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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.