*FM 54-40

FIELD MANUALNo. 54-40

HEADQUARTERSDEPARTMENT OF THE ARMY

Washington, DC, 3 October 1995

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Preface

PURPOSE AND SCOPEThis manual describes the missions, functions, organization, and operations of an area

support group. The basic functions of all ASGs are standard. ASGs perform maintenanceand supply support operations for most of the items in the theater. However, each has aunique, tailored organization and set of responsibilities. The capabilities and resourcesassociated with each ASG are tailored to the needs of the local area supported and to thetheater.

This manual serves as a basis for understanding the support role of an ASG. It is intendedto serve as a guide. It does not attempt to describe all of the possible variations of the ASGmission. It should not be construed as limiting commanders’ freedom of action. Com-manders should apply the doctrine and information presented in this manual in any mannerappropriate to their particular situation and mission.

AUDIENCEThis manual is intended to assist commanders and staffs assigned or attached to an ASG.

It delineates ASG headquarters staff responsibilities and their relationships with staffofficers and subordinate battalions. Interrelationships and interdependencies between theASG and other organizational elements in the theater are identified. Personnel assignedto other organizations can use this manual to increase their understanding of ASG missions.

RELATED DOCTRINEThis manual is based on doctrine in FMs 100-5, 100-10, and 100-16. FM 100-5 is the

Army’s keystone doctrinal manual on Army operations. FM 100-10 is the Army’s keystonelogistics support manual. FM 100-16 describes army operational logistics.

To plan for support arrangements when ASG elements are attached to a corps supportgroup’s multifunctional corps support battalion or to a rear corps support group’s functionalbattalion, refer to FMs 54-30 and 63-3.

ARTEPs 63-622-MTP and 63-622-30-MTP provide a mission-oriented training programfor ASG headquarters staff. They provide guidance on how-to train staff to perform ASGcritical wartime missions.

PROPONENT AND RECOMMENDED CHANGES

The proponent for this publication is HQ TRADOC. Submit changes for improving thispublication on DA Form 2028 and forward it to Commander, US Army Combined ArmsSupport Command, ATTN: ATCL-AL, Fort Lee, Virginia 23801-6000.

Unless this publication states otherwise, masculine nouns and pronouns do not referexclusively to men.

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Chapter 1

Operational Environment

The range of military operations encompasses ASGs may tailor a slice of support to set up a forwardoperations in peacetime, conflict, and war. ASG units support base or provide support at an intermediatesupport operations across the range of military opera- staging area. ASG units may also locate in a friendlytions. The basic principles addressed in FM 100-10 nation outside the supported CINC’s region or operateapply across the operational continuum. Though ASG a support base from amphibious shipping or mobileelements function in a peacetime environment, they sea bases.must be ready to quickly transition from peace tooperations other than war and war.

ASG units may provide support to combat-readyforces in their crisis support or power projection role.Selected ASG elements may augment the COSCOM orDISCOM when support requirements exceed their sup-port capabilities. They may deploy from a forwardpresence site in response to a crisis or remain at thatforward site to receive and process follow-on forces.

CONTENTSPage

ASG EMPLOYMENT ACROSS THECONTINUUM . . . . . . . . . . . . . . . . . 1-1

SUPPORTING OPERATIONS OTHERTHAN WAR . . . . . . . . . . . . . . . . . . . . . 1-10

SUPPORT OF JOINT AND COMBINEDOPERATIONS . . . . . . . . . . . . . . . 1-22

ASG EMPLOYMENT ACROSS THE CONTINUUMConflicts can prompt US intervention. Even nonhos-

tile situations can require the use of military forces insome form. Operational level support is required whenthe size of the force exceeds the capability of thedeployed force’s logistics support structure. OLS is alsorequired when a significant support structure is re-quired offshore, in a lodgment area, or in a third countrysupport base. If prestock supply points or facilities arelocated in a third country or afloat, ASG elements maydeploy during the initial stage of deployment.

ASGs, through the Logistics Support Element, con-nect the nation’s industrial base to its combat power.ASG staffs must plan to meet the requirements acrossthe range of military operations of conflicts that span thecontinuum of military operations noted on Figure 1-1,see page 1-2. They must maintain the ability to respondglobally to contingencies across the scope of militaryoperations.

LEVELS OF LOGISTICSASGs establish and coordinate logistics support at the

operational and strategic level of war. This allows thetactical commanders to focus on the conflict, rather thanon support requirements. Figure 1-2, see page 1-3, depictsthe levels of war and the corresponding overlaps.

Three levels of logistics support, tactical logistics,operational logistics, and strategic logistics, correlate to

the three levels of war: tactical, operational, andstrategic.

Tactical LogisticsThe tactical logistician focuses on sustaining soldiers

and their systems and manning, arming, fueling, fting,and moving the force to win tactical battles in the combatzone. He is concerned with getting the right support, atthe right time and place, to the soldler in the field.Depending on the size of the deployed force and theenvironment, tactical commanders may assume respon-sibility for logistics functions performed at bothoperational and strategic levels.

Operational LogisticsOperational logistics provides the tactical commander

staying power. It encompasses activities required tosupport the force in theater in support of campaigns andmajor operations. When more than one corps isdeployed, operational logistics is normally provided bythe Army component command.

Operational logisticians focus on those areas listedon Figure 1-3, seepage 1-4. FM 100-16 describes opera-tional logistics. Because they must support extendedoperations, operational logisticians require longer plan-ning time. They need to balance current consumptionrequirements with the requirement to extend LOCs andbuild up support for subsequent major operations. The

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fundamental logistics support doctrine, tactics, and they must take advantage of available HN infrastructuretechniques remain unchanged. Whenever possible, and contracted logistics support.

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Strategic LogisticsStrategic logistics supports national objectives and the

strategic theater war plan. Strategic logistics is directedtoward attainment of goals in NCA national securitypolicies. Those goals may require political, economic,informational, and military measures supported by in-dustrial base mobilization. Contractors and civiliansprovide support within as well as from outside the AO.

The strategic logistics system includes activitiesunder: DA control and NICPs; national maintenancepoints; and USAMC, DLA, and GSA depots, arsenals,plants, and factories. Strategic logisticians focus onthose areas listed in Figure 1-4, see page 1-6.

FUNDAMENTAL PRINCIPLES OFLOGISTICS SUPPORT

The fundamental principles of logistics support listedin Table 1-1, see page 1-7, apply across the spectrum ofconflict. They need to be adapted based on the AO,existing indigenous facilities, indigenous support, andinterservice support.

FORWARD PRESENCE ANDPOWER PROJECTION

ASG units are among the forward presence forcesremaining in USAREUR and KOREA to support al-liances. They are nationally oriented and augmenttiled battle commands. They often have a unique or-ganization that meets the needs of their alliancestructure. For example, the ASGs base support bat-talion may have close EOD support to respond toterrorists improvised explosive devices.

The Army can project power from forward presencelocations in response to requirements from the NationalCommand Authority. Because of their forwardpresence employment, units attached to the ASG’s basesupport battalion can be among the initial forces avail-able to an OCONUS CINC to counter potential threatsand support initial responses to crisis situations. Acontingency force may require a strategic airlift and/orsea lift of resupply from ASG units in CONUS orOCONUS sites.

The redueed size of the Army may require forward-presence ASG units to deploy to other regional areas tosupport national defense policies. An example of for-ward presence operations is during Operation ProvideComfort, ASG units deployed from a forward-presencesite OCONUS to support the supply, maintenance, andfield services requirements of a deployed task force,

Considering requirements, an area support battalionwas formed. The battalion was placed under the opera-tional control of the deployed task force. Resupplyoperations focused on providing Class II, packaged III,IV, VII, and IX.

CRISIS RESPONSEA commander may use ASG elements to help reduce

human suffering and curtail loss of property. Attachedcivil affairs public health teams, public safety teams,public welfare teams, public works teams, and dislo-cated civilian teams provide liaison between militaryforces and local government officials and agenciesresponding to natural disasters. The ASG’s base sup-port battalion provides a crisis response through itsNEO mission support.

If required, ASG units must be able to mobilize, deploy,and support a erisis-response force and reinforcing forms.The ASG airdrop supply unit could rig supply loads inreadiness for crisis response scenarios. Using a task or-ganized ASB allows the ASG to tailor the support slice tothe force mixture and conditions of METT-T, to includesupport in an austere area of the world.

FORCE TAILORINGThe composition of the logistics support force is

tailored to the crisis situation and to the specific forcebeing supported. METT-T and the theater of operationinfrastructure influence support requirements. Forcetailoring evolves at the strategic level from logisticspreparation of the theater plan – considering suchthings as METT-T, available lift, prepositioned assets,contracted support, and host or foreign nation support.As required, the CSS slice of support accompanying adivision or smaller elements could include ASG ele-ments. For example, CA teams assigned to the ASG’sCA battalion (GP) could be attached to the slice to assistin acquiring foreign nation assistance and controllingdislocated civilians.

ASGs may be tailored to support operations in eithera mature or immature theater. Initially, the EAC sup-port command may form a tailored support package anddeploy it as soon as possible to assist in supporting thecorps and offset initial shortages in support provided bylate deploying reserve component units. Reconfiguringa task organized ASB occurs after receipt of a missionto deploy. This tailored element provides support thatexceeds the corps’capability. It may include elements suchas platoons from a heavy materiel supply unit fordeproeessing Class VII or CA teams.

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CONUS BASED FORCE PROJECTIONThe US Army has reduced its forward-based

presence abroad by adopting a strategy of force projec-tion operations. Force projection relies on flexiblelogistics support.

Force projection usually begins as a contingency opera-tion. Typically, the support organization will be austere atthe outset and gradually develop over time. For example,a forward support battalion may need to be augmented byASG elements as well as by elements from the DISCOM,COSCOM, HN, or contracted agencies.

Force projection may require development of for-ward bases, intermediate staging bases, and a lodgmentin theater with allocated over-the-shore or air resupplyrequirements. ASG units can deploy from CONUS tosupport US forces in conjunction with allies or coalitionforces. The ASG units or elements deployed willdepend upon the –

Size of the force to be supported.Maturity of the theater.Availability of in-theater stockage.HNS capabilities.Mix of logistics functionality to be included.

INTERMEDIATE STAGING BASEWhen distances prevent a smooth flow of support, an

ISB may have to be established to assure continuity ofsupport. A task force or task organized ASB could betasked to operate an ISB. ISBs allow supported tacticaland operational commanders time to gather additionalintelligence on the AO and finalize plans following brief-ings and rehearsals. They also provide time duringwhich units may redistribute and finalize their accom-panying loads. Deploying soldiers can recuperate afterlong trips from their home station. ISBs may also beused as a staging area from which to deploy NEOevacuation forces. They can also serve as a safe havenfor evacuees until further evacuation can be arranged tothe US. ASG organizations may be tasked to deploy to,set up support facillities at, and operate an ISB.

ASG units may employ at an intermediate stagingbase near airfields. Depending upon how long forcesare to remain at the intermediate staging base —

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Field feeding personnel could provide hot meals.DS supply unit Class III supply point personnelcould provide limited transport of fuel from HNsources.

Other DS supply unit supply personnel could issuefrom pre-positioned items.MSTs may provide emergency repairs to unitequipment before the units depart the airfield.AVUM/AVIM teams may be required to providerequired maintenance on aircraft.MCTs could commit truck assets to line-haul unitbasic loads of ammunition for plane side issue tounits deploying by air to the lodgment area.

Circumstances and plans to enable mutually support-ing elements to linkup cause forces to deploy and remainat the staging base for several days. A platoon or acomplete Force Provider Company may be assigned orattached to an ASG to setup force provider modules toprovide soldier support, such as feeding, showers, andrest and relaxation support.

SPLIT BASED OPERATIONDuring the initial stages of establishing a logistics

base, it maybe necessary to perform support operationssimultaneously in two or more areas. Given assuredcommunications, logistics support that cannot be initial-ly provided in the AO can be accomplished in a thirdcountry support base, in a lodgment area, at CONUSinstallations, or afloat. Refer to Figure 1-5.

Split based logistics operations reduce the burden onthe deployment flow. Preventing unnecessary stockagein theater reduces the inhibiting effects of the logisticstail. Instead of relying on prepositioned war reservestocks in a potential theater or at a port of embarkation,stocks may be maintained in third country support basesor maintained afloat. The bulk of the ASG may remainin CONUS to push required supplies. Propositioningstocks enables operational forces to rapidly resupplytactical forces until SEALOC can be established.

FOLLOW-ON REINFORCEMENTASG units may serve as follow-on reinforcement

units trained and deployed for protracted operations.These reinforcement units replace or augment CSSforward-presence units that have deployed to otherregions for protracted operations. This frees forwardcorps support groups to follow the division that theyhabitually support. Elements from ASG units mayoperate near arrival airfields to receive and facilitate theonward movement of troops and equipment to holdingareas where incoming personnel link with representativesfrom their parent unit. ASG support operations staff of-ficers coordinate support with the arrival airfield control

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group. Depending upon requirements, they may needto arrange for tank and pump units to refuel equipmentnear the airfield. They may need to have water purifica-tion equipment set up to provide potable water orarrange to have bottled water delivered. They may alsoneed to provide life support to port support activitypersonnel.

ESTABLISHED THEATERSIn established theaters, the theater can reach full

development relatively fast. Pre-positioned army reservestocks and operational project stocks are already in place.Industrial property, utilities, and local vendor servicesmay be available. CA teams may have arranged forforeign nation support. As the theater matures, logisticssupport requirements escalate. Any assumptions aboutfacilities upon which planning is based must be welldocumented.

AREA OF OPERATIONSEAC support commands normally subdivide their

area and assign geographic responsibilities intoASGs. Depending on the geographic area and thenumber of subordinate units required, one or moreASGs are assigned to an EAC support command. Referto Figure 1-6. The ASG’s AO is that geographical areawherein the ASG commander is assigned the respon-sibility and authority to conduct logistics supportoperations. Table 1-2, see pages 1-12, 1-13, and 1-14, lists

areas which impact on force selection and logistics sup-port operations. The limits of the AO are thosegeographical boundaries specified in the OPORD,operations overlay, or contingency plan from the EACsupport command that defines the command’s mission.Normally, ASGs locate along lines of communication inorder to take advantage of the transportation networksbehind the corps rear boundary.

AREA OF INTERESTThe ASG’s AI extends beyond the physical boun-

daries imposed by the AO. It is that area from whichinformation and intelligence are required to permitplanning ASG support missions. Establishing an AIthat exceeds the limits of the ASG AO allows ASG staffsto anticipate significant developments. The geographi-cal locations of other support activities and the ability ofthe threat to project power or interject forces into theASG AO affect the limits of the AI.

The limits to the AI are based on threats to missionaccomplishment. AIs will vary significantly accordingto the level of war which ASG units are supporting. Forexample, the ASG’s AI might include political develop-ments in a neutral country that could provide a base ofsupport for threat forces that could impede ASGproviding supplies in support of peacekeeping opera-tions.

SUPPORTING OPERATIONS OTHER THAN WARThe use of CS and CSS elements is more effective

than the use of force in achieving political, economic,and psychological goals. A logistics structure support-ing operations other than war may be austere or it maybe the leading and primary element of the operation. Inoperations other than war, logistics elements oftenprecede combat and CS forces into the AO. In fact, CSSelements may be the only forces deployed.

Conventional levels of CSS support elements areoften bypassed. CSS elements from corps or OLS areoften deployed first. OLS elements may be preferredbecause they are not tied to a scenario or to a habituallysupported division. In addition, they have already estab-lished direct contact with the industrial base. Attached CAteams may have assured foreign nation support.

TAILORED/MODULAR SUPPORTThe requirement for ASG support depends on the

nature of the operation, its duration, and the environment.

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An ASG may tailor an ASB to support peacetime con-tingency operations. It can deploy subordinateelements in crisis avoidance or crisis management situa-tions to provide support to both military and civilianpersonnel and allied nations. FM 63-6 describes logis-tics support in OOTW.

The ASG support operations directorate preparesplans keyed to potential contingencies. Support opera-tions staff officers need intelligence reports on the –

Size of the supported population.Resources available in the AO.Extent of support to be provided to non-DODagencies, sister Services, or allied forces.Environmental factors that may alter planningbased on usage and consumption factors.Availability of local facilities to support logisticsoperations.

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Local transportation networks.Terrorists threats.

When tasked to provide support to operations otherthan war, ASG elements may find themselves providingsupport for —

US governmental agencies.US civilian agencies and personnel.US military forces.US-based personnel and organizations.Allied or indigenous governmental agencies.Allied or indigenous civilians.International civilian and governmental agencies.

The support operations officer may recommendchanges in the deployment sequence of ASG units to thecontingency force commander. Initially, ASG staff of-ficers should focus on the areas listed on Table 1-3, seepage 1-16.

HUMANITARIAN ASSISTANCE ANDDISASTER RELIEF

Humanitarian assistance programs attempt to lessenthe results of natural or man-made disasters or otherendemic conditions. They are usually limited in scopeor duration. Army CSS units may respond to requestsfor immediate help from foreign governments or inter-national agencies.

ASG elements could be tasked to provide logisticssupport to humanitarian assistance efforts. Logisticsefforts may be focused toward helping to reduce humanpain, disease, suffering, hunger, hardship, accidents orprivation. For example, ASG units may rig supplies forairdrop to remote areas. Attached CA teams listed onTable 1-4, see page 1-17, may support refugee assistance,food programs, and civilian welfare programs.

SPO plans and operations branch personnel need toconsider —

Potential sources of assistance from outside thedisaster area.Movement of homeless and displaced persons intothe AO.Present and potential extent of the disaster.Further threats from severe weather patterns.

Intelligence staffs need to view weather and environ-ment as potential threats to relief operations. Waterbornediseases may threaten the health of supporting soldiers.

SJA section personnel need to identify the limits ofthe ASG commander’s authority. For example, can heassist law enforcement agencies? Can he financiallyobligate the government?

The ASG may place disaster relief resources (tech-nical specialists, teams or elements, equipment, andsupplies) under the OPCON of the military commanderin charge of relief operations. Attached CA teams couldorganize a humanitarian depot to receive, store, anddistribute relief supplies. A platoon or a completeForce Provider Company can set up force providermodules to establish “life support centers” that provideshelter, medical care, bath, laundry, counseling, andrecreation activities. ASG soldiers may provide reliefservices, prepare meals, clean and haul debris, produceand distribute water and meals, restore power, andconstruct life support centers.

ASG engineer branch personnel could provide tech-nical support relative to —

Temporary construction of access routes.Restoration of critical public services and facilities.Clearance of debris.Demolition or stabilization of damaged structures.

DOMESTIC SUPPORT OPERATIONSASSISTANCE

The national shift from forward deployed to a forceprojection strategy has resulted in a refocus on the useof Army resources for domestic support operations.Civil authorities have the primary authority and respon-sibility for disasters and domestic emergencies. TheNational Guard has primary responsibility to providemilitary assistance in its state. When state and NationalGuard resources require supplementation, and whenrequested by the governor, the Army will assist civilauthorities. The Army plays a subordinate and support-ing role to lead civilian agencies.

FM 100-19 provides guidelines and operational prin-ciples for the conduct of domestic support operations andguidance on how to integrate operations with those ofsupported civil authorities. It also describes legal considera-tions and constraints limiting the use of Army persomel indomestic support operations. Military commanders mayact before a Presidential declaration, using immediateresponse authority to assist in the rescue, evacuation,and emergency treatment of casualties; in restoring emer-gency medical capabilities in providing essential publicservices and utilities, and in safeguarding public health.

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Support to US civil authority includes those ac-tivities provided in support of federal and state officials.FM 100-19 describes assistance to US civil authorities.ASG units may provide support to combat and CSunits providing support to US civil authorities con-fronted with–

Disasters.Civil disorder.Illegal immigration.Customs violations.Dislocated civilian personnel.Drug trafficking.Threats to federal property.

Following a Presidential declaration of disaster oremergency, the Director of Military Support could taskthe Army to provide support. The Director of MilitarySupport is an Army general officer appointed by theSecretary of the Army to be the DOD primary contactfor all federal departments and agencies during domes-tic emergencies. ASGs could tailor elements inresponse to requests from civil authorities or agenciesat local, state, or federal levels for —

Disaster assistance. ASG supply, field service, andmaintenance elements and CA teams listed onTable I-4 can respond to natural catastrophes suchas hurricanes, floods, tidal waves, typhoons, tor-nadoes, droughts, earthquakes, landslides, or vol-canic eruptions. ASG elements may be tasked toprovide disaster assistance to US civilians. Supplyelements may provide food, water, and shelter.Attached fire fighting teams and utilities teamsmay help contain natural disasters and restorecivilian services. The Federal EmergencyManagement Agency has the lead for coordinatingfederal disaster assistance.Environmental assistance. ASG petroleum bat-talion elements can assist in cleaning up hazardouspetroleum or chemical spills, restoring con-taminated land and water, preserving wetlands,and fighting wild land fires. The Department ofEnergy has the lead for civil radiological emergen-cies. The Environmental Protection Agency andthe Coast Guard share responsibility for chemicalcontamination and oil spills.Law enforcement. CA teams and MP elementsattached to an ASG and supporting EOD elementscan assist civil law enforcement authorities quell

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civil disturbances, counter drug operations, com-bat terrorism, and perform explosive ordnancedisposal. Refer to FM 100-37. During civil disor-ders, intelligence staffs identify the populace’spolitical sympathies. They depict the generalpolitical stance of the major population centers ona population status overlay. During riot controlassistance to civil authorities, intelligence officersneed to assess the possible influence of gangs orother unofficial political elements on operationalsupport. ASG units could also provide support tomilitary forces participating in missions to detect,disrupt, interdict, and destroy illicit drug opera-tions.Community assistance. Attached CA public wel-fare, public works, public health, and public safetyteams can support civilian organizations.

ASG elements may coordinate with the state’s Officeof Emergency Services or similar agency or with controlelements operating from a state activated EmergencyOperations Center. Following requirements assessmentby emergency response teams, the ASG could tailor alogistics support force to deploy to an affected area. Asrequired, ASGs cross level response equipment amongunits.

In addhion to supply, maintenance, and field serviceselements, ASGs could deploy “other” elements if at-tached to ASGs. For example:

Utilities teams can reestablish power supply andperform utilities repair or reconstruction. Theycan also construct life support centers, performstructure repairs, and use heavy constructionequipment to assist with clearing and haulingdebris.Prime power platoons can provide temporaryelectrical power to key locations to help restoreelectrical services to crucial civilian disaster sup-port agencies.Military intelligence elements can assist in collect-ing, analyzing, and disseminating information insupport of law enforcement efforts in accordancewith AR 381-10 and AR 381-20.Chemical company personnel can provide assis-tance in dealing with the movement or spills oftoxic chemical munitions and substances. Chemi-cal staffs can direct surveys to determine the typeand extent of toxic contamination. They canassist civilian agencies with personnel and

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equipment decontamination. They can also pro-vide assistance in the use of defoliants and theemployment of riot control agents.Property disposal teams can assist in assessing andclassifying damaged equipment for repair or scrap.

Without FEMA tasking, Army units lack authority toprovide domestic disaster assistance. The support opera-tions officer needs to seek reimbursement guidance early.It is imperative that accountability be maintainedthroughout the domestic support operation. All direc-torate personnel must track the cost of equipment andsupplies and determine costs that may be absorbed asrelated to training or normal operating expenses.

SHOW OF FORCEContingency forces may deploy as a show of force to

reassure a friendly nation or ally or to influence anothergovernment or political-military organization to respectUS interests. This show of force may be organized as acombmed training exercise. Required logistics and logis-tics infrastructure must be available. ASG elements maydeploy to the show of force exercise site to help sustainthe deployed force.

COMBATTING TERRORISMAntiterrorism includes those measures that reduce

the vulnerability of personnel, facilities, and equipmentto terrorist acts. Terrorists may attempt to steal orsabotage major weapon systems in army reserve stocks.MP elements attached to forward presence base sup-port battalions secure CSS facilities at OCONUSinstallations. They perform crisis management andrespond to terrorist incidents.

Supporting EOD elements attached to the base sup-port battalions provide explosive ordnance support toforward presence forces. Supporting EOD elementsprovide training in ordnance recognition, bomb threatand search procedures. They respond to terroristsbomb threats and terrorist incidents.

Avoidance and self-defense measures should includemonitoring vendors and contractors who provide suppliesand services to forward presence forces. Systematicchecks on the receipt and distribution of supplies andequipment can help prevent contamination of food,water, and bulk fuels.

NONCOMBATANT EVACUATIONOPERATIONS

The demographic situation may prompt NEO.Evacuation may occur in three environments: permissive,

uncertain, and hostile. The operational time may besensitive. FM 90-29 describes planning for NEO. Plansand operations branch personnel and support opera-tions staffs need to identify–

Assembly areas or evacuee consolidation points.Facilities equipped with power, water, rest rooms,and heat to include: football or soccer stadiums,government buildlngs, gymnasiums, auditoriums,and recreation centers.Relative position to NEO sites and US installationsto places suited for anti-US demonstrations, suchas embassies and US citizen population centersand US business areas.Major thoroughfares and secure evacuationroutes.Public transport systems available for evacuationeffort.Available sources of food and potable water.

The ASGs intelligence staffs need to identify groupsthat might unintentionally or intentionally interfere withevacuation efforts. These may include —

HN law enforcement agencies.Military forces.Student demonstrators.Religious factions.General HN population.Terrorists.Rioters.Radical extremists.

PEACEKEEPING OPERATIONSPKOS are military operations that maintain peace

already obtained through diplomatic efforts. Apeacekeeping force, such as a United Nation multina-tional noncombatant force, supervises and implements anegotiated truce. The peacekeeping force operates strictlywithin the terms of reference. Refer to Joint Pub 3-07and FM 100-20.

ASG units or modular elements may deploy as partof a coalition force to support PKOs in austere, harshenvironments or where the infrastructure has beendestroyed. Their mission may be to support US andUnited Nation coalition forces, to provide support toforeign nationals and allies, and to develop the HNscapability to provide support. ASGs may form forwardlogistics bases using prepositioned afloat assets or

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assist in preparing initial bases of operation. FM 100-23 of refugees, the host country may request assistancediscusses logistics support of PSOs. from US forces.

After the initial period of deployment, logistics support US forces have a legal responsibility to providefor most United Nation operations is the responsibility of refugee care where they have occupied enemy territorythe United Nation’s civilian Field Operations Division. and have established a military government. This wouldThough the United Nations has stockpiled essential include providing food supplies and water to theequipment, it purchases goods or contracts for services to population.support PSOs. DA Pamphlet 700-15 covers supportspecitkdly to United Nations operations.

Depending upon the area, the peacekeeping force mayrely heavily on contractors for fresh food supplies anddining facility support. Preventive medicine personnel areneeded to approve water quality horn local sources.Veterimuy personnel are needed to approve food supplieshorn local purchase activities. The need for individualrations and other operational rations exist for personnelassigned to remote patrols. ASG elements can receive andissue these rations as well as ration supplements. Contrac-tors need to take into account the cultural or religiouspreferences of the multinational peacekeeping force.Table 1-5 lists other possible areas of support.

Depending upon the economic base, civilian contrac-tors can provide custodial support at bases. Civiliancontractors may provide fresh produce, water, and ice.They may also maintain vehicles.

Services at the base camp may be included in thegeneral custodial contract. That contract may includeprovision for —

Electrical power.Showers.Laundry.Barber support.Post exchange services.Engineer functions.Fire fighting.Trash disposal.

SPECIAL OPERATIONS FORCESArmy SOF have limited organic sustainment

capabilities. Much of the support for SOF is procuredlocally. Equipment to be supported may be one-of-a-kinditems. SOF depend on the logistics system to supporttheir operations.

The special operations support command may ar-range habitual support relationships between thespecial operations task force and ASG elements provid-ing support on an area or unit basis. When conventionallogistics support is unavailable or inappropriate, theEAC support command tasks a special operations sup-port battalion to provide dedicated DS-level logisticssupport in remote and denied areas. Refer to FMs 63-24and 100-25. The supporting battalion or ASG elementsmust have a deployability posture. Even if CONUSbased, they still must be incorporated in the TPFDL.

SOF units require few critical supplies and may besupported through normal supply channels, to includeASG DSUS or a bare base support system. However,SOF units require special operations peculiar or low-density foreign, nonstandard, interagency items. Thetype and density of SOF peculiar equipment may re-quire the use of nonstandard methods of support. Mostresupply is by airdrop or helicopter support.

INSURGENCY AND COUNTER INSURGENCYUS security interests may be best served by the incum-

bent government or by support of an insurgency. Themilitary role is principally to augment US Security Assis-tance programs or Foreign Internal Defense programs.

Sewers. Logistics support may consist of small teams deployedASG elements may remain in an AO to provide long- to assist indigenous tactical forces. ASG elements may

term logistics support for United Nations peacekeeping provide support to insurgents, to resistance forces, or tooperations. Support operations staff planners need to special operations forces. Whenever possible, this sup-assess the interoperability and compatibility of US port is provided from locations outside the AO. If USassets with those of coalition forces. presence increases, teams may deploy into the AO.

Article 55 of the Geneva Convention states that The size of the ASG support element deployedthe host country, as the territorial sovereign, is depends on the host country’s ability to provide support.responsible for refugees on its territory. However, in Initially, ASG units could employ small teams in supportthe event that its resources are strained by an influx of host country national development efforts. As the US

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presence increases beyond small teams, ASG units mayprovide security assistance supplies to the host countryto enable it to improve military and civil organizations.Additional transportation assets may be needed to movecargo for civic action projects. The ASG HNS logisticsdirectorate coordinates and manages HNS negotiatedor obtained by CA teams and integrates HNS into theUS Army logistics support system.

Insurgency and counterinsurgency operations oftenrequire deep penetration and temporary establishmentof LOCs in a hostile environment. In that case, CSS unitsmust be sequenced early to provide for the physicalneeds of the force. Selected CSS units should deployalong with or soon after the first forces land.

The down trace identifies a pool of units to providesupport for a contingency force. Teams and detach-ments could be deployed during the buildup phase tomaintain equipment, provide services, and receive anddistribute supplies. ASG elements could arrive incountry or in an adjacent country before the actualdeployment. An ASB headquarters can provide thecommand and control structure for logistics elementsdeployed without a parent headquarters.

ASG elements providing support must operatewithin the environmental, political, and legal con-straints governing US involvement. As directed by theState Department representative, CSS elements mayprovide clothlng and equipment to the HN military,paramilitary, and police. US forces may enable theembassy to provide a limited amount of personal wel-fare and comfort items.

Intelligence staffs assess areas shown on Table 1-2.They refer to these areas in their reports on the analysisof the AO and in the intelligence estimate. Plans andoperations branch personnel and support operationsstaff then assess the impact of those areas on missionsupport.

Depending upon requirements, a task organized ASGslice accompanying a contingency force may consist of —

Force Provider personnel to operate forceprovider equipment.Class I supply sections issue rations.Perishable subsistence platoon with reefer vans tomaintain fresh fruit, vegetables, and meat supple-ments.Water purification teams with ROWPUs, ifpotable water is not available in the AO.MA personnel.Shower and laundry teams, depending on theduration of operations and availability of resour-ces in the area.MSTS or DS maintenance unit (-) with a cus-tomized ASL of repair parts.Attached EOD detachment or response teamswith a section from the control team.Attached engineer support teams.Attached airdrop support elements for resupplywhen other means are not feasible.Accompanying LSE or AMC contract personnel.NBC LB (Reconnaissance) teams.

SUPPORT OF JOINT AND COMBINED OPERATIONSThe US Army has fought alongside allied forces in

a wide variety of operational situations. It must beprepared for combined operations with land, air, andnaval forces of allied governments. ASG elementsmay provide support to —

Military forces of Sister services.Allied or indigenous military forces.Allied or indigenous governmental agencies.Allied or indigenous civilians.

JOINT OPERATIONSIn theory, each military Service provides logistics

support for its own forces. Each service performs its

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own requirements forecasting. Each service establishespriorities and computes requirements for storage. Inpractice, to avoid unnecessary duplication and redun-dancy, the joint task force commander tasks the Servicethat is the dominant user to provide or coordinatesupport for all service components. However, the armyprovides the largest share of common logistics supportof joint, combined, or coalition forces. The CINC is-sues directives to transfer logistics functions betweenService components.

ASGs may provide support to the military forces ofSister services. Its base support battalion or a task or-ganized ASB provides for force reception and the onwardmovement of multiple forces. Forward presence base

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support battalions coordinate joint Service use of basefacilities in overseas theaters.

The support operations directorate needs to beaware of interoperability requirements with other Ser-vices. The EAC MMC should maintain a file ofmateriel commonality among the Services. Each Ser-vice normally maintains and ASL of service peculiarrepair parts and deploys unique maintenance teams tomaintain unique equipment.

Whenever possible, shower, laundry, and clothing andlight textile repair should be performed by the HN or cxm-tractors. MA support may be provided by one Service as aresult of interscrvice or cross-service agreements. The MAcollection company could operate collection points thatprocess the remains of all Services personnel and providetemporary internment until provisions are made for sub-sequent custody.

The ASG SPO directorate needs to obtain intel-ligence on the number of troops to be supporte~ the rateof buildup, and possible requirements to support HNcivilians and allies.

For more information, refer to Joint Pub 3-0 thatdescribes joint operations interfaces. Joint Pub 4-0describes logistics support of joint operations. JointPub 6-04 prescribes the exchange of supply supportrequests and responses with other Services.

COMBINED/COALITIONOPERATIONS

Logistics support must be coordinated in a combinedeffort to permit properly synchronized employment ofthe various allies’ combat formations. Combined com-manders form a combined logistics staff section as earlyas possible.

ASGs play a key role in the logistics support ofcombined operations. Facilities controlled by other USServices and by allied nations will be located in theASG’s AOR. The ASG will be tasked to provide somedegree of area support to these organizations. In es-sence, they are “tenants” and receive assistance just asUS units do, to the extent expressed in formal agree-ments. Materiel to support combined operations will bestored in and distributed from ASGs.

Assistance provided by ASGs to allied forces must beconsistent with support relationships established. Al-lied commanders normally coordinate the use offacilities, such as highways, rail lines, ports, and airfields.They usually regulate the CSS available in the AO fromHNs. ASG commanders and staff officers will have todeal with the problems of liaison, language, and com-patibility of equipment inherent in multinationalmilitary operations.

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Chapter 2

ASG Mission and Organization

An ASG is a logistics headquarters in the COMMZ The organization and specific missions of an ASGthat commands and controls assigned and attached vary over time as the situation or battlefield changes.units. Its mission is determined based on assessment It is not likely that any two ASGs will he identicallyof the logistics requirements of supported units or organized. This chapter describes a notional ASG.agencies. The ASG supports units in and passingthrough its AO. It helps absorb the logistics require- CONTENTSments that are beyond the capability or capacity of the P a g e

corps. Some ASG elements may augment a COSCOM ASG Support Mission........................................................2-1or DISCOMs. ASG ORGANIZATION...........................................2-10

ASG SUPPORT MISSIONThe ASG is a key logistics organization in the

COMMZ that supports the Army’s combat power. Thesuccess of any type of combat operation with any com-bination of light and heavy units depends on theavailability of logistics support. Operational maneuverand exploitation of tactical success by combat units aredirectly affected by the adequacy of the logistics supportsystem.

The basic missions of the ASG are instrumental in theoverall support of theater operations. The EAC supportcommander delineates the specific mission of each ASG.

The senior medical unit commander located withinthe geographical boundaries of an ASG will normallyprovide medical staff advice for the ASG commander.Standing operating procedures will normally bedeveloped by the MEDCOM and the ASG to governthe relationship between each ASG commander andthe senior medical unit commander in his area. Com-bat health support is provided to the ASG on an areabasis. Medical units are not subordinate to the ASGbut do provide CHS on an area basis. See Chapter 9for a discussion of CHS provided the ASG.

The ASG is a subordinate group of the EAC supportcommand. As depicted by Figure 2-1 on page 2-2, theASG mission functions are to provide –

Support at an intermediate staging base.NEO support.Initial reception of units and equipment at aerialports of debarkation or sea ports of debarkation.Maintenance and issue of theater war reserves.Coordination of real property maintenance activities

with the Area Wartime Construction Manager(AWCM).Supervise the establishment and operation of can-tonment-type facilities through an assigned basesupport battalion.DS supply, DS maintenance, and field services onan area support basis to units located in or passingthrough the ASG AOR. The ASG provides thissupport to other forces and activities in theCOMMZ when directed by the theater com-mander. The ASG does NOT provide medicalsupply, COMSEC logistics, classified maps, andcentralized personnel and administrative servicessupport.Reinforcing DS maintenance to the corps.Coordination and management of HN supportnegotiated or obtained by CA teams to replace oraugment portions of the ASG support mission.The ASG integrates HNS into the US Army logis-tics support system through its attached civil af-fairs battalion and CA teams.Out-of-sector support for US Army unitsdeployed out of sector in support of another na-tion, an alliance, or sister service.GS supply to corps and EAC support commandDS supply units.GS maintenance in support of the theater supplysystem under the work load direction of thetheater through the EAC MMC.Ammunition support, if not provided by a theaterlevel ammunition group, will be provided by func-tional ammunition battalions assigned to ASGs.

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Terrain management, with attachment of a ROC(ASG) to include the location or relocation ofunits within the ASG AOR.Control and coordination of physical security andrear operations within its assigned area.Support of reconstitution operations, either in thecorps rear area or at a regeneration site in the COMMZ

COMMAND AND CONTROLAn ASG HHC typically commands and controls a CA

battalion (GP), an area support battalion, supply andservices battalion(s), maintenance battalion(s), apetroleum supply battalion, and theater organizations asdeterminedly MOA or MOU. Depending upon theaterrequirements and work force, it may also command aROC and an AVIM battalion. Theater dependent, theASG may also command and control a base supportbattalion. Refer to Chapter 3 for more information.

INTERMEDIATE STAGING BASEAn ASG could task an ASB to provide logistics

support at an intermediate staging base from which aJTF may deploy an NEO advance party, evacuationforce, and reaction force. The intermediate stagingbase provides an area for JTF forces to redistribute andfinalize their loads. The requirement for an inter-mediate staging base depends on the distance fromhome base, the political situation, the size of evacuationand reaction forces, and the likelihood of hostilities.

The ISB must have adequate facilities to accommodatethe billeting, feeding, and sanitation requirements ofthe evacuation force and evacuees, if the site is used as thesafe haven. If required to establish a tent city, the safehaven force must arrive early enough to accomplish thisand to contract for local labor and sanitation facilities. Inaddition to a maintenance unit/MSTs and petroleum supp-ly platoons to repair and refuel aircraft or othertransportation assets used in the evacuation, a forceprovider company could be attached to the ASB to pro-vide feeding, shower, and laundry support. Supplyelements could be attached to the ASB to operate theMHE and storage facilities for rations, jet fuel, oils andlubricants, ammunition, and medical supplies. A safehaven may be required when long-range transportationis unavailable to move all evacuees from the HN to theUS at one time.

NONCOMBATANT EVACUATION OPERATIONNEOs are conducted to evacuate civilian noncom-

batants and nonessential military personnel from a

hostile environment or natural disaster site. The re-quirement for NEO mission support depends on thelocality and the threat assessment. Theater depend-ent, subordinate BSBs perform the NEO mission. Intheaters where there are forward-deployed US forcesin peacetime, there are substantial numbers of non-combatants present. For example, the ASG may havecivilian government employees assigned to it.Military dependents and other noncombatants can beexpected to be located in the vicinity of the ASG.

ASG RoleThe ASG may be the central processing point and

assembly area for NEO in the COMMZ. It may betasked to assist the Department of State in the event ofimminent or actual hostilities, significant civil distur-bances, or natural and man-made disasters. At thesame time, other countries could be conducting NEOsindependent of the US, using limited local evacuationresources and facilities. It may, therefore, be politicallyor militarily expedient that combined and coalitionforces jointly conduct the NEO.

The ASG should maintain an NEO annex for coor-dinating with embassy and JTF personnel to effectNEO. Embassies keep emergency evacuation plans onfile that specify how it would evacuate US citizens inthe area. CINCs develop an OPLAN for the emergen-cy evacuation of citizens from each country in their AO.FM 90-29 provides guidance for planning, coordinat-ing, and executing NEO when full mobilization has notbeen authorized. AR 525-12 provides policy on non-combatant evacuations.

The ASG HNS logistics directorate maintains liaisonwith CA teams, with an ISB, and with HN embassypersonnel and HN agencies that provide support forNEO. The ASG’s HNS logistics directorate facilitatesand monitors the execution of HNS agreement.

The ASG support operations directorate arrangesfor shelter and field services for evacuees passingthrough the area. HN assets should be used for NEOwhen available and dependable. The support opera-tions directorate’s transportation branch personnelcoordinate with the servicing MCT for transportationassets.

The ASG P&A directorate assists with requireddocumentation and record processing. Additional unitministry team personnel may be attached to comfortevacuees and related service members to relievepsychological stress.

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In coordination with the ASG, the BSB controls andmanages the assembly of all noncombatants. The EACsupport command chooses noncombatants holdingareas. The SJA section should be consulted concerningthe protection or evacuation of enemy civilians. The BSBhouses, feeds, and provides community service support;arranges for combat service support

Forward Presence Sites and BSBIn theaters where there is a forward presence, a base

support battalion may provide the nucleus and staff toconduct NEO for civilian and military personnel anddependents who are authorized evacuation assistance;and protects the assembled noncombatants. It maycontract for the use of hotels to billet evacuees. TheBSB controls and supervises the complete administra-tive processing and logistical support of evacuees. Italso maintains their accountability throughout theevacuation process.

The BSB executes the NEO notification plan. Itensures that NEO is planned, rehearsed, and ac-complished. Extensive, detailed planning and activeparticipation in rehearsals are necessary to minimizeevacuation time and to ensure the safety of noncom-batants. NEO plans should contain information on –

Security coordination.Assembly areasDocument requirements (birth certificates, mar-riage certificates, immunization records, iden-tification cards, and passports).Priority of movement.Evacuation routes.Transportation procedures.Communication support.Food, clothing, and emergency Class II items.Services to be provided.Financial assistance.Emergency medical care from MEDCOMteams.Destinations.Methods of accounting for the noncombatants in-volved.International laws relative to evacuation of non-combatants.

The requirement for supplies and services dependson the duration of the operation. For example, the

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BSB may provide male and female sundry packs toevacuees and infant formula and baby food for infantdependents while they remain at comfort stations priorto boarding evacuation aircraft. For longer waits result-ing from bad weather and inadequate transportation,the BSB may need to provide sufficient food, cots,blankets, and sanitary supplies and facilities to make theevacuees comfortable. Lengthy operations mayneces-sitate the provision of clothing, showers, laundry, waterpurification, engineer support, and DS maintenance.

EAC support commands and subordinate ASGsare normally responsible for ensuring noncombatantsare transported to departure points for evacuationfrom theater. The TRANSCOM chooses departureroutes. The BSB coordinates with MCTs, arrangingfor the movement of evacuees to designated theatertransfer points. It maintains schedules and routeplans for evacuation. It coordinates preplanned HNvehicular assets for evacuation and arranges for thestorage and transportation of evacuee property andassets. Security assets may have to secure holdingareas and departure routes for noncombatants.

RECEPTION AND PREPARATION OFREINFORCEMENTS

When mobilization day occurs, ASGs commencepreparation for reception, staging, onward move-ment, and integration operations. At the same time,ASGs may be tasked to implement contingency plansfor performing or assisting with NEO operations.During the early stages of a war, receiving and equip-ping deploying or reinforcing forces may be thepredominant mission activity of an ASG. If a BSB isnot within the force structure, the EAC support com-mand or special troops headquarters may assume thereception mission. The EAC support command andsubordinate ASGs are responsible for planningRSO&I operations as well as supporting forces intheir area. ASG units provide logistics and life sup-port for units transiting ports. Figure 2-2 depictsRSO&I planning timelines and sequences.

Theater dependent, a BSB assists in the receptionof reinforcing or relocating forces into or through theBSB’s AOR. The BSB provides essential supplies,field services, and maintenance support until the rein-forcing or augmenting units achieve a normaloperational posture. A BSB can provide forwardstaging area support during personnel and equipmentlink-up periods in the corps rear area and OLS area.It coordinates the use of available facilities and base

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support services assigned by the ASG. The BSBprovides billeting and life support services and proces-ses equipment. It may also setup training sites withinits installation or base cluster defense area. The BSBprovides HN liaison or liaison assistance to reinforcingforces. Unit advance parties need to coordinate re-quirements for reception and staging support prior toarrival of the main body of the units.

Requirements for supplies and services depend onthe deployment posture and the availability of otherASG battalions. The BSB provides technical assis-tance to reinforcing units that have special requirements.For example, units may have maintenance require-ments for hardened facilities or special requirementsfor training facilities.

REAL PROPERTY MAINTENANCEFor locations at other than the US and its territories, the

Army uses the ASG to manage installations. It providesbase operations activities in its assigned area. Base opera-tions activities and other installation support functions areaccomplished by augmenting the ASG to carry outresponsibilities included in ARs 5-3 and 210-10.

The ASG provides real property maintenance ac-tivities support to all Army facilities in its AO. (OtherUS Services submit work requests directly to the en-gineer brigade in charge of the AO.) Support includesleased facilities, unless HNS is available for leasedfacilities. Normally each ASG has engineer utilityteams assigned that provides RPMA support tofacilities located within the ASG’s AOR. The ASG’sengineer branch supervises RPMA. ASGs forwardRPMA requirements that exceed their capabilities tothe supporting AWCM.

Each ASG has a tailored organization of teamsfrom the 5-500 TOE series attached to provide RPMAsupport to facilities located within the ASG’s AOR.These teams are normally attached to a BSB. Ap-propriate teams operate, repair, and maintain utilitiessystems on installations and bases. As required, theyrepair limited damage.

Fire-fighting TeamsConsidering troop population, aviation and facility

requirements, such as the size of storage areas, fire-fighting teams are attached to ASGs to provide fireprotection not available from the HN or installationDirectorate of Public Works. These teams provide theASG with the capability to implement fire-preventionand fire-fighting programs.

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Utilities TeamsUtilities teams are attached to ASGs based on the

population serviced by the ASG. Planning factors provideone team for each installation with a population between2,500 and 4,000. Utilities teams provide facilities en-gineering support, to include–

Limited carpentry.Masonry.Electrical.Plumbing.Road maintenance and repair.

Utilities teams can also establish and operate sanitarylandfills for refuse collection and disposal in ASG AOs.ASGs are responsible for establishing sanitary landfillsfor their AOs. The engineer utilities detachment underthe ASG normally establishes and operates the landfill.Existing HN or contract landfills may be available. TheASG may use local labor to operate the landfills. TheASG engineer branch monitors concerns relative tohazardous waste generated by maintenance operations.

AREA SUPPORTThe ASG is an area-oriented support organization.

It supports units in its area as well as transient divisions,brigades, and other combat, CS, and CSS units that maybe located, for varying periods of time, in the supportarea assigned to the ASG.

The ASG coordinates and provides supply, main-tenance, and field services, to include base operationsactivities, for units in its assigned area. ASG units pro-vide DS supply, DS maintenance, and DS field servicesto units located in or passing through the ASG area. DSunits respond to customer requests.

Units in the ASG area view the ASG as the“landlord.” They expect the ASG to assist them or torefer them to organizations that can provide support.Refer to Chapters 5 through 7 for more information.

HOST NATION SUPPORT COORDINATIONAll potential theaters can be expected to include some

degree of HNS. As the representative of Army forces inthe area, the ASG commander interrelates with localgovernment leaders. CA teams/CIMIC teams are nor-mally attached to each ASG to negotiate agreements withthe HN. The ASG’s HNS logistics directorate facilitatesand monitors the execution of HNS agreements. It alsocoordinates the logistics civil augmentation programwithin the ASG area. Refer to Chapter 3.

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Security considerations, administrative problems, in-ternal laws (including environmental), treaties, andagreements are limiting factors. Other factors to con-sider include customs and traditions of the country andrequirements for translators.

GS SUPPLY SUPPORTASGs provide both theater-oriented and EAC sup-

port command GS supply support to forces in theCOMMZ and in the corps. Theater army reservestocks and sustaining stocks are stored at ASG sitesand issued when directed by the theater through theEAC MMC. Medical and ammunition supplies arenot handled by the ASG. Refer to Chapter 5 for moreinformation on GS supply support. FM 10-27-1describes GS supply operations.

GS MAINTENANCE SUPPORTEach ASG performs GS maintenance on those

items assigned to it by the theater. GS maintenancesupports the theater supply system. Unusual cir-cumstances may result in fielding an ASG that departsfrom the organizational structure described in thischapter. For example the GS maintenance missionmay be a sizable portion of an ASG’s mission or it maynot be performed at all.

If contingencies are expected to be of short dura-tion, GS maintenance units will only deploy as a rareexception. Items requiring GS level maintenance willbe back-hauled to CONUS. Refer to Chapter 6 andFM 43-20 for guidance on GS maintenance.

OUT-OF-SECTOR SUPPORTOut-of-sector support is required when a US unit

deploys out of the geographical area and is placedunder the OPCON of another nation or ally. The prob-ability of tactical units moving into non-Armycontrolled sectors is greater during volatile periods.Shortfalls can be met by task-organizing and providingbackup support from ASG units. Out-of-sector sup-port may involve in-depth coordination with severalallied nations for stationing, HNS, and movements.

Support obligations are transferred to adjacent sup-port organizations when relocation of the supportedunits causes them to be nearer to another ASG.Depending upon the tactical situation, ASGs could beassigned to provide out-of-sector support to a unitdeployed outside the ASG area. For example, theASG may be tasked to support a unit placed under theoperational command and control of another nation or

an alliance for a short period of time. Refer to Figure 2-3on page 2-8.

Support to units operating in areas outside theirnormal support zone can be provided by a combinationof allied, HN, and other Services. Refer to Table 2-1on page 2-9. For example, the allied nation may pro-vide some common use petroleum products, fieldservices, and ammunition. While units may obtainsome support from US allies in the non-US sector, theASG may have to task-organize and send a slice of itssupport assets to the area.

EAC support command and ASG support opera-tions staffs may have to coordinate unit movements,stationing, and HNS with several allied nations. Out-of-sector support planning is complicated when only onetype of company or team, such as a water company orfire-fighting teams, providing a certain kind of supportis attached to an ASG.

RECONSTITUTION SUPPORTPeriodically an ASG could be tasked to provide

reconstitution support, regenerating degraded units ata safe site, either in the corps rear area or the COMMZ.Teams from ASG units may be sent forward to corpsareas to assist units undergoing regeneration. An ASBor S&S battalion may send teams, detachments, orplatoons to the regeneration site to provide life supportservices and to receive and issue stocks and equipment.

In the COMMZ, the EAC support command com-mander designates a regeneration site. Areas adjacentto ASG support facilities are usually good locations forregeneration. If the distance attrited units have to travelis not a factor, the RTF may elect to set up a regenerationsite in the COMMZ in order to take advantage of HNSfacilities; medical treatment facilities; the availability ofroad nets, railheads, and airfields; the source of labor;and safe areas for training.

As directed by EAC MMC, ASG supply units replacelost equipment and stocks. ASG maintenance units repairdamaged equipment. A petroleum supply unit or DSsupply unit may provide bulk fuels. ASG personnel maybe diverted from routine support missions to support theregeneration operation. Refer to Chapters 5 through 7 andFM 100-9 for more detail on reconstitution support.

REAR OPERATIONS SUPPORTASGs have operational responsibility for rear opera-

tions. In the event of wartime mobilization, a ROC (ASG)from the reserve component is attached to a ASG. It assists

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the ASG's rear operations branch execute the group’srear operations plans within the assigned area.

Military police attached to a base support battalionmay perform limited local security of fixed sites inresponse to tasking from the ROC (ASG). BSB MPs canprovide Level I threat reaction /protection and Level IIthreat response in coordination with supporting USand HN MP. Ordinarily Level I threat is handled bybase or base cluster self-defense measures.

The ROC (ASG) coordinates with the ASG SPO of-ficer and rear operations branch in planning andexecuting rear operations. As necessary, area damagecontrol is conducted. The ROC (ASG) also coordinatesexplosive ordnance disposal for units in the area.

Refer to Chapter 8 and FM 90-23 for more detail onrear security operations and ROC (ASG) support func-tions.

ASG ORGANIZATIONNo two ASGs will be organized alike. ASGs are

task force organized to provide support to units in thetheater and to support the theater supply system.They must be flexible enough to tailor their supportcapabilities based on requirements and the prioritiesthe EAC support command commander assigns.

TAILORED ASG ORGANIZATIONEach ASG is tailored to match the demand for its

support. The number and types of units comprising anASG will vary depending upon the –

Type and number of units requiring support.Tactical support situation.Scope of operations.Stage of theater development.Size and maturity of the theater.Requirements to provide support to other servicesor allied forces.HN augmentation available.Geographical distance constraints.Factors of METT-TApplication of the TPFDL.

Figure 2-4 depicts a generic ASG organization. TheASG organizational structure presented in Figure 2-4is representative of what could be deployed to a theater.Separate battalions oriented to providing DS or GSmay be assigned. Smaller ASGs may have both DS andGS units assigned to the same battalion. In those in-stances when an entire theater can be supportedadequately by one company or team providing a certainkind of support, only one of the ASGs will be tasked toprovide that support.

Changes to the structure or composition of an ASGwill be made as a conflict progresses and wheneverappropriate to match its support to the needs of the

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theater of operations. The structure of the ASG mustremain flexible enough to change as requirements in thetheater change. As the population in the theater increases,the span-of-control guideline and geographic dispersalof units will influence the decision to deploy ASGs.

Subsequent figures in this chapter depict the types ofunits that may be assigned or attached to subordinatebattalions. Numerous other units may be fielded andattached to an ASG when the capabilities are requiredin the theater.

ASG HEADQUARTERS ANDHEADQUARTERS COMPANY

The ASG HHC commands, controls, and supervisesall units assigned or attached to the ASG. One ASGHHC is employed to command and control three toseven battalions or battalion equivalents. As thepopulation in the theater increases, the span-of-controlguideline helps to indicate when additional ASG head-quarters are needed. Allocation of ASG HHCsdepends upon the –

Number of subordinate CSS battalions.Number of troops supported.Size of the geographic area assigned.Geographic dispersion of units.

Typically, the ASG HHC will command and controlboth multifunctional and function specific battalions.The functional battalions maintain the theater reserve.They provide theater wide support.

As shown by Figure 2-5 on page 2-12, the ASG HHCconsists of a command section, directorates, an SJAsection, a UMT, and a headquarters company. Chapter3 describes the functions of each directorate. Figure 3-2shows subsequent branches for each directorate. ARTEP63-622-MTP provides guidelines for training in criticalmission tasks.

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CIVIL AFFAIRS BATTALION(GENERAL PURPOSE)

A CA battalion (general purpose) is attached tothe ASG to plan and coordinate CA and foreign na-tion support operations for units located in or passingthrough an ASG AOR. Its primary focus is on foreignnation support and populace and resources control.For example:

Foreign nation support encompasses the iden-tification, negotiation, and procurement ofavailable resources within a foreign nation tosupport US military missions during prepara-tion for war, wartime, and peacetime.Populace and resources control encompassesthe movement control measures, emergencycare, and evacuation of dislocated civilians.For example, the CA battalion establishesemergency rest areas and supervises theoperation of temporary camps for dislocatedcivilians. This includes coordination forpreventive medicine, sanitation, potablewater, and food procurement. It also helps toresettle or return dislocated civilians to theirhomes.

Battalion staff officers coordinate US require-ments for available indigenous resources, facilities,and HNS. They develop and implement plans t o sup-port the local civilian populace from local resources.They plan populace and resources control measuresand coordinate humanitarian support for dislocatedcivilians. They also assist the ASG commander byanalyzing legal and moral obligations to the localpopulation resulting from acquisition of HNS.

The CA teams shown on Figure 2-6, see page 2-14,may be attached to an ASG CA battalion (general pur-pose). These CA teams form the link between militaryforces and the civil interests of local citizens. Infriendly countries, CA personnel aid civil-militarycooperation by providing an interface with localauthorities or military forces. (The CA battalion (DS)attached to ASGs in the European theater does nothave a GS detachment and teams.)

General support CA teams negotiate agreementsto identify and acquire HNS to minimize civilianinterference with military operations. They alsoassist the ASG commander in fulfilling his legalobligations to the civilian populace. CA teams aredescribed in FM 41-10.

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Those CA teams attached to the ASG work underthe staff supervision of the HNS logistics directorate.Their primary missions are to –

Identify available local resources, facilities, andservices. During peacetime, CA personnel conductarea studies and review HN agreements in probableAOs. Those attached to the ASG develop the CAannex to ASG OPLANs.Supplement the intelligence gathering activitiesby identifying local sources of information.Assist in acquiring local resources, facilities, andservices. CA teams make the initial contact withHN representatives. They assist the ASG’s HNSlogistics directorate in procurement of localgoods and services. HNS logistics directoratepersonnel manage and coordinate specifiedHNS negotiated by the CA teams. However,depending on the objective of the negotiations,any or all of the ASG directorates may be in-volved in working with CA teams. For example,support operations directorate staff officers mayhelp set vendor performance standards. TheSJA section may provide legal advice andopinions. Once HNS agreements have beenconcluded, CA personnel continue to serve asthe single point of contact between the HN ac-tivity and the supported units. They coordinatemeetings between foreign agencies and con-tracting agents and their representatives.Minimize local population interference withmilitary operations. CA personnel survey popula-tion centers. They coordinate the flow of dislo-cated civilians with MCTs and HN authorities. CApersonnel assist in planning and conductingpopulace controls. Controls may include resettle-ment of dislocated civilians, movement restric-tions, rations control, and curfews.

CA support may be centralized or decentralized.When centralized, CA teams respond to the ASG com-mander. When decentralized, CA teams are attachedto major elements within the ASG’s AOR.

NOTE: In NATO areas, the phrase “civil-militarycooperation” replaces the phrase “civil affairs.” Civil-military cooperation refers to the cooperation betweenforces of NATO member nations in civilian mattersthat affect military operations. CIMIC teams providearea support to ASGs employed in NATO areas.

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AREA SUPPORT BATTALIONThe use of joint and coalition force deployments in con-

tingency operations, as well as humanitarian assistance andUnited Nations peacekeeping roles, provide the impetusto develop flexible support structures.

The ASG commander may task organize a portion ofthe ASG to serve as a logistics crisis reaction supportelement providing responsive disaster relief orhumanitarian support. ASBs enable ASGs to tailorforce packages to specific mission requirements.

A task organized, multilogistics ASB could deploy insupport of contingency operations or OOTW situationsshort of actual combat in developing countries of the thirdworld. CA teams, HN, or contractor elements could beattached to the battalion to provide a single point of contactfor logistics support.

The ASG may task organize an ASB to set up alogistics base during the first stages of an operation.Elements from the ASB could provide support, such asrefuel-on-the-move and maintenance and recovery as-sistance along the route of march. This forward ASBelement would allow the ASG to echelon support assets.The battalion would be tasked to provide DS level sup-plies, maintenance, and field services support toelements operating in or moving through the ASG AO.(GS level support is provided by the functional bat-talions attached to the ASG.)

There is no fixed organization for an ASB. Figure 2-7on page 2-16 depicts the type of units or elements that maybe attached to a ASB headquarters. The span of controlis from three to seven attached units. Because DS supp-ly companies and field services companies are allocatedbased on support of 18,500 troops, and since main-tenance unit allocation is based on maintenance manhour requirements, platoons, detachments, and teamsmay be required, not entire units.

Platoons, detachments, or teams from an ASB mayform the basic core of an accompanying support ele-ment or slice of support for US Army forces operatingout of sector or supporting an ally or sister Sservice. Anally could provide rations and fuel. A host service couldprovide Class I, III, IV, and selected II and V. However,due to dissimilarity in equipment and munitions be-tween allies and Sister services, Army forces wouldneed, as a minimum, an accompanying maintenanceelement with custom ASL.

A task organized ASB could also be tasked to operatea regeneration site in the COMMZ. As required, it could

send subordinate platoons, detachments, or teams to aregeneration site in the corps rear area to assist inregeneration of large corps forces.

BASE SUPPORT BATTALIONThe BSB performs those missions previously per-

formed by TDA military communities or by support groupsthat performed the missions as part of their area supportresponsibility. Allocation is one per military community.For example, a BSB may control the following fixed assets:

Dining facilities.Maintenance shops.Storage bunkers.Warehousing facilities.Fuel facilities.Terminal facilities.Railway points.Fixed laundry.

A BSB may be attached to an ASG to establish baseoperations support from facilities previously inoperable orunder non-US control. It could also maintain facilities incaretaker status for future reactivation to support maturetheater missions or tactically displaced units. FM 100-22provides a guide for installation management operations.

There is no standard BSB. Figure 2-8 on page 2-17depicts the type of base operation activities and smallerunits that may be attached to a BSB. For example, the BSBmay manage civilian engineer activities and resources orattached teams that provide limited rear property main-tenance for facilities.

The BSB plans, manages, and coordinates the supportoperations within its AO. It coordinates activities betweensupport units operating in its area. These may includeHNS units and small detachments positioned by the ASGin the BSB’s area The BSB provides or coordinates toprovide support-to units located in or passing through theBSB's AO. This support may consist primarily of coordina-tion. area orientation, and collective security management.The BSB also assists ASG HNS logistics directorate staffin planning managing and coordinating support receivedfrom or provided to HN military units and governmentaland civilian organizations under approved contracts.

The missions of the HHD, BSB are to–Command, control, and supervise all assignedand attached TOE and TDA (peacetime) or-ganizations.

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Plan and direct emergency and evacuation opera-tions to include noncombatant evacuations forUS government sponsored citizen evacueeswithin or relocated to the BSB’s AOR.Plan for, coordinate, and assist with the deploy-ment of tenant units located within the BSB’sAOR.Plan for, conduct, assist, and report the recep-tion and stationing of reinforcing and relocatingunits, to include the staging and onward move-ment of units passing through the BSB’s AOR.Plan, manage, and execute real property main-tenance and protection, to include damagerecovery of essential real property facilities.Plan, manage, and coordinate the support of allthe battalion’s operational area resources in sup-port of the theater campaign plan.

REAR OPERATIONS CENTERThe ROC (ASG) plans, coordinates, and directs ex-

ecution of rear area security operations within theAOR assigned to the ASG by the EAC support com-mand. Figure 2-9 on page 2-19 depicts the organizationof the ROC (ASG). The ROC (ASG) coordinates withoperations staff and engineer staff on positioning andstationing units within ASG terrain. It advises theASG commander on security implications of ASGlogistics support efforts. It incorporates unit relocationinformation into the ASG’s rear security plans. TheROC (ASG) also assists in planning and coordinatingthe security requirements of reception and onwardmovement operations and NEO. It disseminates tacti-cal and intelligence information, to include terrain data,to base and base clusters, intransigent units, and USinstallations. For more detail, refer to FM 90-23 andChapter 8 of this field manual.

SUPPLY AND SERVICE BATTALIONIn the COMMZ, S&S battalions are attached to

ASGs. The battalion headquarters operates under thetechnical direction and supervision of the ASG supportoperations directorate.

The S&S battalion headquarters provides com-mand, control, staff planning, and technical supervisionfor three to seven direct or general support supplyand DS field services units. Critical wartime missionsare to —

Provide supply and field services support.Plan supply and field services support.

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Direct relocation of subordinate units.Supervise establishment of the battalion’s AO.Direct supply and field services operations.Defend the assigned area.

The S&S battalion is tailored based on the environ-ment and on the force structure within the COMMZ.As shown by Figure 2-10 on page 2-20, the S&S bat-talion is a multifunctional support organization, tailoredby the assignment of different types of supply and ser-vice units to meet specific support requirements in thetheater to which it is deployed.

S&S battalion headquarters operations are coveredin FM 10-27-3. FM 10-1 provides basic supply and fieldservices doctrinal principles. Chapters 5 and 7 of thismanual describe supply and field services supportoperations provided by these ASG units.

PETROLEUM SUPPLY BATTALIONA petroleum supply battalion can be attached to an

ASG to provide GS bulk petroleum supply support inthe EAC support command area. It provides the inter-face between the pipeline system, operated by thepetroleum pipeline and terminal operating battalionunder the petroleum group, and the DS supply units thatissue fuel to consuming units.

During initial contingency operations, petroleumsupply companies may be attached to a force head-quarters in support of a small amphibious landing orair-landing operations. During the initial stages of mostoperations, CSB, ASB, or S&S battalion advance ele-ments would likely be present. Personnel operatinginitial Class III supply points or laying hoselines wouldbe placed under their control.

Critical wartime missions of the petroleum supplybattalion are to –

Provide petroleum support.Plan battalion operations.Direct relocation of battalion elements.Establish the battalion’s AO.Direct petroleum support operations.Direct defense of its assigned area.

The battalion operates under the staff supervision andtechnical direction of the ASG support operations direc-torate. However, the battalion responds to distributiondirectives from the Class III manager at the EAC supportcommand MMC. If required, the battalion can provide

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both bulk and retail supply point distribution. Eachpetroleum supply company can operate four mobilefilling stations.

Figure 2-11 on page 2-22 depicts the organization ofa petroleum supply battdalion. Petroleum supply com-panies are attached to the battalion as necessary.Normal allocation is two or more petroleum supplycompanies per petroleum supply battalion. However,the actual number of companies attached depends onthe –

Tactical situation and requirements for mobility.Type and size of forces being supported and theirfuel consumption rates.Theater policy on reserve stocks.Existence of HN storage facilities, pipelines, andpetroleum fuels and products.Available storage space.Distances to consuming units and the condition ofroad and rail nets.

Petroleum supply companies are dependent onmedium truck companies (petroleum) to deliver bulkfuels to the DS supply units. Depending upon the AO,a mobile petroleum product lab team may need to beattached to the battalion to provide petroleumlaboratory quality surveillance assistance.

FM 10-67 describes the petroleum supply system fora developed and undeveloped theater of operations.FM 10-69 describes Class III supply point operations.FM 10-71 covers petroleum tank vehicle operations.For more information on bulk fuel support, refer toChapter 5 of this manual.

MAINTENANCE BATTALIONMaintenance battalions in the COMMZ are as-

signed to the ASGs. A maintenance battalionheadquarters provides the command and supervisorystaff control of maintenance supported provided bymaintenance units in the ASG’s AOR. It operatesunder the staff supervision of the support operationsdirectorate. Critical wartime missions of the main-tenance battalion are to –

Provide maintenance support.Plan maintenance operations.Direct relocation of subordinate units.Establish the battalion’s operating area.Direct battalion maintenance operations.

Defend its assigned area.Figure 2-12 on page 2-23 depicts the sample organiza-

tion of a maintenance battalion. No two maintenancebattalions have identical capabilities. Depending uponthe size of the force being supported, DS maintenanceunits and GS maintenance units may be assigned to thesame maintenance battalion or to separate battalions.The numbers and types of units attached to a main-tenance battalion depends on mission requirements.Several maintenance units of one type may be attachedto a maintenance battalion.

Specialized maintenance support teams are attachedto maintenance companies to support specific systemsand related auxiliary equipment. These teams are at-tached to maintenance units only when required. Theteams are dispatched to forward areas when necessary.

FM 43-11 provides doctrinal guidance on DS main-tenance operations. FM 43-20 provides informationand guidance on the responsibilities, functions, andoperational procedures of the conventional GS main-tenance battalion organization and its subordinatecompanies. Maintenance support operations aredescribed in Chapter 6 of this manual.

AVIATION MAINTENANCE BATTALIONThe AVIM battalion provides aviation maintenance

and AVIM repair parts for assigned or attached AVIMunits. AVIM units are employed on an area basis in theCOMMZ. Though allocation is based on aircraft den-sity, the norm is two AVIM units per aviation battalion.Refer to Figure 2-13 on page 2-24.

The aviation maintenance battalion headquartersprovides staff supervision of aviation and aviation-relatedrepair activities, to include —

Establishment by HHD of maintenance prioritiesfor the AVIM battalion and supply actions to sup-port these priorities.Aviation safety.Aviator standardization and evaluation.Maintenance test pilot standardization andevaluation.

The battalion headquarters’ maintenance and supplyoperations section assigns maintenance work load. Itprovides technical mission planning and guidance forassigned or attached AVIM units.

For more information on aviation maintenance units,refer to FM 1-500 and Chapter 6 of this field manual.

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OTHER ELEMENTS ATTACHED TO ASGsOther elements or units may be attached to an ASG

to facilitate mission accomplishment or to support unitsin or passing through the ASG area. Units or elementsoften attached to an ASG include –

Logistics support element activities. Consideringmemorandums of understanding and theateroperational war plans, TDA activities, TOE ele-ments, contractors, or battle rostered DODcivilians from FORSCOM, CASCOM, AMC, andDLA may operate in the ASG area. They pro-vide —

- Technical advice and assistance.- GS/depot level maintenance.- Automation software support assistance.- Quality assurance assistance for ammunition.- Theater aviation maintenance program

support.- TMDE support.- Army oil analysis support.- Logistics assistance program support.- Field assistance in science and technology.

Utilities teams from the 5-500 TOE series andfire-fighting teams. Engineer teams provide com-bat and general engineering support in the ASGarea.Property disposal teams. Disposal teams direct orperform essential disposal operations.Military intelligence companies. An MI companycan be attached to issue warnings, recommendcounterintelligence procedures, and provide in-telligence information to ASG units concerningthreat activities.Chemical companies. Chemical companies providedecontamination (less patient decontamination),

NBC reconnaissance, and large area smoke assis-tance to area units.

ASG DEPENDENCEThe ASG depends upon the following elements:

Rear Operations Center. The ROC (ASG)provides additional rear operations staff to planand execute rear operations. Refer to Chapter 8.EOD detachment. EOD teams attached to theEOD detachment neutralize or remove explosivedevices. They provide EOD support to forwardpresence forces in overseas installations. Theyrespond to bomb threats and perform explosiveordnance reconnaissance.EAC support command MMC. The materielmanagement centers provide integrated supplyand maintenance management.Theater Army Movements Control Agency. TheTAMCA provides movements control and high-way regulation services through its attached MCTsand MRTs.MP Brigade/MP Battalion. MP companies en-force law and order and provide area security ofassigned or attached units as well as battlefieldcirculation control of traffic and individuals.Theater Signal Brigade. Elements provide trunklines into the area telephone network and limitedmessenger service.Appropriate Theater Elements. Theater or-ganizations provide combat health support,finance, personnel and administrative services,and transportation support for 100 percent dis-placement. Refer to Chapter 9.Judge Advocate General Legal Support Teams.Legal support organizations provide trial defense,contract law, and military judge teams.

Refer to Chapter 9 for information on those elementsthat provide support to ASG elements.

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Chapter 3

Command, Control, and Information Management

The ASG headquarters integrates and synchronizespersomel, equipment, communications, and facilities toaccomplish its support missions. ASG staff oflkers gatherand analyze information. They formulate estimates andplans. They issue instructions and supervise the executionof operations by subordinate units. However, for maximummission support effectiveness, comprehensive battlefieldautomation systems and suppotting communications net-

CONTENTSPage

ELEMENTS OF COMMAND . . . . . . . . . . . . . . . 3-1COMMAND RELATIONSHIPS AND

COORDINATION . . . . . . . . . . . . . . 3-2ASG HEADQUARTERS AND

HEADQUARTERS COMPANY . . . . . 3-5COMMUNICATIONS . . . . . . . . . . . . . . . . 3-17INFORMATION MANAGEMENT . . . . . . . 3-27

works must be in place.

ELEMENTS OF COMMANDCommand is defined as the authority to direct, coor-

dinate, and control subordinate units. It includes theauthority and responsibility to effectively use availableresources and to plan the employment of subordinateunits in accomplishing assigned missions. It also in-cludes the responsibility for the health, welfare, morale,and discipline of assigned personnel.

ASG COMMANDERThe ASG commander is responsible for the mission

and security of the ASG. He provides guidance anddirectives to the staff. The ASG commander must en-sure that subordinate commanders have the resourcesto perform their missions. He specifies courses of ac-tion to be considered by ASG staffs and providesparameters for development of staff estimates. Hedirects the SPO to issue warning orders to subordinateelements. He indicates acceptable levels of risk formission accomplishment.

EXECUTIVE OFFICERThe ASG executive officer directs and coordinates

the activities of the directorates. He performs the dutiesof a chief of staff. The XO establishes staff operatingpolicies and monitors the collection and disseminationof information pertinent to the ASG. He supervisesmission analysis by ASG staffs. He relates the intents ofthe EAC support command and ASG commander. Heprovides mission analysis guidance based on the ASGcommander’s guidance. When authorized, he repre-sents the ASG commander.

DIRECTORATE STAFFThe ASG headquarters is organized in a directorate

staff structure. Directors respond to policies and

guidance from the commander. They implement thecommander’s guidance by directing subordinate bat-talions. They analyze the feasibility of concepts ofoperation based on the current logistics capabilities ofsubordinate units. They monitor and coordinate thefunctioning of subordinate battalions to ensure that theyunderstand command priorities and that mission goalsare achieved. Within their assigned functional areas,directorate staff analyze requirements and recommendcourses of action to the commander. They expedheactions when needed to facilitate the use of scarceresources in the logistics support of operations. Theyprovide information updates to the ASG commander onareas that are critical to ASG mission accomplishment.As necessary, they integrate ASG support activities withother organizations in the COMMZ.

LOGISTICS CHARACTERISTICSA military force is only as combat capable as the

adequacy and responsiveness of the logistics supportit receives. To achieve success, logisticians mustsynchronize logistics concepts and support opera-tions with strategic, operational, and tactic plans. Forsupport to be where it is needed when it is needed,ASG commanders and staffs must adhere to the logis-tics characteristics discussed in FM 100-5 andamplified in FM 100-10. ASG staffs must continuouslyfocus on —

Anticipation of requirements and shifts in demands.Integration of logistics support with tacticaloperations.Continuity of logistics support to prevent interrup-tion in operations.

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Responsiveness in adapting to changing situations,missions, and priorities—tailoring or task organizingorganizations, repositioning support, reallocatingassets, and redirecting LOCs.Improvisation to changing situations and require-ments.

RISK ANALYSISRisk is defined as “that degree of adverse effect on

the overall missions should the CSS capability be dis-rupted by enemy action or logistics failure, to include anestimation of the probability that disruption wouldoccur.” Risk drives the amount of resources as well asthe effort necessary to protect the CSS capability. Forexample, what will the support cost in terms of person-nel and materiel resources? What will be the benefitderived in terms of responsiveness? Every support con-cept proposed must be subject to a risk analysis. Therisks involved depend on the circumstances prevailingat the time.

In planning support, risk is assessed by all staff sec-tions concurrently. They continuously balance thebenefits derived from a particular support concept ver-sus the risks involved in the support provided. They

compare the risk inherent in not expending a scarceresource on one requirement in favor of another. Theymust determine if the concept is supportable andwhether the responsiveness of the support providedoutweighs the risk involved.

Predictable RisksCertain aspects of logistics support can be objectively

calculated and predicted with a high degree of certaintyor accuracy. For example, requirements can bepredicted using the planning factors and analytical tech-niques outlined in FM 101-10-1/2. These planningfactors have proven to be accurate in predicting ex-pected requirements.

Variable RisksOther areas of logistics support may require assign-

ing subjective probabilities. For example, the friendlysituation and support from friendly units may change.The weather is always subject to change. Supportpriorities and conditions are also subject to change.Support operations staffs must determine the impactof these changes on future mission accomplishment.They must analyze the impact of events and of eachalternative course of action on their concept of support.

COMMAND RELATIONSHIPS AND COORDINATIONCommand relationships must be clear at all times.

The ASG is a major subordinate command of the EACsupport command. It is tasked by the EAC supportcommand to perform GS supply and GS maintenancefor theater-controlled items. The ASG must simul-taneously perform supply and maintenance supporttasks for both command levels. Figure 3-1 depicts ASGsin relation to other Services in a mature theater ofoperations. Command responsibilities are described inthis section and in JCS Pub 2.

NOTE: In this post cold war era, when threat capabilitiesmay range from peacetime to conflict (operations otherthan war) requiring two or less corps, OLS headquarhmmay not be necessary. The current system of multiplechainsaf-command requires excessive staffs and coordina-tion and is therefor slow to implement. The HeadquartersEchelons Above Corps Study currently a LouisianaManeuvers Issue, questions whether the presence ofanother headquarters deployed in theater is necessary orwhether missions can he performed by a CONUS com-mand(s). The result of this study will impact on thecommand relationships discussed in this section.

COSCOM COMMANDERASG units or elements may be deployed for unique

support capabilities or when support requirements exceedthe capability of the COSCOM and DISCOMs. Theseelements may be organized into a tailored area supportelement-forward. Until the ASG is deployed, these ele-ments may be placed under the tempormy operationalcontrol of the COSCOM and attached to appropriatecorps support group battalion. Refer to FMs 63-3 and54-30. Depending upon requirements, these elementscould also be placed under the operational control of theirfunctional counterparts in another Service.

NUMBERED ARMY COMMANDERA numbered Army commander serves as the senior

Arrnycmnmander above the corps. He commands all Armyforces in a contingency area and reports directly to theunified commander. He assumes full responsibility for allArmy activities and serves as the single Army point of contactin the theater. When the contingency area expands as addi-tional forces are deployed, the JTF or higher commandermay expand NA forces into a EAC support command toprovide theater wide support.

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SERVICE COMPONENT ECHELONS ABOVE CORPS SUPPORTCOMMANDER COMMAND COMMANDER

The service component commander is the seniorofficer of a service component assigned to a unifiedcommand. The service component commander isresponsible for all command responsibilities of hisforce to include logistics within the unified command.The commander with the preponderance of groundforces is normally designated the joint force land com-ponent commander. He oversees land warfare in thetheater. The numbered army headquarters com-mander is the Army service component commander.

JOINT FORCECOMMANDER

A joint force commander commands forces of twoor more military services. During contingency opera-tions, the theater combatant commander may assignoperational control of all forces to a joint force com-mander. The joint force commander exercises OPCONthrough subordinate component commanders. Heestablishes guidance and objectives and allocates airand land assets.

COMBATANT COMMANDERThe combatant commander is a commander of a

unified or specified command. He has the flexibility toemploy forces wherever required to accomplish hisassigned responsibilities. He organizes unified inter-service operations to offset commencement of hostilitieswithin his area of responsibility. He organizes thetheater based on —

Operational situation.Forces allocated.Mission complexity.Political and military alliance agreements.Geography of the theater.

The combatant commander synchronizes central-ized staff planning. His staff establishes proceduresand techniques for decentralized execution. A com-batant commander may subdivide this theater of warinto subordinate theaters of operations. When thetheater of operations commander commands forcesfrom more than one Service, he is called a joint forcecommander. His staff ensures that his concept ofoperations, phasing, and logistics support the com-batant commander’s campaign plan, phasing, andpriorities.

The EAC support commander is the senior Armylogistics commander in theater. The EAC support com-mander is responsible for supporting US Army forcesin a theater. He ensures integration with other Services,nations, and joint activities through his tactical opera-tions center.

The EAC support commander has two types of or-ganizations within the COMMZ to accomplish thesupport mission —

Area Support Organizations. Area support or-ganizations encompass the EAC support com-mand and its subordinate ASGs. The combatantcommander further subdivides his AOR intoASGs. The EAC support commander designatesarea of responsibilities to the ASGs.

Figure 1-6, see page 1-11, depicts this area orienta-tion in a mature theater.

Mission-oriented Organizations. Mission-orientedorganizations have functional responsibilities. Ex-amples are the transportation commands and en-gineer commands. While these commands mayhave the same geographical support orientation asthe EAC support command, they are not respon-sible for geography.

THEATER COMMANDERThe theater commander establishes area command

in the COMMZ by assigning geographic responsibilitiesto one EAC support command. The EAC support com-mand coordinates OLS required by the corps as well assupport outlined in cross-Service agreements. TheEAC support command commander coordinates opera-tions for his spetilcgeographical area within the COMMZ.He subdivides his area and assigns geographic respon-sibilities to ASGs based on METT-T.

The ASG is under the command of the EAC supportcommand. It receives policy direction, broad guidance,and planning and general supervision born the EAC sup-port command. The EAC support command provides theASG an analysis of the AO. The EAC support commandplans and coordinates operations. ASGs execute opera-tions. ASGs perform their DS supply, GS supply, DSmaintenance, and field services mission in accordance withthe EAC support command’s direction. Coordination be-tween the ASG and EAC support command elementsoccurs through typical staff command channels.

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EAC SUPPORT COMMAND MMCThe EAC support command MMC provides detailed

instructions to ASG supply and maintenance units thatimplement the guidance received from the theater head-quarters. ASG units receive materiel release orders andmaintenance work loading from EAC support commandMMC. ASG headquarters staff coordinate directly withthe MMC on technical matters. Otherwise, the ASGreceives direction via traditional staff relationships.

HOST NATIONNormally ASG boundaries for providing support coin-

cide with HN military echelon and civil boundaries. WhenHNs identify and account for their assets, most refer tornilitarydistricts, civil states, or national boundaries. AHNmilitary region headquarters and a political or civil stateheadquarters may exist within most ASG AOs.

ASGs may rely heavily on services and supplies froma HN. Use of HN sources for materiel or services freesASG assets to perform other tasks. However, US forcesmust not become too dependent upon HN units.

Conversely, ASGs may also provide services and sup-plies to HN units. HN units may be given a US force oractivity designator and receive supplies from the Armywholesale supply system just as US units do.

The EAC support commander authorizes the use ofHNS. Agreements with the HN for support are initiatedat the theater or EAC support command level. CMO orCA personnel are assigned to these headquarters tonegotiate agreements. The ASG commander may con-tract with the HN or control HN assets.

The ASG HNS logistics directorate manages andcoordinates support received from or provided by HNunits and organizations under agreements negotiated bytheater and EAC support command civil affairs ele-ments. The HNS logistics directorate verifies theproper execution of contracts. It oversees integration ofcontracted support with the US Army support systemThe directorate also coordinates the use of HN in-dustrial facilities by ASG units.

Rarely will two HNS agreements be identical. Evenif the same nation is providing support to two ASGs thesupport agreement details may dfifer.

OTHER ORGANIZATIONSThe EAC support command or theater headquarters

negotiates the support relationships between the ASGand other organizations. The execution of agreed-uponsupport occurs daily at the ASG level.

Some support relationships require complex coor-dination. For example, out-of-sector support andexchange of support with other services or allies re-quire detail planning.

Some support relationships will be temporary. Forexample, the ASG provides DS supply and DS main-tenance and field services to units passing through theASG AO. Deploying units moving through the ASGarea receive support. Tactical units, conducting rearoperations, receive support from the ASG until theyreturn to the combat zone.

Other coordination with other units in the area iscoordinated through typical command channels. Forexample, ASG units request transportation support bysubmitting a request to a MCT that tasks truck units.

SUBORDINATE UNITSASG headquarters staffs develop policies and relate

those policies and planning guidance to subordinateorganizations. They relate priorities and review andintegrate unit plans. Support operations staff officersassess subordinate unit mission capabilities against re-quirements. They resolve support problems betweenASG units and customer units. As necessary, they inter-cede with the MMC on workload levels and changes inavailable resources.

The ASG also provides basic facilities and servicesfor subordinate units. SPO and support operationsdirectorate staffs coordinate with the ROC (ASG) onthe locations of subordinate units. Legal services,public affairs support, and maintenance of real propertyare centrally controlled by the ASG headquarters.

Subordinate units must be afforded sufficientlatitude to allow initiative and technical expertise to beapplied to challenges encountered. Often subordhatepersonnel have greater technical knowledge than thecommander and staffs who control and coordinate theiractivities.

ASG HEADQUARTERS AND HEADQUARTERS COMPANYThe ASG HHC is the command and control element organization. FM 101-5 describes the responsibilities of

of the ASG. Figure 3-2, see page 3-6, depicts the ASG HHC principal staff officers. AR 611-101 and DA Pamphlet 600-3

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describe the officer positions listed on the TOE.AR 611-201 describes enlisted positions. Directorateor section and branch functions and tasks are describedbelow. ARTEP 63-622-MTP covers tasks that supportASG staff operations.

ASG HHC EMPLOYMENTThe ASG HHC normally deploys in one echelon.

However, factors of METT-T may dictate that a mainand alternate command post be formed. Initially, theheadquarters establishes a forward LOC and CP.Employing the ASG HHC in a bare base field environ-ment requires an area approximately 1000 meterssquare. This allows for approximately 300 meters be-tween the LOC and headquarters company elements.

Whenever the tactical situation permits, the ASGuses freed facilities for administrative and operationallogistics support activities. Employing the ASG HHCin an urban area with existing buildlngs and facilitiesenhances its ability to accomplish its missions, par-ticularly those dealing with coordination with the HNand the reception of follow-on units.

The headquarters may be one of four-plus unitsassigned to a base for security. Since it is employed inthe COMMZ, it normally moves less than once every40 days or more.

COMMAND SECTIONThe ASG commander, assisted by the executive officer,

controls and supervises all units assigned or attached to theASG. The ASG commander may have to implement spe-cial reporting procedures to obtain the managementinformation necessary to control subordinate units.

The command section monitors the logistics supportand work load of subordinate units to ensure that theirmission performance is satisfactory. Command sectionpersonnel perform the following tasks:

Analyze mission requirements in EAC supportcommand OPLANs/OPORDs.Assign responsibilities to the ASG directors.Issue planning guidance to directorate staffs andsubordinate organizations.Plan support activities.Supervise the deployment of subordinate bat-talions or task force equivalent.Establish a LOC and CP.Cross-level elements and critical resourcesamong subordinate battalions.

Coordinate support activities.Monitor mission performance of units.Keep the EAC support command informed ofcurrent status, trends, and problems with logisticssupport.Direct defense of the assigned perimeter.Monitor base security.

PERSONNEL AND ADMINISTRATIONDIRECTORATE

The P&A directorate directs, supervises, and coor-dinates personnel management and administrationactivities throughout the ASG. The director performsthe functions of adjutant described in FM 101-5. Direc-torate personnel develop and implement plans,policies, and procedures for P&A support in the ASG.They provide personnel service support and administra-tive services. They coordinate with the personnel groupto expedite replacement requirements and individualpersonnel actions pertinent to ASG personnel. Theyalso coordinate ASG law and order operations, andlabor services.

The P&A directorate informs the ASG commanderof personnel actions or changes in strength or capabilitythat impact the ASG mission. The directorate receivessummarized personnel information from the EAC sup-port command personnel group on the units assignedand attached to the ASG. This data is used whenrecommending priority of assignment of replacementpersonnel.

P&A directorate personnel perform the followingtasks:

Develop the administrative portion of ASGOPLANs or OPORDsPrepare the P&A portion of the ASG SOP.Develop personnel estimates.Coordinate personnel management services.Recommend changes to personnel authorizations.Provide current policy and restrictions on the useof HN labor.Prepare strength and status reports using SIDPERS.Provide administrative support.Implement disciplinary guidelines.Monitor morale support programs.Assess postal services support.Report on combat health support.

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Monitor the processing of recovered, captured, ordetained US and allied personnel.Coordinate casualty management, to includeproviding assistance, notification, and reporting.Provide records library services.Develop and coordinate training programs fordirectorate personnel.Control classified materials.

SECURITY, PLANS AND OPERATIONSDIRECTORATE

The SPO directorate provides advice to the ASG com-mander and staff and assists subordinate unit commanderson tactical plans and operations. It prepares planningguidance, policies, and programs for ASG organizations.It develops policies, plans, programs, and procedures onmatters pertaining to security, intelligence, military opera-tions, communications, and training.

Plans and Operations BranchBranch personnel coordinate and integrate ASG

operational plans and orders. They prepare planningguidance, policies, programs, estimates, orders, andduectives pertaining to ASG organization, and missionoperations. They prepare the SPO portion of the ASGSOR to include the intelligence estimate and annexes.They coordinate and control operations when ASG ele-ments are task organized for special missions.

Plans and operations branch personnel perform thefollowing tasks:

Prepare an analysis of the AO by performing bat-tlefield area evaluations, terrain and weatheranalysis, and logistics effects analysis of the tenta-tive AOR.Develop IPB templates and associated map over-lays.Develop, coordinate, and issue operation es-timates, studies, policies, SOPs, service supportplans and orders, and ASG OPLANs/OPORDs.Review and process unit status reports.Brief the EAC support command staff on theoperational situation, to include unit readiness andproblems requiring external assistance.Exercise staff supervision over OPSEC activities.Integrate intelligence and counterintelligence re-quirements into ASG operations, to includeelectronic warfare and deception.

Plan and coordinate deception and denial ac-tivities.Develop ASG training policies and guidance.Coordinate and evaluate trainiig programs ex-ecuted by subordinate battalions.

Manpower and force development personnel iden-tify tentative force structures and force sizes to besupported. They prepare the force development por-tion of OPLANs. They prepare, coordinate, andmaintain the ASG troop list and authorization docu-ments. They integrate new equipment. Manpower andforce development personnel provide estimated timesfor deployment of CA teams, intermediate staging baseelements, ASB task forces, functional battalions, andother elements attached to the ASG.

Intelligence personnel develop plans and policies forcollecting, processing, and disseminating intelligence.They develop an intelligence estimate in the formatprescribed by FM 101-5 or the TSOP. They pull intel-ligence from order of battle files containing evaluations ofthe threat’s capabilities and weaknesses. As necessary,intelligence staffs update or create an order of battle fileon probable threats. They disseminate tactical and intel-ligence information to subordinate units. This includesinformation on the threat, weather, and terrain.

Intelligence personnel initiate and maintain liaisonwith adjacent commands, CA teams, and psychologicaloperations units operating in the ASG AO. They mayrequest additional intelligence support from inter-agency staffs, joint agencies, and intelligence units in thelocal area. If required, they coordinate the intelligenceactivities of attached military intelligence and counterin-telligence detachments.

Intelligence personnel develop IPB products describedin FM 34-130. The type of IPB products developed andcompiled will vary with the ASG commander’s intent andthe intensity of conflict. The types of overlays and thecategories of subjects plotted vary according to missionneeds. For example, intelligence personnel alwaysprepare situation templates showing ASG units and thedisposition of critical mission equipment. As required,they prepare a population status overlay depictingareas of high potential for civil unrest or areas with highconcentrations of enemy sympathuers.

For ASG staff and ASG support mission, intelligencestaffs need to apply a different focus in applying the IPBprocess. Support operations staffs may request a seriesof logistics sustainability overlays identifying the source

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of food, water, and military supply cache sites. The storage, communications, and battle command facilitiesproximity of a sanctuary nation simplifying military in the ASG’s area with the ENCOM, EAC supportresupply could require development of an inclusive command, and ROC (ASG). They also coordinate theoverlay depicting the availability of foodstuffs in the AO. construction of bunkers, shelters, and anti-aircraftIntelligence staffs also prepare an overlay depicting the defense facilities within the ASG’s area.LOC within the area of interest. They identify areasalong the LOC that best lend themselves to ambushes.

Other IPB products identify population groupssympathetic, neutral, or hostile to support operations.Intelligence staffs identify individuals or populationgroups that might support insurgent or terrorist ac-tivities. They identify treaties, agreements, and legalrestrictions that affect the relationship between ASGsupport operations and local businesses and or-ganizations.

Intelligence staffs also focus on the effects of terrainand weather on accomplishing ASG support missions.For example, they might identify how rains will affectunimproved roads and hinder resupply operations orhow temperature will affect rations in storage. FM 5-33describes terrain analysis. FM 34-81-1 provides infor-mation on determining the weather’s effects onoperations.

NBC personnel conduct NBC vulnerability analysis.They identify potential targets in the ASG AO andprepare an NBC defense plan. They advise the com-mander on NBC contamination avoidance, NBC attackdetection and NBC unit decontamination procedures.They coordinate with chemical units to obtain decon-tamination guidance and assistance. They also directthe internal ASG decontamination program and coor-dinate NBC training.

Engineer BranchEngineer branch personnel coordinate ENCOM

support. They develop the engineer estimate followingthe format in FM 101-5. In developing that estimate,they identify unusual engineer requirements of sup-ported forces caused by the terrain and other factors inthe AO that may affect the engineer support mission. Theyassess the impact of the AO and weather on the ability ofattached engineer teams to support operations.

Since the ASG operates in the COMMZ, it often usesfreed facilities for administrative and logistics supportactivities. The engineer branch is responsible for ac-quiring, constructing, operating, and maintaining theASG’s real property.

Engineer branch personnel also develop the basedevelopment plan. They coordinate the hardening of

Theater dependent, they coordinate with the en-gineer section of the attached BSB. If a base supportbattalion is not attached to the ASG, the engineerbranch supervises engineer teams that provide dedi-cated support to the ASG. Engineer elements may betasked to repair or harden facilities and to remove rub-ble. If the battalion is attached, the BSB managesorganic civilian engineer activities or attached teams.

The engineer officer is responsible for developingand prioritizing the ASG’s construction and RPMArequirements. He identifies overall facility require-ments. He coordinates with the SPO directorate onthreat situations that affect engineer activities. He coor-dinates battle damage restoration plans with theENCOM, EAC support command, and ROC (ASG). Ifa BSB is attached to the ASG, he coordinates with theBSB in planning for destruction of military significantfacilities, equipment, and supplies to prevent enemycapture or use. Engineer officer duties are described inAR 611-101.

The FCCME officer coordinates with other staffelements and subordinate units to determine ASG re-quirements for construction, maintenance, and utilities.He develops Class IV requirements.

Engineer branch personnel direct, manage, andcoordinate ASG real property functions. They maintaincurrent locations of all engineer elements in the ASGarea. They maintain staff coordination with theENCOM and EAC support command on the availabilityof addhional assets. They monitor the status of allengineer projects and worksites in the ASG’s area. Theycoordinate billeting and support facilities constructionand repairs with the ENCOM, EAC support command,and engineer assets. For example, they coordinate withthe ENCOM on subsurface water detection, location,well drilling, and other construction in support of watersupply support. They also maintain status of currentspace availability for storage facilities. They calculatespace availability for billeting.

Engineer branch personnel inspect ASG facilities.They monitor the current disposition of all logistics unitssupporting engineer activities in the AO. They provideinstructions to units in the AO for requesting engineer

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support. Branch personnel are also responsible forutilities, fire fighting services, and coordinating theseservices with ENCOM units.

Communications BranchThe communications branch is responsible for

ASG-level planning for and operation of communicationsdevices. Branch personnel perform communicationappraisals to identify the current status of all ASG com-munication equipment and communications limit ations.They determine and coordinate the communications-electronics requirements of the ASG headquartersand subordinate units. Branch personnel determine re-quirements for, and exercise staff supervision over,communications services related to ASG linkage to EACsupport command.

Communications branch personnel coordinate areasystem support requirements with the signal corps areacommunications support unit. They provide advice andassistance to ASG staff elements and subordkate unitson communications requirements and operating sys-tems.

Branch personnel operate the AM and FM net con-trol stations. (Single channel AM radio operators listedon the base TOE will be deleted when the HF radioAN/GRC-193A is fielded.) They also operate a telephonecommunications system for internal ASG use.

Rear Operations BranchBecause of the increased mission requirements

for rear operations, the necessity for rear operationsplanning and the large geographical area security re-quirements of the ASG, an organic rear operationsbranch is required to assist the SPO in planning anddeveloping the ASG security program. The rear opera-tions branch is responsible for the ASG’s rearoperations and area damage control mission.

Branch personnel serve as the tactical planning celland coordinating element for rear operations until theROC (ASG) arrives. At that time, they coordinate rearoperations, to include area damage control, with theROC (ASG).

In the event of wartime mobilization, a ROC (ASG)from the reserve component will be assigned to the ASGto execute the group’s rear operations plans. The ROC(ASG) will collocate with the rear operations branchand operate under the control and supervision of theSPO. It plans, coordinates and directs execution of OLSrear area operations that includes terrain management,

movement control, security, and area damage controlwithin the ASGs AOR.

Rear operations branch personnel plan and coor-dinate rear operations in coordination with the ROC(ASG), engineer branch, chemical unit, and HN person-nel. When required, they use the SPO and ROC (ASG)radio communications equipment. They perform thefollowing tasks:

Coordinate with supporting ROC (ASG) person-nel on current threat information in the area.Plan, coordinate, and supervise security activities.Develop doctrinal templates on threat forces in thearea.Identify ADC assets and prepare an ADC plan.Coordinate ADC activities.Determine the general geographic locations fortenant and subordinate units and displacements.Coordinate with the ROC (ASG) on priority forEOD support.Develop a destruction plan to deny the enemy useof ASG logistics facilities and materiel.Coordinate terrain requirements with the assignedROC (ASG) and Corps Rear CP/RAOCs.

SUPPORT OPERATIONS DIRECTORATEThii directorate manages internal and external logistics

support. It identifies internal logistics shortfalls in subor-dinate ASG organizations that affect external logisticsmission operations. It plans, supervises, and coordinatesthe mission support activities of the ASG. It supervises the support missions of assigned or attached units, ensuringtimely logistics support. The directorate staff developsand maintains logistics estimates, service support es-timates, analyses, and summaries of mission supportrequirements. Applicable branch staff ofhrs monitorand coordinate the GS and DS supply, field services, andmaintenance work load placed on ASG subordinate unitsby the MMC.

The ASG support operations officer developspolicies to execute ASG logistics support missions. Hehas staff supervisory responsibility over the support mis-sions provided by the ASG. He advises the ASGcommander on the status of mission support and sup-port issues for current and proposed operations. Hedirects realignment of support missions in response tochanges in ASG organizational structure and changes inunits receiving ASG area support.

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This directorate exercises staff supervision over sub-ordinate units performing logistics support missions.Directorate staff officers plan, direct, coordinate andsupervise support missions. They implement policies,priorities, and procedures throughout the ASG’s AO.They perform the following tasks:

Plan, coordinate, and supervise ASG mission sup-port operations.Coordinate logistics mission support informationrequirements with the SPO.Operate the LOC.Develop estimates or summaries of support require-ments.Develop the support operations portion of ASGOPLANs/OPRODs and SOP.Provide staff supervision to subordinate battalions.Monitor ASG operational readiness.Recommend changes to ASG unit authorizations.Monitor and direct the deployment of ASG units.Conduct staffvisits to subordinate units and activitiesto provide assistance and evaluate operations.Resolve work load and performance issues raisedby customer units, ASG units, MMC, and theEAC support command.Assess the current status of support capabilitiesand shortfalls that impact on ASG mission sup-port operations.Maintain current customer listings.Keep the support operations officer advised onsupport capabilities, current work load, and sup-port limitations.

Supply and Services BranchS&S branch personnel provide advice and assistance to

subordinate supply units work loaded by the EAC supportcommand MMC. They ensure accomplishment of theASG’s supply and field services support missions.

Branch personnel conduct site visits and inspectionsat subordinate supply units and field services units.They review records of the support provided and therequirements of subordinate units. As necessary, theyresolve support problems with customer units.

S&S branch personnel perform the following tasks:Project supply requirements using FM 101-10-1/2.Recommend the supply and field services units todeploy to the AO.

Coordinate with the HNS logistics directorate on theuse of HNS to supplement ASG supply and fieldservices support.Coordinate the supply and field services missionsperformed by subordinate battalions.Calculate storage capabilities of the ASG.Ensure appropriate distribution of supplies to sub-ordinate units.Monitor CSSCS reports of critical items of supply.Recommend supplies for local purchase and contin-gency contracting.Coordinate controlled exchange of selected items,collection and classification of materiel, and disposalof items.Integrate field services support provided by the ASGwith other organizations or agencies located nearbyand engaged in similar support.Supervise the collection and disposal of salvagedsupplies and equipment.Assess the impact of rear operations on ASG supplyand field services mission accomplishment.

Transportation BranchTransportation branch personnel exercise staff super-

vision over transportation functions. They providetechnical guidance on surface transportation request andairlift resupply procedures. They coordinate aerialresupply with the EAC support command MMC andTAMCA. They develop policies, plans, and procedures toensure that transportation requirements are coordinatedand fulfiiled. Table 3-1, see page 3-12 and 3-13, provides aplanning checklist to assess transportation resources andtheir impact on ASG mission accomplishment.

Transportation branch personnel determine and coor-dinate the ASG's transportation requirements. Theycoordinate projected HN transportation support with theASGs HNS logistics directorate. They work closely withCA teams in coordinating the military use of civilian assets(railroads, highways, ports, airfields, and motor vehicles).

ASG transportation branch personnel maintain closecoordination with supporting MCTs. They provide technicaladvice on transportation matters to ASG staff and subor-dinate units and customers. They also work closely with theSPO directorate in development of road movement orders.

Maintenance BranchAlthough subordinate ASG maintenance units are

work loaded by the MMC, accomplishment of the main-

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tenance mission is the responsibility of the ASG. Main-tenance branch personnel supervise the provision of DSmaintenance support to units located in or passingthrough the ASG area. They also supervise theprovision of GS maintenance for specified items orsystems, as directed by the MMC.

Maintenance branch personnel provide staff super-vision, technical advice, and coordination of the ASGsmaintenance support mission. They perform the follow-ing tasks:

Plan for the accomplishment of expected main-tenance work load.Recommend maintenance units or teams to deployto the AO.Plan for the modtlcation or product improvementof materiel stored at ASG units.Ensure that adequate facilities are available forassigned or attached maintenance units.Develop and implement procedures for main-tenance units to report maintenance mission infor-mation (work load and performance).Relate changes in maintenance priorities andrepair time limits.Monitor maintenance efforts in to maintain re-placement weapon systems.CSS Automation Management Office

The ASG CSSAMO provides CSS STWIS systemsupport (less SIDPERS) to all units located in or pass-ing through the ASG support area. STAMIS systemsupport includes CSS software receipt, distribution,irnplementatioq retried and disposal. The ASG CSSAMOcoordinates the installation and synchronization ofSTAMIS. It maintains data on CSS hardware and softwareuse, regardless of its location. It coordinates signal supportrequirements with the theater signal office.

ASG CSSAMO personnel coordinate the installa-tion and synchronization of system change packages.They provide user level STAMIS assistance, systemtrouble shooting, and software replacement. CSSAMOpersonnel submit engineering change proposals to theInformation Systems Engineering Command and TheaterArmy. They assist units with CSS automation COOPplanning and execution.

CSSAMO personnel also provide user level trainingand integrate data bases for new units. Duringpeacetime, TDA augmentation to the CSSAMO, HNS,or contractor support may be required to support

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STAMIS training requirements. This may result due tostationing locations, the distribution of forces, and sup-port for STAMIS in TDA activities.

HOST-NATION SUPPORTLOGISTICS DIRECTORATE

The HNS logistics directorate develops plans,policies, and procedures for the efficient use of supportfrom local HN sources. Table 3-2 can assist in determin-ing HNS availability. This directorate serves as thecentral contact point between units in the ASG area andthe CA teams normally attached to the ASG’s CA bat-talion to obtain HNS in the area.

Directorate staff officers coordinate and interfacewith CA/CIMIC teams, HN government and militaryorganizations, and EAC support command HNS ac-tivities to obtain and use HNS. They develop the CMOestimate. They integrate HNS obtained as a result ofCA team negotiated agreements into the US supportsystem. They monitor the execution of HNS agreementsand assess post-agreement HNS administration, to in-clude vendor performance. HNS logistics directoratepersonnel may be appointed to serve as contractingofficer’s representatives.

HNS logistics directorate personnel perform the fol-lowing tasks:

Assist units in theASG area in documenting (format and justitlcation) a formal requirement for HNS.Initiate and monitor the interface between HNelements and US units, when so stipulated in anagreement.Maintain records of the assistance obtained fromthe HN.Coordinate issue of US materiel to the HN, whenthe agreements so specify. This includes timelyshipment of unserviceable reparable items to sup-port HN maintenance agreements.Coordinate the receipt of materiel and services ob-tained from the HN. This includes preparing thedocumentation to update materiel records at the MMC.Manage inspection and quality control services toverify HN compliance with agreements.Compare HNS contract stipulations to the perfor-mance of HNS vendors.

The technical expertise to write specifications or toinspect HN products may not exist within the HNSlogistics directorate. Specialists from the supportoperations directorate or from EAC support command

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functional units may be needed to ensure HNS com-pliance with guidance.

STAFF JUDGE ADVOCATE SECTIONThe SJA of the ASG serves on the special staff of the

commander. He advises the ASG commander, staff,and subordinate commanders on the legal implicationsof decisions or courses of action. FM 101-5 describesthe functions and activities of the SJA.

SJA section personnel prepare the legal annex tothe ASG OPLAN. They review the entire OPLAN toensure that it conforms to legal requirements imposedby domestic and international laws (including en-vironmental). They also determine whether constraintsmandated by law are contained in tine OPLAN.

SJA staff personnel perform the following tasks:Advise the ASG commander and staff on contract-ing and civil affairs operations.Provide legal assistance to soldiers and their familiesto ensure that their personal affairs are in order.Advise the staff on the legal status of US personneldeployed overseas.Process claims arising from operations.Assist in the negotiation of international agreements.Investigate and prosecute violations of the laws ofarmed conflict.

The SJA provides advice and assistance relative tomilitary and civilian relationships during domesticsupport operations, to include Army authority, sol-dier liability, claims, and contingency contracting. Heassists the ASG commander and staff with under-standing the laws, policies, and directives that governemploying the military in domestic emergencies. Forexample, laws limit requests for information during adomestic emergency.

AR 27-1 describes judge advocate legal service.Courts-martial are convened at the ASG when necessary.The ASG SJA advises the convening authority on thedisposition of criminal charges and trial prosecution bycourts-martial.

The ASG depends on judge advocate general legalsupport organizations for trial defense, contract law, andmilitary judge teams. Trial defense counsel is detailed todefend those accused of offenses. Military judges aredetailed for all special and general courts-martial. SeeTRADOC Pamphlet 525-52 for a discussion of legal ser-vices in theater operations.

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UNIT MINISTRY TEAMThe UMT advises the commander on matters of

religion, morals, and morale as affected by religion. Itmonitors activities in the ASG area to ensure that reliiousservices are available to all personnel. It also explains HNreligious beliefs and local mores to ASG staff and person-nel to minimize confhcts with local customs.

The ASG chaplain plans and manages pastoral min-istry and related activities in the ASG area. He providestechnical supervision to the chaplains in units subor-dinate to the ASG. Chaplain duties are described inAR 165-20, FMs 16-1 and 101-5.

HEADQUARTERS COMPANYThe headquarters company supports the ASG head-

quarters. It relocates the ASG headquarters to a newoperating site and establishes the headquarters CP andLOC. It provides unit-level support to the ASG head-quarters staff and the attached ROC (ASG). Areas ofsupport include —

Unit administration and personnel functions.Unit supply.Unit maintenance.Field feeding support.Physical security.Billeting.Training.Discipline.

As applicable, headquarters company personnelperform the following tasks:

Provide SIDPERS inputs.Develop SOP with the MEDCOM to establishrelationship between the ASG commander and thesenior medical unit commander to provide combathealth support.Establish and operate a unit supply activity.Manage a PLL using ULLS.Request, receive, and issue basic load ammunition.Account for items of property at the headquartersusing SPBS-R.Coordinate unit medical support.Establish and operate a motor pool.Provide unit maintenance on organic equipmentand on the equipment belonging to the ROC(ASG).

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Establish and operate a field kitchen.Supervise field sanitation operations.Relocate the headquarters.Supervise the establishment of a perimeter defense.Supervise camouflage activities.Supervise response to ground or air attacks.Monitor physical security measures.Defend the assigned area.

Assist MPs in processing captured or abandonedenemy equipment.Coordinate and conduct training for HHC person-nel.Monitor NBC situation and advise the commanderon NBC matters.

Use ARTEP 63-622-30-MTP to train in those criti-cal tasks that support the headquarters companymission.

COMMUNICATIONSCommunications are essential for gathering data,

planning operations, supervising subordinate unitperformance, and commanding and controlling subor-dinate units. Mission accomplishment depends onadequate communications to keep abreast of chang-ing situations and related changing requirements.

The ASG transmits and receives information andorders by a combination of radio nets, area communica-tion, and data communication. Communicationsresources must be tailored to meet wide operationaldispersion and the limitations of FM radio and wirelines. ASG units may need to establish communicationswith civilian agencies, a host country, and paramilitaryunits.

COMMUNICATION PRIORITYCommunications resources are limited. Existing

in-theater communications must be used to the maxi-mum extent possible to support wartime requirements.

The ASG commander sets the communication priorityfor his command based on political and METT-T factors.Priority needs to be assigned to cover the exchange of –

Orders or guidance to subordinate commanders.Information between staff levels and elements ofcommand.Logistics information between staff levels and ele-ments of command.Intelligence information on threat forces, ter-rain, and weather between levels and elementsof command.COMMUNICATIONS PLANNING

A HN commercial communications system may beavailable. The area common user network interfaceswith existing combined communications systems andany existing local telephone and telegraph systems.

This is accomplished in accordance with STANAGsand HNS agreements. However, military, civilianagency, and civilian law enforcement communicationssystems are often not compatible. Extensive communicat-ions planning is required for joint military-civiliandomestic support operations. Early planning and coor-dination are critical for reliable communications withinjoint or combined areas. HN and allied forces’ require-ments must be considered in the communications plan.Interoperability with equipment from other Services,allies, and HNs must be planned in advance. The choiceof communications means depends on the availablemeans that interconnect locations, the urgency of themessage, and the risk involved.

Communications resources and usage should beplanned for each phase of a military operation –predeployment, deployment, and sustainment operations.The C-E officer needs to plan frequency management,SOI, and COMSEC for each phase. For example, duringsustainment operations, ASG units may use communica-tion windows or report by exception. A formal plan forcommunications interoperability must be developed.This plan needs to be retined as additional units areattached to the ASG. FM 11-23 can assist in planningsignal support at the theater level.

Predeployment CommunicationsDeploying ASG units use existing CONUS TDA and

commercial in-place systems. To protect the security ofplanned operations and free tactical communicationssystems for deployment, communications staffs em-phasize the use of –

Locally secured commercial telephones.Secure TDA radios and telephones.Secure teletypewriter and AUTODIN.Couriers.

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The communications branch determines the com-munications requirements of the ASG. The C-E officerneeds to assess the requirements for communicationssupport when mission and lift constraints result indeployment by increments. He needs to determine theanswer to the following questions:

Have communications frequencies been clearedwith the HN?Have details been worked out for transmission ofdocuments to higher echelons?Have arrangements been made for telephonic as-sistance after deployment?Are phone books for the country or local areaavailable?

Deployment CommunicationsThe ASG and subordinate battalions deploy com-

munications equipment forward. This ensures essentialbattle command and intelligence upon arrival in the AO.The ASG C-E officer arranges for access into thedefense communications system and data transfer sys-tem. Secure en route communications packages aboardMAC aircraft allow commanders to receive updateswhile aircraft is enroute to the AO.

To free communications systems to coordinate logis-tics propositioning and disposition of stocks, the existingcommunications networks should be used as much aspossible. For example, the embassy or consulate canassist with access to the local telephone system in the AO.

Sustainment CommunicationsThe ASG C-E officer should plan to use the existing

commercial communication infrastructure and HNmilitary assets. If long-range communications supportis required by the mission, TACSAT teams may be at-tached to the initial task force or battalion elementoperating an intermediate staging base.

AREA COMMON-USER SYSTEMThe ACUS is the primary means of communica-

tions. The interface between TRI-TAC at OLS andMSE at corps and division areas provides an integratedcommunications network that stretches from strategicheadquarters to forward tactical headquarters. Thesesystems provide voice and digital data transmissioncapabilities for battle command, operations and intel-ligence, and administration and logistics information.

Communications support is provided via a grid net-work extending from CONUS through the worldwide

defense communications to the theater and into OLSarea. It provides —

Secure precedence telephone service.Secure facsimile.Secure mobile radiotelephone service.Secure data transmission.Access to the combat net radio system.

ASGs have geographical access to the ACUS. Arealinks provide service on a common-user, geographic areabasis via the area nodal system. As shown by Figure 3-3,the ACUS is composed of a network of interconnectingcommunications points called nodes. Area links inter-connect the area nodes. This permits alternate routingof communications in the event one or more nodesbecome inoperative. This system facilitates com-munications among the EAC support command and theASGs ACUS finds and connects subscribers, regard-less of their location, using automatic routing.

Each MSE corps network includes at least twogateway connections to the OLS TRI-TAC network andadjacent corps. Calls to OLS are routed via flood searchuntil a gateway node switch is found that has a digitaltransmission group that interfaces with TRI-TAC.Direct dialing is possible using area codes. Appendix Fof FM 11-30 covers MSE interoperability with OLS.

Subscribers share the common switchboard andtransmission system provided by an area signal bat-talion. ASG user units install the devices by layingfield wire to a local dktribution point to connect to thelocal extension switchboard. Selected ASG units mayaccess the area system via subscriber radiotelephones.Radio operators interface voice traffic into the area sys-tem through net radio interface. User-owned singlesubscriber terminals allow for secure message traflicservice. Table 3-3, see page 3-20, lists ASG HHC freedsubscriber terminal assignment and peripheral devices.The user must install, operate, and maintain organicterminal devices such as telephones and facsimiles.

DNVT are digital non-secure voice telephonedevices that interface with both MSE at corps andTRI-TAC switches at OLS. DNVTs provide adata port for interfacing facsimile devices forinformal record traffic and the AN/UGC-144terminal for formal record traffic. They alsointerface with TACCS computers for CSSSTAMISs and ULC computers for unit-levellogistics STAMIS.

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FAX devices enable transmission and receipt oftyped or hand-written record traffic, maps, over-lays, and drawings up to 81/2 X 11 inches in 8 shadesof gray. Facsimile devices operate on standardvoice radios and wire circuits, digital and voiceCOMSEC, and wide band wire and radio circuits.SINCGARS radios can be used to transmit fac-similes to several addresses at the same time.SST AN/UGC-144 is an information processingterminal and printer device that provides accessinto and out of AUTODIN and the defense spe-cial security communications system.TACCS devices provide a communicationscapability with a standard output for interfacewith tactical and commercial telephone systems.They can be used to transmit data to other com-puters via radio, telephone, and direct wirehookup. Although intended for command traf-fic, ASGs may also use multichannel high-fre-quency radios to access the network.ULC devices run ULLS programs used to processcompany headquarters PLL and maintenancereporting requirements. ULLS programs alSOenable commanders to assess materiel readiness,report unit status, and perform supply accountability.LOGMARS devices enable unit supply and PLLpersonnel to perform receipt processing, issueconfirmation, inventory, location survey, requi-sition, work order registration, and property ac-countability inventory applications.

SIGNAL SUPPORTFM 24-1 prescribes doctrine for signal support. The

theater signal command (Army) provides the telecom-munications network to support the EAC supportcommand and its forces. It provides gateways into joint,strategic, and sustaining base networks, as needed.Depending upon signal requirements, indigenous signalinfrastructure, and support agreements with the HN andallied forces, a theater signal brigade may be the highestlevel signal unit in a theater.

A supporting signal unit provides over-the-counterrecord traffic service. This service is available until in-dividual units gain this capability. The communicationsbranch coordinates area system support requirementswith the signal corps area communications support unit.The supporting signal company may install a junction boxat the ASG headquzuters for wire communications. Thisunit provides —

Dial central office service with access to the areasystem.Local telephone service (to include installation,operatiow and maintenance).Record traffic terminals.High-frequency radio teletypewriter.Facsimile terminals.Data transmission facilities.Message center service.Motor messenger service within the supported head-quarters and to the nearest area node.Net radio interface.

COMMUNICATIONS LINKAGESWide operational dispersion of ASG units may

necessitate FM retransmission and HF radio. Thegroup C-E officer may also need to consider usingTAC-SAT to supplement organic communicationsresources, particularly if ASG elements are operatingan intermediate staging base.

The C-E officer exercises staff supervision relativeto linkage to parent headquarters and subordinateunits. The ASG must have communications linkagesestablished with –

EAC support command.Other Service components.Allied organizations.Installations.Corps Rear Command Post/RAOCs.

Typical ASG communications links are depicted inFigure 3-4 on page 3-22. Communications with otherServices, allies, and host country forces and agenciescan be established by exchanging communicationsequipment, SOI, and liaison personnel.

The ROC (ASG) requires a secure FM, reliablehigh-frequency radio, and redundant communicationsystem. It operates in the rear operations commandFM network. Though the rear battle network dependson the actual units that form base clusters, key com-munications links for the ROC (ASG) include –

Base defense forces.MP companies.HN territorial forces.CA teams.Fire support assets.

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Tactical combat force.Air bases.Combat health support units.

FREQUENCY ASSIGNMENTASG units employed in a HN require frequency sup-

port. The HN assigns and controls frequencies. ASGunits submit requests for frequencies through the signalchain. The senior US military signal officer in a foreigncountry obtains a frequency assignment list from the HN.

Frequency assignments authorize as well as limit.ASG units in a HN have no rights to any part of thefrequency spectrum other than to those authorized byHN assignments.

INFORMATION SECURITYINFOSEC consists of measures taken to control and

protect classified and unclassified information from un-authorized disclosure, interruption, and analysis. Itincludes physical security, transmission security, andemission security.

Physical SecurityPhysical security includes the proper control, safeguard-

ing, and accountability of information. For example,the signal officer must establish policies and proceduresto ensure signal software use and security. He controlsdistribution of signal software updates. He also developsbackup and recovery plans.

Transmission SecurityTransmission security includes measures designed to

protect transmission from unauthorized interception,traffic analysis, and imitative deception. When possible,all electronically transmitted messages and conversa-tions should be encrypted. Authentication codes,passwords, brevity lists, and the SOI help to ensuretransmission security.

Emission SecurityEmission security protects against interception and

electronic analysis of compromising emanations.COMBAT NET RADIOS

SINCGARS FM radios and improved high frequen-cy AM radios provide the primary means for voicetransmission of immediate battle command information.They provide a secondary means for transmission ofadministrative and logistics data not met by using theTRI-TAC system. The ASG HHC establishes a battlecommand network and an administrative and logistics

network. This prevents logistics support information hornoverwhelming the command operations network duringcrisis. FM 11-32 describes combat net radio operations.SINCGARS Radio Interface and Compatibility

SINCGARS radios are replacing the AN/VRC-12series radio sets. They provide access to the area commonuser network through the net radio interface system.SINCGARS radios can interface with both MSE atcorps and TRI-TAC equipment in the COMMZ.Though each interface device is peculiar to the areacommon-user system, a SINCGARS user can accessthe entire common-user network.

All US forces use SINCGARS compatible radios.SINCGARS radios are compatible with all current US andallied VHF radio in the single-channel mode on 50 kHzchannels. However, for compatibility, allied forces mayneed to be augmented with US equipment. In the FHmode, they are compatible with other Air Force, Marine,or Navy SINCGARS radios.

FM 11-32 covers planning and operating techniquesand considerations to ensure interoperability of newgeneration frequency-hopping radios with allied nationsingle-channel radios. Equipment capability, frequencycompatibility, and channel spacing of the equipment inthe network must be considered. For example, whenrequired to communicate with allied nations limited tosingle-channel operation, the entire network mustoperate single-channel. The preferred alternative is tocross-attach a SINCGARS radio to the allied unit concerned.

SINCGARS Radio Transmission RangeSINCGARS radios are the primary means for short

range (less than 35 kilometers/22 miles) secure voicetransmissions. The transmission range of from 300meters (990 feet) to 8 kilometers (5 miles) can be in-creased to 35 kilometers (22 miles) or line of sight byadding a power amplifier. Range can also be increasedby retransmission. However, using lower power levelslessens the signature of the radio set at major CPsoperating in multiple networks.

Frequency AssignmentFrequency allocations are area dependent. They

are available from the HN for the AO. They changewhen units change their AO. The electronic notebookAN/CYZ-7 stores and transfers frequency assign-ments for radio equipment. This hand-held computerdevice displays SOI and SINCGARS-V frequencyhopping information. Information can be transferred

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electronically via secure communication links fromelectronic notebook to electronic notebook and basicgeneration units.

AM Administrative/Logistics NetFigure 3-5 depicts the AM administrative/logis-

tics net. The ASG HHC uses the high frequencyAN/GRC-193 radio for battle command and internalcoordination. This improved high frequency radio isrequired because the dispersal of ASG units exceedsthe planning range for the FM radio net. The plans andoperations branch operates both the AM and FM netcontrol stations.

An incremental change package replaces theAN/GRC-106 and AN/GRA-6 with the high fre-quency radio set AN/GRC-193. The AN/GRC 193radio is composed of a basic receiver and transmitterwith automatic antenna coupling, power amplifier,and antenna. System components are described inFM 11-32. This radio is capable of receiving andtransmitting from 0 to 320 kilometers. The radio hasremoting capabilities of 6 kilometers. Since theAN/GRC-193 does not require dedicated AM radiooperation, the three single channel radio operatorsauthorized in the base TOE will be deleted.

FM Command Operating NetThe ASG commander, support operations officer,

SPO and plans and operations branch officers are eachauthorized a vehicular-mounted, long-range VRC-90radio. Refer to Figure 3-6 on page 3-26. The net controlstations provide network management and control.

The VHF/FM radio is constrained by distance. Thecontrol receiver transmitter provides the vehicularmounted receiver-transmitters a remoting capability ofup to 4 kilometers. A power amplifier has been addedto the VRC-90 radios for long-range capability. Aretransmission unit can overcome terrain masks andextend the radio net operating range. Data and fac-simile transmissions are available through connectionswith different data terminal equipment. The AN/GRA-39 can be used to remote SINCGARS radios from themain site location.

Radio SecuritySINCGARS radios have a securable transceiver.

Remaining in the frequency hopping mode countersthreat electronic countermeasures.

Incremental change packages to the TOE authorizeVINSON tactical wide band communications security

devices, such as speech security equipment TSEC/KY-57and electronic transfer keying device KYK-13. Theyprovide secure voice or data transmission overVHF/FM radios. The basic generation unit providesthe capability of generating, displaying, printing,storing, and electronically transferring SOI infor-mation.

The ECCM fill device is used to program the radioswith assigned frequencies over which the radios canhop for ECCM protection. The electronic notebookauthorized in an incremental change package to theTOE replaces the ECCM fill device. The electronicnotebook can be loaded with complete or partial SOIand variables for operation of SINCGARS radios. Itallows the operator to locate call signs and frequen-cies for use in multiple networks.

These devices allow the radio operator to put asecure radio into a network. Nevertheless, security isensured only if every wire line and terminal instru-ment using the multichannel system are physicallysafeguarded via controlled access to the area.

WIRE NETWire interconnects staff elements within the CR

Local wire networks are required to interconnecttelephones and facsimiles in local CP areas. Thecommunications branch establishes internal wire netcommunications. Branch personnel lay the wire andinstall the switchboard and telephones. Because wireis not secure and vulnerable, wire communicationsare normally used only for internal staff communica-tions within a secure base.

MESSENGERSUsing messengers provide an alternative to lengthy

communications and lessen the security risk of sub-st antial radio use. While motor messengers are subjectto snipers, mines, and roadblocks, they can delivermessages between ASG elements in relatively secureareas. The signal officer determines routes andschedules. Messages can also be delivered via the useof aircraft resupply missions, medical evacuations, andresupply missions.

COMMUNICATIONS SECURITYRadios are subject to jamming, interception, and

deception. Wire is subject to intercept through wire tapand damage from electro-magnetic pulse.

COMSEC refers to those procedures followed or tothe precautions taken to prevent unauthorized persons

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from obtaining information of value from friendlycommunications. It includes crypto-security, physicalsecurity, transmission security, and emission security.Local phone systems may be used when securedwith STU-III telephones, VINSON, or Minterm.COMSEC is the responsibility of everyone involved intheater communications activities. Even ordinary ASGcommunications transmissions can be of value to theenemy.

Supervisors must prescribe policies and proceduresfor safeguarding classified COMSEC information.Communications experts are available to assist in estab-lishing effective COMSEC procedures. The sensitivity ofCOMSEC information dictates that it be available onlyto those personnel who have a need to know. The com-munications branch chief establishes physical securitycontrol of COMSEC material and documents con-taining EEFI. A COMSEC custodian must be informedat least 24 hours prior to the pickup of COMSEC materiel.

Prompt reporting of physical and cryptographicsecurity violations and compromise is essential to themaintenance of adequate COMSEC. A compromisemay result from two types of insecurities —

Physical insecurities occur when classified information

is lost or possibly exposed to an unauthorized person.This includes information subject to compromisethrough personnel insecurities.Personnel insecurities include detection, unauthorizedabsence, deliberate or inadvertent disclosure to anunauthorized person, and the removal of a securityclearance for cause.

NBC CONCERNSCommunications and automation devices cannot

handle the voltage and current surges that result fromEMP. EMP is produced by a nuclear burst. To providebackup equipment and components to reinstall af-fected systems, disconnect all equipment not absolutelyrequired and store it within a sealed shelter or shieldedenclosure. Disconnect antennas and connecting cablesfrom radio sets when not in use.

Commercial power facilities are extremely suscep-tible to EMP. Their use provides a direct path tovulnerable communications and automation com-ponents. Disconnect power cables which are notneeded for equipment operation. To reduce collectedenergy, reduce excess lengths of cables andshield andground all wires and cables.

INFORMATION MANAGEMENTTimely information enhances decision making and

increases the responsiveness of logistics support. Thequality of decisions made by the ASG commander isdirectly related to the quality and timeliness of theinformation on which the decisions were based. TotalArmy asset visibility improves management of criticallogistics resources. ASG mission accomplishment isimpact ed by numerous automation STAMIS. ASGheadquarters staff supervision of subordinate units iscomputer assisted.

CSS AUTOMATIONMANAGEMENT OFFICE

The CSSAMO focuses on management of CSSsoftware and user support of CSS software. It serves asthe area CSS STAMIS software manager. It providesCSS STAMIS support on an area basis for all unitslocated in or passing through the ASG area. TheCSSAMO is not staffed or equipped to support com-mand systems unique to TDA organizations. A TDAaugmentation may be required as a result of stationinglocations and supporting STAMIS in TDA activities.

CSSAMO personnel receive, distribute, and imple-ment software change packages. They also ensure thatthe change packages are applied in the proper order.They integrate data bases for new units. They provideuser level assistance, system troubleshooting, andsoftware replacement. They receive system problemreports and assist user units in turning in computers forcontractor repair. CSSAMO personnel work with com-puter operators in resolving technical and operatorinduced software operating problems. They refersoftware problems that cannot be corrected to theEAC support command CSSAMO. They also assistunits with CSS automation COOP planning and execu-tion. Table 3-4, see page 3-28, lists planning concerns.

Figure 3-7, see page 3-29, shows the interaction ofthe ASG CSSAMO with the EAC support commandCSSAMOs. The EAC support command CSSAMOinsures that all system change packages are applied inthe proper order. It reviews system problem reportssubmitted through ASG CSSAMOs and the COS-COM CSSAMO. It then routes the system changerequest to the appropriate activity.

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COMBAT SERVICE SUPPORTCONTROL SYSTEM

CSSCS provides CSS and force-level commander’sinformation required to support future operations.As the capstone of CSS automation architecture,CSSCS integrates the CSS system with combat and CSsystems and with national and allied command andcontrol systems. ASG, EAC support command, com-manders and staffs use CSSCS output to plan andsynchronize CSS support of operations.

CSSCS automates the collection, analysis, and dis-tribution of key elements of information fromlogistics, personnel, and medical functional STAMIS.It processes selected critical CSS resource data fromfunctional STAMIS in subordinate organizations asshown in Figure 3-8. CSSCS produces summary in-formation on the current and projected capabilities ofCSS units. As such, it provides support operationsstaff officers a decision-making tool useful in analyz-ing the CSS supportability of several courses of actionbeing considered.

SIDPERSSIDPERS provides numbers only, strength account-

ing data and by-name personnel accounting information. Itautomates assignments, personnel record keeping and S1personnel operations. The ASG and all subordinate bat-talions use SIDPERS programs to process unit personnelstatus data and prepare daily personnel status reports fortransmission to the supporting personnel support unit.P&A directorate personnel use SIDPERS reports tocoordhate group strength accounting data and replace-ment requirements. DA Pamphlets 600-8-1 and 600-8-2list codes used in SIDPERS input forms.

STANDARD ARMY MAINTENANCESYSTEM - LEVEL 2

SAMS-2 provides the means to oversee actual perfor-mance of maintenance units. ASG maintenance branchpersonnel review maintenance performance reports,equipment performance reports, and readiness manage-ment reports provided by SAMS-2. SAMS-2 provides —

Maintenance evaluation capabilities.Inoperative equipment processing.Work load management ability.Work order cost tracking.Materiel status reporting.Man-hour accounting.

DEPARTMENT OF THE ARMY MOVEMENTSMANAGEMENT SYSTEM- REDESIGN

DAMMS-R is used to schedule movement missions,account for mode assets, and maintain managementinformation about fleet operations. MCTs use the MCToperations subsystem of DAMMS-R to coordinatetransportation services for all modes. The TAMCAHighway Traffic Division uses the highway regulationsubsystem to plan, route, schedule, and deconfllct con-voy movements in support of unit deployments,maneuver force displacements, and logistics supportoperations. The TAMCA uses operational movementprogramming to allocate transport capacity in accord-ance with command priorities.

For ASG transportation branch staff, applicable sub-systems include the —

Convoy Planning Subsystem. ASG transportationbranch staff can use this subsystem to build unitconvoy march tables to support unit movementsand convoy operations. It generates convoy marchtables and convoy march credits.Shipment Management Module. This moduleprovides forecast; of inbound cargo to the MMCand shipment receivers. It supports shipmentvisibility, work load projection, and managementdecisions to alter delivery. It also helps keep ac-count of SEAVAN containers in the AO.

STANDARD PROPERTY BOOKSYSTEM-REDESIGN

SPBS-R performs property accountability functions.It automates hand receipts for supported units. It alsoproduces a variety of unit readiness data and equipmentmanagement reports. SPBS-R outputs include —

Unit hand receipts.Equipment roll-ups.Excess/shortage reports.Unit readiness feeder reports.Sensitive item inventory reports.CBS-X reports.Automated document register.

UNIT LEVEL LOGISTICS SYSTEM S-4ULLS S-4 provides management and planning data. It

automates battalion S4 unit supply processes, to include —Subhand receipts.Components lists.

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Shortage annexes.Basic and operational loads.Movement planning.Materiel readiness reporting.Asset visibility.Battle losses.

US MESSAGE TEXT FORMA’ITINGCSS message texts formats have been developed to

provide a standard for exchange of information. Stand-ard message text formats ensure interoperability amongtactical command and control elements of unified andspecified commands, Services, and defense agencies.CSSCS message formats are compatible with US mes-sage text format messages.

CONTINUITY OF OPERATIONSThe ASG and the activities it interacts with must be

capable of continuing to function during interruptionsin battlefield automation systems support. For example,ASG units receive their work load from EAC supportcommand MMC. The ASG headquarters may have toassume a greater degree of materiel managementresponsibility if work loading is degraded due to loss ofcomputer support at the MMC.

Scheduled interruptions may result from proceduressuch as equipment maintenance, replacement, or move-ment. Unscheduled interruptions may be due toequipment or power failure or damage caused by theenemy. The ASG CSSAMO must develop COOP plansto minimize the impact of interruptions in automatedsystems support or offset reductions in computerhardware.

While limited manual backup procedures may befeasible for selected systems, a manual backup systemequivalent to the automated one is usually not practical.Hardware and software redundancy is the best way tocompensate for computer interruptions or losses due toenemy activities. A compatible computer device from alow priority system or unit may be made available toreplace a nonfunctioning computer device. CSSAMOstaff may also arrange to time-share another command’sequipment.

AUTOMATION SYSTEMS SECURITYAutomation systems are vulnerable to destruction,

sabotage, and compromise. They are also susceptible toEMP, power fluctuations, induced viruses, and magneticdisturbances. Therefore, automation systems security

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includes not only physical security of hardware devicesbut security of software programs and procedures.

The high degree of reliance on data processing sys-tems adds an obligation to safeguard computer hardwareand software from enemy action. Fire, heat, radiation,electromagnetic pulse, and electronic countermeasurescan render computer devices inoperable. Viruses em-bedded in software can sabotage computer systems andnetworks.

Enemy persomel must be prevented from monitor-ing or accessing computerized records. ASG computerassets should be located in concealed, secure locations.Redundant data storage is a simple, effective way tofacilitate re-establishment of records. Master filesshould be periodically duplicated and stored in a safe,remote location. Table 3-5 lists procedures to increasethe security of automation software and TACCS or othermicrocomputers.

OPERATIONS SECURITYThe enemy must be prevented from obtaining infor-

mation that could improve its knowledge of friendlyoperations. A common mistake is underestimating thevalue of information. The enemy would profit fromawareness of ASG support operations. It could com-bine this information with other data and use it topredict US strategies or intentions. For example, in-creased movement of equipment and supplies to anarea could alert them to future combat operations.Actions that can be observed or intercepted by theenemy must be minimized.

Operations Security DefinedOPSEC is the process of denying the enemy informa-

tion about the capabilities and intentions of friendlyforces. It is achieved by identifying, controlling, andconcealing essential elements of friendly information.This helps stop the enemy from learning how, when,where, and why US forces do something. Its objectivesare to ensure command security and preserve theelement of surprise.

Command’s Security Objectives and EEFIInitially, the ASG commander identiles the opera-

tio~ activities, and projects that must not be compromisedin order to ensure accomplishment of ASG missions.These become the command’s security objectives. Theyare used as a basis for developing EEFI. EEFI arespeciilc, critical, and sensitive items of information, suchas dates, times, locations, capabilities, and intentions.

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They may include both classified and sensitive unclass-ified information.

Unit ProfileThe OPSEC officer determines what information

a foreign intelligence service might collect. Hedevelops a unit profile that allows the unit to see itselfas the enemy sees it. The profile lists patterns andsignatures.

Patterns are stereotyped actions that habituallyoccur in a given set of circumstances. They cancue a foreign intelligence service to the typeoperation, its capabilities, or its intent.Signatures provide the identification of theoperation or activity. Signatures result from uni-que visual, electromagnetic, olfactory, or sonicdisplays.

Risk AssessmentOnce the unit profile is developed, SPO staffs

develop a risk assessment to determine where, how,and why and operation or activity is vulnerable tocollection by a foreign intelligence service. All EEFIare considered. The risk assessment leads to recom-mendations on how to reduce vulnerabilities.

OPSEC MeasuresOPSEC measures described in AR 530-1 are ac-

tions taken to eliminate or reduce vulnerability toenemy intelligence collection operations. They mayconsist of passive protection measures or activemeasures to eliminate the enemy’s opportunity toobtain information. ASG operations can be concealedby incorporating the following OPSEC measures inSOPs:

Physical Security. As described in FM 19-30,physical security measures prevent espionage,sabotage, and theft and safeguard personnel.They may include a badge and pass system,security guards, and perimeter fencing to denyunauthorized access to equipment, logisticsfacilities, and documents. Other physical securitymeasures include the use of —

- Random perimeter patrols.- Early warning devices.- Perimeter barriers, to include hasty mine

minefield.- LPs and OPs.

- Sign and countersign procedures.- Access or clearance rosters.- Night observation devices.

Information Security. Information securitymeasures described in AR 380-5 must be in placeto protect classitled and sensitive unclassified in-formation. A foreign intelligence service can gaininformation from something as commonplace asrequisitions and shipping documents. Subor-dinate units need to be trained to deny the threatthe possibility to collect any data on the logisticsstatus of ASG units that could reveal the status,location, and tactical operations of supportedunits. Without an awareness of the need for infor-mation security on the part of all personnel, othersecurity measures, such as fences, guards, andalarms, are reduced in effectiveness.Signal Security. SIGSEC includes measurestaken to deny the threat information from telecom-munications and from interception of electromag-netic radiation. Table 3-6 lists SIGSEC guidelines.Countersurveillance. Countersurveillancemeasures include measures to prevent threat sur-veillance by visual and electronic means. Naturalopportunities for concealment should be used.Camouflage netting, smoke, and other conceal- ment techniques can be used to deny enemy obser-vations. Typical countersurveillance measuresinclude the use of —

- Dispersal of major items of equipment.- Smoke to screen logistics support activities.- Battlefield deception measures.- Night resupply operations.- Noise, light, and litter discipline.- Visual shadow disrupters to blur supply

point patterns.- Traffic control procedures.

Electronic Counter-countermeasures. Techni-cal advances in intelligence collection, sensors,processors, communications, and data processingprovide increase opportunity for military forces tosee and hear an enemy. Threat forces will attemptto deprive adversaries of control of the electro-magnetic spectrum. They could gain informationon ASG operations by analyzing the patterns,

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volume, and content of communications on theASG command operations net. They could jam afrequency or frequency band. Threat forces couldalso enter radio nets to deceive suppliers and cus-tomers and cause confusion and delays in supportoperations.

ASG unit personnel need to be trained to counterequipment such as infrared scanners, radar, television,night vision devices, and radio intercept direction-finding devices. To prevent imitative communicationsdeception, all communications operators need touse correct authentication procedures, call signs, andfrequencies. Other measures include authorizedbrevity lists, prosigns, passwords, and operation codes.

Intelligence and electronic warfare units provideOPSEC assistance to ASG units. Counterintelligencepersonnel support OPSEC by monitoring threat intel-ligence gathering efforts. They perform vulnerabilityanalyses and recommend countermeasures to friendly

units. Refer to FMs 34-1 and 34-60 for addhional intel-ligence and electronic warfare information.

Deception. Deception measures distort, conceal,or falsify unit depositions and mission supportcapabilities. Deception misleads the enemy andcauses the enemy to take actions that are contraryto its goals.

Deception planning needs to be an integral part ofSPO and support operations directorate staff plans.ASG intelligence staff identifies CSS intelligence col-lection threats. FM 90-2 provides information on staffresponsibilities in support of battlefield deceptionplans. ASG units can use the deception techniqueslisted in Table 3-7 on page 3-38 to conceal logisticsoperations or lead the enemy to believe that logisticsactivities operate where in reality none exist. Counterin-telligence teams can help ASG staff create effectivedeception measures.

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Chapter 4

Deployment

Deployment of OLS support elements may be in scope to require multiple corps, a numbered Armyphased to coincide with the introduction of combat and headquarters and support command deploys to ex-CS forces. Based on the logistics preparation of the pand the theater logistics base to support multicorpstheater plan, the numbered Army deploys the minimum operations.logistics support capability required to support theforces selected for deployment. The remainder of therequired support remains in CONUS. Additional in-formation on LPT can be found in FMs 10-1 and 100-10.

Materiel is pushed from CONUS to an area supportelement-forward. This tailored support element mayoperate from an intermediate staging base or thirdcountry. It may be placed under the operational controlof the corps or under an OLS support organization,such as an ASB, if deployed. When the operation expands

CONTENTSPage

INTERMEDIATE STAGING BASE ., . . . . . . . . . . . ...4-1DEPLOYMENT OF OLS ELEMENTS . . . . . . . . . . ...4-1ESTABLISHING A FORWARD LOGISTICS

SUPPORT BASE . . . . . . . . . . . . . . . . . . ...4-4THEATER RECEPTION AND PREPARATION

OF ARRIVING UNITS . . . . . . . . . . . . . . ...4-7CONTRACTING . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .4-9EXPANDING THE THEATER LOGISTICS

BASE . . . . . . . . . . . . . . . . . . . . . . . . . . . . .4-10

INTERMEDIATE STAGING BASEAn intermediate staging base provides a logistics

support base for deploying units in transit to a combattheater or other mission. Crisis response forces willoften deploy through intermediate staging bases set upalong their route to the theater.

ASGs maybe tasked to set up an intermediate stagingbase. ASG will then task organize a ASB task force en-compassing logistics and life-support activities. The ASBtask force can use force provider equipment to providelife-support services, to include dining facilities, showerfacilities, and AAFES service trucks. These support ac-tivities must be in place to support transient units on theirway to combat or operations other than war. Task organiz-ing an ASB rather than a corps support battalion to operatean intermediate staging base may be preferred since itleaves the CSB to focus on preparing to accompany orprecede a division task force in response to a yet anothercrisis situation or contingency.

Depending upon deployment flow, time-lines, andsupport requirements of the transient force population,platoons, detachments, or teams from ASG units maybeattached to the task force to provide —

CA team negotiation for local supplies or services.

Field feeding, water, and ice for transient troops.Temporary billeting.Command post sites.Field shower facilities.Bulk fuels, oils, and lubricants for ground andaviation requirements.Limited repair parts.Ground maintenance support.AVIM support.MHE equipment.

Support operations staffs should plan for MSTs andAVIM teams to perform repair sat the staging base.Plans should include provision of a hot refuel site tosupport aviation fuel requirements as well as a refuel-on-the-move site for refueling ground vehicles.Depending upon the environment, a mobile water supp-ly team maybe needed to setup semitrailer-mountedfabric tanks for bulk water distribution. Dependingupon the time troops spend at the staging site, bathteams from a field services company can provide fieldshowers.

DEPLOYMENT OF OLS ELEMENTSOne of the tenets of force structuring is to deploy to mission. Units must be phased into the area in the order

an area only those elements or units needed to do the in which they are needed.

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The situation dictates the overall sequence of forceintroduction. CSS elements may precede combat ele-ments to setup a lodgment area. Combat and CS forcesmay be inserted first to secure vital areas and protect thelodgment area. Additional CSS forces follow to estab-lish and expand the sustaining base. Then the bulk ofcombat and CS forces are introduced to begin sustainedcombat operations.

AREA SUPPORT ELEMENT-FORWARDA small number of selected OLS personnel maybe

deployed to the AO and designated an area supportelement-forward. See Figure 4-1. This ASG forwardelement may be a composite company made up ofvarious CSS elements.

The supply platoon could consist of only thosepersonnel and equipment required to provide es-sential supplies, for example Class I, limited II, III,and limited IV.The maintenance platoon should include only theresources necessary to provide essential DS main-tenance and Class IX supply for common equip-ment, such as wheeled vehicles, power generators,and so forth.A field services platoon could be a composite ofshower and laundry teams and personnel tooperate force provider modules.

As the supported population increases, the supplyplatoon would be joined by its parent DS supply com-pany. The maintenance platoon would be joined byits parent DS maintenance company.

Gradually the ASG forward element would evolveinto a composite, multifunctional area support bat-talion with a battalion headquarters element. The ROC(ASG) would also deploy early to become familiar withthe area and to refine unit positioning plans. Overtime, separate functional supply and maintenancebattalions could evolve as the requirement for themdevelops.

DEPENDENCE ON THE CORPSEarly arriving OLS units or support elements may

initially be dependent on the corps for some support.This is particularly likely when corps elements are withinsupport distance and are not overtaxed. While OLSelements are within the corps boundaries, they are sub-ject to corps direction in matters such as rear operationsplanning and execution and facilities and real estateallocation.

Ultimately the corps will be fully committed to thecombat zone and will be incapable of supporting OLSelements. The need will then exist for OLS logistics unitsto support OLS units.

As a rule, OLS elements should not come under thedirect command and control of the corps. Otherwisethe temptation to divert them from their primary mis-sion is too great. Command and control of OLSelements should come from their own command struc-ture, initially in an area support battalion. Thisheadquarters may be in country, in a third country, oroff shore.

BSB DEPLOYMENT SUPPORTIn coordination with the ASG, the base support bat-

talion provides support to units within the BSB’s AOdeploying out of cantonment areas. It assists the ASGwith deployment route coordination, traffic controlsupport, and installation security support.

The BSB conducts deploying unit facility turnoverand inventory functions. It identifies and reportsmilitary surplus or abandoned equipment and suppliesand secures essential facilities and supplies. The BSBalso coordinates and executes the phase-down andclose-out or conversion of community services, AAFES,commissary, and related facilities. It organizes andcoordinates mutual assistance efforts using later deploy-ing units.

To augment the support provided by other logisticselements or to fill critical, emergency shortages indeploying units, the BSB may provide or coordinate for–

Intelligence data.Bulk fuel support to mobile filling station sites.Organizational clothing and equipment.DS maintenance.Laundry support from the HN.Military police battlefield circular support.Mail service.Intelligence.Combat health support.TIME-PHASE DEPLOYMENT EXAMPLE

A time-phase deployment example has been in-cluded here for illustration purposes. The date whenthe national command decides that enemy action isprobable and begins an operation is designated C-day.Reserve units may or may not be mobilized immediately.

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Some active units are alerted, and some may deploy tothe general area as a deterrent “show of force.” If thesituation worsens, RC units may be mobilized.

For this example, the time-phased force deploymentlist may show selected combat units arriving in the areaand commencing operations on C+20. These combatunits carry enough supplies to operate for five days.

On C+25, supplies must be available to the com-bat units from support units. As the situationdevelops, combat and CS forces eventually re-quire a formal supply support structure.On C+35, supply and maintenance elements orunits arrive just as they are needed. Gradually thewhole division arrives, perhaps at C+50.Prior to C+50 corps support forces begin to ar-rive. Gradually all corps units join the operation,say by C+75.Around C+60, elements of OLS commands mayarrive in the theater.At C+60, approximately 2,000 OLS troops from

the various OLS commands could be present.They normally cluster around a seaport and within support range of each other. Their total logisticsrequirement is far less than the capacities of anentire supply company and a maintenance com-pany.By C+75, the full corps with its COSCOM andappropriate OLS CSS or theater-level logisticssupport should be on the ground. These forcesmay be supplemented by civilian support elementsand coalition forces.Before C+75, OLS units phase into the AOgradually.

The timing of events presented in this example doesnot illustrate the need for very early deployment of someOLS elements. Some unique OLS elements – CA lan-guage teams, CA dislocated civilian teams, EODdetachment, utilities teams, airdrop rigging team, AVIMteams, and MCTs may be required before the conflictbegins. Small detachments or teams maybe extractedfrom OLS units and deployed before the conflict begins.

ESTABLISHING A FORWARD LOGISTICS SUPPORT BASECSS requirements necessitate acquiring logistics

support base areas overseas to ensure the support of theinitial deployment of combat forces. These base areasprovide facilities for stockpiling supplies to supportinitial combat operations.

It maybe necessary to establish the logistics supportbase before initiating combat operations or before in-itiating hostilities in anticipation of deploying combatforces at a later date. The EAC support commandcoordinates the aerial ports of debarkation and seaportsof debarkation and phase appropriate support elementsinto the theater. ASG forward elements may deploy toestablish and maintain supply stockpiles from which tosupport initial deployment of combat and CS forces. Sup-port would be projected from CONUS bases via ALOCand SEALOC, or preferably from land and sea supportbases in or adjacent to the theater. Refer to Figure 4-1.

The ASG forward logistics support base could beestablished after the outbreak of war, following estab-lishment of the division and corps base areas insequence, when sufficient territory has been secured.The ASG forward logistics support base could also beestablished concurrently with active combat operationswhen the theater has sufficient depth to permit theimmediate designation of a corps rear boundary.

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Geographic development of a ASG logistics basedepends on the requirements of the supported forces,the scope of operations, and the projected expansion ofthe theater. Table 4-1, see page 4-5 and 4-6, lists deploy-ment planning considerations.

In the current international environment, US obliga-tions under various defense agreements and treaties,provide for the commitment of forces as part of a com-bined command. Support operations staffs mustconsider both the combined plan and agreements forlogistics support of or by allied forces. This supportdepends upon the resources of allied or friendly nationson whose territory operations may be conducted. Theyneed to consider the —

Degree of permanency anticipated for the base.Estimated troop population during successivestages of theater development.Geographic location of supported forces.Road and rail network along which supplies andreinforcements will move.Space for dispersion of supporting units.Usable beaches and terminal facilities.Air-terminal facilities and secure air approach routes.

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Requirements for supporting the local economy,military forces, and civilian population.Requirements of the civilian population that reducethe availability of local resources.Construction requirements of potential logisticsbase areas.Local labor supply.Space and safety considerations for ammunition/hazardous materials storage.

TERRAIN AND WEATHER ANALYSIS SUPPORTSpecialized maps and terrain and weather information

can be obtained from the following sources.Defense Mapping Agency

DMA provides prehostility and predeploymentautomated terrain analysis support. It produces special-ized maps that both the SPO and support operationsstaffs can use in determining courses of action. Staffsmay request maps or data relative to —

Cross country mobility.Roads and bridges.Surface drainage.Ground water.Obstacles.Surface materials (soils).Vegetation type and distribution.Historical and cultural locations.

USAF Weather SupportFor predeployment planning purposes, if time and

resources permit, intelligence staffs can request climatol-ogy based overlays from the USAF EnvironmentalTechnical Applications Center.

After deployment, a supporting USAF weatherteam provides climatic forecast and prepares weatheroverlays. Weather teams work with engineer teams toanalyze the effects of weather on terrain. For example,ASG plans and operations branch personnel may needto determine the effects of visibility and precipitationon mobility and movement rates of subordinate ASGsupporting units.

If supported by a USAF weather team, refer toFM 34-81. If not supported by a USAF weather team,refer to FM 34-81-1 for information on determining theweather’s effects on operations.

DEPLOYMENT PHASESDeployment consists of the five phases shown on

Figure 4-2, see page 4-8. The first three deploymentphases occur at the strategic level of war. Strategicdeployment ends at the APOD or SPOD. The last twophases of deployment include reception at the POD andonward movement to the area where forces assemble orare committed. These deployment phases fall within therealm of the operational level of war but maybe in thetactical level. For a detailed discussion of deploymentphases, refer to FM 100-17.

THEATER RECEPTION AND PREPARATION OF ARRIVING UNITSThe EAC support command assumes operational

command of all deploying US Army units as they arriveat the theater ports of debarkation. ASGs maybe taskedto receive, equip, and assist deploying units. The MMCdirects issue of pre-positioned war reserve stocks.

The EAC support command may designate that anASG operate at a port of debarkation during buildup oftroops in the theater. The ASG would provide specific logis-tics support and services for follow-on units as they arrivein theater. ASGs may help to clear air and sea PODs assem-bling and matching unit equipment and unit personnel.

The EAC support command’s service support plansdesignate that the ASG provide specific logistics sup-port for each arriving US Army unit. The plan shoulddesignate which ASG units should be contacted for ser-vices and replenishment along the LOC. ASG elements

may provide maintenance, recovery and evacuation,refueling, and subsistence support to units on their wayto tactical assembly areas. Subordinate units maybe taskorganized to operate marshaling and staging areas.

ASG HEADQUARTERS INVOLVEMENTThe support provided to deploying units is the respon-

sibility of various directorates.Support Operations Directorate

The support operations director arranges for essen-tial supplies and services until a normal operationalposture is achieved. For example:

Supply and services branch personnel determinerequirements and coordinate supply support, useof army reserve stocks, map issue, and essentialfield services with ASB and S&S battalion staff.

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Maintenance branch personnel coordinate DSmaintenance and evacuation support with ASBand maintenance battalion staff.Transportation branch personnel coordinatemovement from ports and marshaling areas tointermediate or final destinations with the servic-ing MCT.

Security Plans and Operations DirectorateThe SPO director may serve as the marshaling area

control group commander. Communications branchpersonnel arrange for limited communications support(land line, FM radio, and messenger) at each designatedmarshaling area site. Engineer branch personnel coor-dinate with P&A directorate personnel relative torequirements for construction of troop facilities.

Personnel and Administrative DirectorateThe P&A director arranges for reception services

at the POD and for essential administrative servicesuntil a normal operational posture is achieved. P&Astaff personnel coordinate personnel reception andassistance support with the EAC support command,to include –

Processing of replacements.Administrative support.Health, welfare, and morale support.

INITIAL PREPLANNED SUPPLY SUPPORTInitial preplanned supply support packages are

designed to fill the void between the time unit accom-panying supplies are exhausted and when normal flowof requisitioned supplies commences. These packagesmay be the initial till stocks for nondivisional units untildemands on the supply system formalize and the normalrequisition system can be implemented.

Each package is tailored by the MMC in conjunctionwith the NICP for a specific DSU based upon thatDSU’s mission. Based upon deployment, support pack-ages are then selectively requested from the NICP by theMMC. The NICPs process the request and prepare andforward the packages to the proper depots. The depotsthen ship the packages by the most direct means to theDSU, bypassing the GSU level. The packages allow theDSUs to adjust their requirements as the various pack-ages arrive and are consumed.

CONTRACTINGContracting can improve response time during the criti-

cal early stage of a deployment. It offsets delays in deployingan adequate support structure and provides a means ofobtaining support until scheduled LOGCAP resources canarrive in the AO. In augmenting existing logistics supportcapabilities, contracting reduces dependence on CONUS-based logistics support systems and frees airlift and sealiftfor other priority requirements. The commander deter-mines whether a supply or service is provided by a militaryunit, HNS, LOGCAP resources, or contract. This dependson the availability of supply or services in the area and onthe capability of the deployed force.

The ASG contracting element provides contracting sup-port in its area and back-up support to the corps supportgroup. It obtains locally available resources through pur-chase or contracting actions. When deployed, it maybeaugmented with local nationals or US embassy personnelwho serve as interpreters. ASG contracting personnel mustinterface with agencies and contractors providing support.In joint operations, they interface with a joint contractingelement created to preclude interservice competition forlocal supplies and services. The joint contracting elementensures more effective use of scarce resources.

ASG CONTRACTING OFFICERThe ASG contracting officer may purchase, rent, lease,

or otherwise obtain supplies and services from nonfederalsources within the dollar limits specified by the ap-propriate contracting agency. He may contract for –

All classes of supply. (Medical supplies maybesubject to approval of medical personnel. Repairparts may be limited by the technical developmentin the area.)Billeting facilities.Access to communication networks.Labor.Port handling support.Limited minor construction.Temporary lease of rear property in coordinationwith the corps of engineers.Transportation assets.Maintenance and repair support.Office paper reproduction services.Sanitation services.

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Laundry.Showers.Dining facility services.Mortuary affairs support within specific parameters.Safety equipment, firefighting, protection, and en-vironmental services.

In some contingency scenarios, contracting personnelprecede the arrival of the main body of troops. Contract-ing officers, unit ordering officers, and contractingofficer representatives may operate initially at ports ofentry or locations where large numbers of contracts maybe produced.

During peacetime and when not deployed, ASGcontracting officers should work in the Directorate ofContracting at their installation to maintain proficiencyin current contracting laws and procedures. They ap-point and train ordering officers based upon supportedunit nominations.

Area DatabasesThe ASG contracting officer and NCOs develop and

continually update area databases to identify potentialsources of goods and services in probable deploymentareas. Assistance in developing these databases may beobtained from supporting finance units and attached CAteams.

Contracting Support KitThe ASG contracting officer and NCOs establish and

maintain contracting support kits for anticipated deploy-ment areas. These kits should contain required forms andsufficient administrative and office supplies and equipmentto support a contracting office for a pre-determined time ata remote deployment location. Kits should include maps ofthe area surrounding the AO, local telephone books, lists ofapproved sources of supplies and services, and catalogs withpictures that can help simplify the local purchase ofhardware, construction supplies, and automotive parts.

CA TEAMSCA teams attached to the ASG’s CA battalion identify

local resources, materials, and services available in the

AO. They develop and maintain area studies and areaassessments for potential areas of deployment. Theyconduct market surveys and provide information on thecurrent political, economic, and social activities in thearea. They provide area data for the contracting sup-port kits.

In country, CA teams provide the liaison to civilagencies in the host country. They assist in coordinatingaccess to the civilian economy and government. CAteams may also provide translators.

THEATER ARMY CONTRACTING ACTIVITYThe theater Army contracting activity provides con-

tracting policy and procedures for the EAC supportcommand and corps. It may establish and serve as theconsolidated contracting office for all Services operat-ing in the theater.

LSE CONTRACTING ELEMENTThe LSE contracting element supports units and

AMC teams or activities attached to the support group.It oversees contracting officer representatives monitor-ing contractor forward repair activities.

SPECIAL OPERATIONS COMMANDThe limited, short duration nature of special opera-

tions deployment allows the organic contractingelement of the special operations command to directlyappoint ordering officers to offset requirements. If aspecial operations support battalion is deployed, itdeploys its warranted contracting officers.

JOINT CONTRACTING OFFICEJoint operations may require the creation of a joint

contracting office. This contracting office would bestaffed by personnel from all Services operating in thetheater. The Army portion of the joint office may in-clude some or all warranted Army contracting officersin the theater. If separate Services maintain parallelcontracting organizations, Service elements will coor-dinate to preclude interservice competition for localsupplies or services. Consolidation of contracting re-quirements results in lower prices and more effectiveuse of contracting personnel.

EXPANDING THE THEATER LOGISTICS BASEThe Army must be capable of rapid and effective changes to unconstrained support of combat ele-

conversion to a war-supporting distribution system. ments. During the transition phase, all supplies andThere are no special wartime CSS systems. Existing logistics functions nonessential to the war effort aresupply systems are expanded and the emphasis suspended.

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Establishing the theater where no prior operationsexist will present formidable challenges to logisticians.A phased buildup of forces may begin in peacetime.ASG operating procedures must be flexible and adapt-able to the increasing organizational complexity andvolume of requirements. Temporary changes to policymay be necessitated by the buildup. For example,selected noncritical items may be restricted. As thebuildup occurs, active Army and Reserve Componentunits are deployed as necessary to perform logisticssupport functions.

ARMY RESERVE STOCKSArmy reserve stocks are acquired in peacetime to

meet the increased requirements that occur in the earlystages of war. Army reserve stocks support mobiliza-tion and sustain operations until the wartime supplysystem is fully operational. Forward presence ASGunits assigned to overseas theaters store and maintainarmy reserve stocks for use during the initial stage of awar.

Locating stocks in the theater speeds response timeand lessens the transportation burden when war isdeclared. During the first days of a war, units fight usingthe supplies in their possession and items issued at thedirection of the MMC from the army reserve stocks.Policies and procedures for management of war reser-ves are described in AR 710-1.

FORWARD DEPLOYED FORCEIn areas with forward-deployed forces, there are

usually army reserve stocks or other reserve stocksstored in theater. Upon the outbreak of war, thosestocks sustain the force until sufficient supplies havebeen received by surface and ALOC. These reservestocks are normally EAC support command-controlledduring peacetime. At or near the start of hostilities, theyare released to the EAC support command and thecorps.

NO FORWARD DEPLOYED FORCELogistics support in areas where no prior forward

presence force exists will be difficult. Specific proceduresand sequencing of events will depend upon assessments ofthe terrain, the threat, and the needs of the combat units.Only the barest essentials will be made available at first.Supply units may be afloat offshore or based in a nearbythird country for an initial period.

GS supply functions will be conducted, but an ASGis not established until justified. An ASG will be

deployed only when the level of work load and durationof involvement require such capabilities. As a majorconflict evolves, the role of the ASG and logistics sup-port provided will approach the procedures describedin subsequent chapters.

ASG ROLEASG GS supply units and heavy materiel supply

units store most of the army reserve pre-positionedstocks in the theater. These items are not accessible forpeacetime use except in emergencies. Army reservestocks are issued in the early stages of a war and are notreplaced.

ASG units store theater reserve stocks of surface-delivered supplies. These are issued by DS supply unitsto deploying units at the direction of the MMC. ASGsstore a 30-day supply of most maintenance-related ClassII and Class IX ALOC-eligible items. They issue thesestocks during the transition to war to satisfy high-priorityrequisitions.

The corps normally maintains 10 days of army reservestocks (other than ALOC-eligible items) within its area.After this is exhausted, the corps requisition from theMMC. The MMC directs the EAC support commandto issue from its theater-oriented GSUs attached toASG S&S battalions.

ALOC AND SEALOCLimited airlift capabilities restrict air shipments to

critical items only. Supplies must begin arriving fromCONUS before in-theater stocks are depleted. Theseshipments are received at the EAC support commandor theater-oriented GSUs assigned to an ASG S&Sbattalion. They may be throughput to corps GSUs orEAC support command/corps DSUs. When SEALOCsare open and the logistics structure has grown to warsustaining size, full-service supply operations areresumed. As supplies begin to arrive from CONUS, theASG becomes the GS base for supplies in support oftheater units.

MMC ACTIONMMC must get supplies in the hands of the troops

within the warning time available. MMC initiate selec-tive cancellation actions on requisitions deemed notessential for combat, health, and welfare. They cancelnonessential requisitions to reduce the work load onCSS organizations, such as ASG units. Reserve stocksin the theater are used to support combat units until awartime resupply system is operational.

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Requisitions flow from the DSUs to the EAC sup-port command MMC. In peacetime, CMMCs andEAC support command MMC requisition items fornon-ALOC-eligible units directly from CONUS inven-tory control points. Conversion to a wartime postureincludes placing these requisitions on the MMC. TheMMC either satisfies the requirements from theaterstocks or passes the requisition to CONUS. Materielflow is from EAC support command-oriented GSUs,to COMMZ DSUs, and finally to the user.

SUPPORT OF CONVOY SUPPORTCENTERS/TRAILER TRANSFER POINTS

Onward movement by convoy often requires hoursin transit. Convoy support centers can be establishedalong MSRs to provide an expanded rest halt for diversand passengers. Similar to commercial truck stops, con-voy support centers provide drivers and passengers anopportunity to rest, refuel, and subsist. MSTs can lo-cate at the centers to perform limited repairs.

ASG S&S branch staff officers need to plan to pro-vide life sustainment support to truck drivers atconvoy support centers or trailer transfer points alongMSRs. Consolidation of medium and heavy trucks atconvoy support centers also consolidates driver and

associated subsistence, morale support and maintenancepersonnel. Truck company and associated MST person-nel stationed at the convoy support centers require —

Group rations at the rest stop as well as individualrations along the MSRs.Health and comfort packages.Bottled drinking water and potable water to sup-port field feeding and convoy support centerhygiene.Chemical overgarments in NBC environments.Tent shelters and bedding supplies.Maps.Lubricants and oils for truck maintenance.Filling station support or fast retail refuel of con-voys.Class VI personal demand items to help maintainmorale and reduce driver stress during layoversand rest periods.Extra fan belts and parts for quick repairs on theroad.Repair parts for maintenance of truck convoys atthe convoy support center hub.

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Chapter 5

Supply Support

Our soldiers are the key element in crisis response Establishing supply support operations whereand combat capability. To ensure their survival, we no prior operations exist presents formidable chal-must provide them rations, water, protective gear, lenges to supply staff officers. A phased buildup ofand adequate shelter. Supplies may be pre-positioned forces may begin in peacetime. Temporary changesafloat or ashore, purchased locally or deployed with to policy may be necessitated by the buildup. As thethe force. Follow-on logistics must be properly se- buildup proceeds, additional ASG elements deploy toquenced to arrive and support deployed forces untilLOCs are established.

Deployed units must have sufficient supplies.The Army must be capable of rapid and effectiveconversion to a war-supporting supply system.There are no special wartime CSS systems. Exist-ing supply systems are expanded and the emphasischanges to unconstrained support of combat ele-ments.

perform-supply support functions.

CONTENTSPage

ASG SUPPLY MISSION AND ORGANIZATION. . . . . 5-1PLANNING AND COORDINATING SUPPLY

SUPPORT OPERATIONS . . . . . . . . ...5-4REQUISITION AND DISTRIBUTION OVERVIEW ..5-12SUPPLY SUPPORT BY CLASS OF SUPPLY . . . ...5-15SUPPLY MANAGEMENT . . . . . . . . . . . . . . . . . . . ...5-23SUPPLY SUPPORT OF OPERATIONS . . . . . . . ...5-24

ASG SUPPLY MISSION AND ORGANIZATIONASG supply support operations include procuring,

receiving, storing, and issuing items. This chapter dis-cusses the DS and GS supply support provided byASGs. ASGs perform the supply functions for all clas-ses of supply except Class V and VIII. They alsoprocure and salvage supplies. Geography, availabilityof HNS, probability of local procurement, and theprobable duration of the operations influence theASG's supply support mission and organization.

ASG SUPPLY MISSIONThe ASG's supply mission is determined by the supply

management actions of the EAC support command MMC.The type and quantity of materiel entering, stored in, andissued from ASG supply units are determined by MMC.

Supply units listed on Table 5-1, see page 5-2 and 5-3,can be assigned or attached to an ASG ASB or S&Sbattalion to provide required supply supportcapabilities. These supply units support units in or pass-ing through the ASG AO. Depending upon the ASGslocation in the COMMZ, the EAC support commandmay task the GS supply units and heavy materiel supplyunits to provide general supplies to corps GSUs/DSUs.

Following advance warning of impending crisis,ASG supply units –

Screen ASL to delete noncombat-critical items.

Initiate selective cancellation on outstanding requi-sitions deemed nonessential for combat.Prepare to receive and distribute CONUS-basedarmy reserve stocks.Acquire facilities to receive, process, store, andissue stocks.Call forward CONUS reserve stocks and preplannedsupplies.Initiate theater wartime requisitioning procedures.ASG SUPPLY SUPPORT ORGANIZATION

The ASG supply support organization dependsupon whether supply requirements can be offsetthrough assured HNS or by local contracts. It alsodepends on whether the ASG is tasked to support alliesand HN military or paramilitary units and civilian ac-tivities.

Forward-presence units attached to BSBs storemateriel in theater to facilitate deployment of addition-al forces to the theater. They are authorized toestablish combat ASLs for all commodities requiredduring the initial stages of war. AR 710-2 prescribeswartime stockage.

Initially, tailored supply elements may deploy early aspart of an ASG area support element-forward. Referback to Figure 4-1 on page 4-3. They reconfigure to

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their basic TOE structure and are attached to a multi-functional ASB or S&S battalion upon establishmentof a SEALOC and in-country storage areas.

DS Supply UnitsASG DS supply units provide requested supplies

to customer units in their assigned areas on a cus-tomer-demand basis. DS supply work load is basedon requests received from supported units.

Requisitions originate at DS supply units. They areprepared to obtain materiel requested by customersor to return DS stockage to authorized levels. ASGDSUs replenish their stocks by sending requisitionsto their EAC MMC.

DS supply units adjust their receipt, storage, andissue activities to match the needs of supported units.Past history and estimates are used to plan for thelocal area DS supply work load. Stockage at DSsupply units is based on the economic order quantityor days of supply stockage policy prescribed byAR 710-2. Requirements must be recalculated fre-quently to keep pace with changing conditions andmovement of customer units.

DS supply units operate salvage collection pointsnear maintenance collection points. Supported unitsturn in unserviceable or excess supplies and equip-ment as well as found and captured items. Inspectorsdetermine serviceability. The EAC support com-mand MMC provides disposition instructions.Reparable items are sent to maintenance units. Un-serviceable items and equipment are evacuated tomarketing and reutilization facilities.

GS Supply UnitsASG GS supply units and heavy materiel supply units

provide supplies to replenish stocks and fill nonstockagesupply requests from DS supply units. They respond toMMC directives and MROs from the EAC MMC. Lessthan full-scale deployments may necessitate a single GSsupply unit serving the EAC MMC. ASG GS supplyunits are not involved in pass or fill decisions.

In a full-scale deployment, two GS supply units maybe operational at the ASG. As shown by Figure 5-1, oneGS supply unit performs as directed by the EAC MMCdirectives. For example:

Those GS supply units and heavy materiel supplyunits that are theater-oriented respond to EACMMC directives. Depending on the theatercommander’s policy, the EAC MMC tasks theseunits directly. These ASG GS supply units storemateriel managed by the EAC MMC, to includetheater critical items and army reserve stocks.They issue stock to theater-oriented GS supplyunits and to corps GS supply units.EAC support command GS supply units are theater-oriented. They are the source of general supply forEAC support command DS supply units.

The tiering of GS supply organizations shown onFigure 5-1 permits precise control of assets. The EACMMC cannot originate MROs for theater-controlledmateriel unless so directed by the theater commander.EAC MMC assumes control of materiel when the assetsare released to them by the MMC MRO. An informa-tion copy of each MRO should be provided to both theEAC MMC and ASG support operations directorate.

PLANNING AND COORDINATING SUPPLY SUPPORT OPERATIONSS&S branch staff officers must modify and adapt They prepare guidance and supply directives that specify

the basic supply planning guidance in AR 710-2 and how ASG units perform their supply support missions.FM 101-10-1/2 to local conditions in the AO.Petroleum supply staff personnel must provide the S&S branch personnel monitor support provided

by ASG supply units to ensure compliance withexpected high volume of petroleum movements tothe TAMCA’s highway circulation plan. SOPs/FSOPs and MMC directives. ASG SSAs should

participate directly in supply planning. If the workloadS&S BRANCH begins to approach the maximum capacity of an ASG

After considering the areas listed on Table 5-2 on SSA, the S&S branch personnel at the-subordinate ASBpages 5-6, 5-7, 5-8, and 5-9, ASG S&S branch personnel or S&S battalion take appropriate action. ASG S&Srecommend ways to adapt the ASG supply support struc- branch personnel visit sites, conduct inspections, gatherture and capabilities to changing supply requirements. supply performance data, plot trends, and provide ad-

vice and assistance to ASG supply units.

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ASG S&S branch personnel monitor the work loadsfrom the EAC MMC to ensure that ASG supply units arenot over committed. If work loads exceed a supply unit’scapabilities, they recommend alternatives, such as cross-leveling assets or workloads with the ASG AO or attachingadditional supply personnel and storage equipment.

Periodically, S&S branch personnel check storagefacilities to ensure that they are operated according toregulations. They investigate problems surfaced by cus-tomer units. They resolve conflicts between MMCdirectives and the ability of ASG supply units to respond.

Repair parts technicians assigned to the S&S branchensure that critical repair parts are expedited. Theymonitor the consumption of repair parts and resolveproblems related to repair parts availability.

CLASS I SUPPLY ESTIMATESupply estimates provide a means by which S&S

branch personnel assess how best to support proposedoperations. The supply estimate is based on troopstrength in the area, on consumption rates, experiencedata, and days of supply required. The basic calculationsare further modified for types of units, location on thebattlefield and other variables observed. To determinethe feasibility of the proposed operations, S&S branchpersonnel requirements against the mission capability toreceive, store, and distribute required stocks. Estimatesof required storage and supply distribution requirementsimpact on estimates prepared by the transportationbranch and engineer branch personnel.

SUPPLY REQUIREMENTSFormulas in FM 101-10-1/2 are useful in estimating

supply requirements when both the strengths to be sup-ported and the desired level of support are known. ASGS&S branch personnel assess supply requirementsbased on knowledge of–

Strategic and tactical plans.Area of operation.Accumulated demand data or previous experiencefactors.Force structure and troop strength data.Expected intensity of combat.Item density.PLANNING FACTOR REQUIREMENTS

DETERMINATION TEMPLATESRequirements determination templates automate

many of the procedures outlined in FM 101-10-l/2. They

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contain the most current operational rates approved byHQDA. LOTUS 1-2-3 based microcomputer templatesavailable from CASCOM can help ASG S&S branchstaff officers calculate supply consumption require-ments on a recurring basis. Templates exist to calculateClass III, repair parts usage, and Class I, II, IV, VI, VIII,and water requirements based on standard populationdata. Consumption data is based on theater of opera-tion, combat posture, and combat intensities. ASGs cansend requests for a copy of the current requirementsdetermination templates to – Commander, US ArmyCombined Arms Support Command and Fort Lee,ATTN ATCL-FSP, Fort Lee, VA 23801-6000.

HN SUPPORT LOGISTICS DIRECTORATEDirectorate personnel coordinate with CA teams in

determining the availability of local supplies. Theydetermine the availability of local resources and govern-ment economic controls. They work with CA teams inacquiring foreign nation goods to support forces andoperations OCONUS. They assist ASG subordinatebattalion staff with activating preplanned requests forwartime HNS and with developing ad hoc requests.

Directorate staff coordinates civilian supply ac-tivities, to include coordinating the use of salvage andcaptured supplies for use by dislocated civilians. Theyalso develop plans to prevent black-market activities.

PROCUREMENTSupplies cannot always best be provided through

normal military supply channels. Depending upon timeand distance factors, local procurement of subsistenceitems, fuels and packaged products, and constructionmaterials may be the preferred alternative.

The theater commander establishes a theater con-tracting agency to provide policy, procedures, andguidance to purchasing and contracting officers. Thatagency may establish purchasing and contracting teamsat the EAC MMC.

ASG procurement personnel need to determine if–Local currencies have been authorized for localprocurement?Local currency acquisition points have been iden-tified?Contracting or ordering officers and imprest fundcashiers have received instructions concerning in-terface and coordination with the servicing financesupport command?

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Class X supplies are funded?Logistics requirements have been costed?An account processing code has been establishedfor contracting support or local purchase?There are an adequate number of contracting of-ficers with the proper warrant?Finance support is available to the contracting officer?Linguists are available to support contracting orlocal purchase requirements?

PRE-POSITIONED MATERIELUnits may require HQDA authorization to receive

POMCUS equipment when they deploy from CONUSto the theater of operation. The theater stores andmaintains this equipment as operational project stocksnear the proposed war base. Units should update theirdeployment plans upon receipt of their annual POMCUSauthorization documents. Deploying units must deter-mine POMCUS shortages before deployment.

OPERATIONAL PROJECT STOCKSSpecial operations forces and other units are

authorized to use operational project stocks to obtainthe required supplies and equipment to support contin-gency operations and war plans. ASG S&S branchpersonnel should ensure that these stocks are tilled andmaintained at acceptable levels. Operational projectstocks could be set aside to establish an intermediatestaging base. AR 710-1 prescribes procedures for re-questing and establishing operational projects.

ARMY RESERVE STOCKSArmy reserve stocks may be tailored in packages for

deployment with units. Army reserve stocks includetheater war reserves and DA-approved operationalproject stocks. Army reserve stocks may be maintainedafloat adjacent to the theater of operations or in a thirdcountry support base.

STOCK LEVELSSufficient stock must be available to satisfy requirements

until resupply can be effected. Units deploy to the AO withtheir combat PLL. SSAs deploy with their combat ASLs.

Stockage must be consistent with the mission, prob-able threats, climate, and geography in the AO. Stocklevels are determined based upon strength figures, enditem densities, and demand history. Demand history isused as a basis for stockage decisions. Criteria used todecide whether to stock a specific item at DS or GS levelis contained in AR 710-2. Order and shipping times from

CONUS are major factors in determining the amountand location of supplies. Items shipped by air requireless stockage in theater than those shipped by sea. Sig-nificant changes in the units supported or in theirmissions necessitate adjustments to the stockage levels.

Theater wartime supply levels are prescribed forcategories of stock. By calculating a daily consumptionrate for the units in the theater and multiplying it by therequired days of supply, a theater stockage objective canbe determined. Wartime stockage levels for DSUs as-signed to ASGs are prescribed by the theater commanderbased on assessment of the battlefield environment.

STORAGE REQUIREMENTSStorage requirements vary depending upon the com-

modity to be stored.Bulk Fuels

Storage capacity required for bulk fuels is determinedbased on consumption rates and stockage objectives.Planning factor criteria are listed in FM 101-10-1/2.

AmmunitionStorage requirements for ammunition are determined

based on consumption rates, the square feet per STON ofthe types of ammunition to be stored, separation distancesrequired for safe storage, and the storage objective.

General SuppliesFM 101-10-1/2 provides general planning factors for

determining covered and cold storage facilities forgeneral supplies. However, the storage planning factorsshould be adjusted based upon warehouse facilities andlocal consumption rate experience.

SALVAGEThe Army obtains supplies from every available

source. The EAC MMC sets salvage priorities basedon theater needs and supply status. In a mature theater,the DLA conducts reutilization and disposal activities.Abandoned or damaged items can be salvaged for usefor their original or similar purpose. Salvage collectionincludes the recovery of sister Service, allied, and enemyitems. Intelligence units establish procedures for dis-position of enemy items.

Salvage operations occur throughout an ASG AO. DSsupply units and maintenance units set up salvage collec-tion points. Salvage collection points may receive—

Excess supplies.Seasonal turn-ins.

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Worn or damaged equipment.Materiel lost, abandoned, or discarded on bat-tlefields and in bivouac areas.Captured enemy materiel (less medical).

Nonmechanical SalvageDS supply unit Class II, IV, and VII supply points set

up a salvage collection point for nonmechanical salvagenear maintenance collection points. Nonmechanicalsalvage includes such items as—

Footwear.Tentage, canvas, and webbing.Individual equipment.Clothing.Field furniture.Five gallon gasoline cans.Fifty-five gallon drums.Lanterns.

Salvage collection points should not accept toxicagents, ammunition, explosives, radioactive materials,COMSEC equipment, medical materiel, or aircraft.These items must be turned in to units with the special-ized capabilities to handle them. Nonmechanicalsalvage collection points turn over mechanical items tomaintenance units for classification and disposition.

Mechanical SalvageReparable equipment is recovered through main-

tenance evacuation channels. Using units turnunserviceable mechanical items into their supportingDS maintenance units. DS maintenance units performtechnical inspection and classify the items as eitherreparable, not reparable this level, or salvage. Main-tenance units also obtain unserviceable assets from

nonmechanical salvage collection points operated byDS supply units.

Nonreparable items are recovered based upon pro-cedures established by the commander. Items classifiedas not reparable at the DS maintenance level areevacuated to a designated GS maintenance unit. There,the items are reevaluated. If classified as salvage at theGS level, the GS maintenance unit requests dispositioninstructions from the EAC MMC. Items classified assalvage are turned over to the unit assigned the salvagemission. The property disposal officer provides disposi-tion instructions.

PROPERTY DISPOSALDLA elements may continue to provide a property

disposal service within the ASG AO. However, ifDLA civilians do not continue to do so after hostilitiesbegin, ASG DS supply units or maintenance unit per-sonnel may be tasked to provide property disposalservices. HN personnel may be used to evacuatemateriel destined for property disposal to the ASG AO.Maintenance and supply personnel then inspect andclassify the materiel. The MMC coordinates disposaloperations to insure that usable materiel is reutilizedand not lost from the theater.

Hazardous materials are handled according to DODRegulation 4160.21-M and per servicing regionalDRMO letter of instructions.

SITE SELECTIONSupply points should be close to the MSR and to an

airfield or heliport for resupply operations. Separateentrances, exits, and traffic holding areas prevent trafficcongestion. The area should be large enough to allowdispersion of equipment and supplies. An area shouldalso be set aside for sling loading supplies.

REQUISITION AND DISTRIBUTION OVERVIEWThis section provides a generic overview of supply and fill logic, when stocks are not available or stock

requisition and distribution flows. Differences in requi- replenishment is required, requisitions are transmittedsition and distribution for the various classes of supply to a CONUS NICP.are annotated in the subsequent section. CONUS Based SSAs

REQUISITION FLOW CONUS based SSAs pass requisitions to the instal-This section describes the routing and disposition of lation supply division or MMC for editing, funding, and

requisitions. fill according to prescribed fill or pass logic. Requisi-Forward Presence SSAs tions that are passed are sent to the NICP. The NICP

item manager then directs shipment from the distribu-Forward presence SSAs transmit requisitions to tion depot to the installation supply division.

the supporting MMC for editing. Based on DA pass

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Requisitions from the CMMCWhen items are not available within COSCOM

GSUs, the CMMC transmits the requisitions to theEAC MMC or CONUS-based ICPs. The EAC MMCconducts a search to determine:

If the supplies are on hand in a theater-controlledGSU, they are issued to the supporting GSU orDSU.If stocks are not on hand, the EAC MMC passesthe requisition to the CONUS ICP.Requests/Requisitions within the COMMZ

At OLS, supported units submit requests to theirsupporting DS supply point or maintenance unit. Ifrequested supplies are not on hand, the supporting unittransmits a requisition to the EAC MMC. The EACMMC performs a search. If supplies are not on handwithin EAC support command units, the EAC MMCpasses the requisition to the CONUS ICP.

DISTRIBUTIONDuring peacetime, forward presence DS and GS

supply units are resupplied primarily from the CONUSsupport base. DS and GS supply activities in CONUSare supported directly from the wholesale depot. Stocksare not authorized at CONUS installations to supportDS and GS supply activities. The NICP item managerdirects shipment to the requisitioner using surfacetransportation, SEALOC, or ALOC for Class IX andmaintenance related Class II items. The ICP directsrelease of stocks from CONUS depots. The depot shipsthe stocks to the CONUS airport or seaport of embarka-tion. The air or sea port of debarkation receives,reprocesses, and surface-transports stocks to theaterGSUs for later issue to EAC MMC/corps GSUs or theconsignee.

During the transition to war phase, supplies must beeither pre-positioned or carried by the deploying units.Initial units deploy to an AO with sufficient basic loadsto sustain them based on the CINC’s guidance. Mission,threat, climate, and expected duration of the operationdetermine the initial basic loads of deploying units.

Without in country or friendly country resources orthe capability for initial resupply from pre-positionedstocks afloat, ASG units may be tasked to provide limitedGS supply support from a third country support base.Initial limited supply support may include Class II, pack-aged Class III, and Class IV supplies procured fromin-country sources or friendly countries near the AO.

Supply points provide support throughout their areaof operation on a unit, area, or task support basis.

Unit support is that supply support provided to adesignated unit or a group of units.Area support is provided to all units located withina designated geographic area. Supported unitsusually pick up their supplies at the supply point.This is called supply point distribution.Task support consists of a specified type or amountof a supply unit’s support capability provided todesignated units or a geographic area to accomplishidentified tasks.

Air Lines of CommunicationThe ALOC system features direct air delivery during

peacetime. It does not change when war is declared.EAC MMC continues to requisition from CONUSNICPs. Stocks continue to be flown to the airport in thearea of the DSU that supports the requesting unit.

However, airlift capability may be extremely con-strained during the initial stages of deployment. Onlycritical, combat-essential supplies will be airlifted.Air-eligible items are restricted to selected Class VIII,Class IX with Air-Eligible Category Code 1 or 3, andmaintenance-related Class II items. In addition, basedon aircraft availability, Issue Priority Group-1 ship-ments may be flown into the AO upon validation of theurgency of need by the Logistics Control Agency.

The ALOC system is used to deliver air-eligible itemsto units designated to receive ALOC support. Materielin support of ALOC units is requisitioned directly fromCONUS NICPs by requisitioning ALOC-eligible itemsfrom the EAC MMC.

Figure 5-2, see page 5-14, depicts supply requisitionand materiel flow in support of ALOC designated units.The EAC MMC either directs the issue from an ASGrepair parts supply company or passes the requisitiondirectly to a CONUS NICP. Requisitions for ALOC-items that have been designated theater-controlleditems would be passed first to the EAC MMC to beeither filled by the ASG repair parts company or passedto CONUS.

In CONUS, ALOC shipments are moved from a dis-tribution depot to an aerial port of embarkation. Repairparts and selected maintenance related-Class II areshipped daily by air to ALOC designated maintenanceunits. They are flown to a predesignated APOD fordirect delivery to the maintenance unit or repair parts

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supply company. Note that ALOC shipments designatedfor non-ASG DSUs would bypass ASGs.

Consolidated and containerized shipments contain-ing ALOC stocks for multiple customers must first besent to designated in-theater break-bulk points prior todistribution to individual requisitioners.

Surface ShipmentApproximately 95 percent of all supplies arrive in the

AO through seaports. They are then transported toSSAs. Surface shipments satisfy routine requirementsfor Class I, II, packaged III, IV, VII, and ALOC-in-eligible IX. Nonair-transported materiel is obtained byrequisitioning it through the MMC.

When practicable, shipments are throughput fromthe seaports directly to the requisitioning GSUs/DSUs.Surface shipments for forward presence SSAs are sentto a consolidation or containerization point at an area-oriented depot serving the geographic region. Their stocksare containerized or palletized. An Army transportationport terminal transfer unit transfers supplies and equip-ment. Automated in-transit visibility allows for trackingand re-routing of shipments as required.

During the sustaining phase, supplies flow fromASCC GSUs to EAC support command GSUs/DSUs.The MMC and MCA maintain in-transit visibility of allcargo. Stocks are diverted as required. Figure 5-3, seepage 5-16, depicts SEALOC and surface resupplyduring the sustaining phase of theater operations.

Throughput DistributionWhenever feasible, surface shipments should be

throughput to the consignee. Throughput reduces the off

FM 54-40

loading and reloading of supplies at intermediatefacilities. This reduces shipment time and possibledamages. When the consignee is a non-ASG DSU,throughput shipments would bypass the ASG.

S&S and transportation branch staffs must considerall factors when deciding how to route supplies. Dueto requirements to be mobile or to organic equipmentconstraints, some customer units may not be able tohandle or store supplies.

SLING-LOADThe DS supply company’s cargo-handling section

prepares supplies on pallets and at cargo sites for slingloading at heliports. Section personnel prepare slingloads of supplies and equipment for helicopter lift. FM55-450-3 details the location of the signaler and hookupsoldiers during helicopter sling load operations.

ASG units should conduct sling load training beforean operational situation. Units need to train soldiersto rig supplies and equipment, mark landing zones, anduse correct hand signals and safety precautions workingnear helicopters.

NBC CONCERNSNBC contamination of stocks as a result of enemy

actions poses a serious threat to the availability of supplies.Contaminated stocks are not normally issued. However,in emergency situations, contaminated supplies may beissued if the contaminated supplies will provide a decisivetactical advantage to the using unit. Contaminated stocksare issued first to units that are similarly contaminated.The decision to issue contaminated supplies must be madejointly by the issuing and receiving commanders.

SUPPLY SUPPORT BY CLASS OF SUPPLYItems grouped into a class of supply are managed and stored in ASG supply units vary depending upon the

handled in ways that accommodate the characteristics level of fighting and resultant opportunities to serveof those items. This section describes the supply proce- conventional hot meals. Following Army field feedingdures associated with the classes of supply received, guidance in FM 10-23 and AR 30-21, Class I supplystored, and issued by ASG units. point personnel receive, store temporarily, and issue

Applicable ASG SSAs receive, store, and issue allclasses of supply except Classes V and VIII. Based onexisting or established support agreements, ASG SSAsmay process general supplies for other US services andcombined and coalition forces.

SUBSISTENCE SUPPORT– CLASS IClass I includes subsistence items and gratuitously

issued health and comfort items, Subsistence supplies

Class I supplies to supported units. The types andquantities of rations shipped under the push system aredependent on–

Personnel strength data.Unit locations.Type of operations.Feeding capabilities.Theater field feeding policy.

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Initially, commissary stocks are turned over to thetheater. Rations are supplemented with subsistenceitems purchased locally. FM 10-1 prescribes the prin-ciples of support. FM 10-23-2 covers the details ofsubsistence supply and management in theaters ofoperations.

Fresh BreadCommercially prepared pouch bread supplements

individual and group rations until commercially avail-able bread can be procured. The assumption is thatfresh bread products will be provided by commercialvendors.

Health and Comfort PacksInitially, soldiers carry 30 days of personal health and

comfort items with them. Essential PX stocks may beturned over to the theater supply system to support thisinitial issue. These initial personal health and comfortitems are later supplemented by Class I health andcomfort packs containing health, sanitation, and per-sonal demand items issued gratuitously with Class Irations. Health and comfort packs are issued on thebasis of one pack per 10 persons per 30 days. Femalehealth and comfort packs provide additional femalehygiene and comfort items. These packs are issued onthe basis of one pack per 10 females per 30 days.

RefrigerationAvailable refrigeration determines the amount of A

Ration meals that can be provided. A perishable sub-sistence platoon may be fielded and attached to a GSsupply company. Alternatives are for contractor per-sonnel to arrange for refrigeration support or to useassets from the HN or third-country sources.

IceIce may be provided through HNS, commercial sup-

port, or organic equipment. Preventive medicinepersonnel inspect ice to ensure that it is safe for con-sumption.

Consolidated Field FeedingUnder the area feeding concept prescribed by

FM 10-23, nondivision separate units with a strengthof less than 30 soldiers are not resourced with foodservice personnel. They must coordinate with nearbyfeeding units for support. Nondivision separate unitswith a required strength of from 30 to 99 soldiers areauthorized one cook to assist with ration preparationin the feeding units. Supported units provide KP

support to offset the increase in sanitation work loadassociated with group rations.

The mobile field kitchen authorized the ASG com-pany headquarters is designed to enable authorizedfood service personnel to prepare and serve the fullrange of rations for up to 300 personnel. This includesA Rations if refrigeration storage capability is available.

Request/RequisitionDuring the initial period of force deployment,

forecasts may serve as a requisition. In the initial stagesof conflict, rations are pushed to supply points based onstrength reports. As the system stabilizes, supportedunits submit daily ration requests several days in ad-vance of their ration pickup at the supporting Class Isupply point. Class I supply points consolidate the re-quests and submit a consolidated requisition to theClass I section of the EAC MMC.

DS supply units order replenishment stocks from theEAC MMC. For other than unitized rations, DS supplyunits must include line item requisitions. CMMCs sub-mit daily strength reports to the EAC MMC. The EACMMC then computes and transmits Class I replenish-ment requirements to the applicable NICP.

DistributionDLA prepares an MRO directing release and shipment

of depot stocks. Class I supplies are shipped fromCONUS to the theater GS supply unit. That unit issuesClass I supplies to corps GS supply units. These unitsbreak down rations for issue to the Class I supply pointsof supported DS supply companies. Their Class I supplypoints support consuming units on an area support basis.

WATER SUPPORTWater is required for personal health and comfort.

Water is required for personal hygiene, centralizedhygiene, laundry, food preparation, and treatment ofheat injuries. It is also required for vehicle coolant,engineer construction operations, aircraft washing,sanitation, firefighting and chemical decontamination.Water support requirements depend on—

Battlefield environment (whether temperate, tropicArctic or arid).MOPP levels.Expected duration of hostilities.Size of the force.Command policy for rations, frequency of showers,and laundry service.

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Time-phased water requirements can be estimatedusing consumption planning factors in FMs 10-52 and101-10-1/2. Water supply planners must considerseasonal variations that may increase or decreasewater requirements. The MMC monitors waterpriorities and allocations.

During the deployment phase, prepackaged potablewater may be provided from offshore or nearby thirdcountry support bases. Bottled water may be purchasedfrom local businesses but only after prior certificationby preventive medicine personnel.

During the lodgment phase, in temperate, tropic, andArctic regions, nonpotable water requirements can bemet by raw water sources and establishment of an in-country water supply system. Large amounts of potablewater do not need to be stored. However, in areas wherepotable water is not readily available, it becomes ahigh-priority, critical commodity. Potable water mustbe stored for all requirements.

Supply SourceLocal water sources are used whenever available

and usable. In industrialized areas, fresh surface andsubsurface water may be readily available. Waterpoints set up operations near a medically approvedwater source. Possible water sources include groundwater, existing piped systems, wells, streams, lakes,ponds, rivers, and sea water.

In temperate, tropic, and Arctic environments, DSsupply companies attached to an ASB or S&S battalioncan meet user requirements for water. During the buil-dup phase, each company can set up four water pointsto provide water support on an area basis. Water supplypoints normally collocate with Class I supply points.Each water point can produce 60,000 gallons of potablewater per day. Water supply points purify and disinfectwater and store potable water in collapsible fabric bagsand drums. Preventive medicine personnel from thesupporting medical organization monitor the quality ofwater.

In arid regions, water points are augmented withadditional storage and distribution equipment. Aug-menting arid operations teams may be attached to theASB or S&S battalion’s DS supply company. When themagnitude of the water mission requires large scalewater capability, a water supply battalion may be at-tached to the petroleum group to coordinate the largescale operation of water purification, storage and dis-tribution facilities. The petroleum group provides

command and control of all GS water assets. FM 10-52describes water point operations in arid and nonaridenvironments.

ResponsibilitiesEngineer units locate well sites for ground water

development. They not only detect subsurface water,but also drill, construct, repair, and maintain waterfacilities. They can also help prepare the water point bypreparing individual tank sites, removing underbrushfrom distribution areas, clearing parking areas fortrucks, and building an improved road through the site.

DistributionUnits in the area drive to the DS supply company’s

water point to obtain potable water. They use organic400-gallon water trailers or 250-gallon fabric drums totransport potable water to unit locations.

Water supply impacts on transportation require-ments. Water points may use S&P tractor trailers tohaul the SMFT to deliver water to large consumers thathave no organic water transport capability. Deliveriesto major users, such as hospitals, necessitate using the3,000-gallon SMFT. FMs 10-27-2 and 10-115 providedetails on water storage and distribution system layout.Locating major water users, such as MA sections, nearwater points’ makes distribution easier. Five-ton cargotrucks can haul the FAWPSS, which can also beairdropped to isolated units in an emergency. Whenavailable, USAF C-130 aircraft and Army helicoptersmay be used to resupply water.

ORGANIZATIONAL EQUIPMENT,CLOTHING, AND INDIVIDUAL

EQUIPMENT SUPPORT- CLASS IIClass II includes expendable and consumable items

and secondary items of equipment authorized in al-lowance tables. This includes—

Clothing.Individual equipment.Tentage.Tool sets and tool kits.Administrative and housekeeping supplies andequipment.

Request/RequisitionThe using unit determines a requirement and re-

quests the item from the supporting DS supply unit’sClass II, IV and VII supply point. If stocks are on hand,the supporting DS supply unit fills the request.

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If stocks are not on hand, the DS supply unitconsolidates the requests and forwards a requisi-tion to the EAC MMC. If stocks are availablewithin the GS supply company or heavy materielsupply company, the EAC MMC cuts an MRO torelease the items. As required, the EAC MMCrequisitions replenishment stocks from the ap-plicable NICP.

Map SupportIn the COMMZ, the EAC MMC manages unclass-

ified maps. It determines map-stockage levels andsubmits initial and replenishment requisitionsthrough Defense Mapping Agency channels. TheDMA remains the source of standard map supply.

Units order standard maps from their supportingDS supply company. In the future they will use aspecified document identifier code and a DMAnumber similar to a manufacturer’s part number.Units request classified maps through intelligencechannels.

A map supply platoon, assigned to the GS supplycompany, stores standard maps at EAC supportcommand map storage sites. Distribution of un-classified map products is through standard ClassII supply channels. The DS supply units issue mapsaccording to established distribution schedules orat the direction of the EAC MMC.

US Army Corps of Engineers topographic bat-talions produce special maps and terrain-relatedproducts and services. They retain the ability toproduce limited quantities of standard maps intheater. Requests for special maps and terrain re-lated products must be submitted through engineerchannels.

BULK FUEL SUPPORT– CLASS IIIThe Army’s ability to move depends upon its supp-

ly of bulk fuel. Bulk fuels can makeup over 50 percentof the tonnage moved in a developed theater. Inindustrialized areas where storage tanks andpipelines are already in place, initial supplies of bulkfuels can be obtained locally. Subsequent bulk fuelsare shipped by tanker ships. In undeveloped areas,initial fuels are brought in by tanker ships.

FM 101-10-1/2 provides formulas and tables forcomputing combat consumption rates and require-ments when the end item density is known. It alsolists bulk fuel usage factors by equipment category.

The Army sets up an integrated bulk fuel distribu-tion system to provide bulk fuel to sister Services andallies, if required. FM 10-67 describes bulk fuel supp-ly in theaters of operations. The Class III supply pointof DS supply companies attached to a subordinateS&S battalion or ASB operates bulk petroleumstorage and issue points. Following procedures inFM 10-69, Class III supply points issue bulk fuelsto units operating in the COMMZ. Supportedunits drive organic trucks to the Class III supplypoint. Class III points may have to provide someunit distribution.

The petroleum supply battalion assigned tothe ASG provides GS level bulk fuels. Thepetroleum supply companies of this battalion pro-vide the interface between the petroleum group’spipeline or terminal loading facilities and the DSsupply companies that issue bulk fuels. A mobilelaboratory team may be attached to the petroleumsupply battalion to monitor the quality of bulk fuels.FM 10-72 describes laboratory teams.

Class III SiteIn towns, Class III supply points may setup opera-

tions in warehouses, service stations, and similarfacilities. In the field, the site should be on an MSRor have direct access to the MSR. To reduce trafficproblems, traffic flow should be one way.

Fuel ForecastS4s provide a short-range fuel forecast to the sup-

porting DSU. The forecast outlines estimated bulkfuel requirements based on known and projectedmission requirements.

Bulk fuel is centrally managed and allocated. Asshown by Figure 5-4 on page 5-20, the CMMCs andEAC MMC submit forecasted requirements for thefollowing three days to the MMC. The MMC con-solidates the forecasts and sends them to the jointpetroleum office. Forecasts are then sent to thedefense fuel supply center that purchases bulk fuelsand schedules delivery to petroleum supply companies.

The petroleum supply battalion transmits require-ments for resupply through the EAC MMC. TheMMC Class III section passes requirements to thetheater petroleum group. The petroleum groupdirects the petroleum pipeline and terminal operatingbattalion and supporting truck companies to provideresupply fuel to ASG petroleum supply companies.

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Receipt and StorageDS supply company Class III points may receive

fuel resupply from the petroleum supply company viapipeline, line haul truck, or bladder bird. The EACMMC informs the DS supply company Class III pointof the types and quantities of fuel it will be receiving. Italso tells the supply point the estimated date and timethe fuel will arrive at the supply point. The DS supplyunit Class III point stores fuel in the 20,000-gallon col-lapsible tanks of the FSSP. AR 710-2 sets the stockagepolicy. FM 10-69 prescribes procedures to followduring the receipt and storage of bulk fuel.

Bulk Fuel IssueThe Class III supply point issues bulk fuel on an area

support basis based on priorities established by thetheater commander and directives from the EACMMC. Units with tank vehicles obtain their bulk fuelsupply by supply point distribution. Class III supplypoint personnel transfer fuel from the 20,000-galloncollapsible tanks to fuel-hauling vehicles. Other unitsmay refuel vehicles from mobile filling stations set up intheir vicinity. Tank and pump units distribute fuel tounits that have no organic tank vehicles.

Supporting medium truck companies (petroleum),attached to the transportation battalion, use semitrailersto transport fuel forward from petroleum supply com-pany Class III points to supported units. Tanktrucks/semitrailers and hose lines perform local haulresupply. Tank trucks/semitrailers, pipelines, rail tank cars,and barges are used in line haul resupply operations.

Class III supply point also fills 500-gallon collapsibledrums, 55-gallon drums, and 5-gallon cans to be airliftedto supported units. They may need to prepare drums andcans for delivery by sling load FMs 10-68 and 10-69 bothprovide details on bulk reduction and sling load operations.

Planes or helicopters may be used to expedite delivery.The FARE may be used to refuel aircraft. FM 10-68prescribes aircraft refueling procedures.

Mobile Filling StationsWhen the volume of traffic through the area justifies

the requirement, Class III supply points may use theirorganic tank and pump unit or FARE system to providea mobile roadside gas station-type service operation.

PACKAGED PRODUCTS SUPPORT– CLASS IIIPackaged products include lubricating oils, greases,

hydraulic fluids, and specialty items normally packaged

by the manufacturer. They are stored, transported, andissued in containers of 55-gallon capacity or less. Pack-aged products also include bulk fuels which, because ofoperational necessity, are packaged and supplied in con-tainers of 5 to 55-gallon capacities. Fuels in collapsiblecontainers of 500-gallons or less are also considered aspackaged fuels. FM 101-10-l/2 tables list combat con-sumption rates for packaged petroleum products.

DS supply companies provide packaged III supplies.For user convenience, some packaged petroleumproducts may be issued at bulk fuel supply points.

The general supply company provides GS packagedproducts to DS supply companies and to corps generalsupply companies.

CONSTRUCTION AND FORTIFICATION/BARRIER MATERIAL SUPPORT– CLASS IVClass IV includes material used for unit defensive

barrier and fortifications as well as construction materialused for base development. Requirements depend uponthe intensity of conflict, the type of battle, and themaneuver commander’s initiatives in employment ofClass IV.

Requests for Class IV items normally require com-mand approval. The MMC controls selected Class IVconstruction material in coordination with the seniorengineer commander.

PERSONAL DEMAND ITEMS - CLASS VIClass VI consists of AAFES items sold to troops and

authorized individuals. They are made availablethrough local procurement or through requisition onCONUS AAFES. As the theater matures and condi-tions permit, mobile exchange sales teams may sellPX type personal demand items to specified units ortroop concentrations from mobile or freed facilitysites. Personal demand items include nonmilitarysales items such as candy, cigarettes, soap, and camerasthat may be purchased through HN or contract support.The theater commander exercises control over theavailability and variety of Class VI supplies providedthrough AAFES operations. Shipping space impacts onallocations.

MAJOR END ITEMS SUPPORT– CLASS VIIClass VII supplies are nonexpendable items of

equipment referred to as major end items. They arenormally controlled through command channels. Re-quests must be based on TOEs or other authorizationdocuments. The MMC manages all Class VII items.

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All requisitions for Class VII are routed through theMMC. For example:

If stocks are not on hand within the corps, theCMMC passes the requisition to the EAC MMC.Based on command guidance on priority andquantities to be issued, the MMC either directsissue from a theater heavy materiel supply com-pany to a corps heavy materiel supply company orforwards the requisition to the applicable CONUSICP. The EAC MMC submits a daily report formajor items used from stocks to replace battlelosses. CMMCs submit requisitions to the EACMMC to request replacements for items turned-into GS maintenance.If stocks are not on hand within the COMMZ, theEAC MMC passes the requisition to the CONUSICP. The ICP directs release from the ap-propriate depot. At the air or sea port of debarka-tion, items are reprocessed and moved by surfacetransport to the theater heavy materiel supplycompany for issue to the corps or throughputdirectly to the consignee.

Major end items are configured by the shipper tominimize in-country processing. ASG heavy materielsupply company personnel should deploy early todeprocess weapon systems from CONUS. Weapon sys-tems are then transported to a forward support areawhere they are made ready for issue. Vehicles arefueled. Basic issue items are placed aboard. However,no ammunition is loaded aboard.

Replacement weapon systems are controlled by aweapon systems manager. During moderate-sizeddeployments, the EAC MMC assumes management ofall Class VII items.

REPAIR PARTS AND COMPONENTSSUPPORT– CLASS IX

Class IX is demand supported. Requirementsdepend upon the equipment of the forces supported andon maintenance repair policy. DA Pamphlet 710-2-2describes procedures for establishing initial stockageand determining retention of stocks. The availability ofClass IX repair parts can directly affect the readiness ofmajor weapon systems.

During the transition to war phase, initial repairparts requirements can be met through controlledexchange and cannibalization. Deploying units per-form quick-fix, combat-essential maintenance withemphasis on assembly replacements. The use of

cent rolled exchange must be intensively managed toprevent misuse.

The EAC MMC manages Class IX supply for OLSunits in the COMMZ. It computes Class IX stockagebased on the PLLs of units to be supported.

Request/RequisitionWhen stocks of noncontrolled repair parts are not on hand

within the corps, the CMMC transmits the requisition tothe CONUS ICP. For theater-controlled Class IX items,the CMMC passes untilled requirements to the EACMMC. Refer to Figure .5-2 on page 5-14. For example:

If stocks are on hand, the EAC MMC sends an MROto a theater-controlled repair parts supply company.The theater repair parts supply company then issuesthe items to the corps repair parts supply companyor consignee.If stocks are not on hand, the EAC MMC transmitsthe requisition to the CONUS ICP.

Within the COMMZ using units request requiredrepair parts from their supporting DS maintenance unit.For example:

If noncontrolled repair parts are on hand, the sup-porting DS maintenance unit issues the repair parts.The EAC MMC adjusts its stock records.If the parts are not on hand, maintenance units for-ward a requisition to the EAC MMC. The EACMMC transmits requisitions to the ICP for air ship-ment to ALOC designated units.

Distribution FlowThe EAC MMC manages the release, receipt, storage,

and issue of all repair parts except marine and rail peculiarrepair parts managed by marine maintenance and railwayequipment companies.

If the requisition is for a high priority repair part andthe part is on hand, the EAC MMC directs the issue andshipment from a repair parts supply company. The repairparts supply company is the GS source of supply for ClassIX items in the COMMZ. It maintains a combat ASL ofparts to backup the ASL lines of supported maintenanceunits. The range of that ASL is controlled initially bywartime expected usage and thereafter by suitable war-time demand criteria.

NONMILITARY PROGRAMSSUPPORT– CLASS X

Class X items support nonmilitary programs such asagriculture and economic development. Requirements

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depend upon the technological capabilities of the be tasked to store and issue Class X nonmilitary,country involved, the population to be supported, and humanitarian assistance supplies to civil agencies orthe geographic location. If resources in the AO are charitable organizations. FM 41-10 provides details oninadequate to support the civilian population, DS civil affairs supply.supply units attached to an ASB or S&S battalion may

SUPPLY MANAGEMENTSupply management is performed by the EAC MMC.

The EAC MMC is the theater control center for supplymanagement.

THE EAC MMCThe EAC MMC is the principal supply management

organization for the theater. It provides theaterwidemateriel management for all items except Class VIIIitems. It maintains theaterwide asset visibility for—

Army reserve stocks.Class III bulk fuels.Class V ammunition, guided missiles, and largerockets.Class VII major end items.Class IX theater level reparable.

The EAC MMC allocates items of supply followingpriorities established by the theater commander.This ensures that limited assets are put to the best use.The EAC MMC has the ability to evaluate and com-pare the needs of the entire theater. It controlscritical items in short supply to ensure the optimumuse of those assets. The EAC MMC consists of eightmateriel management directorates that exercise day-to-day integrated materiel management of assignedcommodities. These directorates interact closelywith the commodity commands of the CONUS-basedAMC, DLA, and GSA.

The EAC MMC is the primary interface withCONUS NICPs. It manages all theater stockage listssupplies except-

Class VI.Class VIII.ALOC Classes II and IX requisitioned by theEAC MMC and CMMCs.Classified maps.Certain COMSEC equipment.

The EAC MMC controls materiel that has beendesignated theater-controlled stock. Other materielis managed by the EAC MMC and CMMCs in

conformance with theater directives. The EACMMC exchanges information continuously withCMMCs.

The EAC MMC is responsible for the supply re-quirements for a geographic area within the COMMZ.This includes local procurement to support demands.The EAC MMC provides centralized control andmanagement for GS stocks that are theater assets. Sup-plies stored in DS SSAs are dropped from EAC MMCstock record accountability. They are not included intheater asset balances. The EAC MMC also managesthe supply of theater stocks that may be stored anddistributed by theater units.

The EAC MMC determines the quantities and typesof items to be stored at supply points. It issues MROsto release stock to COMMZ DSUs. To satisfy urgentdemands, it may laterally transfer stocks or redirect thedistribution of stocks from supply points that have anexcess on hand.

Regulated ItemsThe theater regulated items program or a senior

command element may regulate items within the ASGDSUs. The EAC MMC passes requests for regulateditems to the theater headquarters or regulating seniorcommand element for approval or disapproval. If ap-proved, requests are returned to the EAC MMC fornormal processing.

Class II, IV and VII regulated items are introducedearly in the flow. However, they are stocked in very smallquantities. Initial preplanned supply support packagesprovide the means for initial stockage to DSUs.

The EAC MMC transmits requisitions for suppliesto support operations. ALOC designated Class IX andmaintenance-related Class II items that are not theater-controlled are the exception, The EAC MMC transmitsrequisitions from ALOC units for Class IX and main-tenance related Class II ALOC to the appropriateCONUS NICP.

The EAC MMC performs a search of the area. If thesupplies are not on hand, or if the supply point is not

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authorized to release them, it transmits the requisitionsto the ICP. For example:

If the supplies are available within the area, theEAC MMC cuts an MRO directing their issue.The MRO identities the type and quantity of sup-plies and who requested them. The EAC MMCcoordinates transportation requirements with thetheater MCA. The EAC MMC informs the SSAsof the type and quantity of supplies due in and theshipment arrival time.If the supplies are not available within the AO, theEAC MMC transmits a requisition to the ICP.

SARSSThe S&S battalion and ASB use SARSS-1 programs

to facilitate receipt, storage, and issue of Class II, pack-aged III, IV, and VII supplies. Subordinate DS supplyunits use SARSS-1 programs to monitor stock on handand to transmit requisitions to the EAC MMC. As abackup procedure, couriers may carry floppy disks ofSARSS-1 to the EAC MMC.

The interface of SARSS-1 with CSSCS at ASGsprovides ASGs with asset visibility data on commandtracked items. CSSCS uses SARSS-1 data to projectprobable supply status on command tracked items in24, 48, and 72 hours increments.

SARSS 2A/2B programs provides the EAC MMCwith asset visibility. The EAC MMC uses SARSS2A/2B programs to—

Analyze demands.Compute requirements.Perform lateral issue.Control critical stocks.Make management exception decisions.

SUPPLY DISCIPLINECommanders at all levels must guard against unneces-

sary expenditures and accumulation of nonessentialstocks. Supplies that are saved become supplies whichare available when critically needed. To ensure thatsupplies will be available, support operations staff of-ficers at group and battalion level need to—

Monitor asset visibility reports.Determine realistic expenditure rates.Implement supply priorities.Ensure stocks can be moved as required.Ensure prompt evacuation of excess supplies orunserviceable equipment.Use HN resourcessible.

to the maximum extent pos-

SUPPLY SUPPORT OF OPERATIONSSupply support of operations is situationally de-

pendent. It depends on the forces deployed, on theinfrastructure in the AO, and on the expected durationof the operation. In general, normal supply supportprocedures apply, whether the support is required bycombat forces or civilian agencies which request domes-tic support. Support differs only in the quantity ofsupplies required and in the size of the ASG elementtasked to provide or to assist in providing that support.

DOMESTIC SUPPORT OPERATIONSIn supporting domestic operations, the focus is on life

sustaining functions required by the population in theisaster area. Subordinate DS supply units, platoons, ordetachments can issue individual rations, ration com-ponents for hot meals, potable water, clothing, andshelter items. They can also provide constructionmaterials required by engineer units tasked to constructtemporary “life support centers” and electrical andplumbing facilities and provide structure repairs thatenable civilian communities to recover from natural

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disasters. DS supply units can provide a wide varietyof OCIE items, ranging from tents to clothing and tools.Attached water teams can purify and distribute potablewater when commercial purification plants are unableto meet requirements.

Normally, civilian agencies handle donated goods.However, elements from DS supply units could alsobe tasked to set up for the receipt, storage, and dis-tribution of donated goods. This includes personalhygiene, comfort, and welfare items and incomingsupplies donated for disaster relief victims, rescuers,and contractors.

Personnel from a subordinate petroleum supplybattalion and companies can be tasked to respond tooil spills. Together with ASG fire fighting teams, theymay assist in the containment and clean-up of oil spills.Petroleum battalion staff officers need to prepare spillprevention, control, and countermeasure plans and spillcontingency plans.

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PEACEKEEPING OPERATIONSSupply support of PKOs depends on resources

available in the AO and the extent of civilian con-tractor, allied, and HN resources. Depending uponwhether initial stocks exist as prepositioned warreserves or operational project stock forward orafloat, GS supply units may be tasked to precon-figure packages for sustainment of initial deployingpeacekeeping forces.

Petroleum products may be procured from in-digenous sources or through other agencies outsidethe supported nation. Contracts may provide forstorage, distribution, and quality surveillance of bulkfuels within or outside the AO.

MMC teams should deploy early. This allowsfollow-on demands to be placed on the CONUSsupply system for timely shipment by SEALOC.Major end items may need to be shipped to replacedestroyed or inoperable items. Heavy equipmentunits could provide end items to allied forces or inresponse to Security Assistance programs.

Barrier and construction materials may be re-quired early for development of base camps for USand coalition forces. Engineers require construc-tion supplies to rebuild or improve roads, airfields,and bridges. Construction supplies may also beneeded to build transient centers or camps forrefugees or to repair or build hospitals, schools, ororphanages. Because of their bulk, whenever pos-sible, construction supplies should be procuredwithin the AO.

While units deploy with their PLL, repair parts arerequired to support US military equipment. Theymay be shipped to support compatible equipmentwithin the supported nation. Local procurement isrequired when equipment is leased within the AO.Refer to FM 100-23.

COMBATING TERRORISMTheater dependent, an ASG BSB may have an

attached MP unit and EOD detachment that focus oncombating terrorism in the AO. These elements mayrequire unique supplies and equipment to combatterrorism or assist local law enforcement agencies incombatting terrorism.

CONUS ASGs may direct that subordinate DS supplycompanies provide the FBI with barrier materials,protective masks, and protective clothing. Approval

from the Secretary of the Army or his representative isrequired to provide arms and combat or tacticalvehicles.

INSURGENCY OR COUNTERINSURGENCYASG elements may provide food, water, and equip-

ment for indigenous resistance forces or SOFs. Foodsupport must align with the dietary habits, customs, andtraditions of indigenous forces. Depending uponequipment deployed, bulk fuels and packaged productsmay be provided via contract from either the HN or athird country. However, remote aviation refuelingsites may be needed. Major end items could beprovided to the insurgent force as part of SecurityAssistance program. If the resources of the countryare inadequate, US forces may provide Class Xcivilian relief supplies and economic aid to the civilianpopulation. Civilian relief supplies, which might bemanaged and/or distributed by ASG units, includefood, clothing, and shelter items.

REGENERATION SUPPORTRegeneration requires large scale replacement of

supplies to rebuild attrited units to the desired levelof combat effectiveness commensurate with missionrequirements. Depending upon time and distancefactors, and the availability or nonavailability ofsecure regeneration sites in the corps or division area,ASGs may provide supplies and personnel to assist adivision, corps, or EAC support command-levelregeneration task force. If time and distance factorsinfluence the RTF to select a site within a forward CSGAO, the rear CSG and ASG could provide backupsupply support. The ASG could be tasked to through-put bulk fuels and supplies to the regeneration site.Once the RTF and attrited units reach the regenera-tion site, supply support is similar to normal supplysupport operations. Support differs only in the largequantity of supply support required to bring attritedunits to combat effectiveness and the time availableto provide that support.

Bulk FuelInitially, the ASG could arrange to have DS supply

companies set up refuel-on-the-move sites at multiplelink-up points on the line of march to the regenerationsite. Then, depending upon bulk fuel requirements andprioritized shipping instructions from the EAC MMC,the petroleum supply battalion can ship bulk fuel by railor bulk carriers to the Class III point set up at theregeneration site.

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Replacement End ItemsBased on early status reports from the attrited units,

the heavy materiel supply company could process criti-cal weapon systems and end items for immediateshipment via HET or rail car to the regeneration site.Weapon systems need to be prepared as “ready forissue.” They are to arrive at the site fueled and withammunition on board.

Rations and Health and Comfort PacksHot meals with fresh bread and pastries should be

provided at the site as soon as possible. Depending uponthe field feeding capability, a DS supply company orgeneral supply company may ship group ration com-ponents together with health and comfort packs to theregeneration site. They should also prepare to ship in-dividual and group rations to replenish unit basic loads.The RTF may contract for ice from HN resources.

Potable WaterWith showers considered an essential morale factor,

a water point from the DS supply company could beamong the first elements tasked to move to the regenera-tion site, even if that site were set up in the corps reararea. The DS supply company could then ship potablewater to the regeneration site to support requirementsfor hot showers, ration preparation, drinking water, andmedical treatment requirements.

Construction and Fortification MaterialsDepending upon local facilities at the regeneration

site, a DS supply company or general supply companymay ship construction and fortification materials to theregeneration site for engineer construction of required

facilities. Due to time factors, it may be more efficientfor procurement personnel to purchase prefabricatedfacilities or construction materials from the HN or localbuilding suppliers.

Individual and OrganizationalClothing and Equipment

Based on the tactical environment, chemical defenseequipment may have to be prepackaged in preplannedpush packages for immediate priority shipment to theregeneration site. MOPP gear, M291 Skin Decon-tamination Kits, M295 Decontamination Kit, individualequipment, and bulk decontamination supplies may berequired at the initial rest site. Uniforms are providedthrough laundry team support operations at the site.Though not a priority, replacement OCIE could also beprepackaged to replace lost or damaged equipment.Assessment teams should have identified requirementsfor replacement of lost or damaged OCIE.

Repair PartsEarly status reports from the attrited units and the

type of MSTs sent to the regeneration site can alert ASGS&S branch personnel to the requirement for uniqueAVIM or missile repair parts. The repair parts supplycompany can package common repair parts to restockunit PLLs.

PX Exchange ItemsBased on the existence of AFFES tactical field ex-

changes in theater, PX exchange items could be sold tosoldiers to help raise their morale and reduce some ofthe stressors of combat.

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Chapter 6

Maintenance Support

Maintenance support improves and sustains thereadiness of weapon systems and materiel systems.Maintenance optimizes the quantity and quality ofmateriel available for use. It maintains materiel in anoperational status, restores it to a serviceable condi-tion, or improves its performance or reliability. Sincereplacement equipment is scarce on the battlefield, therepair and reissue of an item is often the most expedientway to make equipment available.

CONTENTSPage

ASG MAINTENANCE MISSION ANDORGANIZATION . . . . . . . . . . . . . . . . ...6-1

PLANNING AND COORDINATINGMAINTENANCE SUPPORT . . . . . . . ...6-2

COMMODITY MAINTENANCE . . . . . . . . . . . . . . ...6-4MAINTENANCE MANAGEMENT . . . . . . . . . . . . . . . 6-7

ASG MAINTENANCE MISSION AND ORGANIZATIONASG maintenance resources concentrate on repair

and return of weapon systems to operational condi-tion. ASGs provide DS maintenance on an areasupport basis to units in or passing through their AO.They provide GS maintenance in support of thetheater supply system. They also provide reinforcingDS maintenance to one or more corps.

A given ASG may provide GS maintenance forsome commodities or it may concentrate exclusivelyon DS maintenance. The maintenance support or-ganization is tailored to maintenance man hourrequirements. Within an ASG AO, it may consist notonly of TOE commodity maintenance organizationsbut also of allied or HN maintenance support or-ganizations and forward-deployed LSE/AMC civilianor contract maintenance elements. LSE elements,described in Chapter 9, provide technical assistanceto maintenance organizations within the area andwork load all sustainment maintenance capability.

ASG MAINTENANCE MISSIONASG maintenance units provide DS/GS maintenance

support to units in and passing through the COMMZ.Following is information on the mission of ASG main-tenance units and augmenting maintenance teams.

DS Maintenance MissionDS maintenance focuses on repair and return to the

user. Units turn in unserviceable items to their support-ing DS maintenance unit. They request replacementitems from the Supply Support Activity. Items that canbe repaired by the DS maintenance unit are returned tothe SSA. Items that cannot be repaired are evacuatedto the GS maintenance level for repair.

Each ASG provides DS maintenance on an areabasis. DS maintenance includes all maintenancefunctions beyond the limits of unit maintenance andwithin the restrictions placed on DS maintenanceunits’ METT-T. The DS maintenance organization isbased on the repair requirements of units supportedby the ASG. All units located in, or temporarily in,the ASG’s AO are eligible to receive DS maintenancesupport from the ASG.

Typical operations performed by DS maintenanceunits include —

Diagnosing and isolating materiel or module mal-functions. This includes repair, adjustment, andalignment of modules that can be readily com-pleted with assigned tools and TMDE.Repairing unserviceable, economically reparablemateriel needing services beyond unit maintenancelids, but within parameters established in main-tenance documentation for DS maintenance.Providing repair parts to supported units toreplenish their PLLs and repair parts to supportthe DS maintenance operations.Providing assistance to supported units to helpthem inspect and appraise unserviceable equip-ment.Evaluating unserviceable assets and providing dis-position recommendations. This includes assis-tance in performing preliminary battle damageassessment.Backup recovery assistance beyond the owningunit’s capability, though recovering equipment isthe owning unit’s responsibility.

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ASG DS maintenance units also provide DSmaintenance support to reinforce the corps. DSmaintenance work load that cannot be accomplishedby corps DS maintenance units’ METT-T is reportedto the CMMC. The CMMC then reports the statusof major end items to the MMC. If the items areurgently required, the unserviceable assets may berouted to an ASG maintenance unit.

All DS maintenance units also have a repair partssupply mission. Their ASL supports the PLLs of unitsin their area. They maintain a shop stock to supporttheir base and MST operations. DS maintenanceunits obtain their repair parts from the GS repairparts supply company. GS maintenance units do notprovide repair parts to support DS maintenance units.

GS Maintenance MissionGS maintenance returns items to the theater supp-

ly system for issue. ASG GS maintenance units areintroduced into a theater when necessary to preservethe required levels of specific commodities or weaponsystems. They concentrate repair efforts on the itemsidentified by the EAC support command. The MMCidentifies GS maintenance requirements and coor-dinates the work load with the LSE. Depending uponthe type of equipment to be repaired and the facilitiesavailable, GS maintenance units may use bay shop, jobshop, and production-line methods.

Typical operations performed by GS maintenanceunits include —

Repairing end items and modules for return to thesupply system.Diagnosing and isolating malfunctions.Repairing modules involving significant technicalprocedures.Repairing heavy bodies, hulls, turrets, and frames.Fabricating or manufacturing repair parts, assemblies,components, jigs, and fixtures with prior approvalfrom the EAC support command MMC.Performing limited depot-level maintenance onselected items when directed by the LSE.Performing DS maintenance when directed by theLSE.

ASG MAINTENANCE SUPPORT ORGANIZATIONThe ASG maintenance organization depends on the

availability of maintenance resources that can beprovided by allied or HN maintenance organizationsand civilian contractors. The forces in the theater, tac-tics being used, geographic features, services availablefrom HNs, and other variables must be assessed beforea maintenance structure can be recommended. Certaintypes of Army deployments may not require GS main-tenance at all. If justified by work load, a DS/GSmaintenance battalion may be attached to an ASG tocommand and direct three to seven maintenance units.DS maintenance units and augmentation teams may beattached to a DS/GS maintenance battalion or to amultifunctional ASB.

PLANNING AND COORDINATING MAINTENANCE SUPPORT

ASG maintenance branch personnel focus on tailor-ing maintenance resources to support the initialstages of an operation and then expanding thoseresources to performing the detailed maintenance re-quired as the operational force matures.

It may be necessary to establish maintenancefacilities in a third country support base. Equipmentrequiring GS maintenance could be transported by back-haul air or sea carrier to the third country support base.

AR 750-1 prescribes Army maintenance policy.Table 6-1 provides a useful maintenance support plan-ning checklist.

MAINTENANCE BRANCHMaintenance branch personnel assigned to the

ASG support operations directorate develop estimates

6-2

and plans to ensure efficient accomplishment ofcurrent and future maintenance missions. They areresponsible for detailed planning and accomplish-ment of ASG maintenance support programs andnonroutine procedures. They monitor SAMS-2status reports concerning production and projecttrends in maintenance work load and future task-ings.

Maintenance branch personnel routinely inspectmaintenance shops to evaluate shop facilities, opera-tions, and adherence to maintenance procedures.They provide technical guidance and assistance to en-sure that critical work orders are completed on timeand maintenance is accomplished as programmed.They measure customer satisfaction and investigateinstances of dissatisfaction.

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As required, maintenance branch personnel resolvemaintenance problems or discrepancies not resolvedat the battalion level. Maintenance branch personnel mayrecommend redistribution of maintenance resources.They may shift maintenance assets from one battalion toanother in response to shifts in work load.

The attachment of a maintenance unit performingspecialized maintenance may necessitate a correspond-ing change in the staff of the maintenance branch.

SUPPLY AND SERVICES BRANCHPersonnel assigned to the supply and services branch,

support operations directorate, ensure that critical repairparts are available to ASG maintenance units. They

monitor consumption of repair parts and components.They resolve problems or conflicts at maintenance unitsrelated to repair parts availability.

HN SUPPORTLOGISTICS DIRECTORATE

HN support logistics directorate personnel workwith attached CA teams in coordinating the militaryacquisition of civilian property, facilities, and main-tenance service for military use. They coordinate withthe CA public works team on utilities operations. Theyalso provide advice and assistance to engineer elementson the construction, operation, and maintenance ofpublic works and utilities.

COMMODITY MAINTENANCEA maintenance battalion and units are attached to an

ASG to provide maintenance support for ground equip-ment. In addition, specialized maintenance units andteams may be attached to perform AVIM, missile main-tenance, airdrop equipment maintenance, and TMDEmaintenance.

GROUND EQUIPMENT MAINTENANCEConventional support ground equipment main-

tenance is accomplished by maintenance battalionsassigned or attached to ASG. A maintenance battalioncan command and direct three to seven maintenanceunits. It is cost effective to combine administrativesupport for DS and GS maintenance units. Two typesof maintenance companies can be assigned to thesebattalions–

Maintenance company (DS) (EAC support com-mand).Maintenance company (GS).

Maintenance Battalions, DS or GSThe maintenance battalion’s HHD provides command

and tactical, training, administrative, and technicaloperational supervision. Refer back to Figure 2-12 onpage 2-16. All ASGs have a DS maintenance mission.

Battalion staff officers exercise staff supervision overthe battalion’s technical maintenance support mission andresources. They provide advice and assistance in theircommodity specialties to the maintenance staff ofsubordinate units relative to maintenance problems, pro-cedure, and requirements. They inspect maintenanceactivities and recommend ways to alleviate excessive

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backlogs, low production ratio, repair parts shortages, andmaintenance personnel shortages in subordinate units.

Maintenance Companies (DS)DS maintenance companies provide maintenance on

an area support basis. They also provide repair parts tounits located in or passing through the ASG’s AOR. Todo this, they must maintain an ASL that encompassessupported unit requirements. DS maintenance unitsalso provide backup recovery for supported units. Asrequested, they provide technical assistance and on-site maintenance.

DS maintenance units provide support by receivingitems, repairing them, and returning them to the user.Controlled exchange, cannibalization, battlefield damagerepair, and other field expedients may be used to com-plete repairs within the guidelines on maintenanceallocation charts. Excess backlog may be redirected bythe EAC support command MMC to another DSU. Itmay be redirected to a GSU by EAC support commandMMC, in coordination with the LSE. The LSE maycoordinate with the EAC support command MMC topass forward excess GS work load to a DSU, providingthe DSU has the capacity and is provided the necessarytools, TMDE, and repair parts.

Four organic mobile maintenance teams provideon-site customer support. Additional maintenanceteams may be attached as required. Additional al-location of these teams can be made based on knownor projected maintenance requirements of units pass-ing through or scheduled to pass through the DSmaintenance unit’s AOR.

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Teams that may be attached to DS maintenance com-panies include the–

Turbine engine repair team LA.Engineer equipment repair team LB.Track vehicle repair team LC.Radar repair team LF.Wheel vehicle repair team LG.Communications-electronics repair team LH.Tank turret repair team LI.Thermal sight bottle charging and cleaning stationrepair team LJ.NICAD battery charge team LK.ORF maintenance team LL.Controlled cryptographic equipment repair teamLM.Fabric repair team LN.Mobile maintenance repair team LO.Light infantry division support team LP.TACFIRE repair team LQ.Unattended aerial vehicle equipment repair teamLR.Towed artillery support team LS.Self-propelled artillery support team LT.MLRS support team LU.

Ordnance (Maintenance) Company, GSThe GS Maintenance Company provides GS main-

tenance commensurate with stated capabilities forconventional equipment end items and components forreturn to the supply system. The end items and com-ponents repaired are dependent upon the type of repairplatoons assigned to the base company. The base com-pany is composed of the Company Headquarters,Maintenance Control Section, Service/Lift Section, anda Supply Section. Any combination of up to fiveplatoons may be assigned to a company. A requirementfor more than five platoons results in the need for anadditional company.

The platoons attached to the base company areTOEs 43549LB-LK and areas follows:

Track vehicle repair platoon.Wheeled vehicle repair platoon.Construction equipment repair platoon.Armament equipment repair platoon.

Power generation equipment repair platoon.Quartermaster chemical equipment repair platoon.Signal communications equipment repair platoon.Radar, digital equipment, special electronic devices,and automatic test equipment repair platoon.Communications security and intelligence electronicwarfare equipment repair platoon.Theater communications security office of record/in-ventory control platoon.

AVIATION MAINTENANCEAVIM units are assigned to the EAC support com-

mand and attached to ASGs based on aircraft density.They provide AVIM on an area basis throughout theCOMMZ. FM 1-500 describes Army aviation main-tenance.

Army AVIM support may be performed in a thirdcountry support base by a cross-service arrangementwith USAF elements located in the third country.Support may also be provided as a result of a contractwith commercial aircraft maintenance facilities orthe HN.

Aviation Maintenance Battalion, OLSAn AVIM battalion HHD could be attached to an

ASG to command and control AVIM units when morethan one AVIM unit is required. The battalion or-ganization is shown in Figure 2-13.

AVIM CompaniesAVIM companies perform aviation intermediate

level aircraft maintenance on an area support basis.They perform maintenance on Army aircraft, aircraftarmament, and avionics components. AVIM unitsalso provide aviation unique repair parts to supportedunits. They provide reinforcing aircraft recoverypreparation rigging and nonstandard rigging for air orground recovery.

AVIM units dispatch MSTs on call to supportedunits when their AVUM/AVIM maintenance capabilityis exceeded and when necessary to support aircraftrecovery. The EAC support command MMC controlsoverload work flow from corps AVIM units. The MMCcontrols the work flow and priorities for AVIM units.It provides disposition instructions for jobs requiringrepair time in excess of the prescribed limit. Unservice-able reparable components that exceed AVIM capabilityor which exceed time/cost limits are evacuated to aretrograde processing point.

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AMC Aviation Classification Repair Activity DepotAn aviation classification repair activity depot could

deploy to a third country support base to provideselected depot-level support and reinforcing AVIMlevel support. Depending upon terrain availability, itcould collocate with an ASG.

MISSILE MAINTENANCEASGs maintain POMCUS and Army reserve stocks.

POMCUS and Army reserve stocks contain missilesystems to enable HAWK ADA battalions andPATRIOT ADA battalions to employ in the corpsand at OLS.

A GS missile support company and system-uni-que missile maintenance elements may be attachedto an ASG maintenance battalion or ASB to providemissile maintenance and missile repair parts for airdefense and surface-to-surface missile systems. Asrequired, DS missile maintenance units and MSTsspecifically tailored for HAWK or PATRIOT mis-sile systems may also be attached. Refer back toFigures 2-7 and 2-12 on pages 2-16 and 2-23. MSTsperform on site maintenance. Base shops repairmajor items. FM 9-59 and AR 750-1 describe main-tenance organizations developed to maintain andprovide missile repair parts for air defense and landcombat weapon systems.

Missile Support Company (GS)The missile support company provides GS missile

system support for the entire theater. It provides GSmaintenance for AD and land combat weapon sys-tems. It also provides repair parts support to missilesupport units. It can be augmented with DS and GSaugmentation teams to provide support to missilesystems not normally found in the theater.

Augmentation TeamsMissile system specific or unit specific MSTs per-

form on-site maintenance. They deploy to maintenancecollection points to replace subassemblies on ADand land combat missile systems. These teams areallocated on the basis of one team per missile systemsbattalion.

Maintenance Company (DS) PATRIOTThe PATRIOT maintenance company provides DS

maintenance and missile repair parts supply to onePATRIOT ADA battalion. It is normally augmented bya PATRIOT DS/GS missile system augmentation

team. The augmentation team provides limited baseshop and two MSTs for PATRIOT-peculiar equipment,Stinger air bottle recharging, and limited Class IX mis-sile repair parts.

Ordnance Company (DS) HAWKThe Ordnance Company (DS) HAWK provides

maintenance for the HAWK missile system. It alsomaintains associated identification friend or foe, powergeneration, and air conditioning equipment as-signed to one HAWK ADA battalion. This companyalso provides missile-system peculiar repair parts tothat battalion. It may be augmented by a HAWK GSaugmentation team.

AIRDROP EQUIPMENT MAINTENANCEThe airdrop equipment repair and supply unit as-

signed to the ASG's S&S battalion repairs airdropequipment for return to theater stock. An airdropequipment repair and supply team may be attached tothe S&S battalion to provide additional DS and GSmaintenance of airdrop-peculiar equipment. Usingunits recover airdrop equipment. Recovered equip-ment is then evacuated to the airdrop equipmentrepair and supply unit for classification, repair, andreturn to theater stock. FM 10-500-9 describesairdrop equipment maintenance.

TEST, MEASUREMENT, ANDDIAGNOSTIC EQUIPMENT

TMDE is essential to maintaining equipmentreadiness. Modern weapon systems are designedwith features such as built-in test equipment andremovable modules that facilitate repair. TMDEmaintenance support is prescribed in AR 750-43,FM 9-35, and TBs 43-180 and 750-25. TB 43-180lists calibration and repair requirements.

Command of the TMDE support activities remainswith the AMC or LSE. TMDE support is providedby the element designed in TB 43-180 as responsiblefor calibration support.

TMDE UsersTMDE owners or users perform unit level main-

tenance on organic TMDE as listed in the maintenanceallocation chart. Using units may turn in unservice-able TMDE to nearby DS maintenance units. TheseDS maintenance units act as collection and distributionpoints for TMDE. Area TMDE support teams nor-mally perform TMDE support at DS maintenanceunit locations.

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Area TMDE Support TeamsMobile area TMDE support teams may deploy with

OLS maintenance units to provide TMDE calibrationand repair support capability. An area TMDE supportteam may be attached to the ASG to support its main-tenance mission as warranted by TMDE repair workload. For example, an automatic test equipment teammay be assigned to an ASG light equipment GS main-tenance company to perform GS maintenance on C-Ereplaceable units, subassemblies, modules, and printedcircuit boards. Equipment requiring support beyond thecapabilities of area TMDE support teams is evacuated toa parent TMDE maintenance company.

TMDE Maintenance CompaniesTMDE maintenance companies provide calibration

or repair support for general purpose and special pur-pose TMDE designated in TB 43-180. Each TMDEmaintenance company has an area calibration laboratory.An area calibration and repair center coordinatescalibration and repair priorities.

ASG Special Purpose TMDE SupportASG DS/GS units provide calibration and repair sup-

port for organic and supported units’ special purposeTMDE. Special purpose TMDE refers to TMDEdesigned specifically for support of one system or end item.TB 43-180 determines whether a special purpose TMDEitem is supported by the DS/GS maintenance unit or thearea TMDE support team. Maintenance of special pur-pose TMDE not identified in TB 43-180 as requiring USArmy TMDE Activity support is the mission responsibilityof the system dedicated DS/GS maintenance unit. DS/GSmaintenance companies—

Establish and maintain an instrument master refer-ence file.Provide supported units with a recall schedule.Provide calibration and repair support.Inform supported units of delinquent special pur-pose TMDE.

MAINTENANCE MANAGEMENTMaintenance management is the process of setting

maintenance objectives and goals and ensuring thatthey are met. Management actions are taken whennecessary to ensure that customer demands are satis-fied and that maintenance resources are used efficiently.AR 750-1 provides the principles, concepts, and ob-jectives of maintenance management.

ASGs and battalions manage maintenance throughtheir maintenance branches. Routine day-to-day main-tenance support is managed by battalion and ASGmaintenance branch personnel. The EAC supportcommand headquarters manage maintenance programsin the theater through their MMC. The maintenancework load is managed by the EAC support commandMMC in support of the supply and maintenance pro-gram. GS maintenance is performed in response todirections from the EAC support command MMC. TheMMC monitor evacuation and change evacuationpriorities as necessary.

The MMC provides centralized maintenance manage-ment. The MMC has theaterwide visibility of assetsand requirements. It apportions the theater GS main-tenance work load among the EAC support command.GS level maintenance units concentrate on repairingweapon systems and items specified by the LSE. Incoordination with the LSE, the MMC may direct

evacuation of Class VII assets to a GS maintenance unitfor DS repairs.

EAC SUPPORT COMMAND MMCThe EAC support command MMC provides central-

ized control and maintenance management for allmaintenance activities, except medical equipment, withinthe EAC support command’ geographic areas of respon-sibility. It is the central data collection and analysiselement for all maintenance activities belonging to theEAC support command. It gathers, maintains, analyzes,and acts on maintenance management information systemdata. The EAC support command MMC manages itsassigned portion of the repair program. It estimates thequantities of repair parts required for each repair programand forwards the parts to GS maintenance units before thework begins. The EAC support command MMC advisesthe EAC support command commander and staff on sig-nificant trends and deviations from established standardsand recommends necessary actions. It transfers workloadthat exceeds the capacity of a DS maintenance unit toanother DS maintenance unit or to a GS maintenance unitin coordination with the LSE.

ASG MAINTENANCE BRANCHASG maintenance branch personnel coordinate

maintenance support operations within the group. They

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evaluate the GS work load directed by the MMC.They provide guidance on maintenance priorities andset objectives for production. This branch also coor-dinates with the MMC for workloading of the GSUthrough the LSE. ASG and maintenance battalion/ASBmaintenance branch personnel set maintenance objec-tives and goals and ensure that they are met. They dothis by–

Forecasting maintenance work load and planningfor the accomplishment of the mission.Obtaining, organizing, directing, coordinating,controlling, and evacuating resources used toaccomplish the maintenance mission.Providing technical data and management infor-mation to help maintenance units accomplishtheir work load within the guidelines estab-lished.Determining the training, tools, TMDE, calibra-tion equipment, facilities, funds, spares, repairparts, and other supplies needed to support main-tenance technicians.

STANDARD ARMYMAINTENANCE SYSTEM

SAMS is the management information system formaintenance management. It automates basic main-tenance forms, records, and reports and providesmaintenance performance information and equip-ment readiness status.

MMC, ASGs, and battalion maintenance branchpersonnel use SAMS-2 to obtain status information andreview the performance of subordinate maintenanceunits. SAMS-2 reports enable them to monitor thestatus of major items undergoing repair in maintenancesupport facilities. SAMS-2 produces management in-formation related to work orders, shop capabilities,backlogs, manpower and parts costs, and inopera-tive equipment status.

DS and GS maintenance units use SAMS-1 toschedule equipment maintenance and calibration.SAMS-1 produces work order numbers and requisi-tions parts. It manages bench stock, shop work load,and shop stock.

ARMY WARRANTY PROGRAMA warranty decal identifies items and components,

parts, or assemblies of end items covered by manufac-ture warranty. The acquiring command must developprocedures to put the warranty in effect. Warranty ac-tions are suspended during combat.

Supporting maintenance units are the point of con-tact between the unit originating the warranty claimaction and the NICP serving as the DA representativewith the contractor. They process approved claim ac-tions back to the originator. They also process fundsreimbursed for cost of labor required to replace thedefective components, parts, or assemblies.

AR 700-139 provides details on the Army warrantyprogram. DA Forms 2407/5504 are used to submit war-ranty claims in accordance with DA Pamphlet 738-750to obtain reimbursement for maintenance work hoursrequired to replace the defective items.

ARMY OIL ANALYSIS PROGRAMThe AOAP maintains the operational readiness of

Army equipment. It helps detect impending com-ponent failures and conserve lubricating and hydraulicoils through application of on-condition oil changes. Oilis changed based on oil quality instead of a fixed time ormileage interval. AOAP operations are suspended incombat.

AOAP policies and responsibilities are prescribed inAR 750-1. AOAP is mandatory at all levels of maintenanceoperations for the materiel identified in DA Pamphlet738-750. TB 43-0210 and DA Pamphlet 738-750detail analysis intervals and operating procedures.

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Chapter 7

Field Services Support

Field services enhance the quality of life of servicepersonnel. They affect the health, sanitation, welfare,and morale of soldiers. ASGs provide field services onan area support basis to units within or travelingthrough the ASG AO. They also provide backup fieldservices support to the COSCOM. Field services in-clude field feeding, water purification, airdrop,mortuary affairs, laundry and shower, and clothing andlight textile repair. Whenever possible, ASGs use theresources indigenous to the AO to offset requirementsfor field services support.

CONTENTSPage

ASG FIELD SERVICES MISSION ANDORGANIZATION . . . . . . . . . . . . . . . . . ...7-1

PLANNING AND COORDINATINGFIELD SERVICES SUPPORT . . . . . . . ...7-1

FIELD SERVICES . . . . . . . . . . . . . . . . . . . . . . . . . . ...7-4FIELD SERVICES SUPPORT OF

OPERATIONS . . . . . . . . . . . . . . . . . . . . ...7-9

ASG FIELD SERVICES MISSION AND ORGANIZATIONThe requirement for field services support and sub-

sequent deployment of field services organizationalelements depend on the availability of similar servicesin the AO. Whenever possible, CA teams will contractfor field services support to offset requirements todeploy ASG field services elements.

ASG FIELD SERVICES MISSIONThe ASG’s field services mission will be dictated by

the situation and requirements to support operations otherthan war or war. Essentially, field services are providedto enhance soldier quality of life. Table 7-1, see page 7-2and 7-3 lists the mission capabilities of units that may beattached to ASG organizations to provide field services.

ASG FIELD SERVICESSUPPORT ORGANIZATION

Requirements may require a support organization ofteams, detachments, or platoons, rather than completeunits. For example, a field services unit can be attachedto a multifunctional ASB or functional S&S battalion.Though the field services unit is designed to support 18,500troops, the unit’s organization includes seven showerteams and two laundry sections. This organization lends

itself to employment in support of diverse situations, toinclude operations other than war. (Teams from a ForceProvider company may be attached to an ASB taskedto set up and operate force provider modules at anintermediate staging base. Teams from a Force ProviderCompany may later form part of the slice of support forcivilians during domestic support operations or for USand allied forces during peacekeeping support opera-tions. As the theater matures, a complete field servicesunit may be attached to a multifunctional ASB or func-tional S&S battalion.

An airdrop supply detachment can be attached to anASB operating an intermediate staging base to preparesupplies to airdrop on a daily basis into the AO insupport of insurgency and counterinsurgency opera-tions. In a mature theater, a heavy airdrop supplycompany and airdrop equipment repair and supplycompany are attached to an S&S battalion.

Attachment of an MA company to an S&S battaliondepends on whether mortuary support exists in the AO.The norm will be to immediately fly remains to aCONUS mortuary.

PLANNING AND COORDINATING FIELD SERVICES SUPPORTASG field services support depends upon force evacuation of remains to CONUS. Laundry and shower

structure requirements, field services work loads, and support depend on an adequate water supply. When-the availability of HN or contractor support in the ever possible, ASG S&S branch personnel, HNSAO. Airdrop resupply requirements depend on the logistics directorate personnel, and CA teams willsituation and when resupply LOCs can be established. plan and coordinate ways to use support existing inMA support depends on the MA subprogram in effect the AO to offset deployment of field services supportand whether the situation prohibits immediate elements.

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SUPPLY AND SERVICES BRANCHASG supply and services branch personnel coordinate

with the HNS logistics directorate and attached CAteams in determining which field services can be offsetby HNS or local contracts. Table 7-2 lists areas for S&Sbranch personnel to consider when planning whether todeploy field services support elements and which ele-ments to deploy.

S&S branch personnel coordinate site requirementswith the ROC (ASG). They provide the ROC (ASG)with a logistics support overlay depicting locations andscheduled time for field services support. S&S branchpersonnel provide technical advice and assistance tosubordinate S&S branch personnel and field servicesunits. They ensure compliance with directed policies,procedures, and the service support order. They pro-vide status reports to the ASG commander and supportoperations staff on shortages in support. They alsorecommend shifts in supported customer lists to enablea shift in priority from providing field services supportto providing supplies.

As required, S&S branch personnel coordinate withMCTs on requirements to move rigged loads to depar-ture airfields. They coordinate water requirements withsupporting engineer elements for shower and laundrysupport. They coordinate with an RTF on shower andlaundry requirements to support attrited units atregeneration sites.

HNS LOGISTICS DIRECTORATEHN logistics directorate personnel coordinate with

the ASG’s CA battalion relative to military require-ments for and acquisition of support to offset requirementsfor field services. For example, CA teams may contractfor general custodial services, to include laundry, bar-ber, and other service to support peacekeeping forces.

AIRDROP PLANNINGCONSIDERATIONS

FM 101-10-1/2 provides airdrop resupply planningfactors. S&S branch personnel can use these factors todetermine the airdrop supply and airdrop equipmentrepair force structure needed to support the work loadand the type of airdrop delivery. FM 10-500-1 describesairdrop requests procedures, recovery and evacuationprocedures, and planning considerations.

To provide more timely response to crisis situationsand emergency requests, the heavy airdrop supplycompany can maintain a small stock of prorogued high-priority supplies, such as ammunition, medical supplies,and rations. The EAC support command MMC canassist ASG S&S branch personnel in planning airdropequipment operational projects for selected high-risktheaters.

MA PLANNING CONSIDERATIONSThe Joint Mortuary Affairs Office provides guidance

on MA support of allied and enemy dead. Movingremains to the rear area depends on the transportationavailable and the work load at each of the collectionpoints. Prior coordination with the Military AirliftCommand is required to arrange for air evacuation ofremains to CONUS port of entry mortuaries.

OTHER FIELD SERVICESPLANNING CONSIDERATIONS

Other field services are provided by a field servicescompany designed to support 11,351 troops. While theTOE is designed to provide seven shower teams and twolaundry sections, requirements may necessitate furthersplitting or tailoring company elements. The modulardesign of force provider equipment helps to offset thelimitations of the field services company’s TOE design.

FIELD SERVICESFuture conflicts may erupt on short notice in field services are provided through HNS or local con-

remote areas without existing logistics facilities. tracts and as the tactical situation permits. They helpSome field services are required on the battlefield at maintain the health, morale, and welfare of service per-the onset of conflicts. Aerial resupply ensures that sonnel. Field services include:critical supplies and equipment are made available Airdrop.to support our forces following initial airdrop ofaccompanying equipment in supplies. MA services MA.maintain the morale of service personnel and comply Bakery service.with the rules of land warfare, international law, and Shower.international agreements. Whenever possible, other Laundry.

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Renovation.Decontamination.

AIRDROP RESUPPLYThe longer the LOC and the more vulnerable land

supply lines become, the greater will be the need foremergency airdrop resupply support. Airdrop resupplyoperations can extend all LOCs. They add flexibilityto the distribution system. Depending upon require-ments, ammunition, bottled water, individual rations,and protective outer garments can be airdropped tosupport US soldiers when land LOCs are disrupted.Aerial delivery operations may also provide emergencyrelief operations supplies for refugees and surrenderingenemy personnel. Prerigging emergency items en-sures immediate delivery. The EAC supportcommand MMC monitors the status of requests forrigging equipment and containers. Until convoy resupplyoperations can be established, every supply unit shouldset up a sling load area to rig supplies. Rigging proce-dures are in FM 10-500 series manuals. ASG airdropunits support resupply operations in the ASG area ofoperations and in corps areas on order.

Preplanned SupportContingency items to support emergency aerial

delivery are stored in depots and warehouses. S&Sbranch staff officers can estimate airdrop work loadand air delivery equipment stockage levels basedupon planning factors in FM 101-10-1/2. Preplannedairdrop resupply requests can be programmed in ad-vance to support initial insertion of a combat unit ora division task force into an area with an undevelopedlogistics base. Prerigged critical supplies and equip-ment can be setup as an operational project to supportSOFs or a contingency. The MMC must have theauthority to release requested rigging items stock-piled in CONUS depots.

Immediate Airdrop Resupply RequestThese requests result from unanticipated, urgent, or

priority requirements. Immediate airdrop resupplymissions can be critical to a tactical mission or to thesurvival of a unit. The airlift control center eitherdiverts or cancels preplanned missions or generates astandby sortie.

ASG Supporting UnitsA heavy airdrop supply company and supporting

airdrop equipment repair and supply company can beassigned to the ASG’s S&S battalion. These companies

typically operate at or near a major Air Force terminal.FM 10-500-9 describes the operations of these units.The ASG coordinates the ground transportation to getsupplies to the heavy airdrop supply unit and then tothe departure airfield. For example:

The heavy airdrop supply company focuses onproviding airdrop resupply support to elements inthe corps and to forward areas when corps lightairdrop supply units are unable to provide airdropresupply support. Personnel assigned to this unitcan pack parachutes and rig containers and plat-form loads up to 42,000 pounds to airdrop 200short tons of supplies per day. They help loadsupplies and equipment into the aircraft. Anairdrop supply detachment can be attached to pro-vide increased capabilities.The airdrop equipment repair and supply com-pany provides airdrop supplies and equipment, toinclude parachutes and airdrop platforms. Itprovides airdrop equipment repair and supplysupport to the heavy airdrop supply company andto corps light airdrop supply companies allocatedto the supported corps. It also provides DS andGS maintenance of airdrop equipment.

RecoveryThe unit receiving airdrop resupply is responsible for

recovering and initially evacuating airdrop equipment tothe nearest salvage collection point. Aerial delivery equip-ment improperly stored by field personnel can becomeunserviceable. Recovered equipment must be evacuatedto the airdrop equipment repair and supply company. Thecorps light airdrop supply company retains serviceableitems. Unserviceable items are further retrograded to theairdrop repair and supply company in the EAC supportcommand. The CMMC coordinates this retrograde withthe supporting EAC support command MMC. FM 101-10-1/2 provides a table that can be used to computeestimated recovery rates of air delivery equipment.

NBC ConcernsThere are no decontamination procedures for

removing contamination from the nylon components ofairdrop equipment. Contaminated equipment that can-not be decontaminated must be disposed of inaccordance with FM 3-5, Contaminated airdrop equip-ment is not allowed on board an airdrop aircraft. Indoorstorage facilities and protective cover for items storedin the open reduce the requirement to decontaminateairdrop equipment.

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MORTUARY AFFAIRS SUPPORTMA subprograms provide for the search, recovery,

identification, and disposition of the remains of USmilitary, allied, and enemy dead and their personaleffects. MA support can be tailored to the tacticalsituation. Depending upon the MA subprogram in ef-fect, remains may be evacuated to a mortuary or to atemporary cemetery for processing and disposition.

Overseas mortuaries can provide initial care andservices for remains before evacuating them toCONUS. Remains are evacuated to mortuaries in thetheater for shipment out of theater as long astransportation permits. In recent OOTW, remainshave been evacuated directly from the battlefield toCONUS port of entry mortuaries. During combat,the commander of the lowest organizational elementis responsible for the initial search within his area tofind, initially identify, and evacuate deceased person-nel. When the situation prohibits immediateevacuation to CONUS, remains may have to be tem-porarily interred within the theater. When possible,the use of temporary cemeteries will be confined toOLS. A EAC support command MA company canoperate two temporary cemeteries or one in-theatermortuary and one personal effects depot. FM 10-63provides detailed guidance on handling deceased per-sonnel in theaters of operations.

Mortuary Affairs CompanyAn MA company may be assigned or attached to the

S&S battalion of an ASG. It sets up collection pointsthroughout the ASG area. This company is allocated onthe basis of one company per approximately 166,000soldiers in the theater at OLS. ASG collection pointsand personal effects depot also receive and processremains and personal effects evacuated to them bycorps. The MA company consists of a —

Collection Platoon. The collection platoon canoperate five area collection points in the theater armyarea. Collection point sites should be near the MSR anda medical unit. In urban areas, collection points couldset up operations in a funeral parlor, an ice plant, a coldstorage facility, or a house. Each collection point canreceive and conduct initial identification for ap-proximately 20 remains per day. When required andauthorized by higher headquarters, they conduct orassist in mass casualty burials.

Personal Effects Depot Detachment. This detach-ment operates the personal effects depot in support of

the theater. Personal effects depot personnel receive,inventory, store, and process personal effects ofdeceased, missing, captured, and medically evacuatedUS personnel as well as deceased allied and enemypersonnel.

Temporary Cemetery or Mortuary Platoons. Duringthe mortuary affairs program, two cemetery or mortuaryplatoons can receive remains from collection pointsthroughout the theater. They can conduct additionalidentification processing and inter approximately 200remains per day at each of the two temporarycemeteries. HNS and EPW personnel maybe used inthe interment process and to maintain cemeteries.

During the concurrent return program, these platoonscombine to operate one theater evacuation point or onein-theater mortuary. TDA augmentation is required toprovide civil service embalmers and identificationspecialists. HNS maybe used to augment administra-tive and maintenance functions.

NBC ConcernsRemains of personnel killed by NBC warfare will not

be evacuated from the contaminated area until mor-tuary affairs units have decontaminated the remains.The high number of deaths may require trench burialsin the contaminated areas. Disinterment and decon-tamination can begin when the tactical and evacuationsituation permits.

BAKERY SERVICEBread or bread-like products are essential com-

ponents of group ration meals. Pouch bread is theinitial source on the battlefield. At the unit level, theM59 field range outfit can be used to bake biscuits,rolls, and cornbread. Depending upon the tacticalsituation, fresh baked bread or bread products maybeprovided either by HNS bakeries or existing AAFESbakeries attached to the GS supply company of a sub-ordinate S&S battalion.

SHOWERSoldiers are to receive bath service support at least

once a week and more often under extreme battlefieldconditions. Supported personnel assist insetting up showerequipment. Some bath teams operate independently anddo not provide a clothing exchange service. Othersprovide baths, clothing exchange, and, if necessary, delous-ing service. FM 21-10 discusses delousing operations.

In arid regions, the parent battalion coordinates withthe supporting MCT to have water delivered to the

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bath site. Approximately 1,100 gallons per hour areneeded for each nine shower head bath unit. Theparent battalion coordinates with a supporting en-gineer unit for preparing the water site. Thoughbath water can be nonpotable, it must be free ofwaterborne disease-producing parasites. When indoubt, request preventive medicine support indetermining the safety of the water for bathing.

LAUNDRYFixed, permanent laundry facilities may be avail-

able in the AO. If available, commercial or HNlaundry and renovation services should be used. Con-tracts may be let to have civilians or HN personneloperate commercial laundries in support of require-ments.

In areas with no existing laundry facilities, a fieldservices company, DS may be attached to a subor-dinate S&S battalion or ASB to support organizationallaundry requirements. Its two laundry sections havethe capability to process 7.2 pounds of laundry persoldier per week in support of 11,351 troops.

Battalion S4s request organizational laundry sup-port. The sections launder organizational laundryitems separately so that the same items that were sentto the laundry can be returned to the unit. Supportedunits are responsible for delivering and picking uporganizational laundry. FM 10-280 describes opera-tion of the mobile field laundry.

A GS-level laundry and renovation company mayalso be attached to a subordinate S&S battalion. Thiscompany launders and renovates clothing and lightweighttextiles for return to the supply system. For example,seasonal items processed by this company are sent to thegeneral supply company. Reparable items are returnedfrom the corps to this GS laundry and renovation unitfor service.

Laundry Site RequirementsLaundry sections need to locate near a water supply.

Each laundry section uses about 500 gallons of water anhour. If there is no fresh water supply in the area,laundry sections use a 3,000-gallon collapsible fabricwater tank. Laundry sites should be on sloping, well-drained ground that will support laundry trailers andvehicles in any weather. FM 10-280 provides details onsite selection. It also describes how to set up, operate,and maintain laundry equipment. FM 10-27-2 providessuggested layouts for laundry sections.

Environmental Waste Water RestrictionAR 700-135 requires approval from the environmen-

tal agency in the host country before disposal of laundrywaste water. Waste water can be drained into the waterdownstream from the laundry setup or into drainageditches or settlement pools.

RENOVATIONRenovation includes attaching buttons, slide fas-

teners, snaps, sewing, and sizing. FM 10-16 describesclothing and textile repair and renovation support. Therenovation section of the laundry and renovationplatoon repairs clothing and lightweight textiles. Sinceclothing unfit for issue should be laundered first, therenovation section locates near the laundry sections ofthe field services company, DS. After clothing has beenrepaired, it is returned to the laundry sections to bereturned with laundered clothing or textiles.

DECONTAMINATIONIn an NBC environment, NBC decontamination

companies decontaminate personnel, equipment, andterrain as prescribed in FM 3-5. They maybe tasked todecontaminate stockpiled materiel, facilities, and ter-rain. Attached to a EAC support command chemicalbattalion, these companies provide EAC support com-mand units with decontamination support. The ASG’sNBC center team coordinates decontamination re-quirements within the ASG AO.

Contamination AvoidanceASG subordinate units use contamination avoidance

procedures to minimize decontamination requirements.See FM 3-3. For example, protective covers cansafeguard supplies and materiel. Maintenance shopssegregate contaminated from uncontaminated items tobe repaired. Properly designed areas prevent the spreadof contaminating agents. The NBC officer in the ASGSPO directorate coordinates contamination avoidanceprocedures.

ASG Unit Self DecontaminationASG subordinate units may have to decontaminate

themselves with little or no outside help. Mission effective-ness must be balanced against the time and resourcesneeded to provide partial decontamination. Thorough(formerly deliberate) decontamination should only be pur-sued when the unit is hit by a persistent chemical agentattack. The NBC officer in the ASG SPO directorateadvises the commander and supported units concerningcontamination detection and decontamination. The

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NBC element operates the NBC Warning and Reporting when available. The ASG commander determinesSystem and monitors the status of the command’s NBC which subordinate units will receive decontaminationdefense procedures and chemical assets. See FM 3-101, assistance. The sequencing of units, classes of materiel,pages 1-6 and 9-1. and specific items to receive decontamination should

ASG unit commanders establish equipment decon- be documented in the ASG FSOP. The SPO direc-tamination priorities. Equipment operators and crew torate monitors execution of the ASG decontaminationpersonnel use on-board decontamination systems program.

FIELD SERVICES SUPPORT OF OPERATIONSField services help to provide an adequate quality of

life for soldiers in the field in terms of feeding, billetinghygiene services, and morale and welfare activities. Sup-port provided differs depending on requirements andthe infrastructure existing in the AO. Using force providermodules enable field services personnel to provide supportof operations across the operational continuum.

FORCE PROVIDERForce provider modules maybe deployed into under-

developed theaters to support soldier reception. BSBand ASBs may use them to support reception, staging,and onward movement operations. ASBs may use themto support intermediate staging operations. S&S andASBs may us them to support truck drivers and pas-sengers at convoy support centers or trailer transferpoint rest sites along MSRs. They may also be used insupport of humanitarian aid and disaster relief opera-tions, NEO missions, and regeneration supportoperations. Force provider equipment may be set-up,operated, and maintained by a staff augmented by localhire personnel.

The force provider is a system that will provide restand relief for soldiers who have suffered stress as-sociated combat. One force provider company operatesup to six force provider modules that can be combinedto support a brigade sized force. The force provider isMETT-T dependent. Force Provider is operated by aquartermaster force provider company.

The force provider provides support to stagingfacilities, troop movements, and reconstitution efforts.It also provides hot meals, showers, laundry service,limited personnel services, and is environmentally con-trolled. It will be organized as a Type B unit andaugmented by contracting, host nation support or bor-rowed military manpower.

DOMESTIC SUPPORT OPERATIONSElements from field services units may deploy to

disaster sites to provide personal hygiene services such

as showers, laundry, and delousing support. Forceprovider equipment can be set up to provide billetingand field feeding facilities, showers, laundries, latrines,power generation, and water purification in support ofmilitary personnel and civilian populations. This sameequipment could be used to provide support during amass immigration emergency. ASG field services ele-ments could assist in providing the full range of servicesrequired to support immigrants for extended periods oftime until their repatriation.

Personnel assigned to an airdrop supply companycan be tasked to rig emergency food, water, and medicalsupplies for airdrop to civilian populations cut off fromnormal supply by natural disasters.

In the event of mass disasters or when mortuaryservices requirements exceed that available in thecivilian community, MA collection unit personnel canassist with search, recovery, evacuation, and identifica-tion.

PEACEKEEPING SUPPORT OPERATIONSBased on predetermined agreements or contracts,

laundry, bath, textile repair, and mortuary affairs sup-port could be provided by civilian firms in the area. Inunderdeveloped areas or where infrastructure has beendestroyed, detachments or teams from ASG field ser-vices units could provide laundry, bath, and textilerepair support on an area basis to peacekeeping supportforces. They could also be tasked to provide these fieldservices in support of foreign nationals. The MA collec-tion company could provide mortuary affairs supportthroughout the AO. MA personnel could assist withrecovery and identification operations.

INSURGENCY AND COUNTERINSURGENCYAirdrop of supplies maybe the primary field service

provided to insurgent or counterinsurgent forces. Toreduce or limit US presence, contracting officer repre-sentatives should try to arrange for shower, laundry, andrenovation support from in-country resources.

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REGENERATION SUPPORTDivision or corps level RTFs may need to request

regeneration support from the EAC support command.Modular force provider equipment could be shipped tothe regeneration site to provide soldier life supportareas at the selected regeneration site.

Depending upon the location of the regeneration siteand nonavailability of force provider equipment, showerteams and laundry teams from field services companiescould be tasked to meet the RTF advance party in a

corps rear area site to provide a hot shower and cleanclothes soon after arrival of the attrited units.

Due to scarcity of MA trained personnel, MA collec-tion point personnel may be needed to augment corpsMA collection capability. In order not to affect themorale of combat weary soldiers, collection points fromthe MA unit need to setup out of view of other soldiersupport areas. Local HN mortuaries could provideinitial support until remains can be flown to CONUSport of entry mortuaries.

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Chapter 8

Protecting the ASG Support Structure

Threats in the COMMZ cover the entire spectrumof operations from individual and small-groupterrorists and saboteurs to a well-organized combina-tion of military, partisan, terrorist, saboteur units,and individuals. The wide operational dispersionof ASG units makes them prime target for guerrilla,terrorists, and sabotage tactics, as well as coordinatedattacks by an insurgent force in OOTW Threatforces may focus on key assets, staging areas, ports,airfields, missile sites, and the theater munitionsstorage area.

Protection of the ASG logistics sustainmentbase, enabling its continuing support of corpscombat operations, is a primary concern of thecombatant commander. Rear operations protectthe ASG support structure in that they focus on —

Securing rear areas and key facilities in theCOMMZ.Preventing or minimizing enemy interferencewith command, control, and communications.

Preventing or minimizing disruption of CS andCSS forward.Providing unimpeded movement of friendlyunits throughout the COMMZ.Finding, delaying, and destroying enemy in-cursions in the COMMZ.Providing area damage control after an attackor incident.

ASGs serve as the focal point for coordinatingand controlling of rear operations in their respectiveareas. The ASG is the tactical command and controlelement for rear operations and is responsible for allaspects of rear operations.

CONTENTSPage

REAR OPERATIONS SUPPORTRESPONSIBILITY . . . . . . . . . . . . . . . . . . . . . 8-1

TERRAIN MANAGEMENT . . . . . . . . . . . . . . . . . . . . . 8-7RESPONSE FORCES AND TCF . . . . . . . . . . . . . ...8-8AREA DAMAGE CONTROL . . . . . . . . . . . . . . . . . . . . 8-8

REAR OPERATIONS SUPPORT RESPONSIBILITYEAC support command commanders decentralize

authority for rear security to subordinate ASG com-manders. ASGs have operational responsibility for rearoperations. ASG commanders coordinate, control, andexecute rear security operations within their assignedarea through a ROC (ASG). The organization for rearoperations is depicted in Figure 8-1 on page 8-2.

As explained in FM 90-23, the support structure forrear operations is based on other than normal commandrelationships. While operating on a day-to-day basis onassigned missions under normal command relationships,units may also respond to command and control head-quarters not in their normal chain of command for rearoperations missions. Even MP and engineer organizationsthat normally conduct rear operations against Level I andII threats have other primary missions. ADS maintenancecompany commander maybe a part of a cluster respondingto an engineer or transportation battalion in its rear opera-tions role. Similarly, an engineer battalion commandermay work for an engineer group commander in performingits routine missions, but be directed by the commander

of an ASG in the matter of rear operations. For thisreason, command and control of rear operations is com-plicated and is not a routine, everyday procedure.

COMMAND RESPONSIBILITYIn the COMMZ, the theater army commander is

responsible for rear operations. Because the COMMZ istypically a large geographical area with dispersed units, thetheater commander assigns responsibility for rear opera-tions to the EAC support command. For the same reasons,the EAC support command commander assigns respon-sibility to the subordinate ASG commanders.

The EAC support command commander has a EACsupport command ROC as his staff element for rearoperations. The EAC support command ROC servesas the rear operations coordinating agency for thatheadquarters. Similarly, ASGs have operationalresponsibility for rear operations within their assignedareas of responsibility. ASGs are augmented with aROC (ASG) to assist in the planning, coordination, andcontrol of rear operations activities.

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AREA RESPONSIBILITYIn the COMMZ, rear operations are controlled on

an area basis. The ASG is the most visible area com-mand. By virtue of its having real estate allocation as amission responsibility, the ASG is the most logical com-mand to control rear operations.

In his assigned portion of the EAC support commandgeographical area, the ASG commander is responsiblefor the security of all units and installations locatedwithin the area, not just units assigned or attached tothe ASG. Execution of this responsibility requires theutmost in cooperation and coordination between theASG and tenant units. This is crucial because it requiresthat the tenant units become subordinate to the ASGrelative to rear operations.

ASG CommanderThe ASG commander has responsibility for all

aspects of rear operations in his assigned territory. Hecan serve as the rear operations officer or assign thismission to another officer. Normally he remainsresponsible for the overall security of all units and instal-lations within his AO. The ASG commander has thefollowing responsibilities for forces transiting in theASG AO:

Inform commanders of transient forces of pertinentportions of the area defense plan.Inform transient force commanders of all pertinentinformation and intelligence available.Inform the EAC support command ROC of requestsfor support from transient forces.

The ASG commander has several assets to assist himin rear operations planning and execution. The staffdirector for security, plans, and operations is his chiefstaff officer for this function. Upon its arrival in the AO,

come under the command of the rear operations officer.As the situation requires, other resources, such as en-gineers, may also be directed by the rear operations officer.

ASG SPOAs the staff officer for overall security, plans, and

operations, the ASG SPO is responsible for the techni-cal operations of the ASG. He supervises rearoperations peacetime training throughout the com-mand. In coordination with the ROC (ASG) and theunit in question, he assigns the locations of all subor-dinate and tenant units. If an ROC (ASG) is notassigned or attached, his staff performs the ROC(ASG) mission as directed by the rear operationsofficer. A nucleus of rear operations staff is assignedto the SPO directorate’s rear operations branch. TheSPO also ensures that communications systems areavailable for rear operations.

Rear Operations Center (ASG)The ROC (ASG) plans, coordinates, and controls

the conduct of rear operations for the commander andserves as the link between the ASG and tenant units. Itcoordinates with other commands such as engineersand MP. It coordinates the mission and operations ofa TCF when one is committed. It provides advice andassistance to bases and base clusters.

The ROC (ASG) coordinates terrain managementin the ASG AO. As necessary, it coordinates withbase commanders from other Services and HN forces.It has tasking authority for rear security operationsover land combat units stationed within its AOR.This authority includes combat units transiting orreconstituting within the ASG’s AOR during emer-gency wartime conditions.

ROCs (ASG) perform the following functions —the ROC (ASG) augments the SPO for the planning, Provide centralized planning and coordination forcoordination, and control of rear operations. In effect, rear security operations.it becomes the primary point of contact between the Conduct direct staff coordination with the opera-commander, staff, and designated base cluster and base tions and intelligence staff at ASGs/EAC supportcommanders. command.

Rear Operations Officer Plan and coordinate security aspects of terrainActing through the ROC (ASG), the rear operations management.

officer commands and controls base clusters and inde- Coordinate with local HN assets for police and firependent bases for rear operations. The rear operations fighting support.officer establishes priorities and contingency plans for Identify all initial response forces.the defense of bases, base clusters, installations, and Assess criticality for support by response forces.other facilities in the AOR. When the rear operationsofficer so directs, MPs, critical to repelling attacks, Assess vulnerably of bases or base clusters.

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Set priorities for defense.Monitor unit activity locations and relocationswithin the AO through coordination with EACsupport command staff, the TAMCA, HN inter-face elements, and adjacent commands.Coordinate security aspects of sustainmentoperations.Review and coordinate base or base clusterdefense plans to ensure integrated mutual sup-port.Maintain information on available fire supportassets.Interface with Corps Rear CP/RAOCs.Provide current rear security information to theBCOCs/BDOCs.Assist bases in conducting battle damage assess-ment.Request ADC support from engineer battalions.Designate bases and base clusters as necessaryand appoint base/base cluster commanders.

ROCs (ASG) are Reserve Component organizationsand may not always be available. In such cases, the ASGcommander must make every effort to have the ROC(ASG) functions performed by task-organizing organicresources and by requiring that subordinate and tenantcommands provide staff officers and NCOs to performthose ROC (ASG) functions.

To assist in coordinating rear operations, ASG/EACsupport command ROCs may place a liaison team underOPCON of the TCF. The ASG may request that all Ser-vices with forces located in the ASG AOR provide liaisonpersonnel to the ROC (ASG). The Navy provides a liaisonteam to the ROC (ASG) or the highest land headquarterslocated in the harbor. That team provides naval expertiseand liaison with naval assets to support rear security opera-tions and to prepare naval fire support plans. The MarineCorps may provide liaison elements to the EAC supportcommand or ROC (ASG) to coordinate fire support forrear security operations. Liaison officers coordinateground defensive operations and procedures.

Base ClustersFor mutual security, units occupying the ASG

AOR are organized into base cluster by the ROC(ASG) acting in coordination with the SPO. TheROC (ASG) organizes base clusters based on theSPO’s requirements and recommendations for place-ment. Figure 8-2 depicts base clustering in an ASG

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AO. The ASG headquarters normally shares with four-plus units.

The ROC (ASG) appoints abase cluster commanderfrom the units in the cluster. Normally the base clustercommander is the senior commander in the base cluster.Exceptions are made in the case of a medical com-mander. Army regulations prohibit a medical officerfrom exercising command over other than medical unitsand personnel.

The base cluster commander establishes a BCOC toplan, coordinate and control rear operations among thebases in the cluster. He forms the BCOC from his ownstaff assets and from those of other elements in the cluster.

BasesIn some instances, as shown on Figure 8-2, inde-

pendent bases are formed. In coordination with thebase cluster commander, the ROC (ASG) appoints basecommanders. All units within a base come under theoperational command of the base commander forsecurity operations.

Base commanders establish a BDOC to plan andestablish organic self-defense for the base. Base unitsdivert staff from their headquarters to the BDOC.

If the base is part of a base cluster, the BDOCcommunicates with the BCOC. When faced with athreat attack above base defense capability, theBDOC requests assistance through the BCOC fromthe ROC (ASG). If the base is independent, theBDOC communicates directly with the ROC (ASG)for security planning and execution.

When a Level I attack occurs, the base defends itselfwith its own resources. Reporting channels are fol-lowed for alerting the base cluster, the ROC (ASG),and supporting MP. The attack is repelled and, ifrequired, MP pursue and neutralize or apprehend theassailants. Damage and casualty assessments are madeand reported. Base units then return to their normalmissions.

Host-Nation SupportIn most allied nations, the rear area behind the corps

rear area is a HN responsibility. The COMMZ is nor-mally sovereign territory of the friendly host-nation.As such, the US may support the HN’s overall securityresponsibility. However, the capability of HNs toprovide rear operations support must be carefullymonitored. Battle command relationships with HNforces are highly situation and theater dependent.

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In developed theaters, such as Germany or in SouthKorea, where complex alliance infrastructures have beendeveloped and tested over the years, extensive use is madeof HN forces in rear operations. Based on signed agree-ments, viable HN forces normally assume rear operationsresponsibilities in the COMMZ. The HN area com-mander may be given authority to exercise OPCON overtenant US units when an emergency exists. When the HNis viable, the ASG coordinates with HN authorities forsupport of rear security operations in the ASG area. Itnegotiates with HN authorities to ensure that support isprovided in accordance with existing agreements.

However, not all theaters have a viable HNS structurein place. In undeveloped and developing theaters, HNsupport cannot be judged reliable until it has been tested.The rear security capability and willingness of the HN maynot be sufficient. In unfriendly countries, US forces mayassume complete responsibility for rear security opera-tions.

INTELLIGENCE PREPARATION OFTHE BATTLEFIELD

Each echelon of command conducts an IPB andprovides it to its subordinate echelon. The ASG SPOdirectorate conducts a detailed IPB of the area. TheIPB process helps to identify the battlefield environ-ment ASG units operate within and the effects of thatenvironment upon mission accomplishment. The IPBprocess focuses on the battlefield’s effects on COA.FMs 34-3 and 34-130 provide a detailed discussion ofthe IPB process.

SPO Staff OfficersSPO staffs use IPB products to determine what the

threat can accomplish. ASG security staff officers focustheir intelligence operations on their area of operationsand their area of interest. They then focus the IPB efforton the logistical infrastructure, terrain, weather, andthe effects of politics, civilian press, and local popula-tion on ASG missions.

Intelligence officers distribute target lists to all ROCs(ASG). Key threat targets within ASG AO may include—

POMCUS sites.MMC and MCA.EAC support command and MMC.EAC support command and ROCs (ASG).Theater storage area for ammunition stocks.Port facilities.

Air defense missile sites.Communications center.Airfields and airbases.Reserve assembly areas.Main supply routes and MSR choke points.Key logistics sites.Class III points.ROWPUs.

Possible targets of opportunity include Class III supplypoints or Class V storage facilities. Intelligence officersneed to assess the value and vulnerability of high-valueassets such as petroleum supply points, theater storagearea, and Class VII points.

Intelligence officers identify possible measures toprotect key logistics assets. Intelligence staff officerscoordinate their efforts to provide units with an idea ofpossible enemy intentions. They identify and evaluateavenues of approach, defensible terrain, and potentialassembly and dispersal areas. They develop situationtemplates, event templates, and event matrixes.

Support Operations Staff OfficersSupport operations staffs identify specific intelligence

requirements. They may request that intelligence stafffocus on the existing transportation or telecommunicationsinfrastructures and on political or socio-economic factors.Support operations staffs analyze all characteristics ofthe AO that may affect ASG support operations. Theyassess population status overlays, weather analysis matrixterrain overlays, and other IPB products.

Support operations staffs use IPB terrain overlays toidentify positions for specific system or supply points.Support operations staffs use IPB products to assess pos-sible threat impact on LOCs, sea LOCs, and criticallogistics facilities. For example, during planning for ahumanitarian assistance operation, intelligence identifiesthe activity of local armed factions that influence theactivities of civilian relief organizations.

PROTECTIVE MEASURESASG units continue to perform CSS missions until threat

actions force them to defend themselves. However, in addi-tion to their logistics support mission, ASG soldiers have aninherent responsibility to defend themselves. Each unithas a responsibility to defend itself and to contribute tothe defense of other base units by bearing its assignedshare of the base perimeter defense. This includes suchtasks as manning observation posts and guard duty.

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As a rule, a medical unit is to be guarded by its ownpersonnel. However, US Army policy is that Article 24personnel will not be used in perimeter defense ofnonmedical units such as unit trains logistics areas orbase clusters under overall security defense plans. Ad-herence to this policy should avoid any issues regardingArticle 24 personnel’s role from noncombatant to com-batant (See FMs 8-10 and 27-10).

Supporting units in rear areas must be viewed as anextension of the fight, rather than as a disconnected, in-dustrial backup zone. ASG and subordinate battalioncommanders must decide what are acceptable risks. Theymust accept reasonable risks to continue their supportmission for as long as possible. They focus on preventingor minimizing disruption of support. Subordinate unitsmust use every measure available to avoid being engaged.

Active Protective MeasuresActive protective measures which may be employed

include—Patrols.

Reconnaissance.Fire support planning.Deception devices and operations.Initial response forces (MP).

Passive MeasuresThe scarcity of defense forces in the rear area re-

quires that units take advantage of protective measuresthat can reduce base dependence on external combatresponse forces. Examples of passive measures in-clude—

Dispersion.Camouflage.Cover and concealment.OPSEC.Protective obstacles.Sensors and surveillance devices.Observation and listening posts.

TERRAIN MANAGEMENTThe COMMZ is characterized by the presence of a

great number of units dispersed over a wide area. Theseunits are directed by an array of different commanders.They operate independently of each other in pursuingmission accomplishment. Many units in the COMMZrelocate frequently. Others are merely passing throughthe area.

The ASG provides a semblance of unity of commandby virtue of its being the real estate manager. As theallocator of real estate and facilities, the ASG com-mander is the manager of terrain. While the ASG doesnot direct any nonassigned or nonattached units in mis-sion performance, it does control them in the areas ofterrain management and security operations. Throughhis director of security, plans, and operations, the ASGcommander assigns locations and facilities to all unitslocated in or passing through his geographic AOR.

UNIT POSITIONINGDCSOPS/SPO staffs assign units to a specific area

or command based on the theater commander’s intent,the concept of operation, and unit’s mission require-ments. Unit positioning decisions are made by the ROC(ASG)/SPO in coordination with the units involved.

Two critical factors enter into the decision of assign-ing locations and facilities. They are missionrequirements and security requirements. The ROC(ASG) must also consider less critical but importantsafety factors that affect the mission such as safestorage requirements. The ROC (ASG) evaluatessecurity factors. The SPO evaluates mission require-ments. Due to mission requirements, ASG supportunits are normally positioned near main supplyroutes. This facilitates timely support. They are posi-tioned in-depth to minimize the effect of threat attackson logistics support. A transportation truck companyrequires a location on a road network. However, if thetruck unit is effectively employed, few of its personnelare available to perform security duties. Therefore,that same truck company must also be located accord-ing to its security requirements.

MOVEMENT CONTROLEAC support command and ROCs (ASG) use

input from BCOCs and BDOCs to monitor movementwithin the area. ROCs (ASG) coordinate with MPsrelative to convoy security and tracking convoys withintheir AOR.

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RESPONSE FORCES AND TCFThe necessary force is applied to eliminate the dis-

ruptive effect of the threat. There is no standard rulethat dictates when a specific type of unit or level ofresponse force is deployed to counteract the threat.Each incidence must be evaluated and compared toother requirements for the limited available resources.

RESPONSE FORCESThe EAC support command allocates response for-

ces to ASG areas. If the HN is viable, it retainsresponsibility for the response force.

Military PoliceWithin resources, area MP conduct surveillance, recon-

naissance, highway control, and escort missions withinresources. Since the MP brigade is the only tactical unitunder direct control of the EAC support command, itnormally remains under the EAC support command.However, MP battalions may employ general support tothe ASG. The EAC support command assigns areasecurity missions to the MPs. MP forces respond to re-quests for assistance passed through the ROC (ASG) tocounter and defeat Level II threat forces. MP forces mayalso support either a US or HN TCF.

Base Support Battalion MPTheater dependent, BSB MP perform limited rear

operations support tasks in response to the ROC (ASG).Their rear operations support may include—

Local security planning, coordination, and HN in-tegration.Intelligence gathering, reporting, and dissemination.Level I threat reaction or protection.Level II threat coordination with supporting US andHN MP.

Transient ForcesElements of transient forces can support area forces

in countering a surprise enemy attack that cannot bemet with assigned or attached forces. However, com-batant commander approval is required before theseforces may support an area command.

Other Response ForcesOther response forces may include—

Units undergoing reconstitution.Units of other Services.Newly arrived units.HN assets.

TACTICAL COMBAT FORCESWhen the threat exceeds response force capabilities,

BCOCs/BDOCs request additional assistance from theROC (ASG). The ROC (ASG) relays the requests forcommitment of a TCF to defeat a Level III incursionthrough the EAC support command ROC to the theateroperations staff. If the HN is viable and has respon-sibility for external base or base cluster securityoperations, the EAC support command/ROC (ASG)advises the HN representative of the requirement forthe HN TCF. If the TCF is a combined arms organiza-tion, it usually remains under the command of thetheater commander. However, EAC support commandor ASG commanders maybe given OPCON of the TCFunder special circumstances.

The TCF requests logistics support through the ROC(ASG). The ROC (ASG) notifies logistics units whenthe priority of support has been shifted to the TCF.

AREA DAMAGE CONTROLADC measures reduce the probability of damage, ROC (ASG)

minimize destructive effects, and aid in the continua- ASG commanders are responsible for planning ADCtion or re-establishment of normal support operations.ADC includes all of the actions taken to avoid or mini- operations within their area. SPO staffs plan ADC

operations in coordination with ROC (ASG) staff.mize the effects of threat activities or natural disasters.ADC measures are designed to limit damage, seal off ROC (ASG) in coordination with other ASG staff ele-

ments and tenant units focus on minimizing damage thataffected areas, save lives, salvage equipment, and re- impairs mission-essential operations. ROCs (ASG)store unit operational capability as quickly as possible.The ADC objective is to reestablish the capability of review ADC plans that area required part of base and base

cluster defense plans.affected units to perform their primary missions.

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The ROC (ASG) anticipates requirements for ADC The EAC support command commander may at-and prioritizes ADC missions. It plans large area tach engineer units under OPCON of the ASG fordeception smoke operations in coordination with units specific ADC missions or specific periods of time.in its area to minimize the possibility of damage and Theater dependent, a base support battalion controlsdeny enemy forces information about friendly activities. engineer resources for facilities protection andTable 8-1 lists ADC measures to be taken by a ROC damage recovery.(ASG) before, during, and after an incident.

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BASE SUPPORT BATTALIONTheater dependent, a base support battalion is at-

tached to an ASG. It focuses on the protection,maintenance, hardening, damage recovery, and repairof rear property. The BSB manages organic civilianengineer activities or attached utilities and fire-fightingteams. These activities or teams provide—

Repair or construction to harden facilities.Fire-fighting and protection.Rubble removal.

The BSB provides technical assistance to the ASG orunits in the area on damage control. Its staff officers

plan for and request assistance for retrograde ofthreatened supplies. They must also plan for and beprepared to execute destruction of militarily significantfacilities, equipment, and supplies (less medical) toprevent enemy capture or use. As necessary, the BSBmoves to other built-up areas to organize and performlimited damage recovery and repair of facilities andutilities for assigned missions.

HOST NATIONDepending upon bilateral agreements, the HN may

retain overall area responsibility for ADC. The USwould then have responsibility for ADC on US basesand provide ADC assistance to the HN.

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Chapter 9

Support to the ASG

METT-T determines support requirements. Thetype of operation and expected duration dictates thedegree to which support is required by the ASG. Thesource of support will be identified in the servicesupport annex of the OPORD.

If ASG elements are attached to a CSG multifunc-tional CSB or to a rear CSG functional battalion, staffshould refer to FMs 54-30 and 63-3. If supported byanother Service, ASG elements must adjust to the sup-port procedures existing in the theater.

CONTENTSPage

HOST-NATION SUPPORT . . . . . . . . . . . . . . . . . . . ...9-1LOGISTICS SUPPORT ELEMENT . . . . . . . . . . . . ...8-3ENGINEER SUPPORT . . . . . . . . . . . . . . . . . . . . . . ...8-8PERSONNEL SERVICE SUPPORT . . . . . . . . . . ...9-11COMBAT HEALTH SUPPORT . . . . . . . . . . . . . . ...9-14TRANSPORTATION SUPPORT . . . . . . . . . . . . . ...9-16OTHER COMMODITY MAINTENANCE SUPPORT .9-18MILITARY POLICE SUPPORT . . . . . . . . . . . . . . . ...9-18EXPLOSIVE ORDANCE DISPOSAL SUPPORT . . . .9-21NBC SUPPORT . . . . . . . . . . . . . . . . . . . . . . . . . . ...9-21

HOST-NATION SUPPORTHNS includes civil and military assistance provided

by a HN to forces and organizations located in or tran-siting through the HN territory. HN resources augmentthe logistics support mission. HNS must be consideredas a significant source of logistics assistance. ASGs willmake maximum use of HNS. This support may include –

Information and intelligence.Stationing support.Communications networks support.Operation of ports, railways, and MSRs.Traffic control.HN utilities.Engineer support and maintenance.Rear operations support by HN military orparamilitary units.Local area security and law enforcement.Population control.Logistics support, to include potable water, freshfruits and vegetables, bulk fuel transport, laundry,bakery, construction, and general labor.

Using HN resources reduces requirements for USforces, materiel, and services. HN personnel are moreadept at providing support due to their familiarity withlocal customs, local terrain, HN transportation net-works, and HN facilities.

HNS is theater and situation dependent. Supportdepends on the geographical area, prior agreements,the friendliness of the nations, and their willingness andability to provide support. Viable HNS may only be

available in certain areas of the world. In those areaswhere no HNS agreements exist, CA teams assigned tothe ASG’s CA battalion negotiate support agreements.The ASG’s HNS logistics directorate coordinates andmanages HNS negotiated or obtained by the CA teams.When operations occur in a foreign nation whosesovereignty remains viable and HNS exist, the HN maybe responsible for overall rear security operations.

ASG HOST-NATION SUPPORTLOGISTICS DIRECTORATE

The HNS logistics directorate determines requirementsthat can be met by employing HN resources. It coordinatesHNS requirements with the ASG's CA battalion and withlegal, contractual, and financial elements. The HNS logisticsdirectorate coordinates with the HN in identifying whichHN assets are available and what quantities can be provided.Directorate personnel coordinate HNS agreements withHN authorities and US legal elements. They maintain statusof HN support available to the ASG. In coordinating withsupporting CA teams, they keep track of the locations andcapabilities of HNS activities. They also monitor HNScontract performance, perform quality control inspectionsof HN products and services and ensure delivery andcompliance with contract agreements.

HNS logistics directorate personnel need to consider thefollowing factors when determining the suitability of usingHN resources to accomplish logistics support missions:

The HN’s capability, dependability, and willingnessto provide support.US capability to manage HN resources.

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Shortfalls in US force structure or force structurethat could be reduced by using HN resources.Operational security.Risk associated with relying on HNS for contin-gencies.

Functions and services not appropriate for a HN toprovide may include:

Command, control, and communications support.Triage and sorting casualties for evacuation.Veterinary subsistence inspection.Law and order operations over US forces.Control and maintenance of chemical ammuni-tion.Accountability and security of EPWs retained inUS custody.Medical supply accountability.Identification of US remains.

HN GOVERNMENT AGENCIESBased on agreements with the HN, HN govern-

ment agencies may provide services and operate thefollowing facilities in support of wartime require-ments:

Airfields.Railways.Highways.Waterways.Bulk petroleum distribution and storage facilities.Utilities.Medical facilities.Telephone networks.Radio and television broadcasting networks.

Even if civil authorities operate independently,ASGs normally coordinate with government agenciesthrough HN military representatives. At OLS, the reararea is the sovereign territory of the friendly HN.Police, fire companies, and border patrols may beavailable to provide support.

HN CIVILIAN FACILITIESHN civilian facilities can be converted to support logis-

tics operations. Schools can be used for headquarters orstaff office areas. Gas stations and garages may be used asmaintenance shops. Civilian truck terminals can beadapted to trailer transport terminals.

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HN MILITARY UNITSHN MP units may provide external security for US-

operated bases and ports. They may also–Control traffic.Assist with displaced persons and refugee evacuationcontrol.Escort convoys.Guard installation and air bases.

HN transportation truck units transport troops, sup-plies, and equipment and evacuate casualties. HNterminal transfer companies may assist in terminal trans-fer operations. HN maintenance units can providemaintenance for a variety of equipment. HN chemicalunits can provide decontamination, NBC reconnaisance,and smoke support.

HN SUPPLIES AND EQUIPMENTSupplies and equipment may be available quicker

through the HN than through the US supply system.Depending upon the HN, ASG units could obtain thefollowing supplies and support from the HN:

Dairy products, fresh fruits, and vegetables.Fuels, oils, and lubricants.Construction supplies.Common repair parts.Transport of heavy equipment and supplies.

CIVILIAN CONTRACTORSHost country, third country, or US contractors

providing support to civilian and military agencies maycontinue to provide support during transition to warand, if practical, during wartime. Civilian contractorscould provide –

Supplies.Transportation.Construction support.Labor.Bakery support.Laundry and bath services.

CIVILIAN LABORERSG5 and CA personnel may arrange for civilian

laborers, stevedores, truck drivers, supply handlers,mechanics, equipment operators, and medical personnel.Plans should address labor support arrangements forport and terminal operations.

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The HN must provide for the needs of its labor force In the absence of an agreement, US forces may have topersonnel unless otherwise stated in HNS agreements. assume some responsibility for the care of labor forces.

LOGISTICS SUPPORT ELEMENTThe LSE augments theater sustaining base assets. LSE

elements provide technical assistance to ASG units. LSEactivities may collocate with ASG activity elements. Forexample, LSE and ASG maintenance personnel mayshare portions of an industrial facility. LSE elementssupervise contractor activities, individual DOD per-sonnel, and HNS activities operating within the AO. Forexample, the LSE oversees AMC funded contractors,ensuring that the support provided is based on thepriority prescribed by the senior logistics commander.

MODULAR ORGANIZATION AND MISSIONSThe L-SE is a TDA organization designed to augment

the EAC support command of a theater. It consists ofthe modular organization shown on Figure 9-1, seepage 9-4 that provides technical expertise to TOE andTDA units. This modular organization allows it torespond more ready to a crisis. Table 9-1, see page 9-5,9-6, and 9-7, lists the mission functions performed byLSE divisions.

LSE MOBILIZATIONUpon mobilization, the LSE will be staffed primarily

by battle rostered civilian personnel from existing TDAactivities. Critical skill employees and managerialcivilian positions are identified as emergency essentialcivilian spaces on the TDA of AMC, FORSCOM, andCASCOM headquarters and their subordinate ac-tivities. Civilian personnel assigned or attached to theLSE are considered combatants. DOD Directive1404.10 discusses the status of these emergency-essen-tial DOD US citizen civilian employees.

COMMAND RELATIONSHIPSWithin the theater, the LSE will be under the OPCON

of the US Army EAC support command. LSE divisionsinterface with the theater materiel manager. They arelinked to CONUS inventory managers at NICPs via theStandard Depot System. If an AMC OCONUS head-quarters is operational in a mature theater of operationsto exercise central control over AMC support elements, itwill merge with the LSE into a single organization.

LSE MISSION SUPPORT AREASTable 9-1 listed the major mission support functions

of LSE divisions. DLA and AMC provide the personnel

to perform these functions. The LSE provides supportin the following mission areas:

Supply SupportLSE activities store selected high dollar, high tech-

low density items identified by the theater materielmanager as critical to supporting the theater mission.Upon receipt of a MRO from the theater materielmanager, the LSE arranges for their movement.

LSE elements determine requirements for repairprogram stocks unique to the repair of end items, com-ponents, or components that are part of the reparableexchange program. They request these items directlyfrom the materiel manager. Note that these items arenot authorized to be requisitioned by any other or-ganization in the AO.

The LSE ammunition division provides technical ex-pertise to activities involved in ammunition supply,maintenance, and transportation. QASAS personnelmay deploy and remain with assisted units. AttachedQASAS personnel provide on-site technical assistancein the areas of quality assurance and explosive safety toammunition officers.

ASG units turn in retrograde items to the LSE. LSEelements receive, inspect, classify, store, and shipitems for retrograde. If directed they clean contaminatedequipment or equipment containing depleted uraniumfor retrograde.

Maintenance SupportAn item requiring repair may be repaired by LSE

activities or by a contractor within the theater underLSE supervision. It may even be sent out of the theaterto a repair facility.

LSE activities provide limited depot level/GS maint-enance. Depot level maintenance support may be providedby modular commodity or weapon systems oriented teamsfrom CONUS depots or arsenals or by contractor forwardrepair activities. Depending upon requirements, GS main-tenance companies, workloaded by the LSE, may performrepairs. The owning unit must arrange for transportationof items to a site identified by the LSE.

An aviation classification repair activity depotprovides maintenance support above AVIM. LSE

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activities also provide limited depot level repair of aircraft,to include their engines and components. They also pro-vide armament support and engineering support fornonstandard repairs. Contractors operate limited as-sembly lines to overhaul and perform major battle damagerepair. Attached engineers, logistics assistance repre-sentatives, and contract field service representativesprovide on-site technical assistance.

Automation Software SupportIn the absence of an operational CSSAMO at the

ASG, the LSE’s automation logistics assistance divisioncentralizes STAMIS support to all logistics units. Itmanages logistics software. Automation logistics assis-tance division personnel receive, distribute, and implementsoftware change packages. They provide unit level technicalassistance, system troubleshooting, and software replace-ment.

Contracting SupportThe LSE’s contracting support division performs

local purchase and leasing for the LSE and units oractivities supported. It contracts for the supplies andservices to support the LSE’s maintenance mission. Itoversees the CORs monitoring contractor forwardrepair activities, coordinating contracted work loadbased on theater priorities. It also provides administra-tive services to the CORs.

Test, Measurement, andDiagnostic Equipment Support

The LSE’s TMDE battalion provides TMDE support onan area basis through its attached area TMDE support teams.

Quality AssuranceThe quality assurance division performs quality as-

surance for various commodity and weapon systemrepair lines,

Field Assistance in Science and TechnologyThe LSE’s FAST office coordinates changes in per-

formance specifications and interim materiel modificationsto improve the design of weapon systems. It uses infor-mation from battle damage assessment teams to determinetechnical requirement changes. It provides this data toAMC laboratories and centers for solution.

Logistics Assistance ProgramLAP field maintenance technicians and logistics as-

sistance officers provide on-site technical assistance tousers of AMC fielded equipment in theater. This in-cludes new equipment fielding. They help resolvesupply and maintenance problems. A senior logisticsassistance office representative from the EAC supportcommand coordinates support requirements for theASG.

Army Oil Analysis ProgramThe LSE’s Army oil analysis division coordinates oil

sampling procedures within the theater. This includessamples taken at freed and mobile laboratories and withportable instruments. Designated laboratories test oilsamples and provide the results to the LSE. The LSEthen distributes test results and recommendations tosupported units.

ENGINEER SUPPORTEngineer forms at the operational level are responsible

for constructing, maintaining, and rehabilitating thetheater support base. This includes support to other ser-vices, and agencies and allied military forces in joint andcombined theaters of operations. The ability of logisticsunits to perform sustainment operations as well as move-ment and sheltering of combat and combat support forcesis dependent on adequate, responsive engineer support.The number and type of operational level engineer supportunits depend on the size of the support base required, hostnation infrastructure, the mission, the availability of exist-ing engineer support brought to the theater of operation,and perceived threat in the rear area. Operational levelengineer units provide topographic support to the theater;troop construction and repair to all US elements in the

COMMZ, contract construction support; and as re-quired, provide support to tactical level organizations.Figure 9-2 depicts engineer support.

Engineer support is normally rendered by area-oriented GS engineer units under the direct control ofthe ENCOM. Engineer battalions (combat heavy) andspecialized engineer support units are attached to anengineer group. These may include a construction sup-port company, a port construction company, and apipeline construction company. Refer to Figure 9-3 onpage 9-10. However, certain engineer elements may beattached to, or placed under the OPCON of the ASGheadquarters. For example, real estate teams andutilities teams provide support to ASG installations.

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Engineer support is provided on an area basis. ASGsprovide real property maintenance support to all armyfacilities in its AO, to include leased facilities not main-tained by the HN. Units in the ASG area submitrequests for engineer support to the ASG’s SPO direc-torate. HN units submit requests for US engineersupport to ASG CA teams. If the attached facilitiesengineering and fire protection teams cannot providesupport, the requirements are passed onto the AWCMfor execution in accordance with theater priorities.

Typical engineer missions in the ASG area are to–Acquire, maintain, and dispose of real estate (ASGRPMA mission).Provide minor construction, repair, maintenance,fire protection, and utility operation support for allArmy installations and facilities in the COMMZ(ASG attached utilities teams and fire-fightingteams).Plan, design, supervise, and construct main-tenance, repair, or rehabilitation of airfields, ports,pipelines, roads, railroads, and inland waterways.

Provide subsurface water detection, well drilling,and construction in support of water supply ac-tivities.Construct and repair hospitals, troop camps, EPWand civilian internee compounds, bulk petroleumstorage and distribution systems, and dry cargoand ammunition storage areas.Construct missile sites, air defense emplacements,protective shelters, field defenses, and groundsecurity facilities.Perform emergency repairs that exceed AFcapability at key AF bases, upgrade emergencyrepairs to semipermanent status, and repair otherbase facilities.Perform combat-engineering missions in theCOMMZ and corps area on a task or area basis.Provide engineering support of denial operations.Construct deception devices and decoys.Provide area damage control support in coordina-tion with the ROC (ASG).

PERSONNEL SERVICE SUPPORTThe director for personnel and administration at the

ASG headquarters directs, supervises, and coordinatesselected PSS in the ASG area. PSS includes themanagement of all personnel-related services and func-tions.

Figure 9-4, see page 9-12, depicts the variety of unitslocated throughout the EAC support command areathat provide PSS to ASG units. The number of unitsallocated to provide a given support functionaries depend-ing on the size of the troop population to be serviced.CRITICAL MILITARY PERSONNEL FUNCTIONS

Critical military personnel functions impact currentoperations and planning for future operations. Theycannot be curtailed or suspended. The PSS structureprovides the following critical functions:

Replacement operations.Strength management.Personnel accounting and strength reporting.Casualty management.Personnel data base management.Personnel information management.Postal operations

FM 12-6 provides a detailed description of each ofthese critical military personnel functions.

Other military personnel functions include financeservices, morale and welfare support activities, and legalservices. These functions may be curtailed or suspendedduring intense periods of combat. However, since theydirectly affect morale, they must be fully resumed as soonas possible.

PERSONNEL SERVICES SUPPORTPersonnel service companies process combat-essen-

tial personnel information. They provide direct militarypersonnel support to strength managers and com-manders. They provide or process the following militarypersonnel support functions and/or documents:

Personnel data base management.Personnel accounting and strength reporting.Personnel information management.Enlisted and officer evaluations.Identification documents.Casualty reports.Enlisted promotions and reductions.Officer promotions.

9-11

FM 54-40

9-12

FM 54-40

REPLACEMENT SUPPORTDS replacement companies process individual and

small-team replacements and other in-transit person-nel. Replacement platoons receive replacements to theAO, provide them with a battlefield orientation, andarrange for billeting and field feeding. Since ASGsoperate marshaling and staging areas for some deploy-ing units, replacement platoons may collocate withASG units. DS replacement companies make assign-ments against fill plans and coordinate transportationsupport to carry replacements to their assigned units.Replacement platoons also coordinate re-equipping ofreturn-to-duty personnel.

Strength management functions determine person-nel replacement requirements and influence personnelcross-leveling and replacement distribution decisions.Company headquarters personnel use SIDPERS per-sonnel accounting and strength reporting system tomaintain their unit’s personnel data base. They forwardtheir daily personnel summaries and personnel require-ments reports to the supporting personnel servicecompany. Battalion S1s prepare a consolidated reportand information copies.

POSTAL SERVICESServices (DS) postal platoons are normally attached

for support to the major supported unit in the supportedarea and collocate as the unit deploys. Location ultimatelydepends on METT-T The company headquarters ele-ment collocates with the Personnel Services Battalion inthe division rear CP or with the personnel group in thecorps rear CP.

The services (DS) postal platoon is responsible forthe following critical tasks:

Provide official mail to division signal officer.Prepare mad to unit mail clerks mail delivery pointsfor delivery to addressees.Receive, process, cancel, and dispatch outgoing mail.Receive, process, and redirect incoming unit andindividual mail.Process and redirect mail for soldiers and armycivilians in a casualty status.Maintain mobility to move to and support forwardareas, normally brigade areas, then rapidly relocateaccording to the tactical situation.Update postal routing schemes by accurately track-ing supported unit locations and unit individual gainsand losses.

FINANCE SUPPORTThe theater finance group provides finance support

on an area basis to all units in the COMMZ through itsfinance support battalion. A finance support battalionnormally collocates with the supporting personnelservice company. It provides military pay to soldiersand operates commercial accounts and operationalfunds. For more information on finance support, referto FM 14-7.

Company headquarters appoint class A agents and es-tablish internal procedures to meet the personal financialneeds of their soldiers. Budget officers must establish pro-cedures for specialty teams, such as CA teams or utilitiesteams, to obtain and account for operational funds.

BAND SUPPORTThe band company provides music to promote troop

morale, esprit de corps, and civil-military relations in support of military operations. They provide music at troopgatherings and military and religious ceremonies. Theyalso provide support for civil and public affairs, recruitingefforts, and psychological operations activities. The bandaugments local security forces when combat intensityreaches the point that the use of the band in its music missionis impractical.

LEGAL SERVICESLegal service support must be available to all personnel

in the area. Unusual or complex legal questions, such asUS unit relationships with the HN and the administrationof HNS, presented to the ASG SJA section are passed onto the EAC support command headquarters legal staff forresolution.

Legal services support is provided to all units by per-sonnel of the Judge Advocate General’s Corps. Legalservice support includes advice and assistance to com-manders and staffs on matters concerning military,domestic, foreign, and international law. JAG officersadvise commanders and staffs on the procedures used toimplement statutes, treaties, and regulations. They alsoassist soldiers with personal legal problems.

Court-martial convening authority may be extended tothe commander of an ASG. A trial defense detachmentassigned to the EAC support command assists the ASGwhen necessary. A contract law team may be availablefrom the EAC support command to assist and advisecontract negotiators. If authority to negotiate contracts isdelegated to the ASG, assistance from this team may beneeded.

9-13

FM 54-40

COMBAT HEALTH SUPPORTCombat health support is provided to the ASG on

an area basis. Medical command, medical brigade,and medical group units provide this support. Refer toFigure 9-5. For a more detailed discussion on CHSrefer to FMs 8-10, 8-10-4, 8-10-6, 8-10-7, 8-10-14, 8-10-24,8-42, and 8-55.

PATIENT EVACUATION ANDMEDICAL REGULATING

The medical battalion, area support in the corps andin the COMMZ, provides medical evacuation on anarea basis to Echelons I and II medical treatmentfacilities within its respective area of operation. The medi-cal battalion evacuation provides command and controlfor the ground and air ambulance companies providingmedical evacuation to Echelons III and IV MTFs withinthe corps and COMMZ. The USAF has the primaryresponsibility for evacuating patients to CONUS.

AREA MEDICAL SUPPORT ANDHOSPITALIZATION

Medical treatment in the corps and COMMZ isprovided by–

Organic assets of combat and combat supportunits (Echelon I).Medical battalion, area support to units assignedin the battalion’s area of operations (Echelons Iand II).Hospitals (Echelons III and IV).

Echelon III hospitals include the combat supporthospital and the mobile army surgical hospital. Echelon IVhospitals include the field hospital and the general hospital.

COMBAT STRESS CONTROLMental health activities are conducted on an area

basis by the medical battalion, area support for unitslocated in the corps and COMMZ. Corps combat stresscontrol elements (medical company, CSC and medicaldetachment, CSC) can provide combat stress preven-tion and restoration assistance at regeneration sites.These CSC teams can be attached to the regenerationtask force to provide support to attrited unit personnel.

HEALTH SERVICE LOGISTICSTO INCLUDE BLOOD MANAGEMENT

Health service logistics functions include –Materiel management (receiving, shipping,storage, and property accounting of Class VIII

medical supplies and equipment).Medical equipment maintenance.Prescription optical lens fabrication support.Blood management, storage, and distribution.New technology like oxygen generation, resuscita-tive fluids production, blood substitutes, andfrozen blood.

The health service logistics function within the corpsand COMMZ is accomplished by the medical battalion,logistics (forward/rear). The medical battalion logistics(rear) must be prepared to function as the single integratedmedical logistics manager for a joint theater. The TheaterMedical Materiel Management Center monitors theoperation of health service logistics units in the theaterthat may include joint forces if a SIMLM is assigned. Unitsauthorized medical materiel establish an account with thesupporting medical logistics unit for resupply.

DENTAL SERVICE SUPPORTThe medical battalion, area support provides unit den-

tal support for units in its AOR. Corps and COMMZ areasupport dental units can provide emergency, sustain-ing, and maintaining dental support within the theater.See FM 8-10-19 for a discussion of dental support.

PREVENTIVE MEDICINE SUPPORTPreventive medicine support can reduce the adverse

impact of disease and nonbattle injuries and assist inpreventing their cause through pest management ac-tivities. Corps and COMMZ preventive medicine unitsupport includes –

Dining facility and food preparation sanitation in-spections.Pest management.Immunization and control of communicable diseases.Water and ice quality assurance.Chemical prophylaxis.Prevention of heat and cold injuries.

VETERINARY SUPPORTSupporting corps and COMMZ veterinary units

provide–Care and treatment for government-owned animals.Inspection of food sources and food stuffs forquality and wholesomeness.

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FM 54-40

9-15

FM 54-40

Inspection of food storage and issue facilities.Inspection of subsistence suspected of NBC con-tamination.

MEDICAL LABORATORY SERVICESLimited medical laboratory diagnostic resources are

located at Echelon II MTFs. The sophistication of medicallaboratory capabilities increases within each echelon ofcare with the COMMZ area medical laboratory havingthe greatest capability within the theater.

MEDICAL COMMAND,CONTROL, COMMUNICATIONS,

COMPUTERS, AND INTELLIGENCECommand, control, communication, computers, and

intelligence is the responsibility of medical organiza-tions at all levels of command. Normally, medical C4Iis handled either by a medical command, medicalbrigade, or medical group. The type of medical C4Iheadquarters employed in the operational area is de-pendent upon the size of the deployed force.

TRANSPORTATION SUPPORTAs shown on Figure 9-6, transportation units provide

terminal service operations, coordinate cargo transferoperations, and control highway transportation. ASGsdepend upon the transportation system for movement ofsupplies into and out of their supporting facilities. ASGunits request transportation support from the supportingMCT MCTs commit and schedule transportation support.Depending on the ASG commander’s policy, ASG unitsmay contact the MCT directly or they may submit require-ments through the transportation branch of its supportoperations directorate. The later allows the ASG toprioritize requests when transportation support is limited.

Logistics support from outside the theater must passthrough aerial or water ports of debarkation. transportationunits operate ports, terminals, rail systems, and inlandwater systems. MCTs task line-haul units to move materielfrom the ports to forward locations. Cargo transfer com-panies and trailer transfer detachments conduct inlandtransfer operations at terminals, depots, and transfer points.Transportation support may be provided by a combinationof US commercial, US military, and HN civilian and militaryorganizations. FMs 55-1 and 55-10 provide a detailed dis-cussion of transportation organizations and functions.

MOVEMENT CONTROLThe MCA is the movement manager in the COMMZ. It

coordinates and administers transportation policy. Itshighway regulation traffic division provides theaterwidemanagement of transportation assets and highway trafficregulation. Its transportation battalions (MC) and subor-dinate MCTs coordinate movement into, within, and out ofthe theater. They perform the interface with ASG shippersand receivers. Depending upon geographic dispersion orspan of control, MCTs may be assigned to movementregions to manage movements on an area basis. Referagain to Figure 9-6. MCTs issue movement releases, providetruck movement capabilities data, and alert ASG receiving

9-16

agencies to accept programmed shipments. FM 55-10describes movement control in a theater.

AIR TRANSPORTThe Air Mobility Command moves high-priority per-

sonnel, equipment, and supplies from CONUS. Airterminal MCTs expedite movement of units, personnel,and supplies from AF terminals. Within the theater, AFand army air transport extend ALOCs. They supportpreplanned and immediate resupply of critical highpriority supplies, to include munitions, rations, water,blood, and blood products. The cargo transfer companyloads and unloads aircraft. It provides break-bulk of con-solidated shipments.

HIGHWAY REGULATIONIn the COMMZ, highway regulation is the HN’s

responsibility. Movement regulating teams operatealong MSRs. They schedule and direct movements onavailable road nets according to priorities.

RAIL TRANSPORTMilitary rail unit capability is very limited. TOEs exist for

a transportation railway battalion and subordinate railequipment maintenance company, railway engineeringcompany, and train operating company. However, ASGsnormally rely on the HN’s civilian rail transportation net tomove supplies from ports to sites inland.

WATER TRANSPORTIn harbor areas, inland waterways, and along theater

Coastline water transport units attached to a terminal servicebattalion support the movement of supplies as far forward asinland waterways and the tactical situation allows. The float-ing craft GS maintenance company and medium lightercompany provide floating utility service and lighterage service.Cargo transfer companies and terminal service companies(breakbulk and container) provide cargo transfer support.

FM 54-40

9-17

FM 54-40

OTHER COMMODITY MAINTENANCE SUPPORTMaintenance support may be provided by allied or

HN maintenance organizations and civilian contractors.Maintenance support not within the ASG’s main-tenance resources include –

C-E/COMSEC equipment maintenance provided

Computer hardware maintenance provided bycivilian contractors.Rail maintenance provided by the HN or a com-mercial contractor or by railway engineering com-panies.

by signal support units and mobile MSTs.COMSEC logistics support facilities provideCOMSEC maintenance beyond the capability ofarea maintenance and supply facilities.

Marine maintenance provided by marine main-tenance units or TRANSCOM floating craft main-tenance units.

MILITARY POLICE SUPPORTMPs perform battlefield circulation control, area

security, and EPW support. When needed, MPs helpprovide law and order. Table 9-2 lists MP battlefieldmissions. MP units may provide area support or spe-cial-purpose support. Friendly HN police forces mayassume some of the responsibilities normally assignedto the Ml?

AS shown by Figure 9-7 on page 9-20, general-purposeMP units and battalions are assigned to the EAC supportcommand’s MP brigade or battalions to provide supportto forces in the assigned area. Based on EAC supportcommand priorities, they provide security on an area basisof highly critical designated facilities or the LOC. MPbattalion areas of operation generally coincide with thearea boundaries of the ASGs. MP companies and detach-ments may be attached to the ASG. Those attached to theASG’s BSB provide installation and NEO support. Spe-cial-purpose MP units may be assigned to othersubordinate commands to provide special MP support,such as EPW internment. FMs 19-1 and 19-4 provide a fulldiscussion of MP support.

BATTLEFIELD CIRCULATION CONTROLMP units work closely with the highway traffic section

of the MCA to provide battlefield circulation control onMSRs. This control helps to expedite the movement ofsupplies and vehicles on the MSR network.

MP coordinate with ASG BSB, SPO, or ROC (ASG)personnel on NEO operation support. They provideescorts to move noncombatants from assembly points totheater embarkation terminals.

MP units also coordinate with the G5, CA dislocatedcivilian teams, and HN authorities to restrict refugeemovement to routes other than MSRs. They deny themovement of civilians that may hinder military operations.

9-18

AREA SECURITYMP area security operations are listed on Table 9-2.

MP elements attached to the ASG’s BSB perform ter-rorism counteractions to secure installations fromterrorist actions. ASGs require MP dedicated securityof critical facilities, resources, and MSR critical points.MPs provide security for port, waterway, and railwayfacilities. They prevent sabotage, pilferage, and inten-tional mishandling of cargo. MPs patrol the areathrough which the LOC passes. If viable, the HN mayprovide security of LOC critical facilities.

The ROC (ASG) coordinates with MP battalions on rearoperations support. MPs assist bases and base clusters inresisting threat activities and report threat activities in thearea to the ROC (ASG). MP units delay and disrupt largerthreat forces until US, allied, or HN combat forces arriveto defeat the threat.

EPW CONTROLSpecial-purpose MP EPW unit and MP confinement

element are responsible for the collection, evacuation, andinternment of EPW. They may operate temporary EPWholding areas in the COMMZ. The ASG provides rations,health and comfort packs, and Class II items for EPWs.Property controlled by the ASG SPO directorate may berequired for use as temporary detention facilities.

LAW AND ORDERMP presence helps ensure voluntary compliance with

laws and with the orders and regulations of the com-mand. It also helps prevent diversification of suppliesand black market activity in the ASG area. MPs inves-tigate serious incidents. Confinement teams are placedin direct support of ASG headquarters for pretrialdetention purposes.

FM 54-40

9-19

FM 54-40

9-20

FM 54-40

EXPLOSIVE ORDNANCE DISPOSAL SUPPORTEOD support is designed to detect, identify, render

safe, recover, evacuate, and dispose of items of unex-ploded domestic and foreign ordnance. This includesimprovised explosive devices that present hazards tomilitary operations, installations, personnel, andmateriel. EOD personnel assist in the coordinateddefense of installations from terrorists threats. Theyalso assist law enforcement agencies in dealing withterrorist explosive devices.

As shown by Figure 9-8 on page 9-22, EOD support isprovided by an EOD control team, EOD detachments,and augmentation EOD response teams. For moreinformation on these EOD support elements, refer toFMs 9-6 and 9-15.

EOD CONTROL TEAMAn EOD control team can be assigned to the EAC

support command to control EOD response on an areabasis. The EOD control team commander is the EODstaff officer for the EAC support command. All EODassets report to the EOD control team for mission direc-tion. It tasks subordinate EOD detachments based onpriorities established by the EAC support command com-mander. It also coordinates civilian requests for EODsupport.

EOD DETACHMENTS AND RESPONSE TEAMSEight EOD detachments are allocated per EAC sup-

port command. These detachments are attached to theASG for logistics support and to be proximate to thesupported units for EOD missions as directed by the EACsupport command EOD control team. For example, anEOD detachment is normally attached to the ASG’s basesupport battalion. EOD detachments advise commandersand staff on unexploded ordnance hazard protective

measures. Each EOD detachment can respond to ap-proximately 50 routine incidents per day. EODdetachments dispatch one of five organic EOD responseteams. EOD response teams perform the following tasks:

Detect unexploded ordnance hazards.Identify unexploded US and foreign ordnance.Render safe unexploded ordnance.Recover unexploded ordnance.Dispose of unexploded ordnance.

EOD detachments assist the EAC support commandand ROCs (ASG) in area damage control missions. AnEOD detachment usually collocates with the ASG RAOC.The EAC support command ROC assists in categorizingand prioritizing EOD incidents. All units submit requestsfor EOD support through their S3 to their supportingRAOC. In peacetime, or when there is no requirement tomass EOD assets to respond to major incidents, requestsfor EOD support may be submitted directly to the areaEOD detachment.

Each unit must have at least two personnel designatedas explosive ordnance reconnaissance agents trained bythe supporting EOD detachment. EOD detachmentstrain unit personnel to recognize and report the presenceand type of unexploded ordnance. These detachmentsalso conduct EOD bomb and sabotage training for civilpreparedness.

AUGMENTATION EODRESPONSE TEAMSAugmentation EOD response teams may be assigned

to an EOD control team or an EOD detachment. Theseteams can provide the capability to respond to an addition-al 10 routine incidents per day. They perform the samemissions as the EOD teams.

NBC SUPPORTChemical units provide NBC reconnaissance, warn- to perform NBC warning and reporting functions. ASG

ing, agent identification, decontamination (less patient units submit requests for NBC support to a supportingdecontamination), and screening or deception smoke chemical battalion.support to ASG units. Figure 9-9, seepage 9-23, depictsthe NBC support organization in the COMMZ. The

NBC RECONNAISSANCE

exact number of chemical units may vary from that Awareness of and subsequent avoidance of con-shown in the figure due to theater specific differences in lamination are key to survival on the battlefield. MostNBC support requirements. units have basic detection equipment. However, a

A chemical battalion is assigned to the EAC support chemical reconnaissance company assigned to theEAC support command chemical battalion providescommand. An NBC center team is authorized to each

EAC support command and each ASG headquarters NBC reconnaissance for large-areas.

9-21

FM 54-40

9-22

FM 54-40

9-23

FM 54-40

NBC WARNING AND REPORTINGNBC center teams at each EAC support command

and ASG headquarters forward NBC hazard informa-tion and battlefield contamination information to thetheater NBC center. The ASG NBC center teamprovides processed NBC information to units in orpassing through the ASG AO. It interfaces with alliednation NBC information systems to exchange NBChazard data.

AGENT IDENTIFICATIONChemical agents may be identified with detection

paper and chemical agent detection kits. However,biological agents or toxins require a laboratory facilityfor identification. Medical personnel collect medicalsamples (sputum, blood, tissue, and stool) of suspectbiological agents or toxins for laboratory analysis.The area medical laboratory performs initial analysisand identification of biological agents and toxins frommedical samples. Unknown contamination agentsamples are managed by the technical intelligencechain. Technical intelligence teams forward samplesto a servicing laboratory for analysis.

DECONTAMINATIONMost units decontaminate their own equipment or

operate with partially contaminated resources. TheirSOPS identify decontamination sequencing.

A chemical decontamination company assigned tothe EAC support command’s chemical battalion

provides decontamination support for decontaminationof high-priority equipment, facilities, and terrain.Decontamination detachments (Team FA) can workoperational and thorough decon sites to support unitoperations. The ASG commander sets priorities fordecontamination of equipment in subordinate ASGunits. The chemical decontamination company alsoprovides guidance to units to assist in self-decontamina-tion efforts.

SMOKE SUPPORTA chemical smoke company assigned to the EAC

support command’s chemical battalion generatesscreening or deception smoke used to deny the enemyinformation and to conceal friendly activities. Smokemay be used to screen obstacle emplacements, criticalrear area installations, and deception operations.

Screening SmokeScreening smoke can be used to obscure ASG facilities

during high-risk periods. Smoke screens can obscurelogistics activities and reduce targeting by enemy intel-ligence. It reduces the effectiveness of threat surveillanceand target acquisition efforts. Smoke can interfere withthe guidance system of some munitions.

Deception SmokeDeception smoke can confuse and mislead the

enemy. It can simulate cover for unit relocations. Itcauses the enemy to commit resources to defend areasnear areas where deception smoke has been observed.

9-24

FM 54-40

Glossary

A B

AAFES - Army and Air Force Exchange ServiceACUS - area common-user systemAD- Air DefenseADA - air defense artilleryADC - area damage controladmin - administrationadrp - airdropAF - Air ForceAI - area of interestALOC - air lines of communicationAM - amplitude modulatedamb - ambulanceAMC - U.S. Army Materiel CommandAMO - Automation Management Officeanal - analysisAO - area of operations

. AOAP - Army Oil Analysis ProgramAOR - area of responsibilityAPOD - aerial port of debarkationAR - Army regulationARTEP - Army Training and Evaluation ProgramASB - area support battalionASG - area support groupASL - authorized stockage listASG - area support groupasst - assistanceATCCS - Army Tactical Command and Control Systemaug - augmentationAUTODIN - automatic digital networkAVIM - aviation intermediate maintenanceavn - aviationAVUM - aviation unit maintenanceAWCM - Area Wartime Construction Manager

BC - base commanderBCC - base cluster commanderBCOC - Base Cluster Operations CenterBDAR - battle damage assessment and repairbde - brigadeBDOC - Base Defense Operations Centerbn - battalionbr - branchBSB - base support battalion

C

C4I - command, control, communications, computers,and intelligence

CA - civil affairsCASCOM - U.S. Army Combined Arms Support

CommandCBS-X - Continuing Balance System-Expandedcbt - combatcd - civil defensecdr - commanderC-E - communications-electronicsCEB - clothing exchange and bathcen - centerCHS - combat health supportCIMIC - civil-military cooperationCINC - Commander in Chiefciv - civilianCMCC - Corps Movement Control Centercmd - commandCMMC - corps materiel management centerCMO - civil-military operationsCNF - confinementco - companyCOA - course of action

Glossary-1

FM 54-40

comm - communication(s)COMMZ - communications zoneCOMSEC - communications securitycon - controlconst - constructionCONUS - continental United StatesCOOP - Continuity of Operations Plancoord - coordinationCOR - contracting officers’ representativeCOA - course of actionCOSCOM - Corps Support CommandCP - command postCS - combat supportCSB - corps support battalionCSC - combat stress controlCSG - corps support groupCSH - combat support hospitalCSS - combat service supportCSSAMO - combat service support automation

management officeCSSCS - Combat Service Support Control SystemCTA - common table of allowancesCTASC - Corps/Theater ADP Service Centerctrmob - countermobility

D

DA - Department of the ArmyDAMMS-R -DA Movements Management

System-RedesignedDCSOPS - Deputy Chief of Staff, Operationsdecon - decontaminationdef - defensedet - detachmentdev - developmentDFSC - Defense Fuel Supply Centerdir - directorateDISCOM - division support commanddiv - divisionDLA - Defense Logistics Agency

DMA - Defense Mapping AgencyDNVT - digital nonsecure voice telephoneDOD - Department of DefenseDODAAC - Department of Defense activity

address codeDOL - Director of LogisticsDPW - Directorate of Public WorksDRMO - Defense Reutilization and Marketing

OperationsDS - direct supportDSU - direct support unit

E

EAC - echelons above corpsECCM - electronic counter-countermeasuresEEFI - essential elements of friendly informationelem - elementEMP - electromagnetic pulseENCOM - Engineer Commandengr - engineerEOD - explosive ordnance disposalEODCT - explosive ordnance disposal control teamEPW - enemy prisoner of warequip - equipmentevac - evacuation

F

FAST - Field Assistance in Science and TechnologyFAWPSS - forward area water point supply systemfax - facsimileFBI - Federal Bureau of InvestigationFCCME - Facilities/Contract Construction

Management EngineerFEMA - Federal Emergency Management AgencyFH - frequency hopping, field hospitalfld - fieldFLOT - forward line of own troopsFM - field manual, frequency modulatedFORSCOM - U.S. Army Forces Command

Glossary-2

FM 54-40

FSB - forward support battalionFSOP - field standing operating proceduresFSSP - fuel system supply point

G

gen - generalGH - general hospitalgp - group, general purposeGS - general supportGSA - General Services AdministrationGSU - general support unit

H

HET - heavy-equipment transporterHF - high frequencyHHC - headquarters and headquarters companyHHD - headquarters and headquarters detachmenthlth - healthhm - heavy materielHN - host nationHNS - host-nation supporthosp - hospitalHQ - headquartersHSS - health service supporthvy - heavy

I

ICP - incremental change package, inventory controlpoint

INFOSEC - information securityintel - intelligenceIPB - intelligence preparation of the battleISB - intermediate staging baseISEC - Information Systems Engineering Command

J

JAG - Judge Advocate GeneralJCS - Joint Chiefs of StaffJPO - joint petroleum office

JTF - joint task force

K

kHz - kilohertzKP - kitchen police

L

lab - laboratorylang - languageLAP - Logistics Assistance Programldry - laundryLOC - logistic operations center, lines of

communication (logistic routes)log - logisticsLOGCAP - Logistics Civil Augmentation ProgramLOGMARS - Logistics Applications of Automated

Markings and Reading SymbolsLOGSIT - logistics situationLOTS - logistics over the shore operationsLP - listening postLPT - logistics preparation of the theaterLSE - logistics support elementlt - light

M

MA - mortuary affairsMACOM - Major Army Commandmaint - maintenanceMASH - mobile army surgical hospitalmat - materielMC - movement controlMCA - movement control agencyMCT - movement control teammed - medical, mediumMEDCOM - Medical CommandMETT-T - mission, enemy, terrain, troops, and time

availablemgt - managementMHE - materials-handling equipment

Glossary-3

FM 54-40

MI - military intelligenceMLRS - multiple-launch rocket systemMMC - Materiel Management CenterMMM - medical materiel managementMOA - memorandum of agreementMOADS - maneuver-oriented ammunition

distribution systemmob - mobilityMOPP - mission-oriented protection postureMOU - memorandum of understandingMP - military policeMRE - meal, ready-to-eatMRO - materiel release orderMRT - movement regulation teamMSE - mobile subscriber equipmentMSR - main supply routeMST - maintenance support teamMTF - medical treatment facilityMTMC - Military Traffic Management CommandMTP - mission training plan

N

NA - numbered ArmyNATO - North Atlantic Treaty OrganizationNBC - nuclear, biological, chemicalNCA - national command authorityNCO - noncommissioned officerNCS - net control stationNEO - noncombatant evacuation operationsNICAD - nickel cadmiumNICP - national inventory control pointNSL - nonstockage list

O

OCIE - organizational clothing and individualequipment

OCONUS - outside continental United Statesofc - officeOLS - operational level support

OOTW - operations other than warOP - observation postOPCON - operational controlOPLAN - operation planOPORD - operation orderops - operationsOPSEC - operations securityord - ordnanceORF - operational readiness float

P

P&A - personnel and administrationpers - personnelPERSCOM - personnel commandpetrl - petroleumPKO - peacekeeping operationPLL - prescribed load listplt - platoonPM - Provost Marshalpnt - patientPOD - port of debarkationPOE - port of embarkationPOMCUS - prepositioned materiel configured

to unit setsPSA - port support activityPSYOP - psychological operationspurif - purificationpvntmed - preventive medicinePW - prisoner of war, public worksPWIC - prisoner of war internment campPX - post exchange (Army)

QQA - quality assuranceQASAS - quality assurance specialists (ammunition

surveillance)

R

RAOC - Rear Area Operations Center

Glossary-4

FM 54-40

RC - reserve componentrecon - reconnaissancerep - repairrenv - renovationROC - rear operations centerROWPU - reverse osmosis water purification unitRPMA - real property maintenance activitiesRSO&I - reception, staging, onward movement, and

integrationRTF - regeneration task force

S

S3 - Operations and Training Officer (U.S. Army)S4 - Supply Officer (U.S. Army)S&P - stake and platformS&S - supply and serviceSAAS - Standard Army Ammunition SystemSAMS - Standard Army Maintenance SystemSARSS - Standard Army Retail Supply SystemSEALOC - sea lines of communicationSEAVAN - Commercial- or Government-owned

(or leased) shipping containersec - sectionSIDPERS - Standard Installation/Division

Personnel SystemSIGSEC - signals securitySIMLM - single integrated medical logistics managerSINCGARS - Single-Channel Ground and Airborne

Radio SubsystemSJA - staff judge advocateSMFT - semitrailer mounted fabric tankSOI - signal operation instructionsSOF - special operations forcesSOP - standing operating procedureSPBS-R - Standard Property Book System-RedesignedSPO - security, plans, and operationsSPOD - seaport of debarkationspt - supportSSA - supply support activity

SST - single subscriber terminalSTAMIS - Standard Army Management

Information SystemSTANAG - standardization agreementSTON - short tonsup - supplysurvbl - survivabilitysvcs - services

T

TACCS - Tactical Army Combat Service SupportComputer System

TACSAT - tactical satelliteTAMCA - Theater Army Movement Control AgencyTAMMIS - Theater Army Medical Management

Information SystemTB - technical bulletinTCF - tactical combat forceTDA - tables of distribution and allowancestech - technologyTFE - tactical field exchangetm - team(s)TMDE - test, measurement, and diagnostic equipmentTMMMC - Theater Medical Material

Management CenterTOE - table(s) of organization and equipmenttopo - topographyTPFDL - Time-Phased Force Deployment ListTRADOC - U.S. Army Training and Doctrine Commandtrans - transportationTRANSCOM - Transportation CommandTRI-TAC - Tri-Service Tactical Communicationstrk - truckTSEC - tactical securityTSOP - tactical standing operating procedure

U

ULC - unit-level computerULLS - Unit-Level Logistics System

Glossary-5

FM 54-40

UMT - unit ministry teamUS/USA - United States (of America)USACE - United States Army Corps of EngineersUSAF - United States Air ForceUSAMC - United States Army Materiel CommandUSAMMA - United States Army Medical

Materiel AgencyUSAREUR - United States Army, EuropeUSMC - United States Marine CorpsUSN - United States NavyUXO - unexploded ordnance

V

vet - veterinaryVHF - very high frequency

W

wtr - water

X

XO - executive officer

Glossary-6

FM 54-40

References

Army Regulations (ARs)5-3 . . . . . . . . . . . . .Installation Management and Organization27-1 . . . . . . . . . . . . .Judge Advocate Legal Service30-21 . . . . . . . . . . . . The Army Field Feeding System165-1 . . . . . . . . . . . . Chaplain Activities in the United States Army165-20 . . . . . . . . . . . Duties of Chaplains and Commanders’ Responsibilities210-10 . . . . . . . . . . . Administration380-5 . . . . . . . . . . . . Department of the Army Information Security Program381-10 . . . . . . . . . . .U.S. Army Intelligence Activities381-20 . . . . . . . . . . . U. S. Army Counterintelligence Activities525-12.. . . . . . . . . . Noncombatant Evacuations530-1 . . . . . . . . . . . . Operations Security (OPSEC)611-101.. . . . . . . . . Personnel Selection and Classification Commissioned Officer Classification System611-201 . . . . . . . . . . Enlisted Career Management Fields and Military Occupational Specialties700-135 . . . . . . . . . . Mobile Field Laundry and Bath Operations700-139 . . . . . . . . . . Army Warranty Program710-1 . . . . . . . . . . . . Centralized Inventory Management of the Army Supply System710-2 . . . . . . . . . . . . Supply Policy Below the Wholesale Level750-1 . . . . . . . . . . . . Army Materiel Maintenance Policy and Retail Maintenance Operations750-43 . . . . . . . . . . . Army Test, Measurement, and Diagnostic Equipment Program

Army Training and Evaluation Programs (ARTEPs)63-622-MTP . . . . . . Headquarters, Area Support Group63-622-30-MTP . . . Headquarters Company, Area Support Group

Common Table of Allowance (CTA)50-900 . . . . . . . . . . . Clothing and Individual Equipment

Department of the Army Forms (DA Forms)2028 . . . . . . . . . . . . . Recommended Changes to Publications and Blank Forms2407 . . . . . . . . . . . . . Maintenance Request5504.. . . . . . . . . . . . Maintenance Request

References-1

FM 54-40

Department of the Army Pamphlets (DA Pares)

600-3 . . . . . . . . . . . . Commissioned Officer Professional Development and Utilization600-8-1 . . . . . . . . . . SIDPERS Unit Level Procedures600-8-2 . . . . . . . . . . Standard Installation Division Personnel System (SIDPERS) Personnel

Service Center Level Procedures700-15 . . . . . . . . . . . Logistics Support of United Nations Peacekeeping Forces710-2-2 . . . . . . . . . .Supply Support Activity Supply System: Manual Procedures (Unit Supply Update)738-750 . . . . . . . . . .Functional Users Manual for the Army Maintenance Management System (TAMMS)

DOD Directive

1404.10 . . . . . . . . . . Emergency-Essential DOD US Citizen Civilian Employees

DOD Regulation

4160.21-M . . . . . . . . Defense Reutilization and Marketing Manual

JCS Publications2 . . . . . . . . . . . . . . . . Unified Action Armed Forces (UNAAF)3-0 . . . . . . . . . . . . . . Doctrine for Unified and Joint Operations3-07 . . . . . . . . . . . . .Doctrine for Joint Operations in Low-Intensity Conflict4-0 . . . . . . . . . . . . . . Doctrine for Logistics Support of Joint Operations4-06 . . . . . . . . . . . . . Mortuary Affairs6-04 . . . . . . . . . . . . .Joint Doctrine for Message Text Formatting

Field Manuals (FMs)1-500 . . . . . . . . . . . . Army Avation Maintenance3-3.. . . . . . . . . . . . . NBC Contamination Avoidance3-5 . . . . . . . . . . . . . .NBC Decontamination3-101 . . . . . . . . . . . . Chemical Staffs and Units5-33 . . . . . . . . . . . .. Terrain Analysis8-10.. . . . . . . . . . . . Health Service Support in a Theater of Operations8-10-4 . . . . . . . . . . Medical Platoon Leaders Handbook – Tactics, Techniques, and Procedures8-10-6 . . . . . . . . . . . Medical Evacuation in a Theater of Operations – Tactics, Techniques, and Procedures8-10-7 . . . . . . . . . .Health Service Support in an NBC Environment8-10-19 . . . . . . . Dental Service Support in a Theater of Operations

References-2

FM 54-40

8-10-24 . . . . . . . . . . Area Support Medical Battalion8-42 . . . . . . . . . . . . . Medical Operations in Low Intensity Conflict8-55 . . . . . . . . . . . . . Planning for Health Service Support9-6 . . . . . . . . . . . . . . Munitions Support in Theater of Operations9-15 . . . . . . . . . . . . . Explosive Ordnance Disposal Service and Unit Operations9-35 . . . . . . . . . . . . .Test, Measurement, and Diagnostic Equipment Maintenance Support and Unit

Operations9-59 . . . . . . . . . . . . . Maintenance Operations for Air Defense and Land Combat Weapons Systems10-1 . . . . . . . . . . . . . Quartermaster Principles Manual10-16 . . . . . . . . . . . . General Fabric Repair10-23 . . . . . . . . . . . . Basic Doctrine for Army Field Feeding10-23-2 . . . . . . . . Tactics, Techniques, and Procedures for Garrison Food Preparation and

Class I Operations Management10-27-1 . . . . . . . . . .Tactics, Techniques, and Procedures for Quartermaster General Support

Supply Operations10-27-2 . . . . . . . . . . . . . . Tactics, Techniques, and Procedures for Quartermaster Direct Support

Supply and Field Service Operations10-27-3 . . . . . . . . Tactics, Techniques, and Procedures for Quartermaster Headquarters Operations10-52 . . . . . . . . . . . . Water Supply in Theaters of Operations10-63 . . . . . . . . . . . . Handling of Deceased Personnel in Theaters of Operations10-67 . . . . . . . . . . . . Petroleum Supply in Theaters of Operations10-68 . . . . . . . . . . . . Aircraft Refueling10-69 . . . . . . . . . . . . Petroleum Supply Point Equipment and Operations10-71 . . . . . . . . . . . . Petroleum Tank Vehicle Operations10-72 . . . . . . . . . . . . Petroleum Surveillance: Laboratories and Kits10-115 . . . . . . . . . . . Quartermaster Water Units10-280 . . . . . . . . . . . Mobile Field Laundry, Clothing Exchange, and Bath Operations10-500 series . . . . . . Airdrop of Supplies and Equipment (See DA Pam 25-30 for titles.)10-500-1 . . . . . . . . . Airdrop Support Operations in a Theater of Operations10-500-9 . . . . . . . .Tactics, Techniques, and Procedures for Quartermaster Airdrop and Airdrop

Support Units11-23 . . . . . . . ..Theater Communications Command (Army)11-30 . . . . . . . . . . . . Combat Net Radio Operations12-6 . . . . . . . . . . . . .Personnel Doctrine14-7 . . . . . . . . . . . . . Finance Operations16-1 . . . . . . . . Religious Support Doctrine for the Chaplain and Chaplain Assistant

References-3

FM 54-40

19-1 . . . . . . . . . . . . Military Police Support for the AirLand Battle19-4 . . . . . . . . . . . . . Military Police Team, Squad, Platoon Combat Operations19-30 . . . . . . . . . . . . Physical Security21-10 . . . . . . . . . . . . Field Hygiene and Sanitation21-16 . . . . . . . . . . . . . Unexploded Ordnance (UXO) Procedures24-1 . . . . . . . . . . . . . . Signal Support in the AirLand Battle27-10 . . . . . . . . . . . . The Law of Land Warfare34-1 . . . . . . . . . . . . . Intelligence and Electronic Warfare Operations34-3 . . . . . . . . . . . . . Intelligence Analysis34-60 . . . . . . . . . . . . Counterintelligence34-81 . . . . . . . . . . . . Weather Support for Army Tactical Operations34-81-1 . . . . . . . . . . Battlefield Weather Effects34-130 . . . . . . . . . . Intelligence Preparation of the Battlefield41-10 . . . . . . . . . . . . Civil Affairs Operations43-11 . . . . . . . . . . . . Direct Support Maintenance Operations (Nondivisional)43-20 . . . . . . . . . . . . General Support Maintenance Operations54-30 . . . . . . . . . . Corps Support Groups55-1 . . . . . . . . . . . . . Army Transportation Services in a Theater of Operations55-10 . . . . . . . . . . . . Movement Control in a Theater of Operations55-450-3 . . . . . . . . . Multiservice Helicopter External Air Transport Basic Operations and Equipment63-3 . . . . . . . . . . . . . Corps Support Command63-6.. . . . . . . . . . . . Combat Service Support in Low-Intensity Conflict63-24 . . . . . . . . . . . . Special Operations Support Battalion90-2 . . . . . . . . . . . . . Battlefield Deception90-23 . . . . . . . .. Rear Security Operations, Army-Tactical Air Forces Procedures for Rear Security

Operations at Echelons Above Corps90-29 . . . . . . . . . . .. Operations100-9 . . . . . . . . . . . .Reconstitution100-10 . . . . . . . . . . . Combat Service Support100-16 . . . . . . . . . . Army Operational Logistics100-17 . . . . . . . . . . .Mobilization, Deployment, Redeployment, Demobilization100-19 . . . . . . . . . . .Domestic Support Operations100-20 . . . . . . . . . . .Military Operations in Low-Intensity Conflict100-22 . . . . . . . . . . .Installation Management Doctrine100-23 . . . . . . . . . . .Peace Operations

References-4

FM 54-40

100-25 . . . . . . . . . . . Doctrine for Army Special Operations Forces100-37 . . . . . . . . . . .Terrorism Counteraction101-5 . . . . . . . . . . . . Staff Organization and Operations101-10-1/2 . . . . . . . Staff Officers’ Field Manual - Organizational, Technical, and Logistical Data,

Planning Factors (Volume 2)

Technical Bulletins (TBs)

43-180 . . . . . . . . . . .Calibration and Repair Requirements for the Maintenance of Army Materiel43-0210 . . . . . . . . Nonaeronautical Equipment Oil Analysis Program (AOAP)750-25 . . . . . . . . . . .Maintenance of Supplies and Equipment: Army Test, Measurement, and Diagnostic

Equipment (TMDE) Calibration and Support Program

Training and Doctrine Command Pamphlet (TRADOC Pam)

525-52 . . . . . . . . . . . U.S. Army Operational Concept for Providing Legal Services in Theaters of Operation

FM 54-40

Index

Index-1

FM 54-40

Index-2

FM 54-403 OCTOBER 1995

By Order of the Secretary of the Army:

DENNIS J. REIMERGeneral, United States Army

Chief of StaffOfficial:

Acting Administrative Assistant to theSecretary of the Army

00671

JOEL B. HUDSON

DISTRIBUTION:

Active Army, USAR, and ARNG: To be distributed in accordance with DA Form12-11E, requirements for FM 54-40, Area Support Group (Qty rqr block no.0198).

✰ U.S. GOVERNMENT PRINTING 0FFICE:1995-628-027/40004

PIN: 062390-000