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Page 1: C1, FM 10-15 - Combat Index, LLCcombatindex.com/store/field_man/Sample/FM_10-15.pdf · C1, FM 10-15 vii. C1, FM 10-15 viii. C1, FM 10-15 ix. C1, FM 10-15. C1, FM 10-15 ★ PREFACE

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Page 2: C1, FM 10-15 - Combat Index, LLCcombatindex.com/store/field_man/Sample/FM_10-15.pdf · C1, FM 10-15 vii. C1, FM 10-15 viii. C1, FM 10-15 ix. C1, FM 10-15. C1, FM 10-15 ★ PREFACE

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Page 3: C1, FM 10-15 - Combat Index, LLCcombatindex.com/store/field_man/Sample/FM_10-15.pdf · C1, FM 10-15 vii. C1, FM 10-15 viii. C1, FM 10-15 ix. C1, FM 10-15. C1, FM 10-15 ★ PREFACE

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Page 4: C1, FM 10-15 - Combat Index, LLCcombatindex.com/store/field_man/Sample/FM_10-15.pdf · C1, FM 10-15 vii. C1, FM 10-15 viii. C1, FM 10-15 ix. C1, FM 10-15. C1, FM 10-15 ★ PREFACE

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Page 5: C1, FM 10-15 - Combat Index, LLCcombatindex.com/store/field_man/Sample/FM_10-15.pdf · C1, FM 10-15 vii. C1, FM 10-15 viii. C1, FM 10-15 ix. C1, FM 10-15. C1, FM 10-15 ★ PREFACE

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Page 6: C1, FM 10-15 - Combat Index, LLCcombatindex.com/store/field_man/Sample/FM_10-15.pdf · C1, FM 10-15 vii. C1, FM 10-15 viii. C1, FM 10-15 ix. C1, FM 10-15. C1, FM 10-15 ★ PREFACE

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★ PREFACE

PURPOSEThis field manual provides supply support activity officers with a handy guide. It covers critical mission taskcommon to SSA officers. This manual is only a guide. It does not present all the information you need. However,it cites sources of additional information.

SCOPEThis FM gives specific guidance on planning, organizing, directing, coordinating, and controlling supply supportand field services. It highlights DA requirements and provides time and personnel planning factors on which tobase supervisory logistics decisions. This manual will be more useful to you if you adapt the information in it toyour duty position and local policies and procedures. The task checklists are in chronological or logical sequence.You may find it helpful to enter a number in the task box to identify the priority you or higher headquarters placeson that task. Also, you may want to darken those boxes next to the tasks performed by the materiel managementcenter or those assigned to your section chiefs or platoon sergeant. Appendix A has a hotline of logistical agenciesand activities.

RECOMMENDED CHANGESThe proponent for this publication is HQ TRADOC. Submit changes for improving this publication on DA Form2028 (Recommended Changes to Publications and Blank Forms). Key your comments to the page, paragraph, andline of the text in which the change is recommended. Provide reasons for each comment to ensure understandingand complete evaluation. Forward the DA Form 2028 to-

CommanderUS Army Quartermaster Center and SchoolATTN: ATSM-SPT-IFort Lee, Virginia 23801-5036

Unless otherwise stated, whenever the masculine gender is used, both men and women are included.

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Page 12: C1, FM 10-15 - Combat Index, LLCcombatindex.com/store/field_man/Sample/FM_10-15.pdf · C1, FM 10-15 vii. C1, FM 10-15 viii. C1, FM 10-15 ix. C1, FM 10-15. C1, FM 10-15 ★ PREFACE

FM 10-15

PART ONE – SUPPLY OFFICERS AND LEADERS

CHAPTER 1Supply Operations Officer

DETERMINE YOUR RESPONSIBILITIESSuccess on tomorrow’s battlefields may depend

on the Army’s ability to feed and clothe itsfighting forces, fuel its combat vehicles, fortify itspositions, and replace its weapons systems. Youroffice acts as the supply mission control element ofyour unit. Depending on your unit’s supply mis-sion, you must ensure that food, water, clothing,petroleum, barrier material, and major end itemsare available when and where they are needed.You may even determine the quantity and types ofitems to be stored in distribution or supply points.A major concern will be ASL size versus mobilityrequirements. A supply platoon can receive asmany as 5,000 demands per month for stockeditems and 1,000 demands for nonstocked items.You are responsible for coordinating with yourMMC or SCS, operating platoons, supported units,and higher sources of supply to ensure thatdemands are met. While the MMC or SCS managesyour supply assets, your soldiers prepare andprocess stock accounting and stock locationrecords for all supplies received, stored, and issuedfrom your unit supply and storage elements. Youwill need to learn how to use computer listings tomonitor DIs, MROs, and DOs to identify problemareas. You will also be concerned with the securityof ADP software and hardware and contingencyplanning for ADPE outages.

DETERMINE DEMAND SATISFACTIONThe mission of the SSA is to supply supported

units. How well your unit provides this support

will depend on whether requests are for ASL orNSL items and on the number of items in stock.You must make. sure your SSA stocks the lineitems demanded as part of your ASL and thatstocks are on hand to fill requests upon demand.DA objectives and acceptable management levelsare prescribed in AR 710-2, Chapter 1. Theformulas for measuring demand satisfaction iscovered later in this chapter.

DETERMINE AND MONITOR ASL SIZEYour main concern is that your SSA will be able

to supply supported units upon demand or withinacceptable time limits. The problem is that yourSSA cannot stock all demand-supported items andstill remain mobile. Table 1-1 lists ASL stockagecriteria. Your tasks are listed below.

Review the ASL semiannually for potentialreductions in range.

Monitor the quarterly ASL continually todetermine and drop nonessential lines.

Review action codes on the ASL change listwhich recommend addition, deletion, or retentionof items. DS4 makes automatic increases to ASLlines.

Analyze the impact of stockage level changeson movement and storage requirements.

Ask the supply manager to set minimumRO and ROP quantities, so that automated supplysystems will not be adjusted below the setminimum.

1-1