminal operations: terminal service operations and terminal transfer operations. Terminal service operations support water terminals at either established ports or logistics- over-the-shore operations (LOTS) sites. Transportation terminal service units load, unload, and transship cargo to support the port operations. They also sort cargo by destination and prepare all required ********ation to account for cargo moving through the terminal. (a) Division modal operations include aviation and truck. The G3 controls aviation assets. The division transportation officer (DTO) coordinates CSS employment of aviation assets with the G3. (b) The number and types of units assigned to the TMT battalions are variable. c) The number of movement control teams (MCTs) and movement regulating teams (MRTs) assigned to the MCC is variable. d) Terminal service and railway operating capabilities may be assigned to the COSCOM as required when a corps is operating independently. (e) The corps or TA will provide required terminal operations within a division's AO. Terminal transfer operations include transshipping cargo at air, rail, motor, and inland barge terminals. This includes unloading, segregating, temporarily holding, ********ing, and loading cargo whenever a change in mode occurs Movements management involves two major functions: transportation movement and highway regulation Transportation movements management includes the staff planning and coordination required to use the transportation system effectively to move personnel and materiel to the right place, at the right time, and by the most economical means. This management is concerned with planning, coordinating, programming, monitoring, and supervising the allocation and use of the available transportation resources to meet the command's movement requirements. The transportation aspects and logistic readiness actions are continually reviewed, analyzed, and evaluated. This coordination is accomplished through the CMCC and its MCTs to coordinate the movements management program in support of the corps The MRT established at locations of high-volume traffic (such as supply activities and terminals) performs highway regulation. The MCT acts as the interface between the transportation system users (customers), the mode operators, and the management system)) Division and corps transportation requests Transportation movements management is centralized at the highest organizational level to maintain flexibility of support and obtain maximum efficiency and effectiveness. The CMCC coordinates and monitors shipments within the corps area. The MCC is the nerve center of the transportation system where movement requirements are received and analyzed, where transportation resources are allocated, and where resources are committed to satisfy these movement requirements. Most corps movement planning and programming are accomplished at the CMCC |
CORPS TRANSPORTATION OPERATIONS a. Movements management. The CMCC implements the corps movement program. It will allocate corps transportation assets according to the priorities established in the corps movement program. The program will be developed based on known movement requirements by class and type of supply required in the corps area. The MCC will consolidate and tabulate requirements by class of supply, tonnage, and movement program line number. It will match requirements to transport capabilities and the mode selected. The MCC receives requests for priority nonprogrammed movement requirements. It verifies the requirements with the origin MCT. If necessary, the MCC may make adjustments to the corps movement program. The MCC directs the origin MCT to coordinate with the destination MCT to confirm receiving capabilities and to obtain a transportation movement release. The destination MCT coordinates with the shipping unit to ensure the movement is completed by the required delivery date. The COSCOM ACofS, Support Operations, Transportation Branch, chief validates competing priorities. Transportation priorities are based on the Uniform Materiel Movement and Issue Priority System (UMMIPS). MCTs ensure that the transportation priority is correct. If necessary, MCOs identify programmed movements that can be delayed and recommend relocating transportation support assets. When possible, alternative modes and other assets within the corps area will be used. If not available, the MCC requests assistance from the theater army movement control agency (TAMCA). When requirements exceed transportation capabilities, supply and transportation priorities will be combined to provide the basis for allocating transport assets. The MCC coordinates highway use for all movements originating in, terminating in, or transiting the corps area. It coordinates movements coming into and leaving the corps with the DTO and the TAMCA. The MCC also coordinates with movement officers at all levels to ensure the receiving and unloading capabilities of supported units in the division and corps areas are not exceeded and that visibility of cargo in transit is provided. The CMCC will coordinate circulation and security missions with the MP brigade. The MP brigade ensures that authorized traffic moves smoothly, quickly, and with little interference along the MSR. It routes traffic to meet changes in the situation, enforces MSR regulations, and reconnoiters MSRs. MCTs process requests for programmed or nonprogrammed movement and convoy clearance requests to the MCC's highway traffic HQ. That HQ notifies the origin MCT of the movement credit and number. The MCTs then forward the convoy clearance to the requesting unit. MCTs also forward requests exceeding mode capability to the MCC. After the transportation mode has been selected, MCTs issue a transportation movement release number and instructions to the shipping unit concerning shipping and handling. They also ensure that shipping units consolidate partial load shipments where practical. As necessary, MCTs expedite handling frustrated cargo due to missing or improper s, improper packaging, or mixing noncompatible hazardous material. Requests for follow-up, shipment status, or tracing will be submitted to the MCT that originally scheduled the shipment. The requesting unit must provide the shipment's transportation control number. To ensure effective use of transportation assets, MCTs coordinate the arrival and spotting of transportation assets to be as close together as possible. They will forward reports of movement status on cargo shipping actions (cargo held, diverted, reconsigned, transferred, traced, or expedited cargo) to the MCC. MCTs will also maintain an inventory of containers and submit the status of containers arriving and departing within their AOR to the MCC. They coordinate with mode operators to ensure that assets arrive at the required time and check with the shipping unit to ensure prompt transportation assets. If required, MCTs arrange sensitive cargo movement. If the mode is by air, MCTs will coordinate the cargo transfer from an aircraft to surface modes. As required, they will designate temporary storage sites for cargo requiring breakbulk. Destination MCTs will coordinate with receiving units to ensure the availability of transportation assets is not reduced due to unloading delays. As necessary, they will spot-check unloading procedures. MRTs coordinate authorized traffic movement. They report to the MCC on vehicle and convoy movement along routes. They also report disruptions in traffic flow due to vehicle breakdown, road conditions, or enemy action. As necessary, they adjust movement schedules and change truck or convoy routing. They then notify convoys of changes in routing and rate of march. MRTs also provide convoy commanders the latest intelligence on route conditions, possible threat action, and air or artillery support availability. (a) Traffic circulation planning. This plan graphically portrays the road network and how it is to be used and maintained. The plan normally includes restrictive route features; route designations; direction of movement; and locations of boundaries, units, highway regulating points, traffic control points, and major supply or shipping activities. (b) Traffic routing. Traffic is routed over designated routes to balance the vehicle and route characteristics (road surfaces, curves, and bridge capacities) and to reduce traffic congestion or conflicts. c) Traffic scheduling. Traffic scheduling is coordinating times for movement along specified routes to satisfy command movement priorities; minimize delays, conflicts, and congestion; and promote security and passive defense. b. Mode and terminal operations. COSCOM transportation forms the critical link in the theater distribution system. The actual organization depends on forecasted work load and units available in the force structure. A transportation group HQ is required when three or more transportation battalions are included in the force structure The transportation organization is structured to move cargo, equipment, and personnel by various modes of transport and provides transport resources in support of campaigns and major operations. It needs to move maneuver units on the battlefield as well as reposition the corps support structure. HNS can help offset shortfalls in US transportation units Motor transportation units consist of a variable number of truck companies and cargo transfer companies. The COSCOM commander attaches them to his subordinate CSGs or transportation group for allocation/reallocation to CSBs and transportation battalions. FM 55-30 describes truck unit operations The transportation battalion attached to the rear CSG provides direct as well as general support to corps nondivision units and reinforcing support to assigned divisions. It also provides throughput distribution as far forward as the BSA. When employed to support an independent corps operation, the battalion may need to operate the transportation service from the waterline to forward areas of combat. This situation requires that the troop list include terminal and rail units from an EAC rail or terminal battalion Light-medium truck companies move general cargo in support of the corps. They primarily operate to support the COSCOM's internal needs in the corps rear Medium truck companies are allocated to CSBs or transportation battalions. They haul containerized and breakbulk ammunition and general cargo within the corps rear area and to supply points located in the DSA/BSA Heavy truck companies move heavy or outsized cargo and vehicles such as tanks, howitzers, and personnel carriers. HETs support operational and tactical mobility. HETs move heavy armored forces from a port of debarkation (POD) to an initial assembly area in the corps rear area. HETs also move heavy armored forces with slice elements from corps or division areas as far forward as mission, enemy, terrain, troops, and time available (METT-T) factors will permit. Using HETs to move heavy armored forces reduces fuel requirements en route. It also reduces the maintenance work load due to fewer system breakdowns en route. Weapon systems are functional and crews are rested and prepared to fight. HETs may also support evacuation and weapon system replacement operations (WSRO). When HETs perform a battlefield evacuation role, they move as far forward as the most forward collection point operated by the maintenance company in the brigade area. Due to the low density of these assets, the HET company is not normally placed in a DS role Cargo transfer companies transship cargo at air, rail, motor, and inland barge terminals. This includes unloading, segregating, temporarily holding, and loading cargo whenever a change in mode occurs Trailer transfer point teams (TOE 55540LE00) are attached to the transportation battalion. They receive, segregate, assemble, and dispatch loaded or empty semitrailers for onward movement IAW CMCC-directed priorities. They also provide emergency refueling and minor repairs for arriving vehicles Depending on the theater, a US terminal transfer cellular logistics team (CLT) (TOE 55510LA00) could be allocated. This CLT provides liaison and serves as the interface in joint terminal transfer operations with HNS terminal transfer units. Based on the mission of HNS terminal transfer units, the CLT may operate at a railhead, airhead, seaport, inland waterway port, or depot. Though assigned to the COSCOM and attached to a CSG, the team collocates with the HNS transportation battalion and terminal transfer units. The HQ section collocates with the HNS transportation battalion HQ, serving as the HNS battalion logistic operations section. The two company sections collocate with HN terminal transfer companies. They serve as a portion of the terminal transfer company's operations section. CLT personnel Provide operational mission coordination (taskings) to the HNS transportation battalion Consolidate and forward transportation management reports from HN units to the CMCC Coordinate mission taskings between the CMCC and HN terminal transfer units Maintain visibility of intransit US shipments and supplies, providing status reports through US channels/organizations Divert cargo when the CMCC directs Assist HN personnel in preparing US Provide technical guidance for loading US cargo on HN equipment An MCT passes taskings for transportation and terminal transfer support via an HN liaison officer (LO) team collocated with the MCT. The CLT headquarters section receives the terminal transfer tasking order with assigned transportation movement release number and relays the tasking information to the wartime host nation support (WHNS) transportation battalion S3. The WHNS terminal transfer company operations section tasks transfer platoons with the mission and provides cargo information. The CLT company sections assist with cargo ********ation. Based on input from the MCT/CMCC, the CLT may alter transportation movement priority of shipments DIVISION TRANSPORTATION OPERATIONS The DISCOM's principal transportation asset is the MSB TMT company. Its mission is to provide truck transportation to distribute supplies and to move heavy and outsized vehicles and cargo. It also provides vehicles to help division elements needing supplemental transportation, including class V emergency unit distribution The DISCOM MCO centrally controls division motor transport vehicle employment and coordinates priorities with the DTO. To the extent practicable, every transportation dispatch should serve two purposes. For example, trucks that transport supplies and personnel forward to supported units also, on the return trip, bring back damaged and captured equipment, salvage, and prisoners of war (PWs) The TMT company is usually located close to the MSB headquarters near mainland LOCs. The TMT company's mission is to Provide truck transportation to move supplies from the DSA to the BSA Transport division reserve supplies for which the MSB is responsible Furnish vehicles to assist division elements with requirements for supplemental transportation, including emergency unit distribution of class V supplies The DTO plans and establishes movement priorities based on the division commander's overall mission priorities. The division G3 assigns motor transportation mission priorities for tactical support and the G4 for logistic support. The DTO is the staff's communications link for transportation between the division and the corps. The DTO gives the DISCOM MCO broad policy guidance and basic plans and policies. He also provides staff supervision and assistance in transportation matters concerning all modes of transport. The MCO controls motor transportation asset employment and allocated CSS air assets within the division. The DTO coordinates with the G3 and the division aviation officer to allocate division air assets. All users forward their transportation requirements within the division to the MCO. Transportation capabilities are then balanced against requirements and division-level priorities. When routine requirements exceed available division motor transport capabilities, the MCO requests additional transport support through a supporting MCT. The DTO will still request all required nondivisional air support and nonroutine motor transport requirements from the MCC )if a supporting MCT cannot meet requirements) There must be close and continuous coordination between the MCO and the DISCOM S2/S3, the DTO, the MCC, the MCT, the FSB support operations section, and the provost marshal's office operations officer. The MCO is the link between the division transportation mode operators and the division transportation users AIRLIFT RESUPPLY SUPPORT Air resupply is accomplished using both air-land and airdrop. Although Army and Air Force assets are both used for these delivery methods, the Air Force performs most of the airdrop missions. The air-land delivery method is preferred because it does not require special airdrop equipment or rigging. The Army, however, furnishes the airdrop equipment and prepares the loads for airdrop missions. The request procedures for both airdrop and air-land resupply are the same. Airlift request procedures must be responsive and flexible to accommodate deliberate and rapidly changing situations. The planners must direct their efforts to optimally use scarce and vital airlift assets The Air Force supplements the Army's transportation capability within a theater of operations. At each level of command, staff elements are designated to control and manage transportation asset use (motor, rail, and Army aviation) and to monitor Air Force airlift requirements. The corps transportation officer, under the corps G4's staff supervision, performs these critical transportation staff functions and integrates airlift requirements into the overall corps transportation requirements The ACofS, Support Operations, Transportation Support Branch, chief, COSCOM, supervises the CMCC that, in turn, controls all CSS transportation movement activities in the corps sector. Transportation Support Branch personnel also validate airlift requests generated within the corps. The transportation requests are considered validated when forwarded through designated channels to the next command echelon for subsequent validation or to the transportation unit for execution. For reinforcement, the DTO in a division normally validates preplanned airlift requests while the G3 staff personnel validate immediate airlift requests. At corps, the MCC validates preplanned airlift requests. Coordinating or special staff agencies may receive authority to validate immediate requests to facilitate the request process Tactical operations and special missions use preplanned airlift support when sufficient time is available to schedule necessary assets. Immediate requests result from unanticipated, urgent, or priority requirements. These requirements may be met by providing aircraft on a quick-reaction basis at designated locations, by diverting or canceling preplanned missions, or by generating a standing sortie. Therefore, an emergency airlift mission may use a preplanned airlift sortie; however, it would normally be filled by an immediate mission using the highest priority the theater commander establishes. Ground force requirements for airlift normally originate as requests for transportation or resupply support. The S3/G3 develops the requirements for airlift and coordinates its use when requesting airlift for tactical air movements. The S4/G4 processes the actual request for air transport to support the air movement through logistic channels. |
TRANSPORTATION PLANNING PROCESS The transportation planning process must be followed regardless of the type of transportation planning being done. First, determine what must be moved. Second, determine what transportation resources are available. Third, balance requirements against resources. Fourth, determine shortfalls and critical points and apply priorities. Fifth, and most important, coordinate the plan with all units affected. The transportation planner must determine what the units need and then attempt to develop a transportation network to satisfy those needs. a. Determining requirements Each requirement to move troops or supplies generates at least one requirement for transportation. Initial transportation requirements can be expressed in terms of tonnage (or numbers of personnel) and distance. In the later stages of planning, the tonnages become classes of supply or even distinct items The transportation planner provides adequate transportation support for the operation. He estimates total requirements based on the supplies required to support the forces and distances involved. This estimate serves as a point of departure. It functions as a general check on whether the requirements the users submitted are realistic Some requirements may be within the capability of transport organic to the requesting unit. The planner must determine the extent of such capabilities and urge their use Special requirements will be generated when the corps includes an airborne or air assault division. These divisions have limited organic transport capabilities. Therefore, when committed to sustained ground combat operations, they will require significant, dedicated corps transportation b. Determining resources. Resources are determined by assessing transportation resources and con-sidering What types of transportation units are available. Characteristics and capabilities of each mode of transport. Capabilities of available civilian transport based on a facility survey, equipment inspection, and agreements negotiated with civilian transportation operators. Capabilities of HN transport, both civil and military, based on a facility survey, equipment inspection, and agreements negotiated with the host nation c. Balancing requirements and resources. Balancing requirements and resources is a process that determines if the transportation capability is adequate to meet the requirements. It also establishes the work load for each segment of the transportation service. This is the most time-consuming portion of the planning process Providing complete transportation support requires considering factors other than the necessary operating units. The planner provides for adequate C2 by organizing units according to their missions, proposed locations, and area of coverage. He coordinates with other service planners to make certain their plans include the necessary capability to support the transportation units. He makes recommendations on the location of S&S units according to their transportation requirements A composite statement of total transportation requirements speeds up the planning process. Each planner selects the format he finds most usable. One may use a chart listing all requirements showing origin, destination, required delivery date, weight, quantity, and class of supply for each shipment The process of establishing work loads for each transport mode varies according to the phase of the operation. Usually, the plan for the initial phase should provide sufficient motor transport for all cargo and personnel movements. Though some priority items will move by air, this quantity will normally be only a small percentage of the total supplies Work loads are computed individually for each transport mode according to the characteristics and capabilities of the operating units of that mode. The final plan, however, must combine the units and operations of all modes into a single, integrated transportation system During actual operation, the theater commander allocates a portion of the available airlift to TA for its requirements. For planning purposes, however, air movement capacity is an assumption based on coordination with Army aviation and Air Force planners. This assumed capacity seldom exceeds the requirement for moving priority cargo. If there is an excess, planners should use it for nonprogrammed priority movements. Army transport aircraft capacity seldom exceeds the amount required for DS of combat operations. Therefore, there should be no plans for routine air movements of other than priority cargo Rarely will a transportation plan extensively use inland waterways. In only a few areas of the world are there extensive inland waterway systems compatible with transportation requirements. Inland waterway systems are relatively vulnerable to enemy action and sabotage and are difficult to restore to usefulness The planner must be certain to include all types of work loads. They may include successive, direct, and retrograde shipments of some cargo; ********ation for rehandling; requirements for rewarehousing; augmentation of units' transportation; assistance to the medical evacuation plan; and requirements to support allied and civilian organizations d. Determining critical points, shortfalls, and priorities. Determining critical points along the proposed transportation system is done early in the planning process to identify points such as supply facilities, aerial and water ports, terminal transfer locations, and other points that may create bottlenecks. Accompanying this critical point determination is analyzing which alternative plans would alleviate possible bottlenecks. This builds flexibility into the system. Determining capabilities results in an assessment of the number of transportation units and their equipment available to support common-user movement requirements. Included in this assessment is the total number of HN transportation assets allocated, the number of third-country and US-contracted assets and reception materials handling, and in-transit storage capabilities. Balancing known or projected requirements against this assessment requires movement planning according to command priorities and the transportation priority or the shipment when capabilities fall short of meeting requirements. The remaining shortfall will be adjusted, and these adjustments will be coordinated with the shipper, receiver, materiel manager, and logistic staffs. e. Coordinating among planners. Complete coordination among all planners is mandatory to ensure integrated support. Original guidance is seldom valid throughout the planning period. Therefore, constant coordination with the other staff planners on changes to the mission, commander's concepts, assumptions, intelligence, policies, priorities, allocations, locations of facilities, and other elements necessary to keep planning current is an absolute necessity |
DEFINITION OF TERMS The following selected transportation terms are useful in understanding transportation operations in combat a. Backhaul,shipping materiel to or through an area from which the materiel has previously been shipped b. Consignee,the receiving agency, unit, depot, or person to whom the shipment unit is addressed or consigned c. Consignor,the activity from which a shipment unit is made d. Diversion,rerouting cargo or passengers to a new transshipment point or destination or on a different mode of transportation before arriving at the ultimate destination e. Highway regulating point,point on the highway where the MRT records and reports arriving and departing highway movements and regulates those elements by issuing instructions for continuing the march, detours, diversions, schedules, etc f. Highway regulation,planning, routing, scheduling, and directing actual highway use by vehicles; personnel afoot (including troops, refugees, and civilians); and animals using highway transportation facilities and equipment most effectively to meet operational requirements. This is a highway traffic division function g. Highway traffic control,enforcing the rules of the road, traffic regulations, and road discipline, including spot direction. This is a provost marshal and MP function h. Intertheater shipments,shipments moving into or out of the theater i. Intratheater shipments,shipments originating and terminating within the theater j. Line-haul,in highway transportation, a type of haul involving long trips over the road in which the portion of driving time is high in relation to the time consumed in loading and unloading. Line-hauls normally involve one trip or a portion of a trip per operating shift of 10 hours, or two trips per day k. Local haul,in highway transportation, a type of haul characterized by short driving time in relation to the loading and unloading time. These hauls normally involve four or more trips per day l. LOTS,loading and unloading ships without the benefit of fixed port facilities in friendly or unfriendly territory m. Mode operations,a collective term used to indicate operations of one or more transport modes (highway, rail, water, and air) n. Movement capability,the total capability of the shipping and receiving agencies and the transport services to effect transportation between two or more points or areas over a stated period of time o. Movement control,planning, routing, scheduling, and controlling personnel and supply movements over LOCs; also an organization responsible for these functions p. Movement control agency (MCA),a major functional TA control element that coordinates and administers transportation policy. This agency balances and coordinates the capabilities of shipping, transporting, and receiving activities theaterwide; maintains a close relationship with CONUS transportation activities; and technically supervises the CMCC q. Movement control center (MCC),a functional control center at corps level (assigned to a COSCOM) that balances and coordinates the capabilities of shipping, transporting, and receiving activities to provide a responsive transportation system capable of satisfying the commander's movements requirements r. Movements program,a command directive prepared by the transportation movement element and issued in the commander's name giving plans for future movements. It is based on the commander's overall plan and coordinated with all interested agencies. The movements program allocates the available transport mode capability to satisfy the movements requirements according to priorities the commander establishes. These priorities provide an orderly basis for resolving competition among the various users of the available transport. The movements program normally contains information on origins, destinations, weight and cube of cargo, type and number of personnel to be moved, the movement priority, and the transportation organization assigned the movement responsibility s. Terminal,those military and commercial facilities used to load, unload, and transit handling cargo or personnel by various modes of transportation t. Terminal operations,command and control of Army operations at water terminals (established ports, beaches, and inland waterways), air terminals (Air Force and Army), and in-transit areas u. Throughput,shipping supplies or moving personnel from points of origin as far forward as possible, bypassing intermediate supply or personnel activities v. MCT,coordinates all assigned movements and ensures that available resources are maximally effective and economically used. These MCTs are assigned to the corps and to EAC w. Transshipment,transferring a load from one transport facility or vehicle to another using the same or different means of transport x. Transportation component command (TCC),a generic phrase that describes the various transportation agencies within the US Transportation Command (USTRANSCOM),the Military Traffic Management Command (MTMC), Air Mobility Command, and Military Sealift Command,that move personnel and cargo during peace and war |
ARMING THE FORCE INTRODUCTION Much has been said and written about the increased lethality of today's battlefield, and an integral part of this lethality is a responsive and continuous supply of ammunition. Within the corps, ammunition operations' primary focus is to support the "big six" combat users,artillery, infantry, armor, air defense artillery, combat engineers, and combat aviation. The corps ammunition system is the maneuver-oriented ammunition distribution system,palletized loading system (MOADS/PLS). When fighting as part of joint and combined forces, US Army ammunition units may also support other services and possibly coalition forces. In this era of force projection, ammunition planning must have the flexibility to support all types and combinations of forces. This chapter focuses primarily on conventional ammunition support but also includes an overview of explosive ordnance disposal (EOD) operations within a corps and unexploded ordnance (UXO) threats and procedures. The information in this chapter is derived from FMs 9-6, 9-15, 9-38, 54-30, and 63-3. The pre-ponderance of the information in this chapter is based on the example of a heavy division. Since the primary focus of this chapter is corps and division ammunition operations, information about the TA and CONUS is minimal. If this chapter conflicts with doctrinal sources, the doctrinal sources will prevail. You will find there is a blend of doctrine and emerging doctrine. Emerging doctrine will be identified as such. Do not use this chapter as a crutch to avoid becoming familiar with the doctrinal manuals. Paragraph 5-7 includes several examples of how to apply the lift capability of ammunition units. Remember these are examples that are intended only to illustrate how lift may be used. Do not take them as the only possible solutions. AMMUNITION SUPPORT a. General. Providing the required quantity and type of ammunition to the combat user at the time and place it is needed requires a responsive and flexible ammunition supply system. MOADS/PLS provides this capability. The objective of MOADS/PLS is to deliver 100 percent of the "big six" users' ammunition require-ments through supporting ATPs. In addition to these combat users, other units may receive ammunition support on an area basis from the ammunition supply activity [e.g., ATP, ammunition supply point (ASP), or corps storage area (CSA)] closest to the unit. Other units operating in the division rear area receive ammunition support on an area basis from either a DS ammunition company ATP or an ASP unless the division directs otherwise. The ASP can support units and make direct shipments of selected items to the ATPs. MOADS/PLS maximizes the use of combat-configured loads (CCLs). GS companies that operate CSAs in the corps rear provide GS ammunition support. b. Ammunition basic loads (ABLs). ABLs originate with tactical forces' planned deployment. Ammunition is allocated to units in peacetime so that in the event of deployment, units will have an initial issue of ammunition that can sustain the unit until resupply can be accomplished. The ABL is that quantity of conventional ammunition a unit is authorized and required to sustain itself until normal resupply can be effected. ABL must be carried in one lift in a combination of weapon systems, unit personnel, and organic equipment. The ABL's size and makeup are designed to meet a unit's anticipated initial combat needs. ABL is normally expressed in rounds per weapon, but it can be expressed in its number of required combat loads (battalion loads for artillery systems). The following factors influence the ABL's composi-tion: Nature of the enemy threat. Type of mission. Intensity of engagement. Availability of resupply transport. Availability of ammunition. Number and types of weapons in unit. The criticality of high-lethality, special purpose, high-cost ammunition such as the Army Tactical Missile System (ATACMS) requires extraordinary asset management, dispersion, and distribution to ensure availability. Limited availability of these types of ammunition may preclude their inclusion in individual ABLs. Rather than being allocated per weapon, these types of ammunition may be held back to attack preselected, high-priority targets as they appear. c. Combat load (CL). Another unit of measure that has emerged is the CL. A CL is the designated quantity of munitions each deployable weapon system will carry to initiate combat operations. It is a standard unit of measure used to describe munitions for planning and resource programming. For most weapon systems, the CL is limited to the amount the weapon system can carry; e.g., 40 rounds in an M1A2 tank. The CL for artillery [including the multiple-launch rocket system (MLRS)] is actually a battalion load that includes rounds carried in the howitzer, a dedicated ammunition support vehicle, a field artillery ammunition support vehicle (FAASV), and battalion HEMTTs. CLs for attack helicopter units include more munitions than can be carried in one lift and provide enough munitions to assemble any combination of missiles, rockets, and ammunition the commander desires for a specific mission. In force-projection operations, the CL system will be used to manage ammunition operations. The intent is to match the required number of CLs to the particular mission, and the required quantity of CLs will flow into the theater. d. Lift capability. Ammunition units' capabilities are measured in lift. A lift uses materials handling equipment (MHE) to pick up ammunition and put it down, with each pickup and put-down constituting one lift. Lift is usually measured in short tons (STON) (2,000 pounds). Lift capabilities are limited by availability of personnel and MHE. There are several categories of activities that constitute lift,receipts, issues, rewarehouse/ configure, and transload. At an ATP, the only lift required is transload. At all other ammunition storage areas, there will be a combination of all types of lift. The ammunition manager's goal is to effectively manage ammunition unit lift capabilities to adequately support ongoing operations. CONTROL PROCEDURES a. Ammunition supply rates. The procedures used to control ammunition consumption are the required supply rate (RSR) and the controlled supply rate (CSR). The Standard Army Ammunition System (SAAS) is the management information system used to support these control procedures. TheRSR is the amount of ammunition a maneuver commander estimates will be needed to sustain tactical operations, without restrictions, over a specified time period or for a specific mission. The RSR is expressed as rounds per weapon per day or, for selected items, as a bulk allotment per day or per mission. As the threat or missions change, RSRs should change to reflect revised ammunition forecasts. Maneuver com-manders develop RSRs and submit them to the next higher HQ through operations channels. Each HQ reviews, adjusts, and consolidates RSRs and forwards them through operations channels. At the HQ that has ammunition management responsibilities, normally at TA level, the total ammunition requirements are compared against total ammunition assets expected for that period. If there is a restriction, a CSR will be established. TheCSR is that amount of ammunition that can be allocated based on the availability of ammuni-tion types or quantities, class V storage facilities, and transportation assets over a specific time period. The CSR is expressed in the same terms as the RSR. Commanders should use CSRs to allocate or prioritize the flow of ammunition assets to units engaged in combat and to units held in reserve. They should also withhold some ammunition, especially high-lethality, low-density ammunition, to meet unforeseen requirements. The commander with ammunition management responsibilities, normally the TA commander, will announce the CSR for each item of ammunition to the corps commanders through logistics channels. The rates may vary from corps to corps depending on priorities, the projected threat, and ammunition availability. Each maneuver commander announces a CSR to the next subordinate maneuver commander. Commanders making CSR allocations to subordinate units should not allocate 100 percent of the CSR received from the higher HQ. They should retain a portion to meet unforeseen contingencies. The CSRs should be published in the OPORD, a fragmentary order (FRAGO), a service support annex, or a fire support annex. The CSR may change daily. If there are no restrictions, the statement, "The CSR is the RSR," is used. The next higher commander may give permission for a unit to exceed its CSR. The commander granting permission for a unit to exceed its CSR must release contingency stocks, withhold or reduce issues to other units, or request an increase in his own CSR from the next higher commander before permitting a unit to increase its CSR. b. The division ammunition officer (DAO). DAOs are responsible for ammunition distribution in the division. They are located in the DMMC where they can oversee the division's class V assets. The DAO maintains constant communication with the users, the MSC staffs, the CMMC, and ATPs while coordinating ATP operations/resupply with corps and division units. This communications capability and knowledge of planned and current operations enables the DAO to anticipate the ammunition consumption of supported units, thereby ensuring ammunition is available to support user requirements. The division commander determines the quantity of ammunition to supply each brigade based on planned operations, the current CSR, and subordinate commanders' ammunition requirements. The DAO then coordinates with the CMMC for the required or authorized ammunition to be shipped to the designated ATP for the using unit to pick up. The DAO notifies the ATP representative and MSC S4s of inbound ammunition shipments. The MSC S4s must notify subordinate units when and where to pick up ammunition. Based on the division commander's concept of the operation, the DAO specifies which units (division, corps, or other) each ATP supports. The DAO also recommends locations for the ATPs to the command organizations responsible for their positioning. In some situations, the DAO may designate an ASP rather than an ATP to provide more responsive ammunition resupply to units operating in the division rear. Upon issuing, the users may reconfigure the ammunition into appropriate LOGPACs for movement forward and distribution. Munitions barrier material should be delivered directly to an engineer supply point (ESP) near the emplacement site. c. The CMMC. The CMMC's missile and munitions division interfaces with the DAOs and MSC S4s. The CMMC performs the following ammunition support functions: Approves stockage objectives for CSAs/ASPs. Recommends CSRs to the corps staff. Directs ammunition distribution in the corps. Provides requirements for moving ammunition to the MCC. Coordinates with the theater army MMC (TAMMC) and or national inventory control point (NICP) to fill ammunition requirements. Operates the SAAS 1/3 to maintain visibility of ammunition assets on hand and in transit and determines authorized levels. |
COMBAT-CONFIGURED LOADS A CCL is a preplanned package of ammunition designed to support a specific weapon system or unit and is transported as a single unit. CCLs' primary purpose is to simplify planning and coordination for ammunition resupply. CCLs are a predetermined mix of ammunition designed to fit on a specific vehicle; i.e., a stake and platform (S&P) trailer or a PLS flatrack. CCL design should consider both US and HN transportation assets. CCL planning is done in peacetime to enhance wartime resupply coordination between the ATP and DAO and from the DAO to the CMMC. MSC S4s should submit proposed CCL configurations to the DAO based on their type of unit, task force, or weapon system. The DAO reviews CCL submissions and submits a consolidated division CCL listing to the corps. The CMMC, in coordination with the corps staff, reviews all CCL requests and establishes a corps set of standard CCLs to support the corps maneuver units. Using CCLs does not preclude ordering single Department of Defense identification code (DODIC) loads. Battalion-level CCLs are the general building block used for CCL design. However, within a brigade, use caution not to design CCLs for pure battalions. Plan CCLs based on typical task organization within the brigade. AMMUNITION UNITS a. Supply Company, FSB,operates an ATP in its respective BSA and provides ammunition support to its combat brigade and other units that may be operating in the brigade area. b. Ordnance Company, Ammunition (DS) (MOADS/PLS),operates up to three geographically dispersed ASPs and one ATP in a division area. Basis of allocation is one company per division. It is normally attached to a forward CSB in a forward COSCOM CSG. c. Ordnance Company, Ammunition (MOADS/PLS)(CSA),operates CSAs in support of corps operations. The basis of allocation for these companies is one per 3,500 STON of ammunition expenditure. It is normally attached to either the rear CSG's ammunition battalion, the S&S battalion, or to a CSB. In contingency opera-tions or to shorten the distance between the CSAs and ASPs and ATPs, this company may be attached to a forward CSG's CSB to operate a CSA behind each division. d. Ordnance Battalion, Conventional Ammunition,is attached to the rear CSG to establish and operate ammunition supply facilities. Only one ammunition battalion is required to support a fully deployed corps. This battalion provides corpswide GS ammunition support to divisions, separate brigades, and ACRs. This battalion is one of the few functional battalions remaining in the COSCOM. AMMUNITION FLOW Ammunition support in a theater of operations is based on a continuous refill system distribution to the ATPs and ASPs in the division areas. The general flow of ammunition under MOADS/PLS is depicted in figure 5-1. Ammunition is received from CONUS or other supply sources by containership or breakbulk transport. Selected items may be shipped by air. Once ammunition clears the port area, it is shipped to the theater storage areas (TSAs) or CSAs. Air transport may be employed to move critical items to forward areas. The CSAs ship ammunition to the ASPs. At the ASPs, the ammunition is either issued to units located within the ASP's AO or shipped forward to the ATPs. ATPs provide supply point distribution to all customer units. All ammunition shipments from TA will flow through CSAs. MOADS/PLS is designed to provide up to 3,500 STON of ammunition to a heavy division per day. All unit capabilities are built to meet this projected worst-case scenario. |
AMMUNITION SUPPLY SUPPORT ACTIVITIES a. ATPs. In support of a typical division, three ATPs will normally provide the majority of the ammunition to the combat units. These ATPs are assigned to the FSB supply companies. The ATPs move (less ammunition stocks) whenever the brigade or division moves using organic transportation assets. The ATP's terrain layout will be designed to meet the mission of the ATP and the supported brigade. The divisional ATPs will not normally cover more than 1 square kilometer. The DAO provides mission guidance to these ATPs through a representative assigned to each of the ATPs. These ATPs may provide ammunition as coordinated with the DAO to corps units operating in the brigade area. Each ATP can provide 550 STON of ammunition per day. For light forces, this amount is lessened to 350 STON of ammunition per ATP. An Ordnance Company, Ammunition (DS) (MOADS/PLS) is able to deploy an ATP in the division rear area. While this corps ATP is manned by personnel from the DS company, the DAO provides mission guidance. This ATP can provide up to 970 STON of ammunition per day. This will normally be provided to corps artillery, aviation units, and other nondivisional units operating in the division sector. The ATP can be used to augment the divisional ATPs and provide high-tonnage artillery ammunition such as the MLRS. When corps artillery and engineer units move from one division to another division in the same corps, they will normally receive ammunition support from the ATPs in the new division areas. ATPs receive ammunition loaded on corps transportation assets. Under MOADS/PLS the CCLs will arrive in the ATP secured to PLS flatracks also called sideless containers (SCs). These flatracks will be offloaded from the corps transportation assets and set on the ground where they will remain until the PLS-equipped user arrives with his vehicle that is designed to pick up the PLS flatrack and transport it to the user area. Under the initial concept, the only users who will receive PLS will be field artillery units. All other units must still transload ammunition from flatracks to their particular type of ammunition vehicles. This transload is accomplished using the users' resupply vehicles with onboard MHE, such as the HEMTT, or using the ATP's organic MHE. The ATPs will have a limited number of PLS trucks that can move some of the PLS flatracks around as needed within the ATP area. If the ATP must be relocated and has ammunition stocks on hand, transportation assets will have to be requested to make the move. Under the MOADS/PLS distribution system, the ATPs receive 75 percent of their ammunition in CCLs from the CSA. The remaining 25 percent comes from the ASPs. When an ATP issues ammunition loaded on PLS flatracks to a using unit, the using unit exchanges empty PLS flatracks for loaded PLS flatracks. After an ATP issues CCL ammunition to using units, the combat users reconfigure the load into appropriate LOGPACs. b. ASPs. An Ordnance Company, Ammunition (DS) (MOADS/PLS) establishes three geographically dispersed ASPs as well as the ATP discussed in paragraph 5-7a. Normally one company will provide ammunition support per division. Each ASP will normally maintain 1 to 3 days of supply (DOS) of ammunition to meet surge and emergency requirements for divisional and nondivisional units. This could be as much as 10,500 STON depending on the situation. The CMMC provides the mission directives and priorities of issues to the ASPs. Under MOADS/PLS, the ASPs will receive 100 percent of their ammunition stock from the CSAs using corps transportation assets. The ASPs will provide 25 percent of the ammunition going to ATPs. The ASPs must also provide emergency ammunition supply backup in the event the CSA to ATP LOC is interrupted. The ASPs will be positioned to provide maximum support for the tactical mission. The ASP layout will be designed to accommodate the mission and terrain assigned. It will cover approximately 5 to 6 square kilometers. The distance between the CSA and the ASP will not normally exceed line-haul transportation distance. Each MOADS/PLS ASP can normally lift 844 STON. Company totals are 2,530 STON (3 x 844) at the ASPs and 970 STON at the ATP. This total lift capability must be applied to ammunition receipts, configuring CCLs, rewarehousing, and issues. FM 9-6 does not yet address the lift capability of MOADS/PLS units; therefore, the following example will illustrate how the lift capability can be used. If a MOADS/PLS ASP received 281 STON of ammunition that is not configured in CCLs and the ASP was preconfiguring another 281 STON of ammunition, the ASP would be limited to being able to issue only 282 STON of ammunition (281 + 281 + 282 = 844 STON). In an ASP, rather than having an even flow of ammunition with equal amounts of lift required for receipts, configuring, and issues, it will be more realistic for the ASP in MOADS/PLS operations to receive a large portion of the ammunition preconfigured. Ammunition that has been preconfigured in CCLs on PLS flatracks is ready for issue and will require little manpower from the ASP personnel to complete the issue. If the ASPs had to temporarily perform a CSA's mission (assuming sufficient stocks were on hand), two of the ASPs could surge operations and each issue approximately 1,167 STON of ammunition, and the third ASP could issue 1,166 STON of ammunition (1,167 STON + 1,167 STON + 1,166 STON = 3,500 STON). The 1,167 or 1,166 STON exceeds an ASP's normal lift capability of 843. This can be done for short periods in a surge mode provided most of the onhand stocks have been preconfigured and will require minimal lifting and handling. Also, with the CSA destroyed or cut off, the ASPs will not be conducting receipt operations from the CSA, thus providing more available lift. But at some point the ASPs may be required to receive ammunition shipments from TA. The ASPs have limited assets for preconfiguring loads and building CCLs. During periods when an ASP is not using its full resources for receiving and issuing ammunition, it can be building its onhand stocks into ready-for-issue CCLs. If a corps plans for its ASPs to provide any large percentage of its ammunition stocks as CCLs continually, these CCLs should be built at the CSAs and delivered to the ASPs ready for issue. Otherwise, the ASP will receive most of its ammunition as breakbulk, single DODIC ammunition. When additional ammunition is required, which was not included in the CCLs received from the CSA, customers will receive it directly from the ASP or through their respective ATP as directed. c. CSA. One or more Ordnance Company, Ammunition (MOADS/PLS)(CSA) will operate a CSA in the corps rear area. Normally one CSA will provide ammunition support per division. A MOADS/PLS CSA company can normally provide 7,000 STON of lift per day. The basis of allocation for the GS company is one per 3,500 STON of ammunition required per day. When additional ammunition tonnage is needed to support nondivisional, separate brigades or special units, either an additional company needs to be assigned to the CSA or another CSA must be established. Normally, the CSA will cover an area of about 40 square kilometers. A CSA should be established in a semifixed or field location, and when practical, it should be located near railheads and MSRs. When possible, choose an area with a good road network capable of supporting at least 250 trailer loads of ammunition per day. The CSA should be located within line-haul transportation range of the ASPs and ATPs it will support. The CSA stockage objective will normally be 7 to 10 DOS of ammunition and will not exceed 25,000 STON. The CMMC will give mission directives, stockage objectives, and priorities of issue. Under MOADS/PLS, the CSA will normally receive 50 percent of its ammunition from the POD and the other 50 percent from a TSA. Also under MOADS/PLS, a CSA can normally provide a total ammunition lift capability of 7,000 STON per day. Ideally, the CSA should be able to receive 3,500 STON of ammunition, and preconfigure and issue another 3,500 STON of ammunition per day. This is the intent by doctrine, but these numbers are situationally dependent and could be adjusted to fit a specific scenario. Because the CSA's normal lift capability is a total of 7,000 STON, if the CSA is receiving, preconfiguring, and issuing an even flow, a possible breakdown might be receipts of 2,333 STON, reconfiguring 2,333 STON, and issuing 2,334 STON of ammunition (2,333 + 2,333 + 2,334 = 7,000 STON). This type of even flow is not likely. A large percentage of the ammunition the CSA will handle will require little handling with minimal to no preconfiguring; e.g., MLRS ammunition. The actual tonnage capabilities for the CSA, as well as other supply points, may vary considerably based on the types and configurations of ammunition being received and issued. The tonnage capabilities may surge above the planned peak load or fall well below the planned, normal capabilities due to changes in types and config-urations of ammunition being received and issued and the efficiency with which it is handled. |
TRANSPORTATION Corps-level ammunition units must rely on corps-level transportation units to distribute ammunition stocks. As a general rule, once ammunition has been delivered to a CSA, corps transportation units move all ammunition within the corps. Truck companies from the rear CSG's transportation battalion normally support CSAs. They move ammunition from the CSA to the ASPs and ATPs. These truck companies provide support on an area support basis. Their areas are adjusted based on the intensity of combat and density of maneuver forces. A truck company from the CSB will normally support the Ordnance Company, Ammunition (DS) (MOADS/PLS). The CSG may allocate additional transportation assets to support the ammunition company in the division sector based on movement priorities, anticipated ammunition consumption, ammunition availability, and other such factors. HOST NATION SUPPORT Support agreements identify dedicated sources of host nation support (HNS). During combined operations, an HNS organization can augment the corps' conventional ammunition support organization. National agreements define the interaction between HNS and US units. Depending on the support agreements for the theater of operations, the host nation could provide ammunition supply units and battalions to augment conventional GS ammunition operations. In more mature theaters, the host nation may provide ammunition units under the WHNS system. This system includes ammunition units manned in peacetime by local nationals who are also members of the HN military reserves. Upon mobilization of the HN reserves, the local nationals would stay in place and operate under the C2 of a US CLT. The CLTs are assigned to the COSCOM and attached to a CSG. The CLTs control US ammunition in WHNS ammunition supply units' custody. They provide ammunition accountability interface among the CMMC, US ammunition supply system, and WHNS ammunition companies. |
EXPLOSIVE ORDNANCE DISPOSAL OVERVIEW The continuing development and availability of foreign and US high-technology munitions that disperse numerous submunitions and area-denial ordnance have led to the proliferation of UXO on the battlefield. Battlefields will be littered with UXO from two sources: ordnance that has failed to function as designed or area-denial ordnance. UXO limits battlefield mobility, denies the use of critical assets, and threatens to injure or kill soldiers at levels unprecedented in past conflicts. Because of this threat, commanders at all levels must incorpo-rate EOD support into the planning process. Graphic Training Aid (GTA) 9-12-1 provides more details on UXO hazards. EOD's function is to protect the commander's combat power. Its mission is to eliminate or reduce the hazards of domestic or foreign conventional, nuclear, chemical, and biological munitions and improvised explosive devices that threaten personnel, military operations, facilities, and materiel. In a theater of operations, the TA is allocated one ordnance group (EOD) whenever two or more EOD control teams (EODCTs) are deployed. This group provides C2 for all US Army EOD units in theater. At the corps level, EOD support is provided by an EODCT with up to 10 subordinate EOD detachments allocated from the ordnance group (EOD). This EODCT operates out of the COSCOM and provides a coordina-tion team to the corps rear CP while providing C2 for all EOD detachments operating in the corps area. Each rear area operations center (RAOC) in the corps rear, up to four, will have an EOD detachment in DS. Each division in the corps, up to five, will have an EOD detachment in DS. These detachments, each with their five EOD response teams, operate out of the division rear CP with DISCOM support. The five response teams provide EOD support down to the brigade level within the division. Remaining EOD detachments provide GS to the corps. EMERGING DOCTRINE,AMMUNITION XXI LOGISTICS Due to recent changes and the realities of the future battlefield, arming the CONUS-based force-projection Army requires a new cultural thought process in logistics operations. The focus will remain on support to the combat soldier, however, the conditions under which the future force will operate demand that the ammunition logistics system undergo significant changes. There are more than 20 Ammunition XXI initiatives being studied. In keeping with the scope of this student **** (ST), a few merit mention in this chapter. a. Modular ammunition units. These ammunition units are capable of providing support elements that are interchangeable, expandable, and tailorable to meet the Army's changing needs. Essentially, the modular ammunition company consists of an HQ platoon, heavy-lift platoon(s) (HLP), and medium-lift platoon(s) (MLP). The number of MLPs and HLPs can be increased or decreased based on mission requirements and will be deployed in the required numbers to functional locations as required to provide the quantity of ammunition required. b. Strategic-configured loads (SCLs). An SCL consists of ammunition that is configured at a CONUS depot or facility in a complete round mix for artillery and in a weapon system mix for other systems (e.g., tanks, attack helicopters, etc.). It is loaded into an ISO container/ISO-compatible flatrack for shipment to the theater. This would significantly reduce the lift requirements within the theater of operations. c. Mission-configured loads (MCLs). An MCL is ammunition that is configured/reconfigured from SCLs and breakbulk munitions into complete round mixes/weapon system mixes to meet a specific theater of operation requirement. Building MCLs is essentially "fine-tuning" SCLs. |
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. |
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. |
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. |
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. |
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. |
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. |
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. |
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. |
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. |
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. |
PATIENT EVACUATION Patient evacuation is quickly and efficiently moving wounded, injured, or ill persons from the battlefield and other locations to MTFs. Medical personnel provide en route medical care during patient evacuation. Precisely planned evacuation plays an important role in the carefully designed treatment sequence from the FLOT rearward. As the echelons of care become more sophisticated from front to rear, so do the means of patient evacuation. The evacuation process continues for each person until he can be RTD or discharged from service. In keeping with the AMEDD mission, every effort is made, consistent with the evacuation policy, to rehabilitate patients and return them to duty at the lowest practicable echelon of care. Patient evacuation is the responsibility of the echelon of care to which patients are evacuated (higher evacuates from lower). Medical platoons/sections conduct casualty collection and evacuation from the point of injury or illness to the BAS. Forward and main support medical companies evacuate from a BAS or AOR to a clearing station located in the BSA or DSA, respectively. Evacuation battalions assigned or attached to corps medical brigades/groups evacuate from clearing stations to MASHs and CSHs and move casualties between MTFs within the corps. The TA MEDCOM, in conjunction with the TA TRANSCOM, evacuates from the CZ to a field or general hospital in the COMMZ or between MTFs within the COMMZ. The USTRANSCOM evacuates from the COMMZ to the ZI. EVACUATION POLICIES The following factors affect the evacuation policy: Theater evacuation policy definition. The Secretary of Defense, with the advice of the Joint Chiefs of Staff and upon the theater commander's recommendation, establishes this policy. The policy gives, in number of days, the maximum period of noneffectiveness (hospitalization and convalescence) patients may be held within the theater for treatment. The evacuation period starts when the patient is admitted to the first hospital in the corps or COMMZ hospital. This policy does not mean a patient will be held in the theater for the entire period of noneffectiveness. A patient who is not expected to RTD within the time established in the theater evacuation policy is evacuated to CONUS or some other safe haven as soon as practical. This is done when the treating physicians determine that such evacuation will not aggravate the patient's disabilities or medical condition. For example, a theater evacuation policy of 60 days does not mean a patient is held in the theater for 59 days and then evacuated. Instead, it means that a patient will be evacuated as soon as possible after it is determined he is not projected to RTD within 60 days following admission. The theater evacuation policy is based on, Nature of tactical operations,duration, magnitude, NBC, and the environment. Number and types of patients,admission rates versus geographic areas and different types of combat operations. Evacuation means. What means are available? Availability of replacements. Can CONUS replace personnel? Small-scale is different from the large-scale conflict. Availability of in-theater resources. Limiting medical resources greatly impacts the evacuation policy. The greater the limitation, the shorter the evacuation policy. Corps evacuation policy definition. The corps evacuation policy establishes the maximum duration (expressed in days) of hospitalization authorized in corps medical facilities. The projected hospitalization period for a patient is computed from the date of admission to the first hospital in the medical evacuation chain. The policy does not imply that all patients are held for the maximum time. Patients who are not expected to RTD within the specified period will be evacuated out of the corps as soon as the appropriate medical authority determines that further evacuation will not aggravate the patient's injuries. Because of the impact of the corps evacuation policy on all aspects of support, both in the corps and the theater, the theater commander establishes the corps evacuation policy based on the theater surgeon's advice and the corps commander's recommendation. Theater evacuation policy analysis. The theater evacuation policy impacts CHS requirements. Length of the theater evacuation policy affects the number and types of MTFs in the CZ, COMMZ, and in CONUS. Short corps (intratheater) and long theater evacuation policies mean fewer CZ hospitals and more COMMZ hospitals. Short theater evacuation policy means fewer theater beds and more CONUS beds. Long theater evacuation policy means greater accumulation of patients in the theater and, therefore, demands a larger medical force structure. Medical material and maintenance requirements are affected. The longer the policy, the greater the consumption of medical material and maintenance. Hospital construction, engineer support requirements, and all aspects of base development for CHS are affected. Longer evacuation policy demands establishing a larger number of COMMZ hospitals. Regardless of the numbers, man-hours and material for construction must be considered. Evacuation requirements will be affected. Short policy places a greater demand on the US Air Force (USAF) for tactical and strategic evacuation. Longer policy places greater demand on intratheater (Army) resources. Replacements for the combat soldiers will vary. Shorter policy would increase the requirement for replacements for the rapid turnover expected, especially for combat units. Transportation for inter- and intratheater requirements must be considered. MEDICAL LOGISTICS Medical supply and maintenance. The division main support medical company provides medical supply and medical equipment maintenance for the division and any directed nondivisional units in the division area. The corps medical battalion (logistics) (forward) provides backup support to the division medical companies and provides medical supply and maintenance support to nondivisional units located in the corps rear area. Professional medical officers and trained medical logisticians conduct medical material management because of the unique medical management procedures used in handling class VIII (medical) supplies. Medical resupply. The BAS resupplies the combat medic. Medical personnel handle and supervise this mission. The combat medic requests his supplies from the BAS. This action is not a formal request so it can be oral or written. The requests are delivered to the BAS by whatever means are available. Usually this is accomplished by the driver or the medic in the ambulance evacuating casualties to the BAS. The ambulance will then transport the requester's supplies forward from the BAS to the combat medic. This system is referred to as backhaul. Commonality of supplies between the combat medic and the ambulance equipment set may allow the ambulance crew to fill the combat medic's request from onboard stock. The ambulance crew can then replenish its stock upon arrival at the BAS. The BAS resupplies the combat lifesaver with class VIII material. Combat lifesavers in nondivisional units will obtain resupply support from the nearest medical unit capable of supporting them. The forward support medical company resupplies forward-deployed BASs in a heavy division. Medical supply personnel operate a resupply point for maneuver battalion BASs based on supply point distribution. When normal transportation is not available, backhaul transportation of medical supplies using returning ambulances, both air and ground, is an alternative method of moving medical supplies to the maneuver battalions. The maneuver battalion medical platoon leader coordinates forward movement. The DMSO resupplies heavy or light division forward and main support medical companies. The DMSO also provides medical supply support to all units within the division area as required. Requests may come by message with returning ambulances (ground or air), by land line, or through existing FM command nets within the division. Requests for medical supplies from BASs and medical companies are filled or forwarded to the supporting corps MEDLOG Bn [Forward (Fwd)]. Whenever possible, the DMSO should anticipate demands and push supplies forward based on known operational requirements. The corps MEDLOG Bn (Fwd) resupplies the DMSO. The medical brigade HQ normally commands and controls the MEDLOG Bn (Fwd). The MEDLOG Bn (Fwd) provides medical supply, medical equipment maintenance, and optical fabrication services for units in the CZ area. It establishes class VIII supply point(s) in the corps area. The MEDLOG Bn (Fwd) coordinates with the CMCC (MCT) for shipping medical supplies forward. Air and ground ambulances can conduct emergency resupply. The MEDLOG Bn (Fwd) receives its resupply from the COMMZ MEDLOG Bn (Rear) or by direct shipments from CONUS. OTHER CHS Veterinary services. The US Army is DOD's executive agent for providing veterinary support to all services and other DOD/Federal agencies worldwide. These services include inspecting foods for wholesomeness and quality assurance, sanitary inspection of those facilities supplying foods to DOD components, comprehensive veterinary medical care for Government-owned animals, and preventing and controlling those animal diseases communicable to man. These services are in DS of logistic subsistence organizations, MP units, or civic action programs. Modular veterinary units provide the needed flexibility to meet such broad-based requirements. Other veterinary service personnel in support of battlefield operations may be assigned to civil affairs units, area medical laboratories, units employing military working dogs, or as a veterinary staff officer. PM services. PM services enhance a unit's effectiveness by reducing the individual soldier's exposure to disease and environmental hazards on the integrated battlefield. These services are provided at all levels of CHS in the CZ. PM services include preventing and controlling disease vectors or pests; controlling waterborne disease, including water quality surveillance of water purification facilities; controlling foodborne disease, including surveillance of ice and dining facility supplies; and technical consultation concerning selecting and developing bivouac sites, cantonment areas, refugee camps, and EPW compounds. Dental services. Providing dental services as far forward as feasible minimizes the time a soldier is away from his primary duties. Dental service is divided into three categories of care,emergency, sustaining, and maintaining. Emergency care is intended to relieve pain. Examples are using medications and simple procedures such as temporary fillings. Sustaining care provides the level of treatment necessary to keep the soldier functioning in the division area. It consists of procedures such as simple restorations and denture repairs. Maintaining care is more involved and more resource dependent and, therefore, will normally be provided at corps or TA level. Four dental officers are assigned to each division, and one dentist is assigned to each ACR, separate brigade, and special forces group. Combat stress control. Sustained operations, weapons of mass destruction, and the potential for forces to become intermingled in intense conflict make temporary battle fatigue casualties inevitable. Guerrilla threats count on psychological stress to disable the defender. Mental health sections organic to division medical units are augmented by squads and sections (modules) of a combat stress control company to manage and treat battle fatigue casualties as far forward as the operational situation permits. |
General Supply Support INTRODUCTION Supplying the force is one of the major elements in logistically supporting the battle. It is the process of providing all items necessary to equip, maintain, and operate a unit. Supply operations involve storing, distribut-ing, maintaining, and salvaging supplies. Its primary purpose is to sustain soldiers and weapon systems in strategic, operational, and tactical environments on the modern battlefield. DISTRIBUTION Distribution is moving supplies from one location to another or from one unit to another. The Army uses three methods of distribution: supply point, unit, and throughput. a. Supply point distribution. Supply point distribution is the normal distribution method for units that receive direct support from DS supply and maintenance units. Supported units use their organic transportation assets to pick up supplies at supporting supply points or maintenance units. b. Unit distribution. Corps or theater transportation assets deliver supplies to customer units. The receiving unit is responsible for timely downloading of transportation assets. Unit distribution is the preferred method of distribution to using units and should be used whenever resources permit. It is also the standard method of distribution from GS to DS supply units. c. Throughput. Throughput is a method of supply distribution wherein an intermediate supply source is bypassed to provide more efficient support. For example, EAC trucks bypass GS supply points to deliver directly to DS supply points. Engineer barrier material may be shipped directly from corps or theater class IV GS points to the emplacing unit or engineer supply point. The receiving unit provides timely downloading of transportation assets. This method is not automatic. It must be specified in appropriate plans and coordinated through MMC/MCC channels. REQUISITION AND SUPPLY RESPONSIBILITIES The supply system begins with a user submitting a request for supplies or forecast of supply requirements through supply channels until it reaches an activity capable of satisfying it. Regardless of the point at which the requisition is satisfied, the need for an item starts a chain reaction in the supply system that reaches all the way to a manufacturer in CONUS. Depots in CONUS receive items from the manufacturer and ship supplies to requesting activities as directed from NICPs. In the theater of operations, ordering and shipping times from CONUS are major factors in determining the amount and location of supplies. Items shipped by air require less stockage in the theater than those shipped by sea because of the significant difference in travel times. Since such vital commodities as POL, ammunition, and combat rations are normally shipped by sea, these items require large stockage levels and may be held in reserve storage either in CONUS, in the theater, or afloat. Repair parts can be effectively supplied by air and require less stockage in the theater of operations. DSUs receive, store, and issue to using units classes I, II, III(p), IV, VI, and VII and unclassified maps. DSUs are located throughout the battlefield, from the BSA to the rear of the TAACOM. Every unit on the battlefield will receive supply support from a supporting DSU on an area basis. GSUs provide supplies to replenish DSUs and to fill nonstockage supply requests. These units are normally located in the COSCOM rear and TAACOM. Simply stated, theater GSUs are the source of supply for heavier items to the theater DSUs and the corps GSUs. The corps GSUs are the source of supply for the corps DSUs and the divisions. However, items eligible for shipment by air are shipped from the CONUS support base directly to the GSUs and/or DSUs. MATERIEL MANAGEMENT MMCs are the materiel managers for the units they support. They manage materiel for weapon systems, control maintenance priorities, and coordinate and control supply functions to meet supported units' operational needs. Following are the different types of MMCs found in a theater of operations: a. DMMC, regimental MMC (RMMC), and separate BMMC. These centers manage all materiel for which their support commands (i.e., DISCOM, regimental support squadron, or FSB) are responsible except class VIII, COMSEC material, and classified maps. These centers receive and process requests for issue from the supported units' supply activities. b. CMMC. This MMC is the central manager for the corps-level GS supply system (not to be confused with GSM which is not found in the corps). The philosophy of management is based on decentralized stockage locations with a centralized management process. The CMMC performs the functions of integrated materiel management for all corps classes of supply except class VIII, COMSEC material, and classified maps. Integrated materiel management involves requirements computation, establishing stockage levels, procurement direction and distribution, disposal, and developing guidance for maintenance priorities. It also manages all of the COSCOM maintenance activities. The CMMC accepts requisitions from the DMMC and from nondivisional DSUs. The CMMC can cross-level assets within the corps AOR. If items are not available for issue within the corps, the CMMC transfers the requisition to the TAMMC or to the CONUS NICP (also an MMC) that manages the requested item. c. TAACOM MMC. The TAACOM MMC provides support and performs functions similar to those of the CMMC. This support is provided to units at the operational level. d. TAMMC. The TAMMC provides inventory management functions for the entire theater. The TAMMC's focus is on distributing war reserves and managing command-controlled items. Requisitions for noncommand-controlled items are transmitted directly to an NICP with information going to the TAMMC. CONCEPT OF OPERATIONS a. General. To be successful, supply support must be both effective and efficient. Limited resources require that supply operations be efficient. However, efficiency cannot handicap effectiveness. Five logistics characteristics facilitate effective, efficient supply operations. Foremost among these is anticipation. Command-ers and logisticians must anticipate requirements, and so must the supply system. They integrate supply concepts and operations with strategic, operational, and tactical plans. Supply operations and systems must be responsive to the commander and provide continuous support to forward-deployed forces. Finally, logisticians must improvise to expedite actions when required. b. The strategic level of supply. At the strategic level, supply is largely the purview of the CONUS industrial and civilian sectors. National political and military leaders, as well as civilian and military suppliers and contractors, effectively combine their efforts to provision the force. This deals with mobilization, acquisition, force projection, mobility, and concentrating supply support in the theater base and the COMMZ. Strategic-level supply is the link between the nation's economic base and the military supply operations in a theater. Strategic and operational levels interface in a theater of operations. c. The operational level of supply. Operational-level supply focuses on sustainment, supply unit deployment, and distributing and managing supplies and materiel. Contractors and civilians provide support from within as well as outside the theater of operations. In theater, contractors and DOD civilians perform specified supply support functions. Deployment and integration of forces in the theater are based on the combat commander's campaign plan. The operational level of supply encompasses that support required to sustain campaigns and major operations. It enables success at the tactical level of war. d. The tactical level of supply. Tactical-level supply focuses on readiness and supports the tactical commander's ability to fight battles and engagements. Successful support is anticipatory and provides the right supplies at the right time and place to supported units. Major emphasis is placed on fueling the force and supporting soldiers and their systems. Mobile, responsive capabilities are essential for accomplishing the supply mission. e. Sources of supply. The unit maintains a sustaining level of supply that is formed from the unit basic load (UBL) and PLL. This sustaining level is continually replenished by the next higher source of supply which may be the parent battalion or a DSU. The DSU converts the unit's request into a requisition and either satisfies the demand or forwards it to the supporting MMC. Each intermediate MMC is a potential source of supply, and the TAMMC overviews all of the command-controlled items throughout the theater of operations. Requisitions passed out of the theater are directed to the appropriate NICP for satisfaction. f. Mobility of supplies. Supplies (UBL and PLL) maintained in a unit should be 100-percent mobile. DSU forward elements supporting a brigade or regiment must be able to move 90 percent of their cube within 30 minutes. The remaining 10 percent should be moved within 4 hours. All DSU rear units supporting divisions or larger combat units must be 50-percent mobile, and they must be able to move their remaining ASL cube by shuttle. GSU activities have limited capability to move their ASLs. The preferred method of relocating GSU stocks is to establish a satellite operation at the new location, have replenishment stocks redirected to the new location, and draw down stocks from the existing location. g. Transition to war. This begins with the advanced warning of an impending war. During transition, supply support activities (SSAs) will selectively cancel requisitions that are not essential for the impending combat operation. Initially, deployed or deploying forces must rely on accompanying basic loads, war reserve stocks, and air delivery of class IX and maintenance-related class II. General supply items and routine follow-on supplies will generally be shipped by sea lines of communication (SEALOC). The future force-projection Army dictates an increased requirement for detailed preplanning due to the lessening of our reliance on forward-deployed units and pre-positioned war reserve stocks. |
FLOW OF SUPPLIES AND SUPPLY REQUESTS Requests for supplies generally flow from the user to the higher supply sources. Where possible, echelons are skipped to accelerate the rate of the request. As reporting procedures become faster and more reliable, it will be possible to better anticipate units' requirements and push the supplies to the units without the formality of requisitions and processing by intermediate management activities. The CMMC receives requisitions from DMMCs, separate BMMCs, RMMCs, nondivision DSUs, and DSM units that issue their stockage items to customers to fill requests from supported units and to replace stockage items issued to customers. For line items available in corps GSUs, the CMMC prepares a materiel release order (MRO) directing the COSCOM GSU to issue the items. If the items are not available or not stocked in COSCOM GSUs, the CMMC transmits the requisition to the appropriate CONUS NICP for fill. The CONUS NICP ships the items directly to the GS/DS supply unit or to the ALOC-designated DSM unit specified on the requisition. For theater command-controlled items, the CMMC transmits the requisition to the TAMMC. The TAMMC will either fill requisitions or transmit them to the appropriate CONUS NICP for fill. Supply distribution is through surface and ALOC shipment: a. Surface shipment. Items in supply classes I, nonmissile component V, and VII and class II, III(p), and IV items that are not eligible for shipment by air are normally shipped by surface. However, depending on urgency of need and aircraft availability, some items may be shipped to an overseas theater by air. As shown by figure 9-4, surface supplies flow primarily to TA GSUs. They are issued to the corps when the TAMMC directs. Throughput of supplies to DSUs from seaports is normally restricted to nonstockage list (NSL) items. However, throughput of ASL items should occur whenever the tactical situation permits. b. Air shipment. Classes VIII and IX, and maintenance-related class II items eligible for shipment by air that are requisitioned by ALOC-designated units are trucked from NICP storage depots to a consolidation and containerization point. From there, they are flown to ALOC-designated units. If applicable, these units break down the containerized shipments for ASL replenishment or distribution to their forward elements (see figure 9-5). GENERAL SUPPLY SUPPORT a. Class I. The CMMC directs subordinate GS supply companies to "push" class I supplies forward to division DS supply company class I points based on personnel strength data, task organization, unit location, type of operation, and the wartime feeding policy. Once actual strength figures are reported in personnel status reports, supported units may begin to "pull" rations forward by submitting requests for rations and ration supplement sundries packs to their supporting DS supply company class I point. Bread items are contracted from HNS or commercial contractors. At the corps, the supply company (GS) provides class I to the division using unit distribution. Some class I may also be provided to the division via throughput distribution from theater GS supply companies. The class I is normally shipped to the MSB S&S company in the DSA and the FSB supply company in the BSA. For nondivisional support, the GS supply company distributes class I to the supply company (DS). The supply company (DS) provides class I to area customers using supply point distribution. At the division, the MSB S&S company and the FSB supply companies operate class I distribution points in the DSA and BSA. The rations are distributed to units using supply point distribution. b. Water. The COSCOM provides potable water supply throughout the corps by demand. Water supply to nondivision units in the corps area occurs on an area basis. Where circumstances permit, engineer utilities teams arrange for water to support units operating in fixed facilities. PM personnel must approve water sources. The COSCOM staff plans water support for operations in arid environments. The CMMC provides centralized supply management, supply data, and information on COSCOM water supply support operations. Water support requirements. The type of warfare, type of battlefield, and type of environment affect water requirements. FM 10-52 provides water consumption planning factors. Factors that will also affect water support requirements include, Troop density and personal hygiene requirements. Command policy on types of rations provided. Command policy on frequency of showers and laundry support. Requirements for chemical decontamination. Engineer construction requirements. Mortuary affairs mission duties. Engineer support. Engineer organizations identify surface water sources, drill wells, and perform water point construction support. Construction and maintenance include rigid water storage tanks, pipelines, and water utilities at fixed installations. Medical support. PM organizations approve water sources and provide routine surveillance to ensure that water quality meets appropriate standards. Water purification equipment operators analyze both untreated and treated water to ensure that purification equipment is operating properly and to verify that water is being adequately treated. c. Classes II, III (p), and IV and maps. General. Classes II, III(p), and IV and maps represent a broad range of general supplies that are less visible than other commodities. Nevertheless, they contribute significantly to mission support. While the individual item cost is low, the total required/consumed dollar value is high. Soldiers require clothing and mission-oriented protection posture (MOPP) gear as well as individual equipment and tentage for ****ter. Organizational clothing and individual equipment (OCIE) items will also be required for RTD personnel, medical patients, contractors, reporters, essential civilians, NEO family members, local nationals, and EPWs. The COSCOM staff develops policies and procedures for clothing and issue facilities, and analyzes personnel supply support operations for needed changes in the personnel supply support system. Concept of operation. While these commodities are grouped as general supplies, the ways they are authorized, managed, and obtained vary. Many items, such as clothing, tents, and office furniture, are authorized by CTA. As an example, requirements for clothing and individual equipment are based on seven climatic zones. These wide variances require the commander and the supporting supply activities to be aware of the unit's mission profiles and to ensure the right stocks are issued or on order. (a) At the strategic level of supply, other services and the civilian sector jointly use many of the class II, III(p), and IV items. Normally, this will provide a broad base for acquisition and a capability to increase the production base. This allows the commodity commands to rely on readily available supply sources to satisfy normal and surge requirements. On the other hand, there are items, such as clothing and maps, that are unique to the military and perhaps to the Army. Managing these items is much different, and maintaining the production base is much more critical. Generally, these commodities are moved to the theater by SEALOC. This requires the extended shipping times to be incorporated into the stockage requirements. Additionally, using pre-positioned war reserves and operational project stocks must be considered for the same reasons as for major items. (b) At the operational level of supply, the supply companies (GS) store and maintain the reserve stocks within the theater. Initially, this would encompass any allocated war reserves and operational project stocks. If the items are designated as command-controlled, the TAMMC would perform inventory management. Noncommand-controlled items would be handled using normal requisitioning procedures. Requisitions from the corps DSUs and DMMCs will be passed to the CMMCs and TAACOM MMCs. Requisitions that cannot be satisfied from GS stocks will be passed directly to CONUS. Many of the items may also be available from other in-theater sources such as HNS and the local economy. Those items must be identified to the lowest levels and full advantage taken of the resources that are readily available without placing the requirement on the Army supply and distribution system. Many items are repairable at the operational level. Foremost is clothing and other ****iles such as tents and air-delivery items. The repair capability must be considered in establishing stockage levels. Any requirements that are satisfied in the theater can offset the requirement for transportation lift from CONUS. (c) At the tactical level of supply, the supply company (GS) is the major GS supplier for classes II, III(p), and IV and maps. It also maintains a portion of the reserve stocks. The division, brigade, and regiment supply companies/troops support forward units. The supply company (DS) supports nondivisional troops located throughout the theater. Supplies are distributed by either the supply point or unit distribution method. Although the unit distribution method is preferred, a combination is usually used to ensure the required stocks are received as expeditiously as possible. Items that are returned to the supply system must be classified and turned in for repair or disposed of. The requisition and materiel flow of classes I, II, III(p), IV, and VII is shown in figure 9-6. Planning considerations. Supply planners track the tactical situation, troop buildup, and equipment readiness. This allows them to request critical supplies without waiting on unit requests. It enables them to reorganize supply elements and request backup support for the most critical requirements. Planners must coordinate with their supporting MMC to ensure supply of items that are used sparingly or not at all in peacetime. They must also establish procedures for managing items designated as command-controlled. Class I, II, III(p), IV, and VII requisition and materiel flow. Unclassified map supply. The Defense Mapping Agency (DMA) provides standard maps. Requisitions for maps are handled manually, both in the theater and at the DMA NICP. Corps transportation assets deliver maps to the DS supply company class II, IV, and VII points where they are distributed to using units by supply point distribution. Maps are issued to fill established map allowances or special S2/S3 requirements. The COSCOM MMC determines map stockage policies and reserve stockage requirements. Map stockage should cover requirements for initial operational force deployment/employment and sustained operations for a defined period of time during war, mobilization, or other crisis situations. S2 intelligence staff officers in all unit HQ determine or verify map requirements in coordination with S3 operations staff officers. The S2/G2 staff officers validate requirements for small-quantity, quick-response overprinting; special maps; map supplements; photomaps; terrain-related products; or printing to support a planned operation. They forward the request to the engineer topographic production and control detachment. These special products do not normally enter the supply system. FSBs request unclassified maps from the MSB's S&S company. The DMMC consolidates requests and transmits unclassified map requirements to the CMMC. If maps are not available at the GS general supply company's map storage site, the CMMC requisitions maps through the TAMMC from the theater map depot operated by a TAACOM map supply detachment or from DMA map storage sites in theater or in CONUS. Classified map products. Classified map products are requisitioned through command channels by exception. Operations security (OPSEC) SOPs specify classified map product requisitioning procedures. S2/G2 staff officers validate requests submitted to the CMMC for classified map products maintained at the GS-level map storage site. |
Field Services GENERAL Field services include: The Army field feeding system. Mortuary affairs. Airdrop (to include parachute packing, air item maintenance, and airdrop rigging for both initial insertion and resupply operations). Laundry and shower support. Clothing and light ile repair. Water purification. A variety of units found at the tactical and operational levels of logistics,division, corps, and EAC,provide field services. Military personnel will provide the preponderance of field services support at the tactical level, with HNS or contractors providing only a limited amount. Conversely, HNS or contractors will provide a great deal of field services support at the operational level. a. Field feeding is a basic unit function QM food service personnel perform throughout the theater of operations. Virtually every type of unit in the force structure, divisional or nondivisional, has some organic food service personnel. These personnel administer the unit's food service program as the commander directs. b. Mortuary affairs personnel are very limited. Each division will have a small mortuary affairs element (two or three personnel) organic to the DISCOM. These personnel will train divisional personnel for the additional duties of initial search, recovery, identification, and evacuation of human remains. During hostilities, the mortuary affairs personnel organic to the division will operate the initial mortuary affairs collection point,with collecting, identifying, and returning human remains being a basic unit function. This procedure will continue until such time as the division is augmented with additional mortuary affairs personnel or a mortuary affairs unit establishes collection points in the division AO. A mortuary affairs unit assigned to the COSCOM or TAACOM will support nondivisional units at the tactical and operational levels on an area basis. c. Airdrop. The airborne division is the only division with an organic airdrop support capability. The airborne division capability is designed primarily for preparing the division for the initial insertion into an operational area. Following insertion, the airborne division can provide its own airdrop resupply support for 10 days. At that time, the airborne division, the same as the other divisions, will receive its airdrop resupply support from a light airdrop supply company assigned to the COSCOM or a heavy airdrop supply company assigned to the TAACOM. d. DS laundry and shower support at the tactical level will be provided by a COSCOM field service company that is able to send small teams as far forward as the FLOT but normally only sends them to division, brigade, regimental, or corps logistic support areas. Normally, a laundry and renovation company assigned to a TAACOM provides GS laundry capability. HNS and commercial contracting will be used when available to allow critical military assets to support forward. e. There is a limited capability for minor clothing repairs in the field service company, with a larger capability in the laundry and renovation company. In addition, QM fabric repair specialists are organic to selected DSM and GSM units to repair a variety of canvas and fabrics. f. Water purification for the division is provided by elements organic to the DISCOM. The supply company (DS) provides water purification for nondivisional elements at the tactical and operational levels on an area basis. These DS capabilities are normally sufficient for providing the requisite water in temperate regions. However, a GS capability, in the form of QM water purification detachments, will be necessary when operating in arid regions. AIRDROP OPERATIONS This field service is required at the outbreak of hostilities. Airdrop responsibilities are spread throughout the theater. Following are some of the major responsibilities: a. Division. The airdrop support company found only in the airborne division is primarily responsible for supporting an airborne insertion. It provides the necessary air delivery equipment in a ready-to-use configuration and prepares division equipment for airdrop. After the division is inserted, it prepares for a second insertion by supporting recovery of airdrop equipment. b. Corps provides airdrop support to divisions and nondivisional units. Under unusual circumstances, units at EAD may require airdrop resupply. Requirements that are beyond the corps units' capabilities are passed to the supporting TAACOM. Support for the corps normally comes from a QM light airdrop supply company and a QM airdrop equipment repair and supply company. c. EAC. In a fully developed theater of operations, airdrop support units are required in each TAACOM. These units provide airdrop resupply to corps elements and forward areas when corps airdrop support units are unable to furnish it. The QM heavy airdrop supply company and a QM equipment repair and supply company provide this EAC support. d. All levels. At all levels, the units receiving the airdrop resupply are responsible for recovering and initially evacuating airdrop equipment. The equipment is collected and evacuated to the nearest salvage collection point or collection and classification point. The equipment will be destroyed or buried only when the tactical situation does not permit recovery and retrograde. There are some advantages to airdrop. Airdrop permits throughput of supplies from the corps and TAACOM area directly to the using unit even if a unit is in an otherwise unreachable area. In contingency operations where stocks have been established and prerigged, supplies can be throughput directly from CONUS or OCONUS locations. Airdrop reduces the need for forward airfields or landing zones, permits greater dispersion of ground tactical forces, and reduces delivery times. It reduces congestion at forward airfields and the need for MHE. It also provides a shorter turnaround time for aircraft than air landing, thus it increases aircraft availability. There are also disadvantages to airdrop. Airdrop is vulnerable to enemy aircraft and ground fire. Fewer supplies and equipment can be carried for airdrop, vice air-land, because of the need to carry special airdrop equipment. Airdrop requires specially trained rigging personnel and appropriate airlift with trained crews. Adverse weather has a significant impact on airdrop operations' delivery capability and accuracy. There are two types of airdrop request procedures,preplanned and immediate. a. Preplanned requests are based on known or projected requirements and can be programmed in advance. Figure 9-7 shows the channels for a preplanned request. The request normally flows through logistic channels to the appropriate support level (corps or TAACOM). The MMC and MCC direct Army actions. Army respon-sibilities include moving the supplies and equipment from the storage site to the rigging site. After they are Channels for a preplanned airdrop request. rigged, they are moved to the supporting airfield. They should then be loaded aboard the delivery aircraft. If not loaded immediately, they are temporarily stored in a location that supporting aerial port personnel choose. Loading on Air Force aircraft is an Air Force responsibility, although Army personnel may assist. The Army submits an airlift request to the joint force commander's (JFC's) designated agent. The JFC agent validates the request, assigns a priority, and then sends it to the Air Force airlift control center (ALCC) for execution. The ALCC directs the Air Force actions. b. Immediate airdrop requests stem from unanticipated, urgent, or priority requirements. These require-ments are critical for a unit to survive or complete its tactical mission. An immediate request may be filled by an immediate mission or by diverting an aircraft from a preplanned mission. These requests flow through Army operational channels to the validating authority, which saves time. When possible, the request is passed at the same time through Air Force channels. This allows maximum time to identify support aircraft and coordinate with the JFC agent. Planning considerations are found in FM 101-10-1/2. Planning factors help determine the required force structure and aircraft requirements, airdrop work load, air delivery equipment stockage levels, and equipment recovery rates. If the required force structure is not available in the COSCOM or TAACOM, the planner should examine the appropriate time-phased force deployment list (TPFDL) to determine when forces will be available, then determine if they are committed to more than one TPFDL. One alternative to nonavailable airdrop support units would be to pre-rig critical supplies and equipment for airdrop, then store them for later delivery. MORTUARY AFFAIRS This is one of the most important and vital field services. Americans expect the Army to take proper care of servicemembers' remains. Traditionally, the Army has accomplished this with a level of support and respect unmatched by any other nation's military force. a. Responsibilities. The Mortuary Affairs Program is a broad-based program the military services use to provide the necessary care for deceased personnel. The Joint Staff provides general guidance and policy to unified commands and military departments within DOD. Within DA, the Deputy Chief of Staff for Logistics implements the policy and recommends force structure. The unified command develops implementation plans based on joint staff policy, the force structure, and doctrine. The US Army Training and Doctrine Command (TRADOC) develops the standardized training and doctrine for the military services. All unit commanders must initially search, recover, identify, and evacuate the dead from their AO. Remains are evacuated to a designated collection point, mortuary, or burial site. The battlefield dead will be buried only when the tactical or logistic situation precludes evacuation. The authority for burial in theater is the theater CINC. All burials are considered temporary. As soon as conditions permit, buried remains will be recovered and returned according to policy. b. Concept of operation. The Mortuary Affairs Program supports both peacetime and wartime operations. It is designed to support the battlefield in a force-projection environment under all combined/joint contingency operations. Flexibility is built into the program so theater commanders can tailor proactive support for both tactical and logistic situations. There are three subprograms of mortuary affairs: (a) Current death provides mortuary supplies and services to permanently dispose of remains and personal effects of persons for whom the Army is or becomes responsible. It operates around the world in peacetime and may continue in areas of conflict depending on logistic and tactical situations. (b) Graves registration provides for search, recovery, initial identification, and evacuation of remains for temporary interment. It provides for care and maintenance of those burial sites and for handling and disposing of personal effects. When hostilities end, mortuary affairs personnel exhume remains from temporary burial sites for return to CONUS or other designated location and for permanent disposition under the return-of-remains program. Next of kin may request the remains be interred in a permanent US cemetery overseas or shipped to a cemetery of their choice. (c) Concurrent return provides for search, recovery, and evacuation of remains to a mortuary. It provides for the positive identification, embalming, and disposition of remains as the next of kin directs. It also handles and disposes of personal effects. It is activated during emergencies or major military operations when conditions and capabilities permit. Each service must provide or arrange support for deceased personnel and their personal effects. The Army provides GS to other services when their requirements exceed their capabilities. At the theater level, the prime objectives are to maintain morale; provide field sanitation; and comply with the rules of land warfare, international law, and international agreements. Remains are evacuated to port of entry mortuaries in CONUS as logistics and transportation permit. Otherwise, temporary burials are performed within the theater. The theater commander determines which of the mortuary affairs subprograms to use to support the tactical and logistic situations. Collection points, located throughout the theater on an area support basis, receive and process remains (see figure 9-8). Then, depending on the subprogram in effect, the remains and personal effects are Wartime concept of operation for theater mortuary affairs. evacuated to CONUS or temporarily interred. Personal effects are processed along with the remains to the theater effects depot. Mass fatalities involving US and allied forces require emergency war burial procedures outlined in Quadripartite Standardization Agreement (QSTAG) 665 and STANAG 2070. Historically, insufficient mortuary personnel are available in the early stages of hostilities. This shortage usually requires field command-ers to use combat, combat support, and CSS personnel to handle remains. Either a mortuary affairs collection company or a graves registration company is normally attached to the S&S battalion of the rear CSG. The graves registration company can process and inter up to 204 remains per day, while the mortuary affairs collection company can process and evacuate up to 400 remains per day. The mortuary affairs units can also operate in DS of contingency operations and task forces. In the division, the DSA and BSA mortuary affairs facility is the mortuary affairs collection point. These collection points receive and evacuate remains with personal effects but have limited capability to search for and recover remains. They move to support the maneuver elements. Mortuary affairs collection points employed in the DSA can be attached to the DISCOM. Those employed in the BSA can be under the FSBs' operational control. Each collection point can process approximately 20 remains per day. Commanders will use any available means of transport to evacuate remains to the mortuary affairs activity in the rear. Evacuation responsibility is from lower to higher. For swift, successful evacuation, commanders must coordinate closely with the MCC for transportation. In the corps, area collection points and/or temporary burial sites are established as needed. Remains are evacuated from forward collection points to rearward, main collection points where they are further evacuated to the rear by air and surface transportation. Depending on the program in effect, the remains will be interred or further evacuated to CONUS or a forward-deployed mortuary in a third country. Personal effects are transported to the personal effects depot. c. Planning considerations. During special operations and operations other than war, mortuary affairs support should be planned to begin on day 1. In a theater, the Joint Mortuary Affairs Office (JMAO) provides guidance, planning, coordination, and staff supervision of the overall theater Mortuary Affairs Program for all services. Due to its sensitivity, mortuary affairs requires intense command involvement. Logistic units operating the mortuary affairs facilities must handle deceased personnel from the collection point to the port of embarkation. Close communication and command involvement at all levels ensure the necessary controls are provided throughout the chain of command. LAUNDRY, SHOWER, AND CLOTHING AND LIGHT ****ILE REPAIR These services are projected from the tactical and operational levels as far forward as the brigade area. The goal is to provide soldiers with two showers per week. However, the current force structure is only equipped and manned to provide one shower per soldier weekly. The second shower would be provided by field expediency, small-unit shower equipment, and HNS or contract operations. An additional goal is to provide soldiers up to 15 pounds of laundered clothing per week. In this process, the tactical laundry will return soldiers' laundry within 24 hours. a. Responsibilities. The QM field service company (FSC) (DS) primarily provides tactical field services to division and nondivisional personnel from the corps area to the FLOT. This includes shower, laundry, limited clothing repair, and delousing. It is normally assigned to a CSB in the COSCOM. The CSH and MASH both have organic equipment to support their patient loads. Hospital staff personnel are supported by the FSC in their AO. b. Concept of operations. The concept has been developed around the FSC (DS). The FSC normally operates at the tactical level of logistics in the corps forward or division area as far forward as METT-T allows. Maximum use of HNS will augment the FSC capability to provide support as required to support forces to the rear. The FSC is modular by design, with an HQ and five SLCR sections. The SLCR sections are 100-percent mobile, capable of supporting 500 soldiers per day, and may be deployed to support a brigade-sized element. Soldiers arrive at the shower point dirty, with their dirty clothing for turn in and clean clothing to change into. They can take their showers and turn in dirty laundry and clothing in need of minor repair. When medical personnel have determined that mass delousing is required, the operations are conducted in conjunction with shower operations. c. Planning considerations. This is an extremely limited resource in the Army force structure so advance planning is important. Site selection should allow for plenty of clean water, proper drainage, gentle sloping terrain, good roads, and natural cover and concealment. The general planning factor for hot, cold, and temperate climates is 6.5 gallons per soldier per day for laundering clothing and 3 gallons per soldier per day for showers. WATER PURIFICATION Water operations were covered earlier as a supply item, but it is also a field service. a. Responsibilities. The Army coordinates policy and procedures for joint plans and requirements for all DOD components that are responsible for water resources in support of land-based forces in contingency operations. The Army ensures that coordinated plans for technological research and development and equipment acquisitions meet DOD goals and that duplicative efforts are resolved. Each service provides its own water resource support. However, the Army or another service will provide support beyond a service's capability in a joint operation. Within the theater, the TA commander controls water and distributes it to US Army forces, to other US services, and, as required, to allied support elements. The senior engineer HQ and its subordinate organizations must find subsurface water; drill wells; and construct, repair, maintain, and operate permanent and semipermanent water facilities. They also assist QM water units with site preparation when required. The command surgeon performs tests associated with water source approval, monitors potable water, and interprets the water testing results. Medical command or corps PM personnel are primarily responsible for water quality monitoring. Water supply units perform routine testing. b. Concept of operations. Water support in a theater of operations is provided at two levels,DS and GS. QM units normally provide water using supply point and limited unit distribution. In most regions of the world, surface water is readily available and normal DS capabilities are sufficient to meet requirements. In an arid environment, available water sources are limited and widely dispersed. Surface fresh water is almost nonexistent, and the availability of subsurfacd water varies within geographic regions. The lack of water sources mandates extensive storage and distribution. GSUs provide this capability. Strategic level. Because of the scarcity of potable water in Southwest Asia, water support equipment is pre-positioned afloat to provide initial support to a contingency force. Additional water equipment is available in CONUS depots to sustain operations. Most of the equipment is packaged for tactical transportability and configured to allow for throughput to the user with minimal handling in the theater of operations. Operational level. In an operation where surface water is abundant, the QM supply company (DS) provides water on demand. During the early stages of the operation, combat forces may be required to provide water until CSS units arrive. In arid regions where there is no sufficient water source, GS water systems are established. The petroleum group or area support group commands and controls all GS water assets. The water supply battalion commands two to six water supply companies, purification detachments, and transportation medium truck companies dedicated to water line-haul. Corps truck companies augmented with semitrailer-mounted fabric tanks (SMFT) line-haul potable water throughout the theater. GS purification detachments and teams and DS water elements produce all potable water required within the theater. Water supply companies are assigned to the force to establish and operate bulk storage and distribution facilities. Arrival in theater is such that the water distribution system expands with growth of the theater and provides adequate support to tactical operations. Tactical water distribution teams are assigned to water supply companies, as required, to augment capabilities for hose line distribution. Potable water is distributed to terminals within the TA area and forward into the corps. Tactical level. DS water elements provide potable water by supply point and limited unit distribution. Water supply points are established as far forward as possible depending on the location of available water sources, consuming units, and the commander's tactical plan. The most forward location is normally the BSA. Supported units draw water from supply points using organic transportation. Water purification elements draw and purify water from ponds, lakes, streams, rivers, wells, and local water systems. When water elements are unable to meet user requirements, they request assistance from higher HQ. See figure 9-9 for DS operations and figure 9-10 for GS operations. Corps QM DS supply companies provide nondivisional water support on an area basis. The water supply section is structured to operate three water points. Each point can produce as much as 3,000 gallons of potable water per hour and store up to 30,000 gallons. The unit also delivers water to major users unable to support themselves and establishes mobile supply points. Water elements provide divisional water support on an area basis. The division or brigade/ACR establishes procedures and allocations for subordinate units. The division MSB water section establishes water points in the DSA and each BSA. The division, as well as the separate brigade and ACR, has enough water production and distribution capabilities to allow it to be self-supporting under normal conditions. Water element capabilities vary according to the modified tables of organization and equipment (MTOE). FM 10-52 has more detail on unit capabilities. In arid regions, GS water units are allocated to the corps to supplement DS water elements. Because of the lack of sufficient water sources, treated water will most likely be transported from the TA area via hose line, pipeline, or tanker truck to terminals operated by GS water supply companies. Terminals range in capacity from 400,000 to 1,600,000 gallons and store a portion of the theater reserve. In GS operations, divisions are augmented with storage and distribution systems to provide for 1 DOS on the ground in both the DSA and BSA. FIELD FEEDING Class I has already been covered. The encompassing program that covers class I support is Army field feeding operations, a field service. The shift to a force-projection Army has imposed requirements for more mobility, responsiveness, and flexibility on Army field operations. The new Army Field Feeding System,Future (AFFS-F) is designed to meet these requirements for current and future Army operations. The AFFS-F improves Army field feeding operations; provides efficiency in labor, water, and fuel requirements; and increases mobility. a. AFFS-F feeding standard. The standard is that soldiers will be fed three quality meals daily. When units deploy under combat conditions or in support of contingency plans, they will initially consume the MRE. As the theater matures and METT-T allows, soldiers will also consume a variety of group feeding rations. The commander should not authorize A-ration meals until static and mobile refrigeration is available to safely move them through the system until they are consumed. b. Rations. Rations are packaged as individual or group meals. The MRE is the general individual operational ration. The individual meal is best suited for intense levels of combat when soldiers are in transit, in movement to contact, or in convoy. It is supplemented with an individual ration heating device and is issued for consumption in situations where it is not feasible to use a prepared group ration. The group meals (T-, B-, or A-rations) or the new unitized group meal are best used when units are located in more stable or uncontested regions on the battlefield or in the AO. Group meals can be prepared using either heat-and-serve (T-rations) or full-scale raw food preparation methods. Group rations require more time and resources (water, fuel, labor) to prepare and serve. c. Bread. Bread or bread-like components are essential parts of Army field feeding. When using the MRE, pouch bread will be the primary source for bread. It will always be the initial source for bread on the battlefield. As the tactical and logistic situations permit, the HNS or commercial vendors may provide fresh bread. HNS and commercial contracting will be the primary source of bread. d. Equipment. There are several items in the Army inventory used to support AFFS. They range from individual pieces of equipment, such as the canteen cup stand, to items designed to support entire units such as large field kitchens. The two primary systems remain the mobile kitchen trailer and the kitchen, company-level field-feeding. Quality of Life Ensuring quality of life is a command responsibility. Quality of life and family considerations affect every soldier's readiness and willingness to fight. Effective personnel services, health services, general supply support, and field services ease immediate soldier concerns. The soldier fights best who is reassured that his loved ones are adequately cared for at home station, especially when units deploy from forward-presence locations. The family supports the soldier best when it is assured that the soldier is appropriately cared for. Accurate and timely delivery of mail enhances the quality of life of the soldier in the field. CI provided to family members must be as timely and accurate, especially in an age of instant communications in which a soldier's friend may be sharing news about a loved one in almost real time. There is a direct relationship between adequate, well-thought-out soldier and family quality of life programs, soldier morale, and combat effectiveness. |
GLOSSARY AAFES Army and Air Force Exchange Service ABL ammunition basic load ACofS Assistant Chief of Staff ACR armored cavalry regiment ADP automatic data processing AFFS-F Army Field Feeding System,Future ALCC airlift control center ALOC air lines of communication AMEDD Army Medical Department AMOPES Army Mobilization Operations Planning and Execution System AO area of operations AOR area of responsibility APOE aerial port of embarkation ARNG Army National Guard ASA(FM&C) Assistant Secretary of the Army for Financial Management and Comptroller ASB aviation support battalion (division) ASF aeromedical staging facility ASL authorized stockage list ASMB area support medical battalion ASP ammunition supply point ATACMS Army Tactical Missile System ATLS advanced trauma life support ATP ammunition transfer point AVIM aviation intermediate maintenance AVUM aviation unit maintenance BAS battalion aid station BDAR battle damage assessment and repair BII basic issue item BMMC brigade materiel management center BMO battalion maintenance officer bn battalion BSA brigade support area C2 command and control C2SRS command and control strength reporting system CCL combat-configured load CGSC U.S. Army Command and General Staff College CHS combat health support CI command information CINC commander in chief CL combat load CLT cellular logistics team CMCC corps movement control center CMMC corps materiel management center COMMZ communications zone COMSEC communications security CONUS continental United States COSCOM corps support command CP command post CRC CONUS replacement center CSA corps storage area CSB corps support battalion CSG corps support group CSH combat support hospital CSR controlled supply rate CSS combat service support CTA common tables of allowances CVS commercial vendor services CZ combat zone DA Department of the Army DAO division ammunition officer DCSPER Deputy Chief of Staff for Personnel |
DFAS-IN Defense Finance and Accounting Service,Indianapolis DFSA designated finance support activity DISCOM division support command DMA Defense Mapping Agency DMMC division materiel management center DMOC division medical operations center DMSO division medical supply office DNBI disease and nonbattle injury DOD Department of Defense DODIC Department of Defense identification code DOS days of supply DS direct support DSA division support area DSM direct support maintenance DSU direct support unit DTO division transportation officer EAC echelons above corps EAD echelons above division EMT emergency medical technician EOD explosive ordnance disposal EODCT EOD control team EPW enemy prisoner of war ESP engineer supply point SG first sergean FAASV field artillery ammunition support vehicl FARE forward area refueling equipment FARP forward area rearm/refuel point FB finance battalion FC finance command FD finance detachment FG finance group FLOT forward line of own troops FM field manual; frequency modulated (radio) FMLB forward medical logistics battalion FRAGO fragmentary order FSB forward support battalion FSC field service company FSSP fuel system supply point FST finance support team fwd forward GPM gallons per minute GRS general religious support GS general support GSM general support maintenance GSU general support unit GTA Graphic Training Aid |
HEMTT heavy expanded mobility tactical truck HET heavy-equipment transporter HHC headquarters and headquarters company HHD headquarters and headquarters detachment HLP heavy-lift platoon HN host nation HNS host nation support HQ headquarters HQDA Headquarters, Department of the Army HUSF hospital unit surgical forward IAW in accordance with ISO International Standards Organization JFC joint force commander JMAO Joint Mortuary Affairs Office JMRO Joint Medical Regulating Office JOPES Joint Operation Planning and Execution System LID light infantry division LIN line item number LO liaison officer LOC lines of communication LOGPAC logistics package LOTS logistics-over-the-shore operations LRP logistics release point MAC maintenance allocation chart MACOM major Army command MASF mobile aeromedical staging facility MASH mobile army surgical hospital MCA movement control agency MCC movement control center MCL mission-configured load MCO movement control officer MCP maintenance collection point MCT movement control team MEDCOM medical command MEDLOG medical logistics METT-T mission, enemy, terrain, troops, and time available MHE materials handling equipment MLP medium-lift platoon MLRS multiple-launch rocket system MMC materiel management center |
MOADS/PLS maneuver-oriented ammunition distribution system, palletized loading system MOGAS motor gasoline MOPP mission-oriented protection posture MOS military occupational specialty MP military police MPRJ Military Personnel Records Jacket, US Army MRE meal, ready to eat MRO materiel release order MRT movement regulating team MSB main support battalion MSC major subordinate command MSR main supply route MST maintenance support team MTF medical treatment facility MTMC Military Traffic Management Command MTOE modified table(s) of organization and equipment MWO modification work order MWR morale, welfare, and recreation NATO North Atlantic Treaty Organization NBC nuclear, biological, and chemical NCO noncommissioned officer NEO noncombatant evacuation order NICP national inventory control point NSL nonstockage list OCIE organizational clothing and individual equipment OCONUS outside CONUS OMPF official military personnel file OPLAN operation plan OPORD operation order OPSEC operations security ORF operational readiness float PA physician's assistant PAC Personnel and Administration Center PASR personnel accounting and strength reporting PLL prescribed load list PLS palletized loading system PM preventive medicine POD port of debarkation POL petroleum, oils, and lubricants PRM personnel readiness manager PRR personnel requirements report PSR personnel status report PSS personnel service support PSYOP psychological operations PW prisoner of war QM Quartermaster QSTAG Quadripartite Standardization Agreement RAOC rear area operations center RMMC regimental materiel management center ROAMS Replacement Operations Automated Management System ROM refueling on the move RSR required supply rate RTD return to duty RX reparable exchange S&P stake and platform S&S supply and service S&T supply and transport SAAS Standard Army Ammunition System SC sideless containers SCL strategic-configured load SEALOC sea lines of communication SFC sergeant first class SHORAD short-range air defense (system) SIDPERS Standard Installation/Division Personnel System SJA Staff Judge Advocate SLCR shower, laundry, and clothing repair SMFT semitrailer-mounted fabric tank SOP standing operating procedure SRP soldier readiness program SSA supply support activity SST system support team ST student STANAG Standardization Agreement STON short ton TA theater army TAACOM theater army area command TACCS Tactical Army CSS Computer System TAMCA theater army movement control agency TAMMC theater army materiel management center TAPDB total Army personnel data base TCC transportation component command TDA table of distribution and allowances TMT transportation motor transport TOE tables of organization and equipment TOW tube-launched, optically tracked, wire-guided TPFDL time-phased force deployment list TPU tank and pump unit TRADOC US Army Training and Doctrine Command TRANSCOM transportation command TSA theater storage area TTHS transients, trainees, holdees, and students TTS transportation terminal service UBL unit basic load UMCP unit maintenance collection point |
UMMIPS Uniform Materiel Movement and Issue Priority System UMT unit ministry team USAF US Air Force USAR US Army Reserve USARPERCEN US Army Personnel Center USO United Service Organizations USTA PERSCOM US Total Army Personnel Command USTRANSCOM US Transportation Command UXO unexploded ordnance VA Department of Veteran Affairs WHNS wartime host nation support WSM weapon system manager WSRO weapon system replacement operations XO executive officer ZI zone of interior |
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