FM 63-20

Preface

This manual provides information on the structure and operationsthe FSB. It is directed toward the commander and staff of the FSBs

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divisions organized and operating under L-edition TOES as modified bythe Force Design Initiatives for an Army of Excellence Study. It is alsodesigned to be used by commanders of the FSB’s subordinate companies.

The manual outlines the functions and operations of each sectionwithin the FSB and how the FSB commander and staff integrate theiractivities. This includes both the logistics and medical mission and thetactical responsibilities. The manual describes the many coordinationlinks the FSB must maintain with supported and supporting units.

This manual is based on doctrine in FMs 100-5,100-10,71-3, and 63-2-2.FM 100-5 is the Army’s keystone doctrinal manual. It outlines how theArmy will fight the AirLand Battle. FM 100-10 is the Army’s keystoneCSS doctrinal manual. It provides an overview of the CSS system forsupporting the Army in the field. FM 71-3 is the doctrinal publication onarmored and mechan ized in fan t ry b r igade opera t ions . I t p rov idesinformation vital to the FSB commander’s understanding of the unit hemust support. FM 63-2-2 describes the support provided by resourceswithin and outside of the division. It is directed toward commanders andstaff who are concerned with providing CSS within armored, mechanizedin fan t ry , and moto r i zed d iv i s ions o rgan ized and ope ra t ing under“Division 86” TOES as modified by the Army of Excellence Study. (Workis currently underway on a new FM 63-2, which will cover the operationsof a heavy division support command in depth. The new manual isdesigned to supersede FMs 63-2-2 and 63-22.)

A wide range of publications support this manual by providing detailsin specific CSS functional areas. FM 42-4 covers the organization andoperations of the FSB forward supply company. FM 43-12 describesdivision maintenance operations, including those of the forward mainte-nance company of the FSB. FM 8-15, currently under development, willdetail the operations of the forward support medical company. Numerousother functional manuals are referenced throughout this manual andlisted in the References section at the end.

The proponent of this publication is HQ TRADOC. Submit changes forimproving this publication on DA Form 2028 (Recommended Changes toPublications and Blank Forms) and forward it to Commander, US ArmyLogistics Center, ATTN: ATCL-CLD, Fort Lee, VA 23801-6000.

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

FM 63-20

CHAPTER 1

Sustaining the Heavy Brigade

CONTENTS

PAGE

THE HEAVY DIVISION BRIGADE . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-1

SUSTAINMENT PRINCIPLES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-2

SUPPORT CONCEPTS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-3

THE BRIGADE LOGISTICS AND MEDICAL SYSTEMS . . . . . . . . . 1-3

THE HEAVY DIVISION BRIGADE

A brigade of a heavy division is a flexibleorganization designed to close with anddestroy enemy forces on the battlefield usingmobility, fire power, and shock effect. Itsmain focus is to defeat the enemy by con-ducting close operations while protecting itscombat support, combat service support, andcommand and control facilities with suc-cessful rear operations. The brigade normallyfights as part of a division. It influences thebattle by task organizing assigned andattached combat and combat support forces,assigning missions and sectors, applyingforce multipliers, assigning and changingCS and CSS priorities, and constituting andcommitting the reserve.

The brigade is assigned varying numbersof armor and mechanized infantry battalionsby the division commander to accomplish aspecific mission. CS and CSS units are taskorganized to support the brigade as required.How the DISCOM commander task orga-nizes to support units in the brigade area is

addressed in Chapter 2. Though the sup-ported units will vary, they will likely includeboth division and nondivisional elements.Corps units that may be operating in thebrigade area are addressed in Chapter 3.Division elements which may typicallyoperate in the brigade area include—

Brigade HHC.

Maneuver battalion task forces,

Field artillery battalion.

Engineer company.

Air defense artillery battery.

Military police platoon.

Military intelligence company.

Forward signal platoon.

Chemical platoon.

Smoke platoon.

Attack helicopter battalion.

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Cavalry squadron. All these units will require CSS on abattlefield unlike any encountered in the

Forward support battalion. past. The AirLand Battlefield will be char-acterized by fluid, nonlinear operations and

Air liaison officer. enormous demands for resources.

SUSTAINMENT PRINCIPLES

Sustainment of the brigade in such anenvironment is the challenge facing CSSplanners and operators. The brigade must bearmed, fueled, fixed, and moved and itssoldiers sustained to allow the brigade com-mander to take advantage of opportunities toachieve tactical advantage. This requires theFSB commander and staff as well as CSSplanners and operators at division andDISCOM level and within the brigade unitsto incorporate the sustainment imperativesin every action taken. The sustainmentimperatives are anticipation, integration,continuity, responsiveness, and improvisa-tion. These are not substitutes for the basictenets of AirLand Battle doctrine; theycomplement them.

CSS leaders and staffs must anticipatefuture missions. They do this by under-standing the commander’s plan and trans-lating current developments into futurerequirements. The main purpose of antici-pation is to help the brigade commander forma supportable plan. So the FSB commanderand staff must develop the close relationshipwith the brigade staff as described inChapter 3. The FSB commander may attendbrigade staff meetings. He monitors thebrigade command net to anticipate requiredchanges to the FSB organization, employ-ment, and operations.

This close relationship with the brigadestaff is also required to ensure that sustain-ment operations are integrated with opera-tions of the maneuver force. The brigade

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commander and staff plan tactical and CSSoperations concurrently. The FSB com-mander and staff must provide the requiredinput to the brigade planning process toensure the scheme of maneuver and firesupport plan can be supported logistically.

Another imperative is continuity of sus-tainment. The brigade commander willrequire continuous support to retain theinitiative and to ensure the depth of opera-tions is not inhibited by breaks in support.This represents a considerable challenge forthe FSB and other CSS elements in thebrigade area. It will require CSS assets to beable to provide continuous support whilefrequently relocating.

The CSS system must also be responsive.It must meet needs that change with littlenotice. FSB personnel must assume thatchanges in priorities, support operations,and organizations will be the norm; theymust be ready to respond quicky.

Finally, sustainers must be prepared toimprovise. The fluid nature of the AirLandBattlefield may quickly render routine sup-port methods obsolete. This manual willsuggest a number of support techniques forthe FSB. However, leaders and staffs mustnot interpret a guideline or technique as anabsolute requirement. If it is not effective inmaintaining maximum combat power andmomentum, FSB personnel must not beafraid to discard it. Sustainers must beinnovative.

FM 63-20

SUPPORT CONCEPTS

The two most important concepts in sup-porting the heavy brigade are forward sup-port and area support.

FORWARD SUPPORT

As the name of the FSB implies, the focusof the CSS structure is on providing supportas far forward as practical. Supplies, weaponsystems, and repair assets for easily repar-able equipment should be provided by thecorps, MSB, or FSB to the field trains orbeyond whenever practical. Also, the FSBshould ensure damaged equipment not easilyreparable is evacuated from as far forward aspractical. Health service support should alsobe focused on forward support. As discussedin the next section, CSS assets organic to thecombat and CS elements in the brigade arescarce. They should not be burdened bypicking up supplies in the DSA or recovering

damaged equipment to a maintenance collec-tion point in the rear.

AREA SUPPORT

Because of the ever-changing combinationof division units operating in the brigadearea, it would be almost impossible andcertainly inefficient to dedicate CSS units tosupport of strictly structured units. As dis-cussed later in this manual, the DISCOMcommander will have to cross-level assetswhen substantial changes are made in thesize and types of units supported by an FSB.However, sufficient flexibility has been putin the FSB to accommodate minor variationsin supported units and still provide directsupport level logistics to all division and(with required augmentation) supportingcorps units operating in the brigade area.

THE BRIGADE LOGISTICS AND MEDICAL SYSTEMS

The FSB is part of the overall logisticssystem (and medical system) which sustainthe brigade. The FSB is the operator pro-viding the support link between DISCOMelements in the DSA and COSCOM units onthe one hand and the supported units in thebrigade area on the other. Support is pushedforward to the BSA based on requirementspassed from the FSB in coordination withlogistics planners in the brigade. Wheneverpossible, the FSB continues to push supportforward. Specifics on such support aredescribed later in this manual. Examplesinclude maintenance support teams sent towork in battalion task force unit mainte-nance collection points, service battery sites,or field trains locations; FSB ambulancesstationed at battalion aid stations; andforward tactical refueling points.

The support system does not end with theFSB. The FSB is essentially a DS-level

support organization. (However, as dis-cussed in Chapter 9, the medical companyprovides Level I and II medical care todivision units on an area basis.) In mostcases, individual units such as maneuverbattalions are responsible for unit-level sup-port. Also, elements such as teams mayoperate away from their parent units. Unlessthe elements are attached for logistics,parent units are responsible for providingunit-level support to those elements. Whenmission requirements exceed the organicsupport capabilities of the parent unit, theunit may coordinate for support with thebrigade rear CP before the unit enters thebrigade area. The brigade may task a subordi-nate unit to provide support. However, if itdoes, the tasked unit will likely requireadditional assets from the parent unit.Required assets will probably include classIII and V haulers and maintenance per-sonnel, class IX items, and tools.

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For instance, a CS platoon/company witha direct support mission may be preparing tooperate in a battalion task force area for anextended period. The parent company/battalion may coordinate with the brigade S4to have the battalion provide support.Although the parent unit’s logistics assetsmay not be capable in all cases of splitting upto provide support, as much as possible theparent unit should send cooks, trucks anddrivers, and maintenance and medical assetsto work with the battalion task force trainspersonnel.

Such support is unit-level support. Itincludes food service, distribution of suppliesto companies and other subordinate ele-ments, unit maintenance, unit-level healthservice support, movement of organic assets,and unit-level graves registration. The assetsavailable to provide this support vary amongthe division units in the brigade, as follows:

The brigade HHC has food service,unit maintenance, and limited supplydistribution assets.

The maneuver battalions have a fullcomplement of unit-level assets. A com-plete discussion of their operations is inFM 71-2.

The field artillery battalion in directsupport of the brigade also comes withassets to perform unit-level support ofthe battalion, as covered in FM 6-20-1.The service battery has a battalionsupply element, an ammunition pla-toon, and a maintenance platoon. Thebattalion also has a food service sectionand medical section. A general supportreinforcing corps battalion operating inthe brigade area will bring similar unit-level support assets.

The division engineer company comeswith organic support assets, thoughfuel-handling and medical capabilities

are limited. Currently, the company hasone mobile kitchen trailer, two tank andpump units, and a number of cargotrucks. Corps mechanized engineer ele-ments operating in the brigade areabring comparable unit-level supportpersonnel and equipment as well asorganic assets to perform DS main-tenance on engineer equipment.

The ADA battery (plus or minus aplatoon) can normally be expected to

locate in the brigade area. The batteryhas ammunition-hauling, unit mainte-nance, and limited refueling capability.It receives medical support on an areabasis and is fed by the brigade HHC andtask forces. The battery normally has amaintenance slice in the UMCP of eachsupported task force. The remainder ofthe battery headquarters, along withsome refueling and recovery assets andseveral cargo trucks, locate in the BSA.Operations are discussed in FM 44-3.

The direct support MP platoon worksout of the BSA and has no CSS assetswith it except for one unit mechanicfrom the MP company headquarters.Other support, including DS mainte-nance, is received from the FSB on anarea basis. Details appear in FM 19-1.

The military intelligence companyteam is typically in general support ofthe division. As discussed in FM 34-10,CSS has been a particular problem dueto the limited assets in the MI companyand the wide dispersion of small teamsthroughout the brigade area. Meals andammunition are coordinated through S4channels to be provided in conjunctionwith support to the nearest maneuverelement, or the company team supportelement must distribute them. Fuel is aspecial problem. If the MI battalionTPU is not available to the company, it

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should try to coordinate through S4channels to receive fuel from the nearestmaneuver element. If that is not pos-s ib le , t he company mus t r e ly onshuttling 5-gallon cans from the BSA toall forward sites.

The forward signal platoon DS to thebrigade typically receives support fromthe brigade HHC at the main CP andfrom the FSB in the BSA. Details onsignal CSS appear in FM 11-50.

Like the MP platoon, the chemicalelements bring no organic CSS assetsand rely on the FSB. The resupply ofMOGAS for decontamination apparatusand the smoke generators will requirepurchase of CTA fuel containers. Decon-taminants will be resupplied by usingdownloaded decontamination equip-ment or a TPU. (Fog oil resupply iscovered in Chapter 7.)

The attack helicopter battalion anddivision cavalry squadron have fullcomplements of organic support assetsto include supply, maintenance, andmedical assets. Assets are deployed ineither unit or echeloned trains. Unit-level support operations are discussed inFMs 1-111 and 1-112.

The FSB also has its own unit-levelresources. However, when elements areemployed forward for extended periods,unit support will be coordinated with thesupported battalion. For example, asthoroughly discussed in Chapter 8,maintenance support teams are taskorganized to support battalion taskforces. Since these teams habituallywork at the battalion UMCP, theirsupport must be coordinated with thebattalion.

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FM 63-20

CHAPTER 2

FSB Organization and Functions

CONTENTS

PAGE

ORGANIZATION AND MISSIONS . . . . . . . . . . . . . . . . . . . . . . . . ...2-1

BATTLEFIELD LOCATIONS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ...2-4

SUSTAINMENT PLAN NINE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ...2-6

ORGANIZATION AND MISSIONS

DISCOM

The forward support battalion is part of theheavy division support command. TheDISCOM provides direct support-level logis-tics and medical support to all organic andattached elements of the division. As depictedin Figure 2-1, it consists of the followingelements:

HHC/MMC. The HHC superviseand controls DISCOM operations andadvises the division commander andstaff on logistics throughout the divi-sion. The MMC provides materielmanagement for weapon systems, con-trols maintenance priorities, and coordi-nates supply functions to meet the needsof the division. FM 63-22 provides a fulldiscussion of the responsibi l i t ies ,organization, and operations of theHHC/MMC. T h

rear area. It provides direct support todivision units in the division rear anddesignated and backup support to theFSBs. It is based in the DSA, though itprovides support forward as required.Information on the MSB is in FM 63-21.

• Forward support battalions. T h eDISCOM has one FSB to provide directsupport to each division maneuverbrigade.

• Aircraft maintenance company. Thisseparate company under the DISCOMprovides AVIM support to divisionunits. It is the subject of Chapter 6 ofFM 63-2-2. Other operational informa-tion appears in FM 1-500.

FSB

e FSB itself is organized as shown in Main support battalion. This mul- Figure 2-1. The battalion has a headquarterstifunctional logistics and medical unit is and headquarters detachment, supply com-the division CSS operator in the division pany, maintenance company, and medical

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FM 63-20

company. As part of the maintenance com- this manual. The FSB must actively monitorpany, the FSB is assigned tank, mechanizedinfantry, and artillery systems supportteams. The FSB maintenance company hasone team to support each maneuver battalionassigned to the supported brigade, as well asthe DS artillery battalion.

The FSB's primary role is to provide directsupport to the brigade and division unitsoperating in the brigade area. This roleentails a dual requirement. First, the FSBmust plan to support future operations. Itmust anticipate requirements and incorpo-rate planning guidance. In addition, the FSBmust support current operations. It mustmonitor the implementation of the supportplan. This requirement involves the con-tinuous coordination discussed throughout

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all support operations in conjunction withthe brigade S4. It makes adjustments asrequired to ensure support requirements aremet. For example, it is not enough for the FSBto plan when supported task force HEMTTsshould pick up fuel. If the HEMTTs do notshow up, the FSB must know about it andcoordinate with the brigade S4 to find outwhat the problem is and what needs to bedone to resolve it.

The FSB also provides support to nondivi-sional units, such as corps artillery andengineer battalions, located in the brigadearea of operations. The FSB is the singlepoint of contact for support in the brigadearea of operations. However, in order to

FM 63-20

support nondivisional units, it must be aug-mented with elements of the corps logisticstask force operating in the division area. (SeeFM 100-10.)

In addition, the FSB is responsible for basecluster defense of the BSA and operatesunder the brigade command for this mission.Chapter 5 is a detailed discussion of the BSAsecurity and terrain management operationsof the FSB.

The FSB performs its mission if it supportsthe brigade’s course of action and meets theDISCOM commander’s guidance. Specifi-cally, it supports the brigade and reinforcing/supporting units by providing or coordi-nating to provide all classes of supply, as wellas maintenance, medical, field services, andtransportation support in the amounts and atthe times specified in the brigade servicesupport annex and the FSB SOP. It mustreplenish its supported units’ basic loads ofall supplies except repair parts. Prescribedloads of maintenance-significant class II andIV items and repair parts must also bereplenished. Equipment must be maintainedto meet prescribed operational levels. ClassVII items are distributed in accordance withthe brigade commander’s priorities. The FSBcoordinates transportation requirementswith the movement control officer to meet theneeds identified by the brigade. Finally,medical evacuation and treatment opera-tions and field services activities must becoordinated between the brigade and FSB toensure brigade needs are met. Specific infor-mation on the elements of the FSB appears inChapters 6-9 of this manual.

TASK ORGANIZATION

The FSB organization as outlined aboveand discussed later provides flexibility. TheDISCOM commander and staff are respon-sible for tailoring resources to support tac-tical operations. They maintain constant

contact with the division staff to anticipatefuture support requirements–who willrequire what types and amounts of support inwhat battlefield locations at what times. TheDMMC, medical operations center, supportbattalions, and AMCO keep the DISCOMaware of the current and projected status oflogistics and medical resources. As a result ofthis information, the DISCOM task orga-nizes to best support the force.

The FSB commander may receive addi-tional assets from the MSB or a corpslogistics battalion task force to providerequired support beyond the FSB’s cap-ability. The FSB may also receive resourcesfrom or have to relinquish them to anotherFSB. There is no magical formula the FSBcommander can use to tell him what assets hemay receive or have to give up. The DISCOMcommander must decide on the basis ofnumerous variables including the tacticalsituation, changes to the task organizationsof supported units, shifting support pri-orities, and status of resources availablethroughout the division area of operations.The FSB’s responsibility in this process is tokeep the DISCOM commander abreast of thelogistics and medical situation in its brigadearea and of current and anticipated supportproblems.

One example of a requirement for task-organizing would be the cross-attachment ofa battalion-sized unit within the division.Before such a cross-attachment takes place,support to the unit must be coordinated andidentified in the attachment order. Coordi-nation takes place among the FSBs involved,the DISCOM support operations branch, theMSB support operations section, and theaffected brigade and battalion S4s. In addi-tion, medical support is coordinated amongthe MSB and FSB support operations sec-tions and medical companies, the DISCOM

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FM 63-20

medical operations center, the division sur-g e o n , a n d t h e a f f e c t e d b r i g a d e a n dbattalions.

Planners must know what CSS assets areavailable to accompany the battalion. Thiswill include the battalion’s support platoonas well as any DS maintenance team asso-ciated with the battalion. For instance, if adivision artillery battalion has been in directsupport to a maneuver brigade which is nowplaced in reserve, the artillery battalion willreceive another role since artillery is never inreserve. If the battalion is placed in supportof another brigade, the artillery MST fromthe maintenance company of the FSB sup-porting the brigade in reserve would comewith the battalion and continue to work out ofthe service battery site. Also, the ATP sectionof the supply company would augment theATP of the receiving brigade. The FSBmedical company treatment squads/teamsmay operate with the maneuver battalionHHC’s medical platoon in support of taskforce operations. Cross-leveling of otherassets from the losing FSB would depend onthe requirements of its supported brigade, theunits being cross-attached, the status of

resources in the FSB, the support priorities,and the length of t ime for the cross-attachment. Sometimes support elementscannot be evenly split. For example, if theFSB has only one or two soldiers in a par-ticular MOS, it may not be possible to sendany support of that type when a brigadeelement is cross-attached to another brigade.In such cases, elements of the MSB may besent forward to augment the capability ofthe FSB which receives the addit ionalrequirements.

In all cases, planners responsible for orga-nizing logistics and medical elements in thebrigade areas must consider the following:

The mission of the additional unit.

The number of people in the unit.

The number and types of equipment.

The priori ty of support to eachbrigade.

The level of combat effectivenessrequired for the additional battalion.

The length of time the battalion willneed support.

BATTLEFIELD LOCATIONS

The base of operations for the FSB is thebrigade support area. The brigade S3approves the BSA location based on thetactical situation and the recommendation ofthe FSB commander and staff and thebrigade S4. The FSB commander must ensurethe area is small enough for C3 and securitypurposes, yet large enough to accommodatethe dispersion required by the FSB and allthe other elements normally located in theBSA. The size will vary with the terrain, butan area of 4-7 kilometers in diameter is aplanning guideline.

In addition, the FSB commander, FSBS2/S3, and brigade S4 must consider—

Availability of roads.

Capability of roads to handle heavytraffic and large vehicles in all weather.

Availability of built-up areas.

Overhead cover and concealment.

Suitability for technical operations.

Defendability.

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FM 63-20

Communications profiles.

Accessibility to air support assets.

Distance from enemy artillery. Atypical distance from FLOT to BSA isabout 25-30 kilometers during support ofdefensive operations. This distancewould put the FSB and brigade trainselements outside the range of all butlong-range multiple rocket launcherfire, for example, from the BM-27. Thedistance may be less during offensive

operations. However, it will vary withMETT-T.

Though the FSB is based in the BSA,elements will be positioned on the battlefieldto maximize forward support. Typical loca-tions are depicted in Figure 2-2. In addition tothe elements in the BSA, MSTs are often sentto work out of the maneuver battalionUMCPs and art i l lery bat tal ion servicebattery sites. Also, medical company ambu-lances are typically stationed at maneuver

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battalion aid stations. In addition, ambu- FSB medical company for air and groundlance exchange points are set up between patient evacuation. In addition, LRPs aremaneuver battalion aid stations and the preplanned and plotted on CSS overlays toclearing station in the BSA. This reduces expedite forward projection of support toambulance turnaround time. It also provides customers. Other specific deployment pos-an FM communications link between medical sibilities for FSB elements are discussed inplatoons of maneuver battalions and the Chapters 7-9.

SUSTAINMENT PLANNING

The FSB, along with supported battalionS4s, HHC commanders (field trains), servicebattery elements, and other support units,sustains the brigade across the entire depthof the battlefield. However, at brigade level,close, deep, and rear activities are practicallyindistinguishable. They are usually con-ducted with the same assets.

CLOSE OPERATIONS

Offense

An offensive operation maybe launched atany time and with little notice. To have asmuch advance notice as possible and toensure the brigade commander’s course ofaction is supportable, the FSB commanderand staff anticipate requirements and main-tain continuous contact with the brigadestaff. They monitor tactical nets wheneverpossible. In planning for an attack, the FSBensures support equipment is ready, suppliesare in position, and coordination is made tomeet transportation needs.

As the attack develops, communicationlinks between the brigade and FSB mustremain operational. The FSB must alsoensure the preparations discussed below donot give away tactical plans. In addition, allelements of the FSB should be prepared tomove forward by echelon as described inAppendix A. Figure 2-3 depicts a represen-tation of the brigade area during an offensiveoperation.

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Supply. The most critical supplies areclasses III, V, and IX. To handle high fuelconsumption, forward stocks are built up andthe class III point is prepared to move for-ward rapidly or set up forward tactical refuelpoints as described in Chapter 7.

Though ammunition expenditures may notbe as high as with a heavy defense, respon-sive resupply is essential. A significantproblem will be maintaining this supportover extended supply lines. The sustainercannot require artillery service battery vehi-cles to travel far from firing elements ormaneuver battalion support platoons to haulammunition over great distances. The FSBmust ensure ATP elements areas far forwardas tactically feasible. The support operationsofficer, in coordination with the DAO, mustplan for the forward movement of the ATPand coordinate for transportation assets. TheFSB also coordinates with the artillery bat-talion S4 and DAO representative to prepo-sition ammunition on request at designatedfiring positions.

Other supply considerations include–

Weapon systems replacementsrequirements.

Use of preplanned push packages ofessential items, such as water, fuel,medical supplies, ammunition, andchemical defense equipment.

Obstacle-breaching and bridgingmateriel requirements.

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Potential use of captured supplies,especially vehicles and fuel.

Increased use of MREs.

Use of controlled exchange and can-nibalization as a source of repair parts.

Availability of host nation support,particularly procurement of class IIIpackaged items, building supplies, bar-rier materiel, and in some cases sundryitems.

Transpor ta t ion . Transportation assetswill be heavily taxed in the offense. Longlines of communications and high require-ments for selected supplies and personnelreplacements will stress the system. The FSBhas ex t remely l imi t ed t r anspor t a t ionresources. The resources it has must be usedto keep the FSB mobile to advance with theattack and, whenever possible, to push sup-port forward. This support may include suchtechniques as short-term pushing of suppliesor moving refuel-on-the-move equipment.The support operations section must ensurethat transportation requirements to sustainthe momentum of the attack are commu-nicated to the MCO in the DISCOM in atimely manner. Also, the FSB coordinateswith the brigade S3 and DISCOM MCO touse road nets efficiently. The opening andsecuring of routes must be included in thetactical plan.

Maintenance. Main ta in ing momentumalso requires keeping in or returning to thecurrent battle as many weapon systems aspossible. Therefore, emphasis is on battledamage assessment and rapid return ofequipment to the brigade. As described inChapter 8, the FSB maintenance companysends MSTs forward to UMCPs to supportthis concept. The MSTs must be task orga-nized to ensure the right people go forwardwith the necessary transportation, com-munications assets, tools, TM DE, repair

parts, and components. Teams must includemechanics who can make rapid and in-formed decisions on what can be repaired onsite, what to evacuate, what to cannibalize,and what to abandon after being madeuseless to the enemy. The DISCOM mayestablish timelines which suggest that equip-ment that cannot be repaired on site within acertain period of time be evacuated orreported and left for follow-up maintenanceelements to repair. Each MST will workclosely with the supported battalion’s BMOto make maximum use of lulls in the battle toget as much equipment as possible ready forwhen action resumes. In fast-paced actions,the maintenance control officer, acting onrequirements made known by the MSTs, willarrange use of air transportation to bringrepair parts forward and evacuate damagedequipment.

Medical . Deliberate attacks will likelyresult in high casualty rates. High casualtyrates and long evacuation lines will stress themedical resources of the DISCOM and mayrequire them to be augmented. Before theonset of an attack, FSB medical companyassets are placed as far forward as combatoperations permit. The medical companycommander must ensure treatment elementshave a full basic load of supplies before theattack begins. Once operations begin, theDMSO pushes prepackaged sets of class VIIIsupplies to battalion aid stations and theclearing station. Unit loads must be toppedoff. To keep the medical company mobile,patient holding in the BSA is minimized.Ground evacuation assets are positioned atbattalion aid stations.

In fast-moving situations, predeterminedambulance exchange/pat ient col lect ionpoints are identified along the axis ofadvance and evacuation routes. Such pointswhen colocated with a treatment team fromthe medical company also provide units

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without organic medical support with apatient disposition site when the situation isso fluid that full area support is difficult.

In exceptional cases, increased evacuationdemands may require nonmedical trans-portation assets to be used. If required, thisintensifies the burden on the already stressedtransportation system.

Field Services. Due to the mobility ofoffensive operations, some field servicesprovided by corps (such as laundry andclothing exchange and bath) may be tem-porarily suspended. However, GRREG opera-tions will intensify. The FSB must ensureadequate GRREG supplies are available. Theother field service that assumes greaterimportance in the offense is airdrop. It maybe required to increase support mobility.Although airdrop support comes from corps,if the FSB is the supported unit, the FSB staffmust plan request procedures, drop zoneselection and control, recovery of supplies,and evacuation of airdrop equipment.

Defense

The role of the FSB in the defense is tosupport defensive battles while maintainingthe capability to shift to the offense with littlenotice (Figure 2-4). This requires the FSB CPto stay current with the battle. Emphasismust be placed on locating FSB supportpoints out of reach of possible penetrations inprotected and concealed locations withoutsacrificing support. Elements must also beout of the way of potential retrogrades. FSBunits should be dispersed as much as possiblewithout impairing command and control orsecurity. Built-up areas will also be used asmuch as possible. ADA coverage must beplanned; emphasis will be on passive mea-sures. The FSB must also dig in as much asequipment and time allow. This includespositions for personnel and equipment.

Supply. Supply operations will be most

intensive during the preparation stage. TheFSB will plan to preposition critical supplies(particularly fuel, ammunition, and barriermateriel) far forward and in successivedefensive positions. As soon as the FSBknows a defense is planned, it must beginrequired coordination to have obstaclemateriel throughput by corps assets as closeto the emplacement sites as possible. Ifavailable, FSB assets may help unloadbarrier materiel at emplacement sites.

Throughout the defense, class V expen-ditures are likely to be high. Therefore, theFSB must position the ATP to maximizeresponsiveness. Requirements may also behigh for chemical filters, MOPP gear, anddecontaminants. In many defenses, however,consumption of fuel will be low relative torates during an offense.

Transportation. As implied in the discus-sion on supply, transportation is most cri-t i ca l whi le p repar ing fo r a de fense .Prepositioning supplies and shifting per-sonnel and equipment before the operationwill tax the system. The FSB’s major role inthis area is to coordinate transportationrequirements with the DISCOM MCO forsupport operations.

Maintenance . The main tenance com-pany’s emphasis in the defense is to take allrequired steps to maximize the number ofweapon systems available at the start of theoperation. Once defensive operations begin,the principles are the same as for the offense.However, in some defenses where lines arenot extended, forward support may be maxi-mized by consolidating all maintenance com-pany assets, including the SSTs, in the baseshop and sending out small, highly mobileMSTs to perform quick, on-site repairs orcomponent exchanges.

Medical. Though casualty rates are likelyto be lower than in an attack, patient flow

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from forward areas will be complicated byenemy activity. This activity may also inhibitevacuation as well as increase casualtiesamong medical personnel and damage toevacuation assets. Medical company per-sonnel must be prepared to get to casualtysites faster and to minimize time to performemergency t r ea tment and evacua t ion .Predetermined ambulance exchange pointsshould also be designated. The medical com-pany commander and FSB support opera-tions section should have coordinated withthe medical operations center for increaseduse of air ambulances.

F i e l d S e r v i c e s . If laundry and CEBfacilities are located in the BSA, the FSBstaff should ensure they do not interfere withtactical operations.

Retrograde

Support for a retrograde operation is par-ticularly complex. Communication with thebrigade and tracking of the tactical situationis especially important. Maneuver elementsat a given time may be defending, delaying,attacking, or withdrawing. Thus, it is es-sential that FSB elements are echeloned tocontinue to provide support to the delayingforce at an old defensive site while estab-lishing support to withdrawing elementsmoving rearward. Any FSB personnel andequipment not essential to supporting for-ward elements should be moved as soon aspossible.

Supply. Planning must ensure that sup-plies are delivered to projected sites along thewithdrawal route where requirements willexist. Only critical supplies (classes III, V,and IX) will be moved forward to support thedelaying force. Also, only enough supplieswill be moved forward to meet requirementswhich cannot be met with supplies alreadypositioned in forward areas. Any supplieswhich are already forward but not required

by the delaying force should be moved back.The same applies to transport assets. Guid-ance on civilian property should be suppliedby DISCOM headquarters.

Transportat ion. Retrograde operationswill stress transportation resources. TheMCO and provost marshal will require theFSB support operations section to assist inthe critical tasks of controlling MSB trans-portation assets in the brigade area and inensuring road nets stay open. The FSB mustevacuate nonessential personnel and itemsearly to avoid congested roads later. Inaddition, it must ensure only essential itemsare moved forward. Finally, the FSB supportoperations section makes sure all trans-portation assets moving resources forwardassist in the evacuation effort.

M a i n t e n a n c e . Main tenance p lann ingemphasizes support forward while movingmost of the maintenance company rearward.Time for repairs is limited. Forward elementsshould concentrate on exchange versus re-pair and maximize cannibalization. Efficientrecovery and evacuation is required. HETsupport should be coordinated with theDISCOM. However, evacuation assets will bescarce so forward repair is essential. Sincecommand and control will be difficult, MSTleaders must take the lead to keep the mainte-nance control officer aware of the team’slocation, resource status, and class IXrequirements.

Medical . Patient evacuation is compli-cated by several factors. Evacuation routesmay be congested with withdrawing forces.Evacuation assets will be required to movepatients that would normally be treated inthe clearing station. Nonmedical transpor-tation assets may not be available to assist.Also, medical company assets should bemoved back by echelon as early as possible.This will then require prompt patient sorting

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and evacuation. Locations of successivetreatment sites must be predetermined.

Field Services. Any laundry and CEBunits in the brigade area will also be moved tothe rear as soon as possible. Nonessentialservices may be temporarily suspended.Facilities of suspended activities may beintegrated in deception plans.

DEEP OPERATIONS

A divisional brigade does not normallyconduct separate deep operations. However,as part of deep operations conducted by thedivision, the heavy brigade can direct battlesagainst enemy battalions and regiments upto 15 kilometers forward of the FLOT. Thebrigade controls its maneuver battalions andsupporting attack helicopter units, sets priori-ties of supporting artillery fires, and coordi-nates USAF close air support operations. Itsfocus in the offense is interdiction of regi-ments and battalion reserves. In the defense,the brigade focuses on second echelon ele-ments. Deep fires are sustained the same asclose operat ions. Sustainment of deepmaneuver, however, must be carefullyplanned. Deep maneuver is a high-speed,short-duration, audacious operation. CSSwill be austere. Early in the planning phase,the FSB commander through the brigade S4informs the brigade commander of availablelogistics and medical assets, replenishmentprospects, and likely effect of support on thetactical operation in terms of a risk analysisthe brigade commander can understand.There are two general methods for supportinga deep operation.

Self-Sustainment

If there is no open, secure line of com-munication, self-sustainment will be re-quired. CSS will be limited to what thebrigade can carry with it or forage. Thebrigade will carry as much class III and V as

possible. To carry more critical class 111 andV supplies, maneuver elements will likelydownload nonessential supplies and equip-ment. They will leave behind with the fieldtrains all nonessential personnel and majorequipment (for example, food service teams,trucks, kitchen trailers, S1 sections). If moredownloading is required, considerationshould be given to leaving behind class I and11 items. These are relatively easy to resupplyby road or air. They also allow at least someleeway from the time the need is determinedto exist and when items must be delivered.Maintenance elements for quick repairs andmedical personnel and equipment to performemergency treatment may also accompanythe brigade.

If the operation is limited in distance andduration, the FSB’s role may be to—

Help ensure the brigade is fully loadedbefore the operation. This may includeproviding refueling support as far for-ward as possible.

Coordinate for transportation assetsto move nonessential items which bri-gade elements do not move immediately.

Prepare to displace as a single entityto forward positions on the call of thebrigade commander with the approvalof the DISCOM commander.

If an increase in the brigade’s self-sustainment capability is required, someFSB assets may go with the brigade. Howthis is done will depend on the situation. Ifthe operation is to be of relatively longduration and secure LOCs are likely to beopened before the end of the operation, theFSB may move its critical assets with thebrigade. These assets would probably includethe 5,000-gallon tankers with refuel-on-the-move equipment, the ATP (if resupply isprojected), MSTs, and additional medicalassets. The FSB in this case will fold into the

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brigade movement formation. It will beprotected by surrounding combat elements.

If even more mobility is required or theoperation is to be of very short duration, FSBassets may be used to augment the battalionsupport platoons. The tankers with driverswould be the most likely assets to augmentthe battalions though their trafficability andsurvivability must be considered. Thismethod would be the quickest means of pro-viding additional capacity. However, keepingthe FSB assets centralized provides moreflexibility to maximize support as prioritieschange.

In all cases, only essential resources whichwill not inhibit the operations of the brigadeshou ld accompany i t . P lanner s mus tremember that the FSB’s hauling assets arelimited and have little off-road capability.The FSB’s supply assets are designed toreceive and issue or transload supplies, not tomove them over substantial distances. So, forinstance, it will profit the brigade little tobring MHE if the lack of a secure LOCprohibits resupply during a brief operation.Also, equipment that cannot be quicklyrepaired will probably have to be abandonedafter being made useless to the enemy.

Sustainment Over a Line of Communication

If sustainment is to be provided over aLOC, the essential elements of the FSB willlikely accompany the brigade. They will berequired to receive and issue supplies, assistin the effort to repair and recover/evacuatedamaged equipment, and provide additionalpatient acquisition, treatment, and evacua-tion capability.

Such an operation will likely involve thebrigade’s participation in a division deepoperation over extended distances or timeperiods. In such cases, the brigade should

avoid downloading items; return trips toretrieve them may be impossible, and divi-sion transportation assets are likely to beunavailable to move maneuver unit nones-sential items. To support such operations theFSB itself will normally require additionalsupport from the MSB or other division ornondivisional elements. This may includelow-bed trailers or, when available, HETs tomove FSB MHE, additional 5,000-gallontankers, trucks to move ammunition, fuelpumps and hoses to permit use of capturedmateriel, and commitments to provide on-callaerial resupply of designated items. Addi-tional corps tractor-trailers uploaded withammunition may travel with the class Vsection so that when the ATP arrives atthe new site ammunition is immediatelyavailable.

If a surface LOC is used, much combatpower will be tied up either to keep it con-tinuously open or to reopen it each time aconvoy moves over it. Air LOCs permitfaster, more responsive support, but requireair superiority or at least parity. Supportmay involve either air-landing, airdrop, orboth. If air-landing is used, the FSB is likelyto be involved in establishing and securinglanding zones. Engineers may also be re-quired to prepare landing zones. If enoughplanning time is available, preplanned air-drop resupply missions should be consideredto enhance responsiveness. If planning timeis limited, immediate airdrop resupply re-quests may be used for urgent or priorityrequirements. Planners should be aware thatreceipt of airdrop deliveries in the BSA willrequire labor, MHE, security teams, and trans-portation assets of the FSB and the supportedbrigade. Evacuation of recovered airdropequipment to the corps for reuse is a criticalconsideration. Priority should be given to thereturn of parachutes, followed by containersand platforms. Recovery of the equipment indeep operations will be difficult.

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REAR OPERATIONS

Rear operations are conducted to secure the the rear are not impaired. If the BSA is notforce, neutralize or defeat enemy operations secure, brigade elements conducting closein the rear area, and ensure freedom of action and deep operations cannot be sustained.in close and deep operations. The goal is to This important topic is covered in depth inprovide BSA security to ensure operations in Chapter 5.

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CHAPTER 3

Command and Control

CONTENTS

PAGE

PRINCIPLES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ...3-1

ORGANIZATIONAL RELATIONSHIPS . . . . . . . . . . . . . . . . . . . . . ...3-2

PROCESS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ...3-6

HEAVY/LIGHT MIXES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ...3-7

FACILITIES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ...3-8

.

PRINCIPLES

Commandant control is the system usedby the FSB to direct, coordinate, and controlthe activities used to accomplish the logisticsand medical mission. The processes compli-cated by the FSB’s terrain management andBSA defense responsibilities, as discussedlater. Command and control involves thepersonnel, equipment, facilities, and pro-cedures for gathering and analyzing data.They also involve planning what is to bedone, issuing instructions for doing it, andsupervising how it is done.

The complexity of the mission anddynamic battlefield of today require flexi-bility, creativity, and initiative by subor-dinate commanders. Command and controlmust be mission oriented. Just as theDISCOM commander must give the FSBcommander the resources and authority toaccomplish his mission, so too must the FSBcommander ensure subordinate commandersand leaders have the assets and willingness

to innovate to get the job done. They must bewell trained in communications and decisionmaking. They must also understand doctrineand their organization. They must knowwhen and in what circumstances they havethe prerogative to act.

Commanders and leaders in the FSBmust—

Understand their responsibilities.

Be familiar with responsibilities andcapabilities of higher, lower, and sup-porting units. They must know thesupport required and what support eachlevel can provide.

Maintain contact with higher, lower,adjacent, supported, and supportingunits.

Write clear directives, reports, orders,and studies.

Use effective oral communications.

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Understand the information systemsrelated to CSS.

Ensure radio and data transmissionnets are used effectively.

Be able to execute a well-rehearsedplan for command succession.

Provide capabil i ty in meaningfulterms to the brigade commander.

O R G A N I Z A T I O N A L

To perform its C2 functions, the FSB mustdevelop and maintain a variety of rela-tionships. They include relationships with—

Higher organizations—DISCOM.

Lateral organizations—MSB, otherFSBs, and corps logistics task forces.

Supported organizations—supporteddivision and corps units in the brigadearea, in particular, the brigade rear CP.

Subord ina te o rgan iza t ions—FSBcompanies.

All organizations in the BSA (fordefense and terrain management).

FSB AND DISCOM HEADQUARTERS

While the FSB supports the divisionalbrigade, it remains under the command of theDISCOM commander. Requests for supportbeyond the FSB’s capability flow through theFSB support operat ions sect ion to theDISCOM staff and MMC. This ensureslogistics and medical needs are staffed withthe DISCOM S2/S3, DISCOM medical opera-tions center, DMMC, and MSB. The FSBkeeps the DISCOM aware of the supportstatus in the brigade area andrequirements beyond capabilityThe DISCOM commander willsions on cross-leveling assets

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anticipatedof the FSB.make deci-among the

Stay personal ly involved in andappraised of the CSS and tacticalsituations.

Be familiar with the law of land warfare with respect to civilians, civilaffairs, and civil-military operations.

Understand their responsibility to thesoldiers under their command.

RELATIONSHIPS

MSB and the FSBs. The FSB/DISCOMrelationship is depicted in Figure 3-1.

FSB AND DMMC

The DMMC provides supply and main-tenance management for the FSB. TheDMMC manages all classes of supply exceptclass VI, VIII, and X, and classified maps. Itdevelops and manages the authorized stock-age lists. It maintains division property bookand Army equipment status reporting data.The DMMC also specifies the items andamounts of class I, 111, IV, and IX materiel tobe physically located in the BSA. It providesinstructions for turn-in of excess items andfor evacuation of items that cannot be expe-ditiously repaired by the FSB maintenancecompany. The technical relationship betweenthe FSB supply and maintenance companiesand the DMMC is illustrated in Figure 3-2.

FSB AND MSB

The MSB provides designated DS supplysupport, backup DS maintenance, motortransport support, some field service func-tions, and limited medical reinforcement andaugmentation of the FSB. The companies ofthe FSB maintain technical relationshipswith their related companies in the MSB.These technical relationships simplify tech-nical training and operations. However,

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these relationships do not take the place of FSBs are normally widely dispersed andcommand channels. Questions of who willsupport and with what priorities are decidedwithin command channels. When FSB com-panies need reinforcing support from theMSB, the FSB support operations sectioncoordinates with the support operationsbranch of the DISCOM S3 section. Formedical support, the S3 will work with themedical operations center. Figure 3-1 showsthe relationship between the FSB and MSB.

opera te independen t ly o f each o the r .However, as discussed in Chapter 2, theDISCOM commander may choose to cross-level assets between FSBs to most effectivelysupport the units in each brigade area.

FSB AND SUPPORTED DIVISION UNITS

The FSB provides direct support to adivisional maneuver brigade. It thereby

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establishes a close working relationship with and support operations officer to keep trackthe supported brigade commander and staff,as well as the subordinate battalions andother attached and assigned units.

The brigade commander is responsible forplanning all aspects of brigade operations,including logistics. The staff officer chargedwith assisting in the area of logistics is thebrigade S4. He provides logistics informationto the commander and acts as the brigade’slogistics planner. As such, he coordinates thestatus of supplies and equipment with themaneuver battalion XOs and S4s and withrepresentatives of CS elements attached andassigned to the brigade. He also maintainscontinuous contact with the FSB commander

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of the FSB’s status and capabilities, -and toensure they understand the commander’spriorities. To maintain this coordination, thebrigade rear CP normally colocates with theFSB CP, and the brigade S4 has repre-sentatives there at all times.

The FSB deals directly with the battalionS4s and the designated logistics represen-tatives of the other division elements in thebrigade area. Together they work out the day-to-day details of logistics operations in thebrigade. These include specific requirementsand time schedules. Figure 3-3 depicts therelationship between the FSB and the sup-ported brigade and maneuver and artillery

FM 63-20

battalions. For routine operations, the FSBcompanies also develop relationships withsupported unit CSS operators such as sup-port platoon leaders, battalion maintenanceofficers, and medics.

Division aviation elements may alsorequire support from the FSB. When a unitassigned to the division aviation brigade(cavalry squadron, AHB) will be operating ina maneuver brigade sector and require sup-port from that sector, the AB S4 will notifythe DISCOM support operations branch andarrange for support to be provided by theFSB. The DISCOM support operationsbranch will coordinate with the MSB and theaffected FSB support operations sections forany cross-leveling of DISCOM assetsrequired. The CSST from the MSB willaccompany the cavalry squadron. If JP-4support is required from a maneuver BSA,the FSB will require additional assets. Otherassets that must be considered include main-tenance, class V, ground fuel, medical, andgeneral supply elements. General principlesof task organizing described in Chapter 2also apply.

Support relationships may have to beadjusted in extreme circumstances. Forinstance, if a unit is cut off from its parentunit, one task of the senior maneuver com-mander is to reorganize logistics assets. Allassets, both unit and DS level, are put under

the centralized control of the senior logisticsor other designated individual. If the wholebrigade with the FSB is cut off, the FSBcommander will normally be given control.He must take several actions. He must gatherinformation on all available assets as well asthe personnel and equipment in the sup-ported force. He will advise the maneuvercommander who wi l l se lec t the bes talternative—break out, defend encircled,attack deeper, or exfiltrate. On the basis ofthe commander’s intent, the logisticianrations key supplies, authorizes cannibal-ization, develops plans to destroy equipment,and develops a casualty evacuation plan.

In addition to its support relationship tothe brigade and other division elements inthe brigade area, the FSB has terrainmanagement responsibilities and opera-tional control for all elements located in theBSA for security. This topic is discussed indepth in Chapter 5.

FSB AND CORPS UNITS IN THE BRIGADE AREA

As noted above, a number of corps units arelikely to be operating in the brigade sector.Examples of such units include—

Elements o f a combat eng inee rbattalion.

Military intelligence teams.

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Platoons from Chaparral and Hawkbatteries.

Field artillery battalions/batteries(155-mm, 203-mm, Lance, MLRS/ArmyTACM).

Air and ground ambulances.

Motor transportation elements.

Finance support unit.

These corps units receive medical supportfrom the nearest medical facility regardlessof unit affiliation. This may require movingsome MSB medical assets forward. To coordi-nate logistics support to these units, theforward corps support group or logisticsbattalion task force operating in the DSA willsend a liaison officer to coordinate with thesupport operations section. The LO andsupport operations officer together work themost efficient and effective way to supportthese units. If the corps elements are in thebrigade rear and the number of personneland items of equipment to be supported aresmall enough, the FSB may support them onan area basis. If the numbers are substantialor dispersion taxes the FSB’s assets, thelogistics task force must augment the FSBwith corps assets. The principle of the FSB asthe single logistics supporter in the brigadearea must be followed to ensure the brigaderetains control over unit locations and toavoid confusion on support relationships.

In addit ion to these elements whichoperate in the brigade area, corps forces maymove through the area. For instance, corpsunits withdrawing from a covering forcemission may pass through the brigade area.In addition to having to coordinate move-ment through the area, the FSB may betasked to provide minimal support to assistthe units in reaching their destination. Sup-port most likely to be required will be supple-mental maintenance and fuel. The FSB willprovide support within its capability.

FSB AND FSB COMPANIES

The FSB commander must maintain closepersonal contact with his subordinate com-pany commanders. He depends on them toprovide timely information on the status oftheir companies. In addition, the companycommanders must understand the FSB com-mander’s intent to perform their roles withinitiative. This understanding is enhancedthrough frequent face-to-face discussion.

Though the company commanders willlikely be in the vicinity of the FSB CP tofacilitate coordination, they must not tiethemselves to one spot. They command theircompanies from the locations where they canbest assess and influence the support opera-tion. These commanders use verbal orders,r ad io , v i sua l s igna l s , o r wi re amongthemselves, the FSB staff, their platoonleaders, and the supported elements.

PROCESS

As with any other Army organization, the when the FSB receives a mission. Typically,FSB commander and staff use the command it has already received a warning order whenand control process outlined in FM 101-5 to the commander, XO, S3, or support opera-make decisions and supervise execution of tions officer attends a DISCOM or brigadeorders. This process is a continuous one; the staff meeting. In some cases, the FSB com-FSB commander and staff are always mander must deduce the mission, but usuallyinvolved in est imating and planning. he receives the planning guidance and aHowever, the focus becomes more precise restated mission from the DISCOM and

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brigade commanders. He also obtains thebrigade OPLAN/OPORD, and throughoutthe planning process, he and his staff workclosely with the brigade S3 and S4 sections.

When it receives or infers its mission, theFSB begins mission analysis. The com-mander and staff take into account all thep lann ing cons ide ra t ions d i scussed inChapter 2. These include the force to besupported, FSB capabilities, and the brigadecommander’s priorities of support. The com-mand section identifies tasks required toaccomplish the mission, restates the mission,and issues a warning order along with thecommander’s planning guidance to all FSBelements.

The FSB commander provides his sub-ordinate commanders and staff with plan-ning guidance as often as required. Thefrequency, as well as the amount and contentof the guidance, will vary with the mission,available time, tactical situation, availableinformation, and historical data. Planningguidance is used to prepare estimates.Therefore, the commander must ensure thenature of the guidance does not bias staffestimates. The purpose of the estimate is toprovide a common start point for staffplanning. Planning guidance may include arestated mission, specific courses of action todevelop or eliminate from consideration,assumptions, constraints, critical infor-mation required, or specific considerations(such as NBC, deception, or EW).

The FSB staff provides functional areaestimates as discussed in Chapter 6 and

FM 101-5. On the basis of these estimates, theFSB commander finalizes his concept ofoperations. The XO then gives guidance onpreparation of the OPLAN/OPORD. TheS2/S3 consolidates the input and publishesand distributes the OPLAN/OPORD afterthe FSB commander approves it.

The FSB command section must keep inmind two points related to the decisionmaking process summarized above. First,planning is continuous. It does not begin onreceipt of a mission. The commander andstaff are always gathering data and antici-pating future requirements. When the mis-sion is received, however, steps must be takento finalize all the operational details of theCSS and BSA security plans. In addition, thecommand section must adjust to time con-straints. In some cases, time is the mostcritical factor in the planning process. Insuch cases, planning guidance may have tobe less specific and formal. When appro-priate, FRAGOs on previous orders arepreferable to a new orders. They save time.

After the order is issued, the FSB com-mander and staff supervise its execution. Theprimary purpose of the staff is to assistsubordinate units to carry out the intent ofthe FSB commander’s order. Plans andorders are refined as the situation changes.Information comes back to the commandsection through reports and personal observa-tions of the commanders and staff. On thebasis of this information, they evaluatewhether the mission is being accomplished.When required, instructions are revised.

HEAVY/LIGHT MIXES

To capitalize on the strength of each type of division level. The FSB staff must be pre-unit, heavy and light forces may be cross- pared to support them. The mixes with whichattached. The decision on such cross- the FSB may be involved include theattachments will likely be made at corps or following:

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Division heavy brigade OPCON toLID. This mix is viable for a shortmission (48 hours or less) when theheavy division can support it withoutnegatively affecting the overall mis-sion. A key consideration for supporterswould be distances from the heavydivision DSA to the location of the bri-g a d e O P C O N t o t h e L I D . T h erequirements of the rest of the heavydivision must also be considered. Nor-mally, the heavy brigade would deploywith its associated FSB and elements ofthe MSB. The MSB elements may in-clude HETs, 5,000-gallon tankers, waterpurification and distribution assets,and maintenance assets including thebrigade portion of the class IX ASL.Because of the austere CSS structure ofthe LID and differences in the supportconcepts, attachment of a heavy divi-sion brigade to a LID is the least pre-ferred option. If it becomes necessary,the heavy brigade FSB with MSB ele-ments should plug directly into thecorps support structure, rather than theLID’s DISCOM.

Heavy battalion OPCON to l ightbrigade. Again, OPCON is the preferredrelationship for cross-attachment atthis echelon if the situation allows.Because of different requirements andaustere support capabilities, the lightbrigade will not be able to support aheavy battalion attached to it. FSB

assets likely to be required to accom-pany the battalion include the asso-ciated MST, a portion of the class IXASL, a recovery vehicle, and fueltankers. In addition, HETs from theMSB would be required.

Light battalion attached to heavybrigade. Attachment of a light bat-talion to a heavy brigade is preferred toOPCON. Therefore, if the brigade sup-ported by an FSB receives a lightbattalion, the FSB will likely be requiredto provide support. The FSB staff canexpect the battalion to bring with it abattalion slice of maintenance and foodservice assets from its parent brigade inaddition to the battalion’s organic as-sets. It will also require transportationsupport, maintenance assets, and assetsto deliver water to the battalion.

The actual combination of support assetsaccompanying units in a heavy/light mixwill depend on the following factors:

Distance from the parent unit.

Duration of the mission.

Support requirements.

Proximity to other similar light orheavy units.

Intensity of conflict.

FACILITIES

Command and control facilities include are discussed below. Communications iscommand posts and supporting automation covered in Chapter 4.and communications systems. These facili-ties make possible processing and transmis- C2 AUTOMATION

sion of information and orders necessary for Automated sys t ems th roughou t theeffective C2. C2 automation and CP guidance DISCOM are designed to allow commanders

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to manage information to optimize use oflimited resources. The systems include themachinery, programs, specialists, and orga-nizations which process data through the useof computers.

Past automation has been ineffective tosupport logistics C2 operations. Staff esti-mates and plans have been developedmanually based on data collected throughvoice, message, or courier-based communi-cations. Use of technical data for commandand control has been hampered by the factthat data has been too detailed, in unusableformats, and not readily accessible fromcurrent automated functional systems. Thereare some one-to-one interfaces between func-tional systems, but there is no integration ofdata bases to support cross-functional deci-sion making. This deficiency is being cor-rected through a new command, control, andsubordinate system that includes a CSScontrol system.

Command, Control, and Subordinate System Structure

CCS2 will provide the means of interfacingthe five battlefield control functions ofmaneuver, air defense, CSS, intelligence/EW, and fire support. This interface is calledthe Army Tactical Command and ControlSystem. (Note: Initial fielding will begin inthe second quarter of FY 90. A full inter-active, automated system is expected in 1995when the objective CCS2 is realized. )

The CSS Control System of the ATCCS willbe an automated system that provides logis-tics, medical, and personnel command andcontrol information. It will rapidly collect,analyze, project, and distribute this infor-mation to the maneuver commander. Thisallows timely and sound tactical decisions tobe made. This information will also help CSScommanders perform their command andcontrol functions. In addition, this informa-tion helps combat support commanders to

execute their missions. The CSSCS retrievesdata from CSS subordinate units and sys-tems, called Standard Army ManagementInformation Systems. The CSSCS will beemployed at maneuver brigade, division,corps, and echelons above corps. (Note: AtEAC, the CSSCS will also provide C2financial information.)

At brigade level, there will be two CSSCSdevices. The CSSCS node of the ATCCS atthe brigade will be located in the FSB supportoperations section. This device will respondto information requirements generated bythe DISCOM commander, the brigade com-mander, and the other ATCCS nodes atbrigade level. The FSB–DISCOM S2/S3interface will pass information requirementsfrom the brigade area to the DISCOM com-mander and staff to permit more informedand responsive decisions. It also will providethe means for the DISCOM commander andstaff to disseminate information, such asOPLANS, orders, and inquiries, to the FSB.The interface with the other CCS2 nodes (firesupport, air defense, IEW, and maneuver)will permit integration of all battlefieldcontrol functions to synchronize activities.

Another CSSCS device will be located inthe brigade rear CP to support the brigade S1and S4 sections. This device will enable theS1 and S4 to conduct planning for personneland internal logistics support operations. Itwill also be used to feed brigade personneland logistics data to the brigade commander.Figure 3-4 depicts CSSCS in support of thebrigade.

Functional Systems

Besides providing information to theCSSCS for command and control purposes,the CSS automated systems will continue toperform the functional missions for whichthey were originally designed. These systemsoperate on TACCS and the unit-level logis-tics system. Operator input automatically

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updates data within files which are stored on backlog status information. It provides,magnetic media. Transactions are trans-mitted either electronically or through use ofmagnetic media. The systems used by theFSB are discussed below.

Standard Army Maintenance System.At the FSB maintenance company, SAMS-1operates on TACCS and receives data fromand transmits them to all supported main-tenance elements via an interface with theULLS. SAMS-1 automates production con-trol, providing immediate job order and

through file inquiry, critical repair parts andshop stock asset status. It screens productionparts requirements against on-hand assetsand automatically generates, edits, andpasses requests to the supply system viaSARSS-1. The maintenance companySAMS-1 interfaces with SAMS-2 at theDMMC. SAMS-2 receives SAMS-1 data andprovides immediate production and supplyrequirements to managers. It gives dailyvisibility to deadlined equipment.

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Standard Army Retail Supply System. SARSS-1 operates on TACCS hardware inthe FSB supply and maintenance companies.SARSS-1 automates class II, III (packaged),IV, VII and IX supply actions. It performstime-sensitive functions such as receipt,storage, issue, replenishment, inventoryadjustments, supply performance reportingand excess identification. It also maintainsaccountable stock record balances. Normally,SARSS-1 interfaces directly with SARSS-2Aon TACCS at the DMMC. SARSS-2A receivesasset balance reports from SARSS-1 androutes unfilled requisitions received fromSARSS- 1 activities to the appropriate sourceof supply. It also performs lateral transfers,substitutes item identification and release,submits catalog changes to SARSS-1, andmaintains asset balance visibility for allSARSS-1 subordinate activities. In contin-gency operations, SARSS-1 can operate inthe autonomous mode without SARSS-2Asupport and route requisitions directly intothe wholesale system.

Standard Installation/Division Per- s o n n e l S y s t e m . SIDPERS automatesstrength accounting, assignment, organiza-tion recordkeeping, personnel recordkeeping,and labor-intensive mili tary personneloperations within the S1 section. SIDPERSoperates on TACCS hardware.

Tactical Army Medical Management Infor-mation System—Division. T A M M I S - Dconsists of two subsystems:

Medical Patient Accounting andReporting–Division. MEDPAR-D isused by medical platoons and sectionsat battalion and brigade level, medicalcompanies at division level, and medi-cal staff agencies. It allows users tomaintain patient demographic data andto initiate and maintain individualsoldier medical files. It provides com-mand roll-up reports on the medical

situation and resources, patient status,and patient evacuation and mobility.

M e d i c a l L o g i s t i c s — D i v i s i o n .MEDLOG-D accommodates manage-ment of medical supplies and equip-ment. It identifies authorized levels ofmedical supplies and allows rapidreordering of medical assemblage items.It maintains a log of medical equipment,accumulates repair cost data, and identi-fies calibration safety testing and pre-ventive maintenance schedules. It alsomaintains data on critical items andsends them through command channelsas required.

Unit Level Logistics System. ULLS is astandard automated logistics system for unitclass IX PLL and maintenance managementoperations. It automates repair parts supplydocumentation, maintenance managementoperations, and historical document data. Itwill be employed in unit maintenance sec-tions. It will interface with both the SAMS-1and SARSS-1 in the FSB maintenancecompany.

COMMAND POST

The primary C2 facility in the FSB is thecommand post. The brigade rear CP colo-cates with the FSB CP. Together they planand coordinate the logistics support of thebrigade. They actively track the battle. Thebrigade rear CP must be ready in the event itbecomes necessary to assume control. BothCPs must track the situation to anticipatesupport requirements.

The FSB commander identifies FSB CPfunctions that must be done on a routinebasis to support operations and those whichrequire command approval. He sets prioritiesand defines levels of authority in SOPS. Alsodefined in SOPS are staff responsibilities andinterrelationships.

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CP personnel normally operate in a two-shift mode to permit continuous operations.Table 3-1 is an example of how the FSB CPpositions could be organized into two shifts.This is only an example of minimumstaffing. During intense activity, all avail-able personnel may be required for shortperiods. However, maximum staffing cannotcontinue indefinitely. FSB commanders andstaffs must consider fatigue and sleep lossthat occur during combat. Fatigue caused bylack of sleep is a major source of battlefieldstress. Leaders are particularly susceptible.Principles to minimize fatigue include thefollowing

Specific sleep plans must be developedand enforced.

Plans should allow for at least 3 to4 hours of sleep every 24 hours. Even atthis rate, performance, especial lydecision making skills, will becomedegraded in several days.

Priority of sleep must go to thosewhose decision making is critical to themission.

In order for sleep plans to work, soldiersmust be cross-trained. One technique whichmay help is to develop performance supportsto simplify critical tasks. These include aidssuch as specific SOPS or checklists.

Site Selection

The FSB commander and S2/S3 in coor-dination with the brigade S4 select thelocation of the BSA which is approved by thebrigade S3. (Considerations are discussed inChapter 5.) Positioning of elements withinthe BSA is the responsibility of the FSBcommander and is performed by the FSBS2/S3.

A key consideration in determining thelocation of the CP within the BSA is the

- Table 3-1. FSB CP Organized — in Two Shifts

PEAK ACTIVITY REDUCED ACTIVITY

Spt Ops off S2/S3 OffOps Sgt Intel SgtBn Comm Ch Swbd Op

Maint Off Mech Maint Sgt

(Covered by OIC) Spt Ops Sgt

NBC NCO Ops Sgt(Meal Spin Spt Ops)

Spt Ops Typist S2/S3 Typist

ability of the site to provide for good com-munications with higher, lower, and adja-cent units. Considerations must include cap-ability to remote antennas and to use terrainto mask transmission. FM 24-1 has details.The CP should be near enough to the roadnetwork to allow relatively easy access.However, prominent terrain features andmajor road junctions should be avoided forsecurity reasons.

When possible, the CP should be located inbuilt-up areas. Barns, garages, and ware-houses eliminate the need for extensivecamouflage. Basements provide protectionfrom enemy fires. Using basements orcovering windows enhance noise and lightdiscipline. Use of built-up areas also reducesinfrared and electromagnetic signatures.However, commanders must also considerthe risk of undue injury to the civilianpopulace or protected places when selectingthe CP site. When use of a built-up area is notfeasible, the CP should be located on thereverse slope to provide cover and con-cealment from both ground and air obser-vation and fires. In addition, the groundmust be firm enough to support vehicletraffic, have good drainage, and provideenough space to disperse vehicles.

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Layout

The CP may be laid out in a number of Figure 3-5. The CSS mission is managed in ,different arrangements and still perform its the direct support operations van. Thefunctions effectively. Obviously, if it is communications, intelligence, and opera-located in a built-up area, the layout will have tions missions are performed in the S2/S3to conform to the structure of the available tent. To ensure the best possible commu-buildings. What follows here is one way to nications and coordination, the brigade rearorganize the CP in a field environment. CP is colocated with the FSB CP.

This sample CP is organized into a dualshe l t e r conf igura t ion , a s dep ic t ed in

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CHAPTER 4

Communications

PRINCIPLES AND DEVELOPMENTS IN COMMUNICATIONS SYSTEMS

Communications are essential for gather- cur ren t a rea communica t ions sys teming data, planning operations, performing C2 functions, and supervising performance.Effective management of FSB functionsdepends on adequate communications tokeep abreast of changing situations andrequirements.

The FSB relies on both its organic com-munication assets and the support of thedivision signal battalion. Due to the length ofCSS transmissions and the high density ofelements in the BSA, use of couriers and wirecommunications should be maximized tolessen the security risk of substantial radiouse.

Communications equipment and systemsin the corps and division are changing. The

described below will be replaced by the MSEsystem. Current FM (AN/VRC-12 series)radios and AM (AN/GRC-106) radios will bereplaced by the single-channel ground andairborne radio subsystem and the improvedhigh frequency radios.

These changes will affect the FSB in thearea of connectivity to the area system.Under the current system, the forward sup-port platoon of the signal battalion runs wireto the FSB switchboard. When MSE isdeployed, the FSB will run wire from unitlocations to the MSE interface point. Theamount of wire the FSB headquarters andcompanies will need will be based on thedispersion requirements of the particular

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situation. With the deployment of MSE, the couriers, combat net radios, and wire accesswire-laying for all units will have to be to the signal-corps-provided area commu-covered by the unit SOP. It must cover who nications system. Automated hardware sys-does it and in what priority. The actual terns will be subscribers to the area via wirecommunications means will remain essen- access.tially the same. The FSB will depend on

CURRENT AREA SYSTEM

The current area communications systemis shown in Figure 4-1. The FSB head-quarters and companies use their organicswitchboards and telephones for internalwire communications. Wire nets are depictedin Figures 4-2 through 4-5. The FSB willnormally tie into the area communicationssystem (signal battal ion mult ichannelsystem) at the signal battalion forwardsupport platoon switchboard, The companieswill tie into the FSB switchboard or directly

into the signal battalion switchboard to gainaccess into the area system.

When the mobile subscriber equipmentarea system replaces the current area system,the current organic 2-wire switchboards andtelephones will not be capable of entering the4-wire digital system. The FSB and itscompanies will retain the two organicswitchboards for BSA security and internaloperations.

MOBILE SUBSCRIBER EQUIPMENT AREA COMMUNICATIONS SYSTEM

MSE is the area common user voice commu-nications system within the corps. It is thebackbone of the corps system and will bedeployed from the corps rear boundary for-ward to the maneuver battalion main CP.The MSE system is comprised of five func-

areas:

Area coverage.

Wire subscriber access.

Subscriber terminals.

Mobile subscriber access.

System control.

FBS will participate in the first four ofabove functional areas.

AREA COVERAGE

Area coverage means that MSE providescommon user support to a geographic area,

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as opposed to dedicated support to a specificunit or customer. Figure 4-6 shows the deploy-ment of area nodes across a corps area. Thesenodes are called node centers. They aredepicted in Figure 4-7. They are under thecontrol of the corps signal officer.

At division level, the signal battalionoperates four of these nodes. Connected tothese nodes, via line-of-sight radios, aresmall extension node switchboards and largeextension node switchboards. The followingswitchboards are organic to the divisionsignal battalion:

12 SEN (VI) switchboards capable ofsupporting 26 customers each.

4 SEN (V2) switchboards capable of supporting 41 customers each.

LEN switchboard capable of sup- porting 176 customers.

FM 63-20

A typical deployment of switchboards cannot be consistently related to specificwithin the division is shown in Figure 4-8, units.(Tactical dispersion requirements require theFSB to tie into a SEN.) Figure 4-8 is only oneapproach. The location of switchboards will WIRE SUBSCRIBER ACCESS

be determined by the G3 based on the Wire subscriber access points will providerecommendation of the division C-E officer. the entry points (interface) between fixedThe C-E officer considers the commander’s subscriber terminal equipment owned andintent, customer requirements, and other operated by users and the MSE area systemfactors of METT-T. Switchboard location operated by signal units.

FM 63-20

Figures 4-9 through 4-11 show the MSEswitchboard configurations through whichthe FSB may tie into the area system. Thetwo types of interface equipment are—

The signal distribution panel (junc-tion box) J-1077. Each panel provides upto 13 subscriber access points.

Remote multiplexer combiners whichprovide access for eight subscriberaccess points.

Normally the FSB will interface throughthe panel. In either case, the FSB is respon-sible for installing and operating fixed sub-scriber terminal instruments. It must alsoinstall and maintain the WF 16 field wirefrom the instruments to the interface points.WF 16 wire consists of two pairs of wire. Oneis olive drab and the other brown. The olivedrab pair has a ridge along the side for nightidentification.

SUBSCRIBER TERMINALS (FIXED)

Subscriber terminals used by the FSB aredigital nonsecure voice telephones. Theseprovide full duplex digital, 4-wire voice aswell as a data port for interfacing theAN\UXC-7 facsimile, the TACCS computer,and the unit-level computer, as depicted inFigure 4-12. They also provide the interfacefor the FSB to enter the ATCCS. Figure 4-13portrays the assignment of DNVT, facsimile,ATCCS, and ULCs for the FSB. The DNVTties into the area system through a panel orRMC.

MOBILE SUBSCRIBER TERMINAL

The MSE mobile subscriber terminal is theAN/VRC-97 mobile subscriber radiotele-phone terminal. This MSRT, which consistsof a very high frequency radio and a digitalsecure voice terminal, is a vehicle-mountedassembly. It interfaces with the MSE system

through a radio access unit. The primary useof the MSRT is to provide mobile subscribersaccess to the MSE area network. Figure 4-14is a typical MSRT interface into the areasystem. RAUs are deployed to maximize areacoverage and MSRT concentrations. MSRTscan also operate in CPs to allow access tostaff and functional personnel. Figure 4-14represents assignment of MSRTs in the FSB,The MSRT in the supply company is locatedat the ATP. It is used by the DAO represen-tative to coordinate class V requirements.The MSRT user will have a KY 68 telephoneconnected to the radio mounted on his vehi-cle. As long as the radio unit has line-of-sightcontact with the RAU, it has connection intothe area system. The operational planningrange is 15 kilometers from any RAU.

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COMBAT NET

The combat net radio structure is designedaround three separate radio systems; eachhas different capabilities and transmissioncharacteristics. The three systems are—

Single-channel objective tacticalterminal.

Improved high frequency radio.

Single-channel ground and airborneradio.

SCOTT is a stand-alone transportabletactical satellite communications terminalwhich will be transparent to the FSB. Theother two systems, IHFR and SINCGARS,will provide a means of voice transmission ofC2 information and a means for data trans-mission, which will be required if datatransfer requirements cannot be met by theMSE system.

RADIO SYSTEM

Current CNR equipment in the FSBconsists of the AN/GRC-106 and theAN/VRC-12 series radios. These will bereplaced by the AN/GRC-213 (IHFR) andSINCGARS series respectively. The AN/GRC-231 is a low-power manpack/vehicularradio. It interfaces with the other con-figurations of the IHFR system. SINCGARSis a new family of VHF-FM radios. Theseradios are designed for simple, quick opera-tion using a 16-element keypad for push-button tuning. They are capable of short-range or long-range operation for voice ordigital data communications. The planningrange is 8 to 35 kilometers. They are capableof a single-channel operation for interfacewith the AN/VRC-12 series or other FMradios operating in a single-channel mode.They also operate in a jam-resistent ,frequency-hopping mode which can bechanged as needed.

FSB RADIO NETS

Diagrams for each net in the FSB arepresented in this section. Each is presentedfirst with the current equipment (AN/VRC-12 and GRC-106 radios) and then withthe SINCGARS and IHFR radios. Thesecond diagram for each net does not repre-sent a simple, one-for-one replacement, oldfor new. Rather the diagram reflects theapplication of incremental change packagesfor SINCGARS and IHFR over a period oftime. (The assignment of radio equipment tospecific sections was influenced by a require-ments validation review.)

FSB COMMAND/OPERATIONS NET

The principal radio net operated by theFSB headquarters is the FSB command/operations net (Figures 4-15 and 4-16). This isthe net used to command and control theelements of the FSB, both from a commandstandpoint and from a CSS mission per-spective. The net control station of this net is

the S2/S3 site in the CP. In addition, head-quarters personnel/sections monitor thefollowing nets:

FSB commander—DISCOM command/operations net.

Support operations section—brigadeadmin/log net.

(remote to FSB commandnet radio in S2/S3 tentwith AN-GRA 39).

S2/S3—DISCOM command/operationsnet.

—brigade command net.—FSB command net.—DISCOM log ops net (AM-HF).

Collocation of the FSB CP and the brigaderear CP may help to overcome perpetualshortfalls in radios. This collocation mayallow the support operations section access to

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the brigade administrative/logistics net andthe S2/S3 section access to the brigadecommand net.

SUPPLY COMPANY COMMAND NET

This command net provides C2 for thesupply platoon headquarters and the petro-leum and ATP sections. In the petroleumsection, every third tanker unit has a radiofor control purposes, In the ATP, the sectionchief and each forklift have radios to expedite

the isolation of the ATP and the requirementfor corps management of class V, additionalCNR capability is located at the ATP. TheDAO representative at the ATP will have anFM radio (AN/VRC-46 or AN\ VRC-90) tocoordinate the flow of class V with the DAOlocated at the DMMC. This radio operates inthe DMMC net. When MSE is deployed, anMSRT will also be located at the ATP, thusproviding access to the corps class V struc-ture. The supply company net is shown in

the transloading of class V to units. Due to Figures 4-17 and 4-18.

FM 63-20

MAINTENANCE COMPANY COMMAND NET

The maintenance company net (Figures sector. Dual net capability is provided at4-19 and 4-20) provides C2 for its main-tenance elements which operate throughoutthe brigade area. Close coordination of cus-tomer radio frequencies is required by ele-ments of this net to meet on customer nets forcoordination purposes.

MEDICAL COMPANY COMMAND NET–FM

The medical company net (Figures 4-21and 4-22) provides C2 for medical treatmentand evacuation throughout the brigade

platoon and squad level for coordinationwith supported units and medical airevacuation.

MEDICAL COMPANY OPERATIONS NET–AM VOICE

The medical operations net (Figures 4-23and 4-24) provides long-range voice cap-ability to tie division medical elements intothe overall corps medical treatment andevacuation system.

FM 63-20

SIGNAL

As part of the overall operations securityprogram, FSB elements must consistentlypractice signal security. A vital considera-tion is siting of transmitting antennas. Sitesmust enable communications while mini-mizing the enemy’s ability to intercept andlocate transmissions. Considerations include—

Remote antennas away from CPs byat least 1 kilometer.

C o n s t r u c t a n d u s e d i r e c t i o n a lantennas.

Use terrain features, such as hills,vegetation, and buildings, to masktransmissions.

Disperse transmitters.

Other guidelines on signal security includethe following:

Maintain radio or radio listeningsilence, using radio only when abso-lutely necessary.

SECURITY

Distribute codes on a need-to-knowbasis.

Use only authorized call signs andbrevity codes.

Use wire and messengers whenever feasible.

Use available securedevices.

Maintain net discipline

voice/RATT

and control.

Use authentication and encryptioncodes specified in the current SOI.

Keep transmissions short (less than20 seconds).

Report all COMSEC discrepancies tothe net control station.

Use lowest transmitter power outputconsistent with good communications.

Avoid significant surges in traffic onsingle-channel radio nets.

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CHAPTER 5

BSA Security and Terrain Management

RESPONSIBILITIES

The Ai rLand Ba t t l e wi l l be fough tthroughout the depth of the battlefield.Operations in the rear include efforts tosecure the force, neutralize or defeat enemyoperationsin the rear, and secure freedom ofaction in the deep and close battles. Thebrigade commander is responsible for plansand operations throughout the brigade areaof operations. He assigns tasks to subor-dinate and supporting commanders to accom-plish all brigade missions. The brigade S3includes detailed planning for the entire reararea as part of operational planning foroffensive and defensive missions.

The FSB commander is responsible forBSA security and terrain management. Hisgoals in this area include the following:

Secure the BSA and facilities.

Minimize enemy interference in C3.

Minimize enemy interference in sup-port operations.

Ensure freedom of movement offriendly troops throughout the BSA.This will involve control of dislocatedcivilians which is coordinated withthe division G5 through the DISCOMheadquarters.

Defeat Level I threats and respondappropriately to Level II and III threatsas discussed in this chapter.

Provide and coordinate area damagecontrol.

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In addition, the FSB must coordinate with plan is integrated into the plan for the entirethe brigade S3 to ensure the BSA security rear area.

COMMAND AND CONTROL

The FSB commander is responsible forBSA security. As such he has command andcontrol of all elements in the BSA for defenseand positioning. Normally, the BSA is a basecluster with the FSB commander as the basecluster commander. The major elements inthe BSA become unit bases. The seniorindividual in each base is the base com-mander. The FSB SOP will cover as manydefense procedures as possible. Each basewill be given specific responsibilities in theOPORD. Guidance for these responsibilitiesis given in this chapter.

In addition, all ground units entering thebrigade area must report to the brigade rearCP and the FSB CP to coordinate routes,terrain, communications, and CSS. The rearCP will contact the main command post toconfirm the operational aspects of thecoordination.

The S2/S3 section of the FSB CPis the basecluster operations center. The FSB CP iscolocated with the brigade rear CP within theBSA defensive perimeter. Alternate BCOCsshould also be designated. Possibilitiesinclude the FSB company CPs and maneuverbattalion field trains. In urban terrain, theFSB S2/S3 may have to establish subordi-nate base clusters and BCOCs within theBSA. One of these may be designated thealternate BCOC.

Each base will send a representative to theBCOC staff meetings. In addition, the BCOCwill issue a situation report on a regularbasis, twice daily if possible. The report willprovide intelligence updates, reporting require-ments, and impending BSA movementorders.

C O M M U N I C A T I O N S

Communications for BSA security will beconducted by wire, radio, signals, and per-sonal contact. The primary means will bewire. Each base will be required to establish awire linkup to the BCOC. The BCOC willoperate a switchboard 24 hours a day. Otherelements located in the BSA are responsiblefor laying wire from their CPs to the BCOC.The ADA and field artillery units in the BSAwill have direct wire communications withthe BCOC to provide early warning of enemyaircraft and to facilitate calls for fire. Asample wire net is shown in Figure 5-1.

Ideally, the FSB would also operate aseparate rear operations radio net. However,availability of radios is not likely to permit

5 -2

this. Therefore, if wire communications arelost, units will monitor the FSB command netwhich will serve as the BCOC radio net. Ifcommunications by these means are lost, thetenant activities are responsible for sendinga messenger to the BCOC to providecoordination.

In addition, units in the BSA cannot relyon wire and FM communications to relayalert status. Too much time would pass beforeevery soldier received the message. The FSBshould establish readily recognizable signalsthat are easy to initiate. For example, thewarning for an NBC attack could be apyrotechnic signal which could be relayedquickly with voice, hand and arm, or horn

FM 63-20

signals. Similar signals should be specified and instructions would follow by radio, wire,

in the SOP for air and ground attacks or to or messenger. The all-clear signal would only

change frequencies. Detailed information be passed via command channels.

INTELLIGENCE

Like all other Army forces, the FSB must analyze the terrain and weather and inte-perform IPB. The FSB’s interest is twofold. grate this information with knowledge of theFirst, the sustainment planning considera- enemy. This enables the commander totions described in Chapter 2 are based on the identify probable target areas and activities.FSB’s knowledge of the enemy (for example, He can then predict probable courses of

his projected use of chemical munitions action to plan security operations.affects the FSB’s stockage of MOPP gear),the weather (fog may make aerial resupply

TERRAIN

impossible), and the terrain (lack of adequate The concept of OCOKA is used to analyzeroad nets may mandate evacuation by air). terrain, OCOKA refers to Observation and

Related to but distinct from the support fields of fire, Concealment and cover,implications of IPB are the rear operations Obstacles, Key terrain, and Avenues ofconsiderations. For BSA security, the FSB approach. The FSB commander will rely

commander, along with his staff, must heavily on information from the brigade S2

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for terrain analysis. The division is supportedby a direct support terrain team whichprovides information to the G2 for IPB. TheG2 passes it to the brigades and DISCOMHQ.

Line of sight is required in the BSA forradios, ground and air observers’ vision, airdefense target acquisition, and fields of firefor the BSA’s direct fire weapons.

Concealment is protection from air andground observation. Cover is protection fromeffects of fire. These considerations areclosely related to observation and fields offire. The FSB S2/S3 must determine whatpossibilities the terrain offers to both friendlyand enemy forces. This analysis is vital toelements in the BSA in view of the limitedweapons available and numerous personneland items of equipment in the area. In built-up areas, BSA elements are likely to occupybuildings to maximize cover and conceal-ment. Buildings significantly reduce heatsignature. However, this technique is noteffective in all areas of the world. Plannersmust take into account the soundness ofbuildings, availability of basements, andadequacy of the surrounding road net toaccommodate traffic for CSS and self-defenseoperations.

Obstacles are natural and man-madefeatures that stop, impede, or divert move-ment. Since one of the FSB’s functions is toensure freedom of movement for friendlyforces in the rear, the FSB must be familiarwith all existing obstacles and what thee f fec t s o f r emoving , overcoming , o rbypassing them would be. Weather effects ontrafficability also act as obstacles.

Any feature that provides a tactical advan-tage is key terrain. Whether a particularfeature is key or not varies with the tacticalsituation. However, features which may bekey terrain features include bridges, fording

sites, high ground, choke points, and roadjunctions. Not only must BSA elementsoptimize use of these features when avail-able, but also they must recognize the enemywill frequently concentrate its efforts onthese areas.

Avenues of approach are ground and airroutes by which a force may reach anobjective or key terrain feature. Considera-tions for avenues of approach in the rear aretheir capabilities to support movement of CSand CSS elements with their supported unitsand to allow rapid enemy movement into ourrear. Commanders must avoid obvious armorand helicopter avenues of approach.

WEATHER

Weather affects mobility and the func-tioning of virtually all items of equipment, aswell as the performance of personnel. Terrainand weather are considered concurrently.Again, the FSB depends on the G2/S2channels to pass weather analysis infor-mation from the division weather team. Thefive aspects of weather that affect planningare temperature and humidity, precipitation,wind, clouds, and visibility.

Very high temperatures cause heat injuriesand increased engine wear and failure. Verylow temperatures increase cold weatherinjuries, damage to engines and coolingsystems, lubrication problems, and fuelrequirements. Cooler temperatures andhumidity cause fog.

Precipitation affects mobility, visibility,and effectiveness of personnel and equip-ment. It also affects the quality of somestored material. Snow, even in small amounts,reduces the effectiveness of mines. FSBplanners should consider precipitation ofmore than 0.1 inch per hour or 2 inches in12 hours critical. Six inches of snow acccumu-lation or drifts higher than 2 feet will havesevere effects on mobility.

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THREAT INTEGRATION

Wind usually favors the upwind force byblowing dust, smoke, sand, rain, or snow onthe downwind force. It affects employment ofNBC munitions, smoke, and conventionalweapons.

Clouds affect air operations. This includeslogistics air missions, but also our own closeair support, as well as the enemy’s ability toconduct airborne or air assault operations inthe BSA.

Though poor visibility limits employmentof airborne forces, agents and special pur-pose force operations often rely on it to reducethe effectiveness of our rear area security.Poor visibility hinders control and reduceseffectiveness of reconnaissance, surveil-lance, and target acquisition.

THREAT EVALUATION

Threat evaluation is a detailed study of theenemy forces. It considers their organization,tactical doctrine, equipment, and supportsystems. The FSB’s interest for securitypurposes is in rear area threat evaluation.The FSB S2/S3 prepares a doctrinal templateto reflect the enemy’s air assault, airborne,operational maneuver group, and specialpurpose force employment doctrine. Otherrear area threats (insurgents, guerrillas,terrorists, agents, and potential civil unrest)cannot be depicted in a doctrinal template.For these threats, an unconventional war-fare situation map and population statusoverlay are prepared. The situation mapshows probable operating areas, headquar-ters, encampments, and movement routes forunconventional forces. The rear area popu-lation status overlay shows areas with a highpotential for civil unrest or with concentra-tions of enemy sympathizers. The overlayalso shows where psychological operationswould and would not be effective.

Once the threat evaluation is complete, thisinformation is integrated with weather andterrain factors to determine how the threat islikely to operate in our rear areas. Again, thebrigade S2 will evaluate the threat andadvise the brigade S3. He will perform threatintegration for the entire rear area; the FSBcommander must ensure threat integrationfor the BSA is coordinated with the brigade.Due to the limited resources available to theFSB commander to defeat the threat, he mustidentify specific areas of interest. These mayinclude—

Landing zones and drop zones.

Key road junctions.

Forest paths.

Smal l g roups o f ind iv idua l s a t -tempting to move through or evadedetection in the BSA.

Areas with insurgency sites.

Guerrilla/insurgency sites.

Terrorist operating or headquartersareas.

Target areas of interest are also identifiedalong high-speed avenues of approach intothe BSA.

Deta i l ed in fo rmat ion on IPB i s inFM 34-10.

SOURCES OF INFORMATION

The FSB’s responsibility for BSA securitymakes it imperative that the FSB CP andbrigade staff maintain a close relationship.Intelligence information possessed by thebrigade with implications for BSA securitymust be passed to the FSB S2/S3. In addi-tion, he receives information from DISCOMS2 channels. However, intelligence gath-ering should not be restricted to these sources.

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Local authorities, dislocated civilians, and information should flow laterally as well aslocal civilians are valuable intelligence vertically. For instance, while medicalsources. Information may also be obtained company personnel must pass informationfrom base commanders within the BSA, like task force casualty estimates to the FSBmilitary police, truckers, customers, elements S2/S3, they should also notify other FSBof the MI battalion in the BSA, and any other c o m p a n i e s s i m u l t a n e o u s l y w h e n e v e relements moving into the area. In addition, possible.

BSA LAYOUT

The elements located in the BSA vary witha number of factors. The FSB commanderand staff will coordinate with the brigade S4to determine who will be in the BSA. The listbelow is a representative example of divisionelements that could be expected to locate inthe BSA:

FSB CP.

Brigade rear CP.

FSB supply company CP.

Class I point.

Water point.

Class III point.

Class II, IV, and VII point.

Ammunition transfer point.

Salvage collection point.

GRREG collection point.

FSB maintenance company CP.

Maintenance shops.

Class IX point.

FSB medical company CP.

Medical clearing station.

Class VIII point.

Smoke platoon.

Decontamination platoon.

Reconnaissance squad.

Military police platoon.

EPW collection point.

Military intelligence team.

ADA battery (-).

Engineer company/companies (-).

Forward signal platoon (-).

Field artillery battalion field trains.

Maneuver battalion task force field

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In some cases, trains may not be echeloned.In other cases, field trains may be locatedcloser to the battalion troops than to the FSBelements, and it may not be feasible tointegrate them into the BSA security plan.Sometimes terrain features may make suchintegration impractical. In short, althoughthe field trains will normally locate in theBSA, they must not be expected to be therewhen support or tactical considerations makeanother location more favorable.

In all cases, the composition of BSAelements will not remain static. The FSBmust be able to track and control changes. Toaccomplish this, all ground units enteringthe brigade area must send a representativeto report to the brigade rear CP and FSB CP.They will coordinate movement routes, posi-tioning for units locating in the BSA, com-munications, support requirements and pro-cedures, and security responsibilities andarrangements. Guards at points of entry intothe BSA will direct representatives of en-tering units to the rear CP/FSB CP location.Also, base commanders will notify the BCOCof all LOGPAC arrivals and departures.Movement of displaced civilians and localcivilians must also be controlled.

Not only are changes in the elementslocated in the BSA occurring, but alsochanges are constantly taking place withinthe elements. MSTs in the UMCPs will varyin composition. Medical evacuation elementsconstantly move in and out of the BSA.Supply elements are involved in resupplyefforts. Personnel available for defenseactions may be extremely limited withincertain bases. Base commanders must keepthe BCOC informed of their situations.

Locations of elements within the BSA willvary depending on METT-T. Figure 5-2presents one possible arrangement. Thoughthe FSB commander and S2/S3 must use

their best judgment in positioning units,some general guidelines to be consideredinclude—

Position the brigade rear CP/FSB CPnear the center of the BSA perimeter forC2 and security reasons.

Position field trains forward in theBSA near routes between supply pointsand combat trains.

Ensure field trains and other baseslocate their CPs near the rear of theirbases, closer to the BCOC to enhancecommunications and protection of C2facilities.

Balance the advantages of dispersion(reduced destruction from a singleenemy strike) with the disadvantages(C3 constraints and extended peri-meter). In general, though specific situa-tions may dictate otherwise, the BSAcan be expected to occupy an area 4 to7 kilometers in diameter.

Make supply points accessible to bothcustomers and resupply vehicles andhelicopters.

Keep class III points away from othersupplies to prevent contamination.They should also be located at least100 feet from water sources.

Locate the ATP at least 180 metersfrom other supplies and 620 meters fromthe nearest inhabited tent.

Position GRREG and salvage pointsnear the MSR possibly near the ATP tomaximize backhaul missions of vehiclesused for ammunition supply.

Locate the class I point near the waterpoint whenever water sources allow.

Locate the clearing station away fromlikely target areas (ATP, class III point,

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bridges, road junctions) but near evacua- self-defense assets in the FSB, to pro-tion routes and an open area for landing vide protection for the austerely staffedair ambulances. ATP.

Locate maintenance sites to be acces- Position the ATP near the rear of thesible to customers, including recovery/ BSA and near but off the MSR so thatevacuation vehicles. the large numbers of corps trailers

Ensure maintenance shops, alongwith parking and equipment holdingsites are on firm ground.

Position the signal platoon and MP

bringing ammunition into the area donot clog up the MSR within the BSA.The ATP requires sufficient area toperform transload operations withoutinterfering with BSA traffic.

platoon headquarters near the FSB CPto enhance support and security. Position units with heaviest fire-

power, such as the maintenance com- Position the ATP adjacent to the main- pany, along the most threateningtenance company site to allow the main- avenues of approach.tenance company, which has the most

COORDINATION

In addition to the C2 relationships dis-cussed above, the FSB CP must ensure propercoordination is maintained with the ele-ments discussed below. Due to the limitedassets available to the BSA, the BCOC mustcoordinate all minefield, obstacles, andartillery fires within the BSA. One techniquethat may be used is to arrange in advance tohave designated field artillery and ADArepresentatives (and perhaps the MP platoonleader) automatically report to the BCOCwhen the threat status reaches a predeter-mined level.

FIELD ARTILLERY SUPPORT

The BCOC will develop the fire planningrequired to implement the execution of firesupport for the BSA. The FSB S2/S3 willcoordinate fires with the BSA FSO desig-nated by the field artillery battalion com-mander. Together, they will plan targets forthe BSA defense and help establish pre-planned engagement areas for artillery andclose air support. These fires will be coor-dinated with the brigade fire support coordi-nator, through the service battery or directly

from the BCOC to the main CP. Targets areplaced in the TACFIRE systems for bothbrigade and division implementation. Artil-lery (and ADA) overlays must includedisplaced civilian camps, routes, and infor-mation on arts, monuments, and archives.

Calls for fire from the bases are made to theBCOC via field phones. If phones are notavailable, FM radio will be used. As pre-viously mentioned, a direct line will link theBCOC and FA service battery CP. Calls willbe made in accordance with proceduresdetailed in FM 6-30. An aerial fire supportofficer may be on call to adjust fires asnecessa ry . TC 25-4-1 gives details onplanning and conducting fire coordinationexercises.

AIR DEFENSE ARTILLERY SUPPORT

The BSA must be protected from enemy airstrikes. ADA assets likely to be available inthe BSA are Stingers if the BSA is one of themain defensive priorities. The FSB S2/S3will coordinate with the Stinger section chief

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for BSA defensive fires. Assets are positionedto cover anticipated air avenues of approach.The FSB S2/S3 posts locations of the systemsand air corridors covered on his sector sketch.The ADA base in the BSA will run a line tothe BCOC. This will ensure early warning ofall in-bound aircraft. In addition, althoughnot located in the BSA, HAWK and Patriotunits may be assigned sectors that encom-pass the BSA and support ADA fires withinthe BSA. The FSB S2/S3 will also coordinatewith the brigade S3 through the rear CP toidentify safe air corridors for logistics airmissions and to ensure all ADA assets areaware of impending friendly air movementsin and around the BSA. ADA operations arediscussed in FM 44-3.

ENGINEER SUPPORT

When engineer assets are located in theBSA, they will be made available to theBCOC for survivability and countermobilityoperations. Therefore, the FSB S2/S3 mustbe prepared to take advantage of assets asthey become available. Along with an engi-neer designated by the brigade engineer, hewill plan barriers and minefield accordingto guidelines and principles presented inFMs 5-100 and 5-102.

MILITARY POLICE OPERATIONS

A direct support military police platoon isusually operating from the BSA. The bat-tlefield missions performed by this platoonmay include battlefield circulation control,area security, operation of the EPW point,and law enforcement.

Battlefield circulation control is performedalong MSRs and in and around the BSA.MPs use traffic control points, mobile patrols,

and temporary road signs to accomplish thismission. Coordination between MPs and theFSB CP is essential to ensure movement inthe area is controlled. Displaced civiliancontrol and coordination with the localgovernment must be included in planning.

The area security mission of the MPs isvital to rear operations. MPs employed in thebrigade rear provide a light, mobile force thatcan move, shoot, and communicate. Theirmobility makes it possible for them to detectthe threat as they aggressively patrol roadnets and key terrain features throughout therear area. Their organic communicationsenable them to advise the rear CP, baseclusters, bases, and moving units of im-pending enemy activity. MPs may also beused for convoy security and to protect staticpositions as required. However, when used inthis manner, missions which capitalize onMP mobility are degraded.

MPs conduct collection, evacuation, andinternment operations to support their EPWmission. The EPW point holds EPWs cap-tured by brigade units until they can beevacuated to the division central collectionpoint. FM 19-40 covers EPW operations indetail.

Law and order operations are only per-fo rmed when the b r igade commanderrequires them and the tactical situationpermits. This mission is usually the lowestpriority during war.

The brigade commander sets priority ofmissions for the DSMP platoon. However, insome cases the brigade commander will givetasking authority to the FSB commander tosupport the area security mission and bat-tlefield circulation control aspect of theterrain management mission. The FSB com-mander must use this asset to maximumadvantage. Details on MP platoon opera-tions are in FM 19-4.

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BCOC OPERATIONS

The FSB commander is responsible forintegrating base defense plans into a basecluster defense plan. As discussed, thisrequires development of a rear operationscommunications system and coordinationwith field artillery, engineer, ADA, and MPunits. As part of the terrain managementfunction, the FSB S2/S3 assigns a defensiveposition and a sector to each base in the BSA.Bases on likely avenues of enemy approachare given a smaller sector. The S2/S3 tries toensure each base’s sector of fire overlaps theadjacent base’s sector. He does this bychecking sector sketches provided by basesor personally coordinating with base com-manders. Gaps are covered by planning forfires, obstacles, patrols, OPs, or sensors. TheFSB S2/S3 must carefully coordinate thisplanning with each base to avoid havingtroops engage friendly forces.

The BSA defense plan must be integratedinto the plan for the entire brigade rear. Thisrequires the BCOC to coordinate with thebrigade S3 for the overall plan. It must alsocoordinate directly with other BCOCs in thebrigade rear to plan mutually supportingfires and to prevent firing upon each other.

The S2/S3 keeps a sketch of the defensiveplan. It shows base sectors of fire, locations ofmines and obstacles, planned indirect firecoverage, OPs, patrol routes, and positions ofautomatic and antiarmor weapons. Theseweapons will include those in the BSA forrepair. If the firing system is operable, theseweapons should be included in the BSAdefensive scheme, and mechanics shouldwork on them in their fighting positions.Whenever possible, units should occupy thesame location within the BSA relative to theother units every time the BSA moves. Theyshould build a habitual relationship with theunits on all sides of them. This will expeditecoordination of sectors of fire. Since nightvision devices are likely to be scarce, illumina-tion plans must also be included in the

overall BSA security plan. Details on sectordefense planning are in FM 19-4.

In addition, the BCOC must plan for aBCOC reaction force from assets in the FSB.This force will be called upon when a base’sdefenses cannot defeat the threat and MPsand combat forces from the brigade are notimmediately available. As a minimum, thereaction force should include personnelequipped with machine guns, grenadelaunchers, rifles, FM radios, and vehicles.The FSB S2/S3 must carefully equip thereaction force. Removal of scarce assets suchas machine guns from the defensive peri-meter when the reaction force is assembledmust be considered and integrated into thedefense plan. During periods of increasedreadiness, the reaction force should be assem-bled for immediate response. It must be wellrehearsed and able to react precisely andimmediately. Rally points, battle positions,and detailed procedures must be planned andpracticed in advance.

The BCOC must ensure that all basecommanders understand the different threatlevels and the associated actions. The bri-gade staff must also be aware that the FSB isneither staffed nor equipped to continuesupport operations at normal levels whileresponding to increased levels of threat.Support will be degraded. How much it isdegraded will depend on the level of thethreat.

Level I threats are those which can bedefeated by base or base cluster self-defensemeasures. They normally involve the activi-ties of agents, saboteurs, and terrorists.Typical actions the BCOC will require insuch situations include manning OPs fully,increasing guards and spot-checking vehi-cles, tightening base security, alertingdefensive perimeter personnel, and increas-ing protection of key facilities. The degra-dation of support will depend on the actions

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directed by the individual BCOC in specificconditions. However, as a general planningguide, the FSB can est imate that the75 percent of available assets will be engagedin support operations, while 25 percentdefend.

Level II threats are those beyond base orbase cluster self-defense capabilities. Theycan, however, be defeated by response forces,normally MPs with supporting fires. Theynormally involve—

Diversionary and sabotage operationsby unconventional forces.

Raid, ambush, and reconnaissanceoperations by small combat units.

Special or unconventional wartimemissions.

The BCOC would likely require strictlycontrolled access to all areas, reinforcedperimeter defense, OPs prepared to withdraw,and the reaction force alerted.

A tactical combat force is required to defeata Level 111 threat. Level 111 threats normallyinvolve-

Heliborne operations.

Airborne operations.

Amphibious operations.

Penetration by enemy forces from themain battle area.

Ground force deliberate operations(for example, operational maneuver

groups with linkup of smaller airborneand assault units).

Infiltration operations.

OPs will be withdrawn, reaction forcescommitted, the brigade S3 notified, and sup-port operations ceased. Such a threat isnormally preceded by artillery or air strikes.

The BCOC determines the level of threatand issues prearranged alerts to all bases.The BCOC also determines the probability ofan air attack and issues air defense warnings.

The BCOC should also have planned inadvance emergency move procedures. If theFSB is under imminent danger from a Level11 or III threat, the BCOC will call for anemergency move of key BSA assets. Keyelements should be identified in advance andprepared to move to a predesignated site withminimum notice. The commander designateskey FSB elements as required. These willlikely include C2, ATP, class III, emergencymedical treatment, and austere maintenanceelements. Emergency destruction of equip-ment and supplies (excluding class VIII) isperformed to avoid enemy capture. Priorityitems for destruction will probably includeCOMSEC items, fuel, ammunition, vehicles,communications equipment, and weapons.Additional information on emergency movesis in Appendix A.

Other duties of the BCOC are to identifyprimary and secondary entry points into theBSA and designating preplanned landingzones for brigade reaction forces to use whenrequired. The BCOC will also conduct regular(preferably daily) meetings with base repre-sentatives to update the defensive plan.

BASE OPERATIONS

GENERAL

The elements in the BSA are organized into company and each maneuver and field artil-bases for self-defense. Normally, each FSB lery battalion field trains in the BSA will

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constitute a base. Miscellaneous small teamswill be assigned to a base by the BCOC. Thebase commander is responsible for preparingthe base defense plan and coordinating withthe BCOC. Each base must be capable ofdefending itself against a Level I threat anddelaying a Level II threat until the reactionforce arrives. If a base is faced with a Level IIthreat, it must take action to prevent criticalsupplies and equipment from falling intoenemy hands, defend itself as long as pos-sible, and avoid capture.

Base commanders are responsible for thefollowing:

Coordinate with the base on each sideto plan mutually supporting fires and toavoid troops engaging each other. If aproblem exists in that area, the basecommander will notify the BCOC.

Assign each individual a fightingposition. Positions should provideoverhead cover. Positions must alsoallow interlocking sectors of fire.

Ensure proper individual fightingpositions are prepared. Soldiers shoulduse all available cover. Positions shouldprovide frontal protection from directfire while allowing fire to the front andoblique. Protection from indirect firerequires a depression or hole at least1 1/2 feet deep. Details on fightingpositions are in FM 5-103.

Deploy crew-served weapons infighting positions with primary andsecondary sectors of fire. They cover themost likely enemy approaches. Instruc-tions for preparing positions for eachtype of crew-served weapon are also inFM 5-103. The base commander mustensure each weapon has an adequaterange card.

Identify target reference points to beable to direct fire against approachingground or air enemy forces.

Deploy all weapon-carrying vehicleson the base perimeter. As discussedpreviously, this includes combat vehi-cles in the BSA for repair.

Ensure vehicles are properly posi-tioned. Natural cover and concealmentare used as much as possible. Frontalparapets may be used with vehicles onthe perimeter whenever possible.

Setup observation posts and listeningposts . The FSB cannot constantlyoccupy a full perimeter and perform itsmission. Early warning is imperative.Therefore, OPs and LPs are critical. OPsmust provide a good view of the sector,which ideally overlaps with the adja-cent OP sectors. Both the OPs/LPs androutes to them must provide cover andconcealment. They should not be inpositions that attract attention (such asisolated groups of trees) or on the verypeaks of hills where positions would besilhouetted. Further guidance on OPsmay be found in FMs 19-4 and 17-98.

Establish patrols when required.

Enforce noise and light discipline.

Ensure camouflage is used properly.Guidance can be found in FM 5-20.

Plan and establish hasty obstacles.

Create a base reaction force torespond immediately against a threatwithin the base. Ensure the force hascovered and concealed routes to eachsector on the perimeter.

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Ensure soldiers know alert signalsand proper responses to artillery and airattacks. Since soldiers are not con-tinuously occupying the perimeter, theymust be well trained to quickly respondto early warnings.

Prepare sector sketches and provide tothe BCOC. These will be updated atregular BCOC meetings. Sketches willinclude major terrain features, weaponpositions, and OP positions.

SUPPLY POINTS

Whenever engineer assets are available,fuel tankers and drums are protected byberms or deep-cut protective positions.Natural terrain concealment and camouflagenets are also used. Class I, II, and IV itemsare protected in deep-cut trenches if timeallows, but construction of trenches for thoseitems is a low priority. Traffic control mustinclude measures to conceal movement at, to,and from supply points. At water points,control of spills and drainage is required toavoid standing pools of water which reflectlight. As discussed in Appendix D, nightresupply is used to maximize the conceal-ment of darkness.

MAINTENANCE FACILITIES

In the base company area, individualpositions are prepared near billeting areasand on the periphery of work stations. Simplecut-and-cover or other expedient shelters are

constructed next to key shop facilities forquick protection from artillery and airattacks.

MEDICAL CLEARING STATION

The role of the medical company must becarefully considered by the FSB commander.There are three possibilities. First, theclearing station may be located near thecenter of the BSA to be protected by sur-rounding bases. This increases the size of theBSA without adding any defenders to manthe perimeter. This also increases trafficmovement in the middle of the BSA. A secondoption is to assign a sector of the BSAperimeter to the medical company. Medicalpersonnel can carry individual small armsfor their own defense and the defense of thewounded and sick in their charge againstthose not acting in accordance with the lawof land warfare. However, the duty of medicalpersonnel is to care for the sick, wounded,and injured. In addition, to questions onconformance with the Geneva Conventionaccord, the commander must realize theperimeter sector assigned to the medicalcompany would have no c rew-se rvedweapons. The final option is to locate theclearing station away from the rest of theFSB. It is then essentially protected by theenemy’s compliance with the Geneva Con-vention. In view of the medical company’smission to provide area support to units inthe BSA and the constant coordinationrequired with BSA elements, this option maynot be feasible under most circumstances.

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CHAPTER 6

Headquarters and Headquarters Detachment

ORGANIZATION AND MISSION

The FSB headquarters and headquartersdetachment consists of a battalion head-quarters and a headquarters detachment. Asshown in Figure 6-1, the battalion head-quarters has five sections: command, S1/personnel administration center, S2/S3,support operations, and S4. In addition, theHHD includes a unit ministry team.

The battalion headquarters performs theC2 functions and employs the C2 facilitiesdiscussed in Chapter 2. Generally, its mis-sion includes—

Command and control of organic andattached units.

Command and control of all units in

the BSA for securi ty and terrainmanagement.

Planning, directing, and supervisingsupport provided by the FSB to divisionunits in the brigade area.

Coordination of support to corps unitsin the brigade area.

. Providing information and advice onFSB support to the commander andstaff of the supported brigade and theDISCOM.

Planning, directing, and supervisingthe admin i s t r a t ion , t r a in ing , andinternal logistics support for unitsorganic and attached to the battalion.

PERSONNEL AND SECTION FUNCTIONS

FSB COMMANDER

The FSB commander commands all units clear missions, taskings, and statement oforganic or attached to the battalion. He also his intent.has command and control of all elements inthe BSA for security and terrain manage- As discussed in Chapter 3, upon receipt of ament. He provides subordinate elements with mission, the commander gives planning

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matters. He has primary staff responsibilityfor coordinating personnel service support.This includes personnel, administrative,finance, religious, medical, public affairs,and legal support. The S1 develops theadministration SOP for the battalion andwith the S4 prepares the administration/logistics portion of the battalion tacticalSOP. He participates in the OPORD processand develops administrative annex mate-rials. He ensures personnel service support isfully coordinated with other staff elements.He pays particular attention to areas whereclose coordination is vital to the PAC mis-sion. These areas include GRREG, trans-portation, and medical support. The S1 alsofunctions as the FSB headquarters detach-ment commander.

The S1 is assisted by and directs the activi-ties of the PAC section. This section consistsof personnel services soldiers as well as alegal specialist and clerk typist. The S1establishes the PAC area. Typically, the PACcolocates with the S4 section near the FSBCP. This allows cross-training of personneland makes continuous operations easier.Guidance on PAC layouts is in TC 12-17. TheS1 must also make sure PAC personnelunderstand their functions and internal PACprocedures. Primary PAC responsibilitiesfocus on strength accounting, casualtyreporting, and replacement operations. Otherresponsibilities include matters dealing

Mail.

Awards and decorations.

Soldier pay.

Military justice.

EPWs and stragglers.

Publications and forms.

Hometown news releases.

Distribution center operations.

Preparation of soldiers for overseasmovement.

The S1 coord ina tes p repara t ion fo roverseas movement with the DISCOM S1,FSB company commanders, CSM, and otherbattalion staff officers. Medical records mustbe current, family care plans developed, identifi-cation cards and tags available, and securityc lea ranceschecklist isTC 12-17.

The PACestimate. Itreplacement

checked. A thorough POMpresented at Appendix Y of

prepares the FSB personnelprojects personnel losses andrequirements based on the tac-

tical situation. From the DISCOM S1, it getsthe DISCOM personnel estimate whichincludes replacement projections. On thebasis of this information, the S1 coordinateswith the FSB commander who sets replace-ment priorities for the battalion. The PACalso provides the medical company with pro-j ec ted FSB casua l t i e s fo r evacua t ionplanning.

The PAC maintains and processes per-sonnel information through data input to theTACCS. Information received from sub-ordinate and supported units in the form ofhasty strength reports , casualty feederreports, and battle roster updates form thebasis for input to TACCS. This informationupdates the personnel summary and per-sonnel requirement report as well as otherSIDPERS input. The PAC prepares a taskforce personnel summary when subordinateunits are task organized. The PAC sendsstrength reports to the DISCOM and pro-vides the casualty feeder reports to thesupporting personnel service company.

In support of the FSB personnel function,the S1 also monitors GRREG activities andreconciles casualty reports with GRREGrecords. He also coordinates requirements

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with the S4 for GRREG items for FSB per-sonnel. He also ensures proper next of kinnotification procedures are followed.

Other functions of the PAC in support ofthe FSB include—

Coordinate with the S2/S3, S4, andMP platoon leader on the location ofEPW collection points.

Process personnel replacements.

Project numbers of EPWs and civilianinternees.

De te rmine to ta l t r anspor ta t ionrequirements for losses, replacements,and EPWs, and submit transportationrequest to the S4.

Provide administrative service, if tac-tical situation permits.

Keep abreast of the tactical situationand be prepared to assume the role of theCP either in an emergency or during aBSA jump.

Coordinate through the DISCOM S1to obtain finance services support fromthe servicing finance support unit.

Determine requirements for maildistribution.

Coordinate and supervise postaloperations.

Coord ina te mora le we l fa re andrecreation.

Coordinate with the chaplain forreligious services.

Coordinate with the medical companycommander and FSB S2/S3 to develop acombat lifesaver program for FSBpersonnel.

Coordinate civil-military operationsand law and order activities within the

FSB. Considerations include ensuringthat civilian activities do not interferewith FSB operations, the FSB com-mander understands cultural implica-tions, and the FSB fulfills legal obli-gations to the local population.

Function as FSB public affairs officerwhen appointed by the commander.

Coordinate with the medical clearingstat ion for return to duty of FSBpersonnel.

S2/S3 SECTION

The S2/S3 is the operations, intelligence,security, and training officer. He is respon-sible for internal FSB operations. The S2/S3advises and assists the FSB commander inplanning, coordinating, and supervising thecommunications, operations, training, secu-rity, and intelligence functions of the bat-talion. He informs the FSB commander on allIPB information. The S2/S3 supervises theFSB functions that are not classified aslogistics or medical. However, his role andthat of the support operations officer requirethat they maintain constant contact. TheS2 /S3 i s r e spons ib le fo r wr i t ing andreviewing the battalion tactical SOP. TheS2/S3 section consists of two branches—plans and operations branch and communi-cations branch. Employment of the S2/S3section is discussed in Chapter 2. Plans mustbe in place to displace the CP withoutinterruption of S2/S3 activities.

Plans-Operations Branch

The plans-operations branch monitors thetactical operations of the FSB, makes recom-mendations to the commander, publishesorders, and supervises implementation ofplans and orders. It maintains the currentfriendly and enemy situations. It obtainsmaps and prepares overlays. As discussed inChapter 5, it positions units within the BSA

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and plans BSA security which includesplanning the equipment and personnel forthe base cluster reaction force. Also, in coordi-nation with the MP platoon leader, i tdevelops and implements the traffic circu-lation plan for the BSA. The branch ensuresthe BSA security plan is integrated into theovera l l b r igade rea r ope ra t ions p lan .Guidance appears in FMs 55-30 and 19-4.

The NBC specialist in the branch monitorsand assists in the employment of NBC teams.He receives, coordinates, analyzes, and evalu-ates NBC activity data. He develops responseprocedures for NBC defense and makesrecommendations to the commander onMOPP levels. He also prepares NBC reports 1through 6. More information on NBC opera-tions is in Appendix B.

The branch also plans and coordinatestactical movements. It conducts route recon-naissance, supervises tactical road marches,receives closing reports, and supervisesappropriate staff activities during move-ment. FSB movement is discussed inAppendix A.

The S2/S3 also establishes an S2 opera-tions cell. It employs the IPB techniquesdetailed in Chapter 5. It also develops pro-cedures for handling and using or disposingof enemy equipment and documents. Itsupervises the handling of enemy defectorsand materiel, and monitors EPW collectionpoint activities for the FSB. It also is respon-sible for obtaining classified maps requiredby FSB units.

Finally, this branch is responsible for thepreparation of the following documents:

Movement orders.

Intelligence annex to orders.

Daily intelligence summary for sub-ordinate units.

Operations estimates.

Intelligence estimates updates.

Paragraphs 2 and 3 of the FSB OPORD/OPLAN.

Essential elements of information forinclusion into the OPORD.

Communications Branch

This branch supervises COMSEC and CCIactivities. It also installs, operates, and main-tains communications equipment. Thisentails the establishment and operation ofthe net control station for the FSB net. Itensures communications links with higher,adjacent, subordinate, and supported units.The branch plans and implements backupmeans of communications and ensures radiocommunications exist during a move betweenthe start point and release point, and alongthe route of march. It also develops andimplements a BSA security communicationssystem. FSB communications are addressedin Chapter 4.

SUPPORT OPERATIONS SECTION

The support operations officer coordinatesand provides technical supervision for theFSB’s CSS mission. This mission includesDS supply, DS maintenance, health servicesupport, and coordination of transportationand field services. In this capacity, thesupport operations officer advises the com-mander on requirements versus availableassets. Requirements are determined incoordination with the brigade S4, the FSBS2/S3, and the logistics representatives forthe other supported units. He provides inputto the brigade S4 on the brigade logisticsestimate and service support annex. Input forthe annex is provided by the FSB supportoperations officer in the form of an externalservice support annex. The service supportannex of the sample OPLAN in Appendix F

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may be used as a sample for the externalservice support annex developed by the sup-port operations officer. The support opera-tions officer must ensure support remains ata level consistent with the type of tacticaloperation being conducted as discussed inChapter 2. He plans and monitors supportoperations and makes necessary adjust-ments to ensure support requirements aremet; for example, supported unit basic loadsare replenished. He tracks available assetsthrough the FSB companies and the brigadeS4 and other supported units. He also keepsthe DISCOM support operations branchabreast of the logistics and medical situationin the brigade area and requests backupsupport when requirements exceed capabili-ties. He coordinates additional support withthe DISCOM support operations branchwhether it comes from the MSB or corps. Herecommends support priorities and ensureslogistics SOPS are up-to-date and followed.He also coordinates with the FSB S2/S3 onthe location of all support points within theBSA and ensures supported units are awareof the locations and time schedules forsupport operations. He prepares and distri-butes the external service support SOP whichprovides guidance to supported units onprocedures involved in receiving support. Hemay become involved in coordinating hostnation support with the G5 through theDISCOM headquarters. The support opera-tions officer directs the activities of thesupport operations section.

The section has several specific functionsin the area of supply and services. It coor-dinates supply distribution and servicesprovision with the DISCOM as well as thebrigade and other supported units . I tmonitors daily battle loss reports to antici-pate requirements. Requirements that exceedFSB capabilities are coordinated with theDISCOM support operations branch. It alsoassesses the type of resupply operations

required. If airlift or airdrop is required in theBSA, it requests and coordinates the supportas discussed in Chapter 7. The section moni-tors basic loads of maneuver battalions incoordination with the brigade S4 and makesdistribution adjustments as required. Thesection coordinates with the brigade S4 andDAO representative on priority of class Vsupply and on locations of any ammunitionprepositioned to support specific tacticaloperations. It monitors the CSR and basicloads of supported units. Field service sup-port is requested through the DISCOMsupport operations branch. The section coor-dinates with the supply company and bri-gade S4 on locations and operations of fieldservice augmentations. The section monitorsactivities in the brigade for compliance withthe brigade service support annex.

In the maintenance area, the sectionrecommends the allocation of resources incoordination with the maintenance companyand supported units. This includes coor-dination of MST operations. It forecasts andmonitors the work load for all equipment bytypes of equipment and devises the plans andpolicies for QSS, reparable exchange, andclass IX operations. It monitors shop produc-tion and job status reports. It also monitorsand reviews the ASL. It coordinates criticalparts status with the DMMC. For unser-viceable items, it generates disposition instruc-tions on the basis of division and DISCOMcommander guidance. Instructions includeevacuation, cannibalization, and controlledexchange policies. With the brigade S4, itreviews backlogs on critical weapon systems.Additional support required is requestedfrom the DISCOM support operations branchto maintain prescribed operational levels.

The section also has a role in transpor-tation. It coordinates and monitors the move-ment of replenishment stocks and servicesfor the FSB. It also coordinates backhaul of

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equipment and supplies with the movementscontrol officer and DMMC. Delivery pri-orities are coordinated with the brigade S4.When transportation requirements exceedthe FSB’s capability, it coordinates supportwith the movements control officer. It alsoanticipates and recommends MSRs to themovements control officer.

For health service support, the supportoperations section, assisted by the brigadesurgeon/medical company commander, pro-vides input to the service support annex onmedical evacuation and hospitalization.Input covers class VIII supply, helicopterlanding sites, priority of medical effort, andevacuation procedures. On the basis of pro-jected WIA losses, the section plans treat-ment and evacuation. Plans are coordinatedwith supported units and the medical opera-tions center in the DISCOM. The sectionmonitors medical evacuation and treatmentoperations to ensure brigade needs are beingmet. It also monitors the level of medicalassets available. If additional resources arerequired, i t requests them through theDISCOM medical operations center.

The section performs several functions inaddition to those support operations dis-cussed above. These include—

Coordinate support during moves. Itnotifies the brigade S4 and other sup-ported units of new supply, mainte-n a n c e , a n d m e d i c a l p o i n t s a n doperating times. It must also coordinatew i t h t h e F S B S 2 / S 3 o n s h u t t l eoperations.

Establish the section area after eachmove. Chapter 3 has details on thelayout.

Coordinate with the FSB S2/S3 on theNBC threat to assess the impact on allsupport operations and to develop anNBC contingency plan which includes

s tock ing o f NBC equ ipment andsupplies.

Ensure section personnel assigned tothe reaction and CP defense forces areidentified and know their responsibilities.

S4 SECTION

The FSB S4 provides technical supervisionand assistance for unit-level support withinthe battalion. He is responsible for preparingthe logistics estimate and making recommen-dations to the commander on internal logis-tics activities. He also writes, in coordinationwith the S1, the service support annex to theFSB OPORD/OPLAN. He supervises per-sonnel in the S4 section.

The S4 section supervises and monitorsFSB company supply activities. It coordi-nates with them on locations of internalsupply and services activities. It processesrequests for class II, III, IV, V, and VII itemsto replenish basic loads of all FSB elements.It requests and issues all required CTA 50-900items within the FSB. It monitors requeststhat FSB elements submit to the mainte-nance company for class IX items. Thesection also monitors the status for allbattalion elements in the areas of class I, III,and V items and operational readiness ofequipment. It prepares the class III forecastfor the FSB and submits it to the supportoperations section. The section develops thebattalion feeding plan and disseminates itamong feeding and feeder elements.

The battalion maintenance techniciancoordinates FSB maintenance operations.He consolidates FSB unit maintenancereports. He provides the commander andother staff sections with equipment statusreports for planning purposes. He also super-vises controlled substitution in accordancewith the commander’s priorities. Hemonitors FSB PLLs and coordinates recoveryof FSB equipment.

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The S4 section coordinates with the S1 onunit strength and replacement data to projectlogistics requirements. Together they alsoensure FSB replacements are issued allauthorized equipment. The S4 also coor-dinates movement plans with the S2/S3 andmonitors field feeding and sanitation activi-ties within the FSB. He consolidates transpor-tation requirements for FSB units and passesthem to the support operations section. TheS4 coordinates through the DISCOM S4 toobtain payment support for local procure-ment and imprest fund operations from theservicing corps finance support unit.

S4 section supply personnel also functionas the FSB headquar te r s de tachmentarmorer and supply sergeant.

HEADQUARTERS DETACHMENT

The headquarters detachment is respon-sible for billeting, discipline, security,training, and administration of personnelassigned to the HHD. The S1 serves as thedetachment commander, and all positions inthe detachment other than food servicepersonnel are additional duty assignmentsfor personnel in the battalion headquarters.

Functions of the detachment consist of thefollowing:

Ensure load plans are maintained.

Provide food service support for theFSB (less medical company) andselected other units in the BSA. (Note:This function and assets to perform ithave been transferred from the supplycompany.)

Perform route reconnaissance.

Organize unit for movement and issuemovement orders to HHD personnel.

Request additional transportation.

Coordinate with the S2/S3 on thequartering party.

Provide C2 of HHD in response to airor ground attack.

Identify elements of and plan use ofbase defense forces for CP security.

E s t a b l i s h c o m m u n i c a t i o n s w i t hLP/OPs.

Determine placement of NBC assetsin the headquarters area.

Ensure HHD logist ics support isprovided.

UNIT MINISTRY TEAM

The unit ministry team provides religioussupport. The UMT consists of the chaplainand chaplain assistant. The team providesreligious support forward to the smallestgroups and teams in accordance with thedoctrine detailed in FM 16-5.

The commander is responsible for thereligious program in his unit. The UMT willimplement the command religious programby providing religious support to ensure thefree exercise of religion. Religious supportconsists of rites, sacraments, ordinances,services, and pastoral care.

The UMT provides input to the personnelestimate and provides a religious supportannex to the OPORD. Additional UMTfunctions are—

To advise the commander on the roleof indigenous religions in the area ofoperations.

To identify and provide pastoral careto battle fatigue casualties.

To advise the commander on moralsand morale as affected by religion.

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CHAPTER 7

Supply Company

ORGANIZATION AND MISSION

The supply company supports the arming ASL stocks are stored by thesystem through its class V operations, thefueling system through class III operations,and the manning task through provision ofrations, clothing, and individual equipment.Specifically, the company provides receipt,storage, and issue of class I, II, III, IV, andVII items. It also conducts class V trans-loading operations at its ammunition trans-fer point and operates a salvage point. Thecompany is organized as shown in Figure 7-1.The company consists of a company head-quarters and a supply platoon.

The company performs the followingfunctions:

Receive and issue class I, II, pack-aged III, IV (limited), and VII supplies,as well as unclassified maps. It alsoprovides limited storage for these items.

MSB sup-ply and service company. The companydoes not receive, store, or issue classifiedmaps, aircraft , airdrop equipment,COMSEC, or construction materiel.

Receive, store, and issue bulk petro-leum using organic fuel transporters.

Transload class V supplies from corpstransportation assets to unit vehicles.

Operate a salvage point for all sup-plies except COMSEC supplies, toxicagents, aircraft, ammunition, explo-sives, and medical items.

Provide unit maintenance for organicvehicles and equipment as well as thoseof the HHD.

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PRINCIPLES

The FSB must be 100 percent mobile withorganic equipment. To enhance mobility, thequantity and variety of supplies the supplycompany can have on hand at any given timeare limited. As a result, the supply companyand its supporting supply activities put anumber of supply principles to work to cutdown on the response time between initialrequest and subsequent issue to the brigade.

PUSH SYSTEM

A push system is the initial go-to-warsupply system in an undeveloped theater.Preplanned packages of selected supplies aresent forward to replenish expended suppliesin anticipation of requirements of supportedunits. Initial quantities are based on strengthdata and historical demand. When thetheater stabilizes, the supply system becomesa push system to the BSA for critical suppliesbased on personnel strengths and forecastedrequirements. Other supplies are providedthrough a pull system based on actualdemand. Supplies may still be pushed at the

battalion and brigade level, especially duringhigh intensity combat operations to heavilyengaged units. Such units may be unable toask for supplies because of gaps in the chainof command or intensive jamming on a fluidbattlefield. Supplies may also be pushed tosupport a deep operation.

THROUGHPUT DISTRIBUTION

Throughput distribution bypasses one ormore echelons in the supply system to mini-mize handling and speed delivery forward.Supplies are often throughput to the FSBfrom the corps and, in the case of class IVbarrier materials and some class VII majorend items, may be throughput directly to theuser in the forward area. When most of theload is for a specific unit, the transporter maydeliver directly to the requesting unit.

SUPPLY POINT AND UNIT DISTRIBUTION

In an effort to tailor supply distribution,the supply company uses a combination of

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supply point distribution and unit distri-bution to support the brigade. When supplypoint distribution is used, unit representa-tives come to the supply points in the BSA topick up their supplies. Maneuver battaliontask forces with field trains in the BSA havetheir organic unit supply, fuel, and ammu-nition trucks assemble in the field trainsalong with repaired equipment, personnelreplacements, and other assets. There theyform a LOGPAC which goes forward toprovide support to forward deployed ele-ments. (LOGPAC operations are detailed inFM 71-2. ) The supply company tries to cutdown on the distances the forward units musttravel by positioning supplies as far forwardas possible. In order to provide a quickturnaround for forward units, the supplycompany also staggers the unit pickup timesand sets up to provide a smooth traffic flowthrough the supply areas.

Due to limited transportation assets in theFSB, supply point distribution is normal formost classes of supply. Unit distribution bycorps assets is used to deliver barrier mate-rials to emplacement sites. Other classes ofsupply may be delivered using unit distri-bution when the tactical situation permitsand transportation assets are available. Oneexample is the forward refueling techniquedescribed later in this chapter. Emergencyresupply using unit distribution may beaccomplished via motor or air transport.Aerial resupply is discussed later in thischapter.

CAPTURED AND FOUND SUPPLIES

Another way to speed supplies to users is totake advantage of captured and found mate-riel. Fuels can be used as soon as they havebeen tested. (Note: Two pieces of equipmenthave been developed to enhance capability touse captured fuel. A captured fuels test kit ina single plastic housing can be used to

determine fuel usability. A lightweight,quickly deployable electric pump has beendesigned to accompany tactical vehicles.)Barrier and construction materials can beused immediately. Captured subsistence canbe used to feed EPWs and civilian popu-lations after it has been inspected by vet-erinary personnel and declared f i t forconsumption. Found US subsistence may beconsumed by US troops after veterinaryapproval. Captured and found medical sup-plies may be used to treat EPWs andcivilians.

Captured vehicles and equipment are nor-mally reported through intelligence channelsand turned in to maintenance collectionpoints. Other equipment may be turned in tothe salvage point. There it is identified,classified, and reported through the FSBS2/S3 to the DMMC. The S2/S3 will providedisposition instructions on the basis ofDMMC guidance.

Other specific considerations for all unitsin the brigade include:

Reporting all enemy materiel cap-tured or found through intelligencechannels.

Considering all enemy materiel booby-trapped. Access to materiel should belimited until the area is determined to beclear.

Reporting toxic agents to NBC ele-ments in the S2/S3 section.

Reporting medical materiel to thesupporting medical element.

Having explosives examined by EODpersonnel.

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SECTION FUNCTIONS

COMPANY HEADQUARTERS

The company headquarters maintains com-mand and control over the supply company.Headquarters personnel provide unit-leveladministrative and supply support, NBCoperations training and assistance to thecompany, and graves registration training tothe brigade elements. Unit supply operationsare discussed in FM 10-14, and unit-levelGRREG information is provided in FM 10-63-1.

Maintenance personnel in the companyheadquarters provide vehicle recovery andunit maintenance for all vehicles and equip-ment organic to the FSB HHD and to thesupply company, except communications-electronics equipment. Unit maintenanceoperations are described in FM 43-5.

SUPPLY PLATOON

The supply platoon consists of a platoonheadquarters, a supply section, a class Vsection, and a petroleum section. Head-quarters personnel supervise, direct, andcoordinate platoon operations. The TACCS

device to run SARSS-1 is located in thisplatoon, headquarters.

The supply section provides class I, II, III(packaged), IV, and VII and unclassifiedmap supply support. It maintains prescribedreserves of supplies and equipment for thebrigade and operates a salvage collectionpoint for designated supplies. The class Vsection operates one ATP in the BSA totransload class V supplies from corps trans-portation to supported unit vehicles. Thepetroleum section provides bulk class III toall division units and designated nondi-visional units in the brigade area.

When augmented, the MSB S&S companymay provide graves registration and CEBsupport to the brigade elements. If theseelements are employed in the brigade area,they may be attached to or colocated with theFSB supply platoon. When necessary, theMSB S&S company may also attach waterequipment and personnel to the FSB supplycompany.

SUPPLY OPERATIONS

PLANNING

The supply company commander alongwith the support operations section mustanticipate supply requirements throughoutthe b r igade a rea and manage l imi tedresources to provide support as responsivelyas possible. Requirements are based on—

Tactical plans.

Environment and terrain.

Demand data and previous experience.

Troop strength.

Equipment densities.

Time and distance factors.

Supp ly p lanner s t r ack the t ac t i ca lsituation as well as casualties and equipmentdestroyed or in repair. This allows them totake necessary actions (such as requestingadditional transportation or critical sup-plies) without having to wait for unitrequests. It also enables them to reorganizesupply elements or to request backup supportto meet the most critical requirements. Thismay involve shifting assets from one supplypoint to another (for example, from the class11/111 (packaged) /IV/VII point to the ATP)to meet surge requirements or receivingassets from the MSB, the COSCOM, oranother FSB to overcome critical shortfalls.

FM 63-20

Planners must also coordinate with theDMMC to ensure all necessary steps havebeen taken to supply items which are usede i the r spa r ing ly o r no t a t a l l du r ingpeacetime. The division chemical officer willprovide planning assistance through G4channels for chemical items. Items to con-sider include—

Chemical filters.

Human remainsGRREG supplies.

Cargo sling sets.

Batteries.

MOPP gear.

Class VI.

Wire.

Fog oil.

pouches and other

Chemical decontaminants.

Procedures must also be worked out forcommand-regulated items. Expensive, highlytechnical, or scarce items are often desig-nated in the OPORD as command regulated.Command approval is required before theseitems can be issued. However, this does notnecessarily mean commanders must approveeach individual request. Division com-manders may authorize the DMMC to releaseitems on the basis of support prioritiesspecified in the OPORD. The commandermay place additional limitations on issue ofitems if he desires. This will often includesetting quantities of critical items authorizedto be issued to each unit in accordance withthe support priorities. If requests from a unitexceed its authorized quantity, the unitwould have to go through command channelsto get its authorization changed. In any case,the support operations section and supplycompany should ensure procedures are estab-lished in advance.

Planners must also consider supply ele-ment layouts within the context of the FSBS2/S3 plan as discussed in Chapter 5. Thesupply company is located in the BSA nearland lines of communication. The supplyplatoon’s sections normally operate at sepa-rate sites near the MSR. To provide con-tinuous command and control and liaisonwith the FSB commander, the company head-quarters is set up at the edge of the companyarea closest to the FSB CP.

The supply platoon headquarters is estab-lished in an area central to the supplysections. Section sites should be reasonablyclose to the MSR, accessible to supportedunits and resupply vehicles. Each site shouldbe large enough to disperse operations, yetnot so large that internal security becomes aproblem. The sites should have good roads,an adequate number of areas with levelground and good drainage, and, when pos-sible, the natural potential to provide coverand concealment.

Positioning considerations are listed inChapter 5. Others include the following:

The salvage point should be set upnear the MSR to minimize the distancesupported units must drive trucks beingused for backhaul.

The sites for the class III section andthe ATP must not be next to one anotherin order to prevent a fire or explosionfrom destroying both sites.

The site for the class III section shouldnot have any low-lying areas wherefumes could collect. It also should be farenough away from the other sections toprevent contamination of supplies inthe event of a fuel spill.

Layout plans should show receipt, storage,and issue areas for each section; entranceand exit control points; traffic patterns and

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customer parking areas; areas where man-made camouflage will be used; communi-cations equipment and wires; and fightingpositions.

CLASS I

Class I supply operations are kept assimple as possible because the supply sectionmust be able to move quickly. There is littleequipment, limited stockage, and only a littlepaperwork. When possible, receipt, rationbreakdown, and issue are combined so thatsupplies are handled only once.

Class I is a scheduled supply based on thesupported troop strength and the Armywartime feeding plan. Initially, units in thebrigade area eat the MREs in their unit basicloads. These are replenished as soon assupply lines are established. As soon aspossible, at the direction of the theatercommander, T rations are introduced andthen B rations. (The final transition toA rations in the BSA is made only if thetheater has matured to the point that refrig-erated carriers can be moved forward; theFSB does not have the organic capability tohandle A rations.) Regardless of the imple-mentation status of the feeding plan, thebrigade commander may decide that thebrigade will subsist entirely on MREs duringa specific operation.

The supported units do not request rations.Instead, class I flows are based on personnelstrength reports. The flow of personnelstrength data as it pertains to class I supplyis shown in Figure 7-2. The class I supplybranch at the DMMC converts personnelstrength data to stock numbers and quan-tities of rations to be pushed to the FSB.These are based on the field feeding rationmix or the tactical commander’s instruc-tions. It anticipates the increased use ofMREs during an offense or deep operation.The single-item requisitions are sent to the

COSCOM MMC. The DMMC branch thenprepares and sends a consolidated issuedocument for each FSB to the MSB. Nor-mally, corps transport assets move rations tothe MSB class I point. Class I personnel inthe MSB break bulk rations according to theissue documents. The MSB TMT companytransports the supplies (along with the issuedocument and other transportation andshipping documents) to the BSA class I point.In emergencies, when corps transport isoverwhelmed, MSB TMT company assetsmay pick up at corps supply points anddeliver to the BSA.

Personnel at the BSA class I point unloadthe shipment. They inspect it for type, num-ber, and condition before signing for it. At thesame time, the shipment is broken down forissue to supported units based on theirstrength data. Class I personnel preparecopies of the unit issue document.

When supply point distribution is used,supported units use organic transportation topick up class I supplies. The supportedbrigade S4 and other supported unit logisticsplanners, the FSB support operations officer,and the supply company commander coor-dinate a schedule for pickup of issues. Whenunits arrive to pick up their rations, theycheck in at a control point. Class I personnelensure that the unit is an authorized cus-tomer and the unit representatives are autho-rized to draw rations. There are three basicmethods of issue:

Truck to truck. Supplies are trans-ferred directly from the MSB TMTvehicle to the supported unit vehicle.This is the preferred method because itsaves time, labor, and handling; keepssupplies under cover; and increasesmobility. However, it ties up the vehiclefrom the MSB. Also, unless the arrivalof supported unit vehicles is timed per-fectly, it could cause traffic congestion.

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Unit pile. All the items for a sup-ported unit are put in one marked pile ondunnage. The entire pile is put on thesupported unit’s vehicle when it arrives.This method is the best for control. It isused when class I personnel have time tosort supplies.

Item pile. Like i tems are put inseparate piles on dunnage. As supportedunits pass each pile, unit personnel loadthe correct quantity into their vehicleunder the supervision of class I per-sonnel. As a result, the supported unitpersonnel spend more time at the supplypoint than they would with the othertwo methods. This method is used whenclass I personnel do not have the time tosort supplies.

Due to the scarcity of class I point assets,unit distribution is rarely possible in thebrigade area. When unit distribution is used,supply section vehicles rendezvous withsupported unit vehicles at prearranged gridcoordinates.

Signed issue documents are sent to theDMMC along with the transportation andshipping documents used to receive suppliesfrom the MSB. The class I point does not keepcopies of issue documents.

CLASS VI

Class VI items are furnished without costto the soldier through class I channels whenunits have been operating under combatconditions for more than 15 days withoutAAFES support or access to civilian markets.In early, highly mobile, or intense conflicts,there is little leisure time and little need forclass VI items. Class VI items are thereforerestricted to items required for the minimumpersonal hygiene, comfort, and welfare of thesoldier. Initial requirements are filled withbulk class VI supplies. Interim supplies areobtained from AAFES stocks until RSSPs,

packaged to meet the requirements of100 persons for one day, become available.The RSSPs are requisitioned based on per-sonnel strength data. They are issued in thesame manner class I supplies are issued.More information on class VI items can befound in AR 30-7 and FM 10-27.

WATER

The FSB supply company has no organicwater supply capability. The brigade dependson the MSB S&S company for water puri-fication and distribution. The MSB watersection is capable of operating up to fivewater points . Upon request , the MSBattaches enough water equipment and per-sonnel to the FSB to establish a water point ifa water source is available in the vicinity ofthe BSA.

The water point team purifies and storespo tab le wa te r . The MSB may a t t ach3,000-gallon semitrailer-mounted fabrictanks for emergency distribution. The MSBalso has forward area water point supplysystems to provide additional delivery helpwhen required. The water point is colocatedwith the FSB’s class I point whenever pos-sible. This allows supported units to pick upwater and class I supplies at the same time.When a water point moves, it dumps anywater it cannot move or issue, and it movesits equipment with assets organic to thewater section.

More information on the operation of awater point can be found in FMs 10-52 and63-21.

CLASSES II, III (PACKAGED), IV,AND VII

Class II

Class 11 supply operations are limited tocritical items since clothing and individualequipment are bulky and impede FSBmobility. Many class 11 items are not con-sidered critical and are not normally stocked.

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Items that are normally stocked are class IIminimum essential combat ASL items. Theseare based on demand experience and thepriorities of the tactical commander. Thesei t ems normal ly inc lude h igh demandmechanics’ tools and protective items such asMOPP gear, boots, and helmets. Class IIitems may be packaged in lots designed tosupport a specific number of troops to speedreceipt and issue. Intense combat and sus-tained operations in an NBC environmentwill increase the demand for class 11 items.As soon as tactical intentions are knownarrangements should be made for scheduledresupply of required protective overgarmentsand other class II NBC-related items andequipment.

Soldiers returning to duty from medicalfaci l i t ies in the brigade area may bere-equipped by the supply company or, ifappropriate, the gaining unit’s support ele-ment. If the gaining unit has support ele-ments operating in the vicinity of the medicalfacility (for example, a field trains in the BSAwith the division clearing station), SOP mayrequire the unit to bring required personalequipment when it picks up personnelreturning to duty. If the gaining unit does nothave elements operating near the divisionclearing station, medical personnel may berequired by SOP to pick up clothing andessential protective gear at the supply pointto provide minimum protection before asoldier is returned to duty. The medicalfacility cannot, however, issue individualweapons.

Packaged Class III

Packaged class III supplies are requestedand distributed like class II and IV items.Items include fuel in 5-, 55-, and 500-galloncontainers; packaged products such as lubri-cants, greases, hydraulic fluids; solvents incontainers of 55 gallons or less; and cylindersof liquid and compressed gases. To maintain

mobility, stockage is restricted to limitedhigh demand items.

In terms of volume, fog oil requirements arelikely to be the most significant class IIIpackaged product. Large quantities of fog oilare required for smoke operations. Require-ments are affected by the duration of smokeoperations, weather conditions, terrain andenvironment, and time available. Distribu-tion of fog oil from the BSA forward to thesmoke generator locat ions has been aproblem in heavy divisions. The smokeplatoon has no transportation assets dedi-cated to resupply of fog oil. The FSB lacks thecapability to provide unit distribution. Theshort-term solution is to use one of thechemical company decontamination squadsto transport fog oil. When required, the squadwill fill its TPU and load its truck with drumsat the class III point to move fog oil. Thelong-term solution under development is toreplace fog oil with diesel with an additive atfirst and JP-8 later.

The receipt, storage, and issue of packagedpetroleum products and fuels are described inFM 10-69.

C1ass IV

Class IV supplies consist of constructionand barrier materials. Because of the bulk ofthese materials and the limited transpor-tation assets and mobility requirements ofthe FSB, the supply company handles littleclass IV materiel. It handles no constructionmaterials. Barrier materials (including classV barrier materials) are transported by corpsassets as close to the emplacement site aspossible. This requires that grid coordinates,unit designations, and POCs be provided bythe unit along with the supply request. Inaddition, the convoy commander must coor-dinate with receiving unit’s field trainsbefore moving to the emplacement site. Thisensures the situation and requirement havenot changed since the request was made. The

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supply company does have the capability tohandle limited quantities of survivabilityitems class IV (A). These are items that canbe emplaced by any unit. They include suchcommon items as sandbags and concertinawire. Requests for survivability items areprocessed the same as class 11 items. Require-ments for countermobility items (class IV(E)) are consolidated by the brigade engineerand passed to the brigade S4. He passes therequirement to the FSB to enter it in thesupply system. These items are controlledthrough a controlled supply rate for thebrigade.

The GS supply company in the corps willprepackage generic barrier packages like theone developed for the LID. (See Table 7-l).These packages can be requested by singleNSNs.

survivability are given in Chapter 1 ofFM 101-10-1/2.

Class VII

Class VII i tems are often command-controlled because of their cost and impor-tance to combat. The demand for these itemsdepends on the intensity of battle. Replace-ment is based on combat losses reportedthrough command channels to the divisionG3 and G4. This permits the commander toremain apprised of the operational status ofsubordinate commands. He can then directthe distribution of items to tactical units mostcritical to the success of the mission. Weaponsystems, such as tanks, are intenselymanaged by WSRO. If the item is a WSRO-controlled weapon system, linkup of the itemwith i ts crew may occur in the BSAdepending on the system and the factors of

The corps engineer may have packages METT-T. In such cases, the support opera-modified for METT-T. Requirements for tions section coordinates with the brigade S1.these items will be heaviest during prepara- More information on WSRO is in FMs 63-2-2tion for defense. Action should be taken to and 63-22.increase the flow of these materials as soon Requests for class VII supplies follow theas the intention to defend is known. Along same flow as class H, packaged III, and IVwith other planning factors, detailed plan- supplies. Since class VII items are deliveredn ing da ta on mate r i e l and manpower to the FSB on an on-call, marked-for, andrequirements for countermobil i ty and ship-to basis, there is no stockage of class VII

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items at the FSB. The supply section sendsrequests to the DMMC. It also maintains ac lass VI I ya rd . I t ems which a re no tthroughput to the requesting units are storedor parked there until the units pick them up.Any combat vehicles awaiting pickup areintegrated into the BSA defense wheneverpossible.

Request and Supply Flows

Supported units submit requests for classII, III (packaged), IV, and VII supplies to thesupply section. If the supplies are on hand,they are issued (unless the request is for acommand-controlled item), and the DMMC isnotified of the issues. (If the item is commandregulated, approval is required before issue. )Requests for items not on hand are con-solidated and sent to the DMMC. The DMMCsearches the stock asset records of the MSBS&S company. If the supplies are on hand,the DMMC sends an MRO to the MSB S&Scompany so the company can issue thesupplies to the FSB supply company. TheMSB TMT company transports the suppliesfrom the MSB to the FSB supply point. If thesupplies are not on hand at the, MSB, theDMMC requisitions the supplies from theCOSCOM MMC. If the item is critical andavailable at another FSB and support pri-orities warrant, the MMC will notify thesupport operations branch. The branch willdirect cross-leveling from the one FSB to theother. The flow of class II, packaged III, IV,and VII supplies is shown in Figure 7-3.

When items arrive, receiving personnelverify quantities, condition, item description,and markings of items received againstshipping documents. Supplies are processedby priority designation. Items coded for aspecific unit are put directly into the unit’svehicle using the truck-to-truck methodwhenever possible or put in a unit pile orparked in the class VII yard until pickup.Remaining items are put in item piles, parked

in the class VII yard, or placed into storage inlocations assigned by the DMMC or thesupply company headquarters based on theestablished stock locator system.

Supply point distribution is normally usedto issue class II, packaged III, IV, and VIIsupplies to supported units. Unit distributionis used to distribute supplies when the tac-tical situation permits and transportationassets are available. In some cases, when thetactical situation permits and transload oremplacement sites are near the BSA, ATPMHE maybe used to assist in handling classIV supply. In all cases, signed issue docu-ments are sent to the DMMC along with thetransportation and shipping documents.

Additional information on class II, IV, andVII items is in FM 10-27. Information onsupply of packaged class III is in FM 10-69.

MAPS

Unclassified maps are stored at the MSBS&S company. The FSB supply sectionreceives maps from the MSB S&S company.It provides supply point distribution to sup-ported units according to established tablesof allowances or to fill special requirements.Classified maps are handled through thebrigade S2 section. They are not stored at theFSB.

BULK FUELS

Bulk fuels are not formally requested. TheS4 of the supported brigade in coordinationwith the FSB support operations sectionsubmits a forecast for bulk fuel requirementsof all division units in the brigade area to theDMMC. Forecasts are based on future tac-tical operations. The FSB petroleum sectionsubmits a daily status report on quantitiesreceived, issued, and on hand to the DMMC.If METT-T prohibits forecasting, standardprearranged shipments may be sent on aregular basis to the FSB. These would con-tinue until the brigade S4 requests a change.

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In any case, the DMMC uses the forecastsand status reports to compute bulk class 111requirements for the division. The DMMCforwards the requirements to the COSCOMMMC. The COSCOM MMC coordinates thedelivery of bulk fuel to the division accordingto the class 111 distribution plan. The flow ofclass III bulk fuels is depicted in Figure 7-4.

The FSB receives its bulk fuel directly fromthe corps and from the MSB. Deliveries arecoordinated with the supply company com-mander through the FSB support operationsofficer. Upon delivery, the fuel is transferredfrom the corps or MSB tank semitrailers intothe FSB’s 5,000-gallon tankers. Fuel transferopera t ions a re desc r ibed in de ta i l i nFM 10-71. Truck tractor drivers may alsodrop off a full semitrailer at the FSB and pickup an empty one. Such trailer transfers savetime but make it harder to keep track of thetrailers. Therefore, it is important that sched-ules are coordinated to ensure empty FSBtankers are on hand when resupply tankersarrive. Receipt documents are signed for theamount and type of fuel received. Quantitiesreceived are posted to the stockage record andused to update the daily status report.Receipts are also abstracted daily to themonthly abstract of issues.

Fuel is provided to supported units for themost part using supply point distribution. Aschedule for issue of bulk fuel to the divisionunits in the brigade area at the FSB class IIIpoint is coordinated between the supportedbrigade S4, the FSB support operationsofficer, and the FSB supply company com-mander. Supported units pick up fuel in theirorganic refueling vehicles, and authorizedunit representatives sign for quantitiesreceived. Issue documents are used to provideinput to the daily status report. They areabstracted daily to the monthly abstract ofissues.

The FSB petroleum section also operates amobile filling station to provide retail servicealong the MSR in the BSA. It consists of acargo truck mounted with a tank-and-pumpunit whose two 600-gallon tanks are filledwith diesel fuel. The truck tows a trailer withanother 600-gallon tank filled with MOGAS.Fuel is dispensed directly to vehicles usingthe MSR, and local units can fill up their gascans there. These smaller direct issues aresigned for by the receiver on a form used tokeep track of daily issues.

The FSB supply company may also movefuel forward to a tactical refueling point toensure combat vehicles deploy to the battlewith full fuel tanks. One technique which hasworked in the field involves the use of FSBtankers in combination with maneuver bat-talion HEMTTs or TPUs. One tanker deployswith two TPUs or HEMTTs to form arefueling module that can service four com-bat vehicles at a time. Up to six modules canbe setup together to service a task-organizedcompany team, if sufficient tankers areavailable and the tactical situation permits.Refuel sites can be setup on MSRs either in asingle site which can service up to 24 vehiclesat a time (Figure 7-5) or in a split-siteconfiguration to stagger march elements andreduce traffic congestion. The maneuverbattalion, which is familiar with the area, isresponsible for site selection and security.The battalion S4 coordinates with the FSBsupport operations section on where andwhen the refueling operation will be and howmuch fuel is required. In some cases, MSB orcorps tankers could move to the site to top offthe FSB’s retail tankers. The primary benefitof this technique is speed. It takes 5 minutesfor the FSB tanker driver and assistantdriver to deploy one section of a 50-foothoseline to the T-valve, start the pony engine,and be prepared to pump into the TPUs orHEMTTs. The other advantage of this sys-tem is that the FSB can support it with no

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additional equipment authorizations. TheT-valve, gate-control valve ends, and addi-tional hoses can be obtained through theclass IX system. (Note: Future equipmentauthorizations for the FSB supply companywill include refuel-on-the-move equipmentwhich will allow the retail fueling of indi-vidual vehicles.)

Due to mobility considerations, the FSBpetroleum section has no collapsible fueltanks. If storage requirements cannot be metwith its tankers, a request is made throughthe DISCOM support operations branch forMSB or, if necessary, corps support. Corpselements may set up, maintain, and issuefrom bags in the BSA. Such an arrangementis most feasible in the offense. Not only arefuel requirements highest in the offense, butalso there is not as much danger that the BSA

will have to move quickly rearward, whichwould be difficult with filled bags on theground.

Aviation units either in direct support orassigned or attached to the supported bri-gade are responsible for refueling their owna i rc ra f t . Forecas ted requ i rements a redeveloped by the aviation brigade and sub-mitted to the DMMC. When a FARP is to beresupplied from the BSA, the aviation bri-gade S4, the MSB support operations sectionand S&S company, and the FSB supportoperations section and supply company willcoordinate the operation. Typically, the MSBS&S company will position its jet fuel assetsat the FSB class III point to meet thistemporary requirement. (Once JP-8 is avail-able, the MSB will not have designated JP-4tankers.) The aviation units provide the

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personnel, equipment, and initial supply offuel for the FARP. MSB jet fuel assets locatedat the BSA class III point may also providefuel to any aircraft in an emergency or asdirected by higher headquarters.

CLASS V

The class V section operates one ATP in theBSA to provide support on an area basis todivision and corps units in support of thed iv i s ion a s d i r ec t ed by the d iv i s ioncommander. Class V is based on a con-tinuous refill system. Each battalion S4transmits ammunition requirements fororganic and attached units through thebrigade S4 to the DAO representative at theBSA. Division units not assigned or attachedto the brigade will coordinate directly withthe DAO representative at the ATP. TheDAO ensures that requirements do notexceed the CSR.

As much as possible, ammunition trans-loaded at the ATP is in combat configuredloads. CCLs are predetermined ammunitionpacks based on mission requirements. CCLsmake up 90 to 95 percent of the major userrequirements. Requirements are expressed inthe type and number of CCLs and anyadditional single-line items needed. Thequantity required of each type of CCL andsingle-line item requisitions are forwarded bythe DAO through the COSCOM MMC to theCSA or the ASP. The CSA reconfigurescontainerized and breakbulk ammunitioninto CCLs and ships them via corps groundand air transportation to the ASP and ATP.Non-CCL items are shipped to the ASP.

The ATP receives 75 percent of its ammu-nition directly from the CSA. CSA shipmentsto ATPs will primarily be for field artilleryand engineer units. Their consumption canusually be predicted far enough in advance tofit the 12-hour or longer ground resupplycycle from CSA to forward ATP. The

remaining 25 percent is received from theASP. Of that 25 percent, approximately60 percent is in the form of CCLS and40 percent is single-line items. Resupply fromthe ASP can be accomplished in 2 to 6 hoursby ground and 1 hour or less by air. On theirfirst trip to a newly established ATP, corpsdrivers unhook and leave loaded semitrailers.When they replenish the ATP, they leaveloaded semitrailers and take empty onesback to the corps. The ATP is typicallyresupplied by corps transportation assetsfour times a day. The flow of class V suppliesto the FSB is depicted in Figure 7-6.

When class V supplies arrive at the ATP,the DAO representative inspects and inven-tories the shipment. The DAO representativesigns for the shipment. He assigns a locationin the ATP where the trailer is stationed toawait the arrival of the receiving unit.Trailers should be 50 to 100 feet apartdepending on the terrain. He ensures a copyof the shipping document is returned to theCSA and that receipt documents are for-warded to the DMMC. If a discrepancy existson a document, the DAO representativeadjusts the document and informs the DAO.

The brigade S4 coordinates with the FSBsupport operations officer and the supplycompany commander to establish a schedulefor issue of class V supplies. When supportedunits show up at the ATP, they submitrequests for ammunition completed andauthenticated by the battalion S4. The DAOrepresentative at the ATP validates allrequests before requests are filled. EitherATP MHE or MHE on board supported unitvehicles is used to transload the ammunitionfrom the corps transportation assets to unitvehicles. Signed receipt documents are for-warded to the DMMC. Supported unitsreorganize or, if necessary, reconfigure theammunition they pick up at the ATP forfurther delivery forward to rearm points.

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Request time will be reduced throughautomated systems currently under develop-ment. The Standard Army AmmunitionSystem is the automated system for theammunition node (SAAS 4) and the manage-ment system (SAAS 1/3). SAAS 4 isaddressed in DA Pamphlet 710-2-2. Thesesystems will enhance responsiveness atechelons above division. Another system,SAAS-DAO, will eventually assist the DAOin management of the division’s ammu-nition. It will provide a predictive ammu-nition resupply system based on data flowsfrom tactical automated systems, manualreports, and division staff input. FM 9-6 hasadditional details on class V supply.

AERIAL RESUPPLY

Air resupply missions are categorized aspreplanned or emergency. Preplanned mis-sions make up the routine air transportservice that is operated in support ofpreplanned or programmed requirements.Emergency air movements are initiated byrequirements that cannot be determined inadvance.

The movement control officer coordinatesmovement of supplies with the MSB and theFSB support operations section. If the move-ment control officer determines that airresupply is appropriate, he passes a requestthrough the DTO to the G3. The G3 allocateshelicopters on the basis of all aviation tasksby balancing combat, CS, and CSS require-ments. The G4 must make sure the CSS rolefor helicopters is developed and consideredconcurrently with the tactical mission. Thepriorities for helicopter resupply should beaddressed in the OPORD and used by themovement control officer.

Emergency requests are passed throughsupp ly channe l s the same as rou t inerequests. However, they are also passedsimultaneously through command channels

from the user to the G3. The G3 approvesemergency requests and tasks the aviationbrigade to perform the mission. At the sametime, the G4 coordinates with the DISCOMsupport operations branch so it can task theappropriate supply activity (the MSB S&S orFSB supply company) to prepare the ship-ment. A liaison officer from the AB coor-dinates with the movement control officerand the requesting unit. Prerigged loads ofstandard resupply packages may reduceresponse time for emergency air resupply.More details on requests for aerial resupplyare in FMs 55-2 and 100-27.

Regardless of whether the mission ispreplanned or emergency, if it cannot beperformed by division helicopters for anyreason, the request goes from the divisionTOC to the corps TOC. It is also coordinatedwith the tactical airlift liaison officer.

Select ion and control of pickup andlanding zones are extremely important.Pickup zone selection and control are theresponsibilities of the supported unit, the unitwhich requests the mission, which may bethe FSB supply company. The receiving unit,which is having the cargo delivered to it, isresponsible for landing zone selection andcontrol. As a general rule, pickup andlanding zones must provide for 30 metersseparat ion between uti l i ty aircraft and40 meters between cargo aircraft. It musthave no obstructions such as tree stumps,bushes, or man-made objects that coulddamage the helicopter rotor systems or theload itself. The number of aircraft that will beusing it at one time must be considered alongwith its use after dark. If night resupply isscheduled, a larger area is normally needed.The surface condition should be solid enoughto prevent a helicopter or load from boggingdown. Blowing dust, sand, gravel, or loosedebris can cause damage to people as well asequipment or aircraft. If the site has a slope of15 degrees or more, a helicopter cannot land

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on it. Also, when carrying an external load, ahelicopter cannot rise straight up or comestraight down. The avenue of approach anddeparture should be over the lowest obstaclein the direction of the prevailing winds.Helicopters can operate in a crosswind ortailwind of up to 15 knots.

The supported unit, which is normally thesupply company, is also responsible forrigging and loading the cargo at the pickuppoint. This responsibility includes providingall equipment needed to rig cargo for sling-load operations. (Details on sling-loading arein FM 55-450- 1.) Receiving units are respon-

guide the aircraft in and unload\ derigthe load.

Providing ground security.

Establishing radio communicationswith the helicopter and informing theaircrew of enemy activities.

Marking the loading zone.

Coordinating with the sending unitfor the control and return of the riggingequipment.

Preparing, coordinating, and inspect-ing backhaul loads and having thems i b l e — ready for hookup

Providing trained ground crews to aircraft arrives.

F I E L D S E R V I C E O P E R A T I O N S

or loading when the

GRAVES REGISTRATION

All commanders are responsible for unit-level graves registration. It is not providedfor the brigade by FSB personnel. The FSBhas one GRREG-trained soldier in the head-quarters of the supply company. He is avail-able to train brigade personnel in unit gravesregistration responsibilities in the handlingof remains and their personal effects. Unitresponsibilities include the initial search,recovery, initial identification, and evacu-ation of their deceased personnel to thenearest GRREG collection point. This pointwill normally be in the BSA. Unit GRREGresponsibilities are detailed in FM 10-63-1.

The FSB does not include assets designedto operate a GRREG collection point. Whenthe MSB S&S company is augmented with aGRREG platoon, it sends a team to setup acollection point in each BSA. In the initialstages of hostilities before the MSB receivesthe augmentation platoon, personnel willhave to be pulled from other duties to operatea collection point. The decision on whom to

pull will be made by the FSB CP and brigaderear CP. The GRREG NCO is norm-allyassigned the duties as chief of the GRREGcollection point until the GRREG sectionarrives. The GRREG point receives remainsfrom supported units, continues the iden-tification process initiated by the unit, andarranges for evacuation to the DSA col-lection point. GRREG point personnel ensurethe personnel recovering the remains havecompleted a DD Form 567 for each remains.The collection point maintains a record ofremains processed.

The section chief requests required sup-plies through the supply section. Suppliesinclude human remains pouches, personaleffects bags, disinfectants, litters, surgicalgloves and masks, fingerprint kits, anddental charts.

Once remains are identified to the extentpossible and registered, they are evacuated tothe DSA point as a backhaul mission by

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vehicles bringing supplies (except class I) tothe BSA. For morale purposes, remainsshould always be covered and screened fromsight.

All remains found in a contaminated areashould be handled as if contaminated. NBCtags should be attached to contaminatedremains. If NBC tags are not available, a tagwith a large “C” written on it is attached toeach contaminated remains. Personnelhandling contaminated remains must main-tain an adequate level of individual pro-tection. Contaminated remains are keptseparate from uncontaminated remains. Dueto the possibility of mass fatalities in an NBCattack, normal GRREG methods may not befeasible. Contaminated remains will not beevacuated unless they can be thoroughlydecontaminated and checked by NBC per-sonnel. In extreme cases, mass burials maybe required. Requests are made throughcommand channels. Permission for massburials comes from the joint central GRREGofficer in the theater after approval from thetheater commander.

FMs 10-63 and FM 10-63-1 contain moreinformation on graves registration opera-tions. Details on the MSB’s grave registra-tion platoon is in FM 42-7.

SALVAGE

The supply section of the FSB supplycompany also operates the brigade salvagecollection point. It is often located near themaintenance collection point. It receives allsalvage materiel for which maintenanceunits do not have maintenance responsibilityexcept for toxic agents, radioactive mate-rials, aircraft, ammunition and explosives,COMSEC, and medical supplies.

Units in the brigade sector are responsiblefor bringing salvage materiel to the salvagepoint. When the salvage point receives mate-riel, it ensures the item and condition on the

turn-in document are accurate. Technicalpublications may be used to identify items ifavailable. Salvage personnel classify itemsas serviceable or unserviceable. If theycannot determine an item’s identity orserviceability, maintenance personnel mayperform a technical inspection. Items aresegregated in the holding area as serviceable,reparable, or scrap. Serviceable items areprotected from the elements as much aspossible.

The DMMC should ensure general guid-ance on disposition has been issued. Thesalvage point, in turn, reports on the status ofitems to the DMMC. Foreign or capturedmaterials are reported to the FSB S2/S3 fordisposition instructions.

Normally, reparable items are sent to themaintenance base shop and serviceableclothing and canvas items to the laundry andrenova t ion p la toon o f the COSCOM.Unrepairable items and scrap are evacuatedthrough salvage channels to a propertydisposal unit.

CLOTHING EXCHANGEAND BATH

Clothing exchange and bath service isprovided on an area basis throughout thedivision by the MSB S&S company when it isaugmented with a CEB platoon. The platoonincludes three sections, each of which canoperate a CEB point. The location of the threepoints depends on METT-T. If circumstancespermit, a point may be moved as far forwardas a BSA.

CEB points provide showers from portablebath units, delousing service, and exchangeof soiled clothing for laundered clothing.CEB operations are also integral to decon-tamination. The FSB support operationssection coordinates with the supported bri-gade S4 to schedule CEB. As a planning

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factor, CEB operations should be scheduled assist with clothing exchange. More infor-for once each week. Supported units coor- mation on clothing exchange and bath opera-dinate with the brigade S4 for CEB and tions can be found in FM 10-280. Information ‘provide soldiers to guard valuables and on the MSB’s CEB platoon is in FM 63-21.

C O N S I D E R A T I O N S F O R V A R Y I N G T A C T I C A L S I T U A T I O N S

OFFENSE

The supply goal of the FSB preparing foran offensive operation is to ensure brigadeelements begin with their basic loads of allclasses of supplies to sustain the attack. It isequally important to have the FSB elementstopped off and positioned far enough forwardto enable them to quickly resupply thebrigade once basic loads are depleted. Thetwo most critical supply categories will beclass III and V. In cases where full loads arenot expected to be sufficient to sustain thebattle, the supply company commander, withthe support operations officer, may coor-dinate for additional stockage at predesig-nated areas. POL stockage points will requireMSB or corps assets. FSB elements mustremain prepared to move quickly as thebrigade moves forward.

Predetermined emergency resupply pack-ages of ammunition, POL, and in arid andt rop ica l env i ronments , wa te r may bedeveloped by the FSB in coordination withthe brigade and task force S4s. Emergencyprocedures should also be identified inadvance. These may involve the supplycompany automatically requisitioning emer-gency packages or the supported elementsusing radios to request them. Emergencyaerial resupply should be used wheneverpossible in these conditions.

Frequent movement will be critical in theoffense. Supply assets must be prepared tomove with the brigade. Supported elementsdo not have the assets to travel extensivedistances to the rear to pick up supplies.Careful coordination will be required to

minimize the stress on MSB and corps assetscaused by these frequently moving forwardsupply points.

As mentioned in Chapter 2, other supplyconsiderations in the offense are reliance onMREs, use of captured and found supplies,and increased requirements for obstacle-breaching and bridging materiel.

DEFENSE

Stockpiling of supplies may be required indefensive operations. Successive defensivepositions should be coordinated with brigadeplanners. These positions will be used tostockpile critical supplies. Plans should bemade to destroy stockpiles if necessary.Though class 111 usage may be lower thanduring an attack (depending on the nature ofthe defense), class V use is likely to be higher,especially in the static defense. In a staticdefense, requirements for barrier materialswill also be high in the preparation stage.

RETROGRADESupply company elements begin to move to

the rear before combat units. This minimizesinterference with maneuver. It also allowsthem to set up supply points along the routeof withdrawal. Noncritical items will beidentified by the supply company along withthe support operations section. These mayinclude class I, II, IV, VI, and VII items. Anyforward stocks of these items should bewithdrawn immediately. Replenishments ofthese items should not be delivered forward.Supplies (except class VIII) which cannot beevacuated should be destroyed.

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CHAPTER 8

M a i n t e n a n c e C o m p a n y

O R G A N I Z A T I O N A N D M I S S I O N

The maintenance company is a criticalcomponent in fixing the force. To counter apotential superiority in weapon systemsfielded, the brigade must be able to make themost of each system it has. The maintenancecompany provides direct support mainte-nance and common repair parts service tosupported units in the brigade area. Thecompany is organized as shown in Figure 8-1.The organization varies with the structure ofthe supported force. The company consists ofa base structure with a company headquar-ters, maintenance control section, service/recovery section, class IX support section,automotive/armament platoon (which in-cludes an artillery system support team), andground support equipment platoon. In addi-tion, the company includes a variable num-ber of system support teams. Each team isdesigned to support a tank or mechanizedinfantry battalion. The company receivesone team for each maneuver battalion as-signed to the brigade. As discussed later in

this chapter, these teams form the bases forMSTs normally sent to work out of themaneuver trains areas.

The company performs the followingfunctions:

Provide DS maintenance to supportedelements in the brigade area. Thisincludes repair of communications, engi-neer, power generation, quartermaster,chemical, and utilities equipment. Italso includes repair of artillery, mis-siles, small arms, tank turrets, track andwheel vehicles, and f ield art i l lerysystems.

Provide limited backup recovery assis-tance to supported units when required.

Provide technical assistance to sup-ported units that provide unit main-tenance within the brigade.

Provide technical supervision of sup-ply of PLL items for supported units.

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P R I N C I P L E S

FORWARD SUPPORT

The overriding goal in FSB maintenance site. However, this is not always possible andoperations is to provide forward support to practical. The tactical situation, extent ofreturn combat systems to the battle as soon damage, or availability of people, parts, oras possible. Repairing equipment forward tools may make recovery or evacuation morereduces transportation requirements and desirable.time. It maximizes the availability of equip-ment to the user. The FSB maintenance REPAIR TIMELINES

company has been given the capability to The decision on whether to repair orperform the mission operations well forward. recover to a maintenance site must be madeWhenever possible, equipment is repaired on on a case-by-case basis. As a tool to help

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make this decision, timelines may be estab-lished. Sample timelines are shown in Table8-1. If the time to repair an item once allrepairers, tools, and repair parts are on handexceeds the specified time, recovery or evacua-tion should be considered. Timelines may beset by SOP or by logistics or combat com-manders fo r spec i f i c opera t ions . Al lpersonnel—users, maintainers, and main-tenance managers—must always bear inmind that these timelines must be flexible. Ifthey are not accomplishing their purpose,which is to maximize equipment available tothe user, they must be changed.

The maintenance company commanderwith assistance from the maintenance con-trol officer has control over all operations forwhich they are responsible even thoughsupport assets may be decentralized. Theymust be aware of the total DS maintenancework load across the brigade area as well asthe available assets and their locations.When the situation changes, the mainte-nance control officer shifts resources tominimize backlogs. When combat units reorga-nize into task forces for specific missions,maintenance resources must be reorganized.

BATTLE DAMAGE ASSESSMENTAND REPAIR

BDAR techniques expedite return of a dam-aged piece of equipment to the current battle.Battle damage assessment is used to deter-mine the extent of damage to equipment.

Equipment is classified according to the typeof repair required, and plans are made forrepair of each item. Priorities for repair ofbattle damaged items are usually–

Most essential to immediate mission.

Reparable in the least time.

Reparable but not in time for imme-diate mission.

Battle damage repair involves use of emer-gency repair techniques to return a system toa full or partial mission capability. BDR isnormally used only in combat at the directionof the commander. It includes—

S h o r t c u t s i n p a r t s r e m o v a l o rinstallation.

Modifying components from otheritems.

Using parts from a noncritical func-tion elsewhere on an item to restore acritical function.

Bypassing noncritical components torestore basic function capability.

Cannibalization.

Making parts from kits or availablematerials.

Using substitute fuels, fluids, orlubricants.

Armored and fuel systems are primarycandidates for BDR in combat. When themission is over, standard maintenance pro-cedures are used to repair the item.

CONTROLLED EXCHANGE

Controlled exchange involves the removalof serviceable parts, components, and assem-blies from unserviceable, economically repar-able equipment. It is done in strict com-pliance with the division commander’spublished guidance. The goal is to restore asystem to mission capable status.

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CANNIBALIZATION

Cannibalization is the authorized removalof serviceable parts, components, and assem-blies from uneconomically reparable equip-ment. During combat, cannibalization maybe a valuable source of critical repair parts.Commanders should designate the condi-tions, items, and level of repair for can-nibalization. Cannibalization operations arecontrolled by the designated commander.

RECOVERY AND EVACUATION

Items that cannot be repaired on site mustbe recovered to the appropriate maintenancesite. Recovery is the process of retrieving orfreeing immobile, inoperative, or abandonedmateriel and returning it to operation or to aplace where it can be repaired, evacuated, orotherwise disposed of. Self-recovery and like-vehicle recovery should be used wheneverpossible. When this is not possible, the rightvehicle should be used. Wreckers are used forwheel vehicles, but they may also be used forlight track vehicles. When recovery require-ments for a supported unit exceed its

capability, the FSB maintenance controlofficer will provide assistance. When allrecovery capability is exceeded, the unitcommander may have to designate prioritiesfor recovery. Usually combat vehicles arerecovered before tactical vehicles.

Evacuation is a coordinated effort betweenmaintenance and transportation elements. Itinvolves moving an item from a collectionpoint to another logistics activity for repair,cannibalization, or other disposition. HETsfor heavy equipment evacuation (and othermissions) are located in the MSB for cen-tralized control. Whenever possible, unitslocate UMCPs close to MSRs to allow HETsto pick up unserviceable equipment there.The maintenance company, with assistancefrom supported units, identifies equipmentfor evacuation. It includes unserviceableitems beyond the FSB’s repair capability,unserviceable assemblies, and abandoneditems. Recovery and evacuation principlesare covered in depth in FMs 20-22 and 43-5.

S E C T I O N F U N C T I O N S

COMPANY HEADQUARTERS MAINTENANCE CONTROL SECTION

The company headquarters provides com-mand and control for accomplishment of thecompany’s mission. It provides unit-leveladministrative, supply, and maintenancesupport to elements of the company. Unitsupply operations are discussed in FM 10-14and unit maintenance in FM 43-5. FM 10-63-1covers unit GRREG responsibilities. C3 con-siderations for the headquarters are coveredin Chapters 3 and 4. A particular concern forthe maintenance company headquarters isC3 for MSTs operating at UMCPs and othermain tenance t eams pe r fo rming ons i t erepairs. As discussed below, the companynormally retains command and control ofthese teams and must ensure that it main-tains communications with them at all times.

The maintenance control officer is themain assistant to the company commanderfor DS maintenance support. With the othermembers of his section, he provides thecontrol, coordination, and overall super-vision of the maintenance shops, MCPs, andMSTs. The section performs job ordering andequipment accountability. It is also respon-sible for quality control. Maintenance man-agement is supported by SAMS software runon the TACCS device in this section.

The section includes an inspection elementwhich is responsible to the maintenance com-pany commander for quality assurance, tech-nical inspections, and quality control for allDS maintenance functions. The inspectors

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also serve as theThese teams maylocations to makeand evacuation.

nucleus for BDA teams.go to UMCPs or on-sitedeterminations on repair

The maintenance control officer also dis-patches MSTs to provide forward support.Assigned SSTs are integrated into the main-tenance company under the control of themaintenance control officer. He createsMSTs tailored to support task-organizedmaneuver forces.

SERVICE/RECOVERY SECTION

The recovery supervisor advises the main-tenance control officer on recovery and otherservices provided by the section. Supportprovided by the section includes—

Welding.

Metal body repair.

H e a v y l i f t c a p a b i l i t y f o r s h o poperations.

Recovery of organic equipment.

Limited recovery assistance to sup-ported units.

Limited evacuation.

CLASS IX SUPPORT SECTION

This section provides class IX supply sup-port. It receives customer requests, does aninitial edit, and fills requests from on-handstocks or passes a requisition for an item noton hand to the DMMC. The section alsoprovides—

Technical assistance to supportedunits.

Receipt, storage, and issue of ASL andNSL items.

Preservation and packaging. Thisfunction includes repair of containers toprotect stocks from damage duringstorage and shipment.

The TACCS device to run SARSS-1 forclass IX is located in this section.

AUTOMOTIVE/ARMAMENTPLATOON

In addition to the headquarters, this pla-toon consists of two sections and an SST—the automotive repair section, armamentrepair section, and an artillery system sup-port team.

The automotive repair section repairstransmissions, engines, electronics items,hydraulics, and steering controls on trackvehicles. It also works on the engines, powertrains, and chassis components of wheelvehicles. The armament repair section per-forms the following repairs:

Tank turret—turret; cupola; loading,firing, and recoil mechanisms.

F i r e c o n t r o l s y s t e m — l a s e rrangefinders, electronic ballistic com-puters, tank thermal sights.

Fire Control instrument—binoculars,telescopes, aiming circles, rangefinders.

Artillery—self-propelled weapons,including firing and breech mechanisms.

Small arms—rifles, mortars, pistols,machine guns.

The artillery SST is designed to provide DSmaintenance to a division direct supportartillery battalion. It repairs automotive,artillery, power generation, fire control andcommunications equipment.

The bulk of the two sections normally workout of the base shop. However, the main-tenance control officer may include elementsof the platoon in MSTs or designate assets tooperate at an MCP or to perform on-siterepairs or technical assistance. The artillerySST may be tailored and work out of the

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artillery battalion UMCP, although the com-pany retains command and control of theteam.

GROUND SUPPORT EQUIPMENTPLATOON

This platoon consists of a headquarters,GSE repair section, electronics repair sec-tion, and missile repair section. As with thesections of the automotive/armament pla-toon, elements may operate in the base shop,at an MCP, on site, or as part of an MST.

The GSE repair section performs DS main-tenance on power generators, constructionequipment, air conditioner units, refrigera-tion equipment, heaters, utility packs, waterpurification units, and chemical equipment.

The electronics repair section repairs radioreceivers and transmitters, teletypewriters,facsimile machines, switchboards, and spe-cial electronic devices such as infraredweapon sights, searchlights, and mine detec-tors. The missile repair section performslimited DS maintenance on TOW andDragon missile systems, trainers, nightsights, battery chargers, and systemspeculiar test equipment.

SYSTEMS SUPPORT TEAMS

The tank and mechanized infantry SSTsperform the same types of repair, thoughcapabilities differ to match equipment densi-ties of the associated battalions. These teamsprovide the core for the MSTs typically sentto operate out of battalion task force UMCPs.

O P E R A T I O N S

PLANNING

Maintenance planning in the FSB antici-pates personnel, equipment, and repair partsrequirements and matches them againstavailable resources. The goal is to managelimited resources to return the maximumnumber of critical items to the battle.Planners must recognize limitations inarmor protection, mobility, and communi-cations which influence the company’s cap-abilities. Planning considerations include—

Tactical situation.

Time and distance factors.

Backup support responsibilities.

Command support priorities.

Critical weapon systems and repairparts.

Proposed MCP locations.

Maintenance timelines.

Work load across the brigade area.

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Cann iba l i za t ion and con t ro l l edexchange policies.

On the basis of these considerations, themaintenance control officer assists thecompany commander in planning supportalong with the FSB support operationsofficer. Together they must determine whichmaintenance assets will operate at the BSAbase shop, MCPs, UMCPs, and on-site loca-tions. This determination is a continuingprocess, not a one-time decision. Task orga-nizing of tactical units and changes in thenumber and types of CS and CSS units in thebrigade area require changes in maintenanceconfiguration.

When combat battalion task forces arecross-attached to another unit (usuallyanother brigade), the associated MST (with aslice of assets from the MSB) is typicallyattached to the supporting maintenanceelement (the FSB or FAST maintenancecompany). When a supported CS or CSS unit

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is deployed outside the brigade area, a shareof the maintenance company will also likelyaccompany the unit. This will be coordinatedwith the DISCOM support operations branchthrough the FSB support operations section.

One of the key planning processes for themaintenance company is formation of main-tenance support teams. Teams to provide DSmaintenance to maneuver battalions must betask organized in most cases. This is becausethe tank and mechanized infantry systemsupport teams consist of assets to supportpure armored or mechanized infantry bat-talions, while the brigade rarely fights purebattalions. The brigade commander nor-mally task organizes maneuver battalions toperform the assigned mission. This requiresthe maintenance company commander tocreate tailored MSTs.

The FSB maintenance company is as-signed SSTs on the basis of the battalionsassigned to the brigade. The companyreceives one tank SST for each armoredbattalion and one mechanized infantry SSTfor each mechanized infantry battalion. Theteams assigned to the company along withthe platoons organic to the company containthe pool of assets available to the companycommander to form MSTs. Normally, theSST is the core for forming an MST.

However, the MST should only have thenumber and types of repairers and equip-ment required to support the particularbattalion task force. Remaining SST assetsnot required to support that task force maybeused to augment base company capabilities.If an SST does not have all of a specificcapability required to support the task force,additional assets to form the MST may comefrom the base company or another SST.

The following is one example of how MSTsmay be formed to support an armored bri-gade with two armored battalions and onemechanized infantry battalion. To performthe mission in this example, the brigadecommander has decided to task organize hisbattalion task forces as follows:

l One mechanized infantry balancedtask force with the infantry battalionHHC, two tank companies, two riflecompanies, and the antiarmor company.

l Two armored heavy task forces withthree tank companies and one riflecompany in each task force.

To support these task forces, the mainte-nance company commander would have theassets of two tank SSTs and one mechanizedinfantry SST in addition to the base com-pany. SST personnel are shown in Table 8-2.

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The teams also include associated TMDE,tools, vehicles, and other required equipment.TOES are subject to change. The assets avail-able to the commander may differ, but theprinciples employed in this example remainthe same.

In this case, the maintenance companycommander could choose to task organize theMSTs as shown in Figure 8-2. In addition,each team would have a set of vehicles fromone of the SSTs. The team would also get thetools and equipment associated with thetypes of repairers in the team.

In this example, each tank SST wasreduced from 37 to 32 personnel, while themechanized infantry SST was increasedfrom 21 to 31 to support the addition of tanksto the task force. The commander decided inthis case that support could be providedusing only the assets of the SSTs withouttaking any from the base company.

Two other common task force structuresand sample MST personnel numbers areshown in Table 8-3.

The commander must keep in mind thatthese examples represent only one possibleset of MSTs. In forming the optimal MSTs forhis situation, the commander must considera variety of factors to include:

Tactical situation.

S u p p o r t e d t a s k f o r c e r e p a i rcapabilities.

Repair assets available to the mainte-nance company.

Length of LOCs.

Recovery and evacuation capabilities.

Specialized tool and test set require-ments and availability.

Time constraints.

Parts availability.

Risk assessment.

Mobility requirements.

communicat ions.

Security requirements.

One point to emphasize is that the SSTserves as the core for an MST. Its structureshould be retained as much as possible.Moving personnel from one team to anothershould be minimized. In particular, teamleaders should remain with the core of theirassociated SSTs. Further, each team shouldhabitually support the same base battalion.This allows a team leader to develop aworking relationship with one battalionHHC. Keeping the same core of an SST alsoleads to strong command and control lineswithin the MST.

Commanders must plan other aspects ofMST use besides the composition of the team.The commander, normally through the main-tenance control officer, must coordinate withthe brigade S4 and task force S4s and BMOsfor employment of the teams. One detail theymust work out is how the team will receive itsrequired support, including administrative,unit logistics, and class IX support. If theteam is expected to be at the UMCP for anextended time, the maintenance control sec-tion should coordinate with brigade andbattalion S4s to have the supported task forcefeed the team and provide class 111 and V andlimited class 11 and IV support. The main-tenance control section must also ensureproduction and quality control responsi-bilities are specified. Usually the mainte-nance control officer has work order controland the team chief is responsible for qualitycontrol.

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BASE SHOP OPERATIONS

The base shop in the BSA consists of tenets listed in Chapter 5, the companymaintenance company elements not em- commander should, whenever possible, try toployed at MCPs, UMCPs, or task force field lay out the shop so that—trains. The shop is responsible for receipt,inspection, control, repair, and coordination � • Supply storage areas are accessible toof evacuation of equipment received from trucks.supported units.

• The service section provides easyThe shop must be laid out to allow free flow access from all shop locations.

of work and to minimize the required move-ment of repair parts, tools, and equipment. In • Electronics and instrument repair canaddition to considering the positioning be done in a dust-free area.

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Vehicles may be dispersed near main-tenance areas but located to facilitatecontrol and security.

The control and inspection elementsare near the area entrance.

The supply storage and RX areas arenear the entrance to keep traffic out ofthe work area.

Figure 8-3 shows a sample base shop layoutin a field environment. The same principlesapply to shops in a built-up area. For exam-ple, the control, inspection, and supply activi-ties should be near the entrance to the shoparea, and elements with related or com-plementary functions should be near eachother. Where buildings are sound and roadsystems adequate, use of buildings is pre-ferred. They may provide better work areasand concealment.

Shop procedures will be outlined in themaintenance internal SOP which should bebased on guidance in DA Pam 738-750. Anexternal SOP for use by supported unitsshould also adhere to those guidelines.

The management activities vary depend-ing on the system available in the division.TAMMS is a manual system described in DAPam 738-750. The MRM system providesmanagement reports for the company com-mander and MCS. Some of the source datainput for this system is automated. Policiesare prescribed in TM 38-L09-11. SAMS-1replaces MRM and all associated source dataautomation systems. It also provides a dailyinterface with SARSS-1. SAMS-1 proceduresare in AISM 18-L21-AHN-BUR-EM.

MAINTENANCE COLLECTIONPOINTS

MCPs operated by the maintenance com-pany receive unserviceable equipment fromsupported units. The company can operate upto two MCPs. One is at the base shop. A

forward moving tactical situation may makeanother point forward of the BSA advisableto reduce recovery distances. At the MCPs,maintenance company personnel assignedby the maintenance control officer performlarge scale BDA. Controlled exchange andcannibalization may be used to maximizeoperational systems. Contaminated equip-ment must be segregated within the MCP.When supported units cannot recover equip-ment to an MCP, they should be instructed torecover items as close as possible to an MSRto await maintenance support. Security mustbe provided by or arranged for by the unit,and accurate location information must beprovided to the MCS.

US equipment found by units in the bri-gade area will also be turned in to the MCP.There, maintenance personnel inspect it andmake decisions on whether to repair or evacu-ate. The DMMC provides the dispositioninstructions. It may direct that the item beturned in to a supply unit or evacuated to acorps facility.

MAINTENANCE SUPPORT TEAMS

MST operations present the company com-mander, maintenance control officer, andMST leader and members with the samechallenges faced by any other small unit in atactical environment. Besides performingthe technical mission, the team must havethe mobility to get to the repair site and movewith the supported unit. It must also beprotected on the way to and from the site andwhile at the repair site. The team must beproficient in self-protection techniquesduring a move as discussed in Appendix A.Once it arrives at the UMCP, the team will tieinto the defense plan under the control of theBMO. All elements involved in the operationmust be aware that the team is a group ofrepairers with limited self-defense assets,and time spent in defense activities reducesmaintenance mission time.

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For operations other than self-defense, required. Though the company retains con-command and control of the teams is retained trol of the team in most cases, while itby the company commander. However, con- perates in the UMCP, the BMO normallytrol may be threatened by changes in the sets priorities for the equipment to betactical or maintenance situation or com- repaired.munications limitations. Therefore, SOPSmust exist and MSTs must be prepared to MSTs require adequate communicationsconduct independent operat ions when capability to assist in security, report the DS

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maintenance situation to the MCS, andrequest additional support or repair partsfrom the base shop. Whenever MST organicradio capability is inadequate, additionalsupport may be available from the supportedunit. MSTs also carry a limited amount ofrepair parts with them. Parts carried arebased on past experience and work load.

The maintenance company SOP shouldspell out MST procedures in detail to precludehaving to develop them for each mission.SOPS should cover organization of teams forrecurring situations, command relationships,assignment of work order numbers, handreceipting and repair parts procedures, andrecovery and evacuation guidelines.

ON-SITE OPERATIONS

When unit maintenance resources areinadequate, MSTs or other maintenanceteams formed from the maintenance com-pany may be sent to perform on-site repairs.Many of the considerations are the same asthose identified for MSTs working out of anUMCP. They include mobility, security,adequacy of tools and parts, and commu-nications. Procedures for requests for suchsupport must be spelled out in SOPS andavailable to all units supported by the FSB.Requests should include the followinginformation:

Identification of unit and equipment.

Location (grid coordinates).

Nature and extent of damage.

Repair parts required.

Security and NBC considerations.

Recommended route of approach.

Pickup points for unit guides, ifrequired.

Once the team arrives at the site, the teamchief makes a BDA and decides whether torepair on si te or recover to an MCP.Maintenance timelines and the tactical situa-tion are primary determinants. If on-siterepair is feasible, the team repairs the itemand returns it to the user. If recovery isrequired, short-tracking or other expedientself-recovery and like-vehicle recovery is con-s ide red be fo re a r ecovery veh ic le i scommitted.

REPAIR PARTS SUPPLY

The class IX support section of the main-tenance company receives, stores, and issuesrepair parts. The section may maintain aquick supply store for customers to get low-dollar, high-demand, consumable parts (lightbulbs, wiper blades, common bolts) withoutformal requests. RX of selected reparable ishandled as a simple exchange of an unser-viceable for a serviceable item.

All requests are edited and filled whenparts are available. The section also notifiesthe DMMC of the issue. If the part is notavailable, the section passes a requisition tothe DMMC. The DMMC updates requiredrecords. If the item is available in the MSBclass IX section, the DMMC passes an MROto the MSB which provides the item to theFSB. [f the MSB does not have the item, theDMMC passes a requisition to the COSCOMMMC. The DMMC also specifies the itemsand quantities of class IX items to be locatedin the brigade area. This decision is based onthe PLLs of supported units and the mobilityrequirements. To ensure that FSBs meetmobility requirements, stock age in themaintenance company is restricted. Stockageparameters for forward direct support unitsare listed in AR 710-2. The remaining stocksof the ASL are maintained in the DSA.Cr i t i ca l i t ems a re t r anspor ted by a i rwhenever possible.

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The flows of class IX requests and stocks is discussion in Chapter 7 also applies to classshown in Figure 8-4. The aerial resupply IX.

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C O N S I D E R A T I O N S F O R

V A R Y I N G T A C T I C A L S I T U A T I O N S

OFFENSE

Before an offensive operation, equipmentis inspected and required maintenance ispe r fo rmed . Shor tages a re e l imina tedwhenever possible and reserve stocks are setup. On the basis of the operation, geography,terrain, and weather, stockage of certainitems is increased. For example, in manyoffensive operations, MSTs going forwardwould increase stock age of small, high-usageRX items such as automotive subassembliesand fire control instruments.

As the tempo increases and distanceslengthen, maintenance support is moved for-ward. However, such forward deploymentmust take into account MST vulnerability,possible enemy counterattacks, and maneu-ver element requirements for space androads. Maintenance elements may requiresecurity assistance if they have to bypasspockets of enemy activity. Continuous move-ment forward may also require the com-mander to adjust the maintenance timelines.As lines continue to lengthen, expedient main-tenance techniques as listed below may berequired:

Having procedures to allow MSTs todraw from ASL or RX stock itemsexpec ted to be r equ i red in l a rgequantities.

Increasing emphasis on cannibali-zation and controlled exchange.

Setting up MCPs between UMCPsand the base shop.

Increasing emphasis on evacuation,with repair in forward areas limited tocomponent replacement, adjustments,and servicing.

Using air t ransportat ion to moveMSTs and repair parts.

Attaching MSTs to maneuver units.

DEFENSE

Typically, supported units are not aswidespread as in offensive operations.Therefore, the maintenance company assetscan usually be more centralized.

In a static defense, movement is less fre-quent. Therefore, more time is available formaintenance operations. Timelines for for-ward repair may be increased and reserves ofcritical items may be built up consistent withmobility requirements and capabilities.Inspections and technical assistance areemphasized.

A dynamic defense has many of the samemaintenance implications as an offensiveoperation. For instance, maintenance siteswill have to move frequently and vehiclemaintenance requirements will rise.

RETROGRADE

Maintenance company assets begin tomove to the rear before combat elements.Movement is done by echelon with mainte-nance points leapfrogging each other so thatcontinuous support may be maintained.Maintenance operations concentrate onweapon systems and other items required tosupport the retrograde. Other equipment isevacuated to future planned support areasbefore opposing forces can overtake it.Priority of support is determined by the com-mander but is usually given to units thathave completed the move and are preparingnew positions.

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CHAPTER 9

Medical Company

O R G A N I Z A T I O N A N D M I S S I O N

The forward support medical companyplays a vital role in the manning task byproviding division- and unit-level healthservice support to all units operating in thesupported brigade area on an area basis. Asshown in Figure 9-1, the company consists ofa company headquarters, treatment platoon,and ambulance platoon.

The company performs the followingfunctions:

Treatment of patients with minordiseases and illnesses, triage of masscasualties, initial resuscitation andstabilization, advanced trauma manage-ment, and preparation for further evacua-tion of patients incapable of returning toduty.

Ground evacuation for patients frombattalion aid stations and designatedcollection points.

Emergency dental care.

Emergency medical resupply to unitsin the brigade area.

Medical laboratory and radiologyservices commensurate with division-level treatment.

Outpatient consultation services forpatients referred from unit-level MTFs.

Patient holding for up to 40 patientsable to return to duty within 72 hours.

Coord ina t ion wi th the UMT forrequired religious support.

P R I N C I P L E S

MODULAR MEDICALSUPPORT SYSTEM

The modular medical system standardizes division. Modules are duplicated at differentall medical treatment subunits within the levels of health care to allow the medical

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managers to rapidly tailor, augment, or Medics provide support to the platoonsreinforce medical units where the need is and companies of the battalions.most critical. So if the FSB medical companycannot handle the work load in the brigadesector, additional modules may be sent for-ward from the MSB or corps. The system isoriented to patient acquisition, emergencymedical treatment, initial resuscitation,patient holding, returning soldiers to duty,and patient evacuation. The five modulesare—

Combat medic. The combat medic isthe first person in the health servicessupport chain who makes medically sub-stantiated decisions based on formaltraining. The combat medic is organic tomedical platoons and sections of com-bat and combat support battalions.

Ambulance squad. This squad, whichcan split into two teams, evacuatespatients and provides care en route.

Treatment squad. This squad pro-vides ATM to battlefield casualties.ATM is emergency care designed toresuscitate and stabilize patients forevacuation or to treat and return to duty.Squads are organic to medical platoonsof maneuver battalions and to FSBmedical companies. When not engagedin ATM, these squads provide routinesick call on an area basis.

Area support squad. The area supportsquad provides emergency dental care

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and basic medical laboratory and X-raydiagnostic support. The squad is colo-cated with a treatment team and patient-holding squad. The three form an areasupport section. This section providesmedical support on an area basis.

Patient-holding squad. This squadcan hold and provide minimal care forup to 40 patients who will return to dutywithin 72 hours. The squad is organic tothe FSB and MSB medical companies.

TREATMENT PHASES

Only four phases of medical treatment arenormally performed in the brigade area.These four—self-aid/buddy -aid, advancedfirst aid, EMT, and ATM—are collectivelyreferred to as far forward medical care. Thiscare maximizes return to duty of soldiers atthe lowest possible level. It also providesstabilization and care for injured soldiers notexpected to return to duty and allows for theirrapid evacuation.

Self-aid/buddy-aid is the lifesavingcare given to an ill, injured, or woundedperson by a nonmedical soldier. All sol-diers are expected to know the lifesavingmeasures discussed in FM 21-11.

Advanced first aid is performed by thecombat lifesaver. The combat lifesaveris a member of a combat, CS, or CSS unitwho is not a medic but has receivedmedical training beyond basic first aid.This function is an additional duty forthe soldier.

E m e r g e n c y m e d i c a l t r e a t m e n tinvolves medically substantiated deci-sions based on medical MOS-specifictraining. It is provided by the combatmedic or EMT NCO. It includes emer-gency lifesaving measures, manage-ment of the airway, control of bleeding,

and administrat ion of intravenousfluids and medicinal drugs.

ATM requires a higher degree ofmedical skill and judgment. It is per-formed at both the unit and divisionlevel by physicians assisted by phy-sician assistants and EMT NCOs. ATMinvolves use of intravenous fluids andantibiotics, preservation of the airwayby insertion of a breathing tube, and theapplication of more secure splints andbandages. This phase also involves labo-ratory and X-ray capabilities; a widerange of drugs, equipment, supplies,and intravenous fluids (including expan-der blood products); and a patient-holding capability.

FORWARD SUPPORT AND MASSCASUALTY MANAGEMENT

Early medical intervention and sorting,and continuing evaluation of patients arenecessary to minimize mortality and mor-bidity. Forward medical support is critical tomeet this need. Forward support is providedby medical company treatment elementsworking at battalion aid stations, reinforcingtreatment capabil i t ies before expectedcasualty-generating operations. It includesthe positioning of tracked ambulances withbattalion combat trains to maintain contactwith the BAS during movement. Also, itinvolves establishing predetermined ambu-lance exchange points to reduce ambulanceturnaround time and fuel consumption oftracked ambulances.

In mass casualty situations, the principlebehind medical management changes fromtreating the worst cases first to providing thegreatest good to the greatest number. At notime is the abandonment of a single patientcontemplated. The categorization and scopeof treatment are based on clinically soundcriteria on what can be done to save the lives

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CENTRALIZED CONTROL

of as many casualties as possible. As each Control of the medical company assets ispatient moves from one treatment station to retained by the medical company com-another (battalion aid station to division mander. Medical resources are limited.clearing station), his condition is continually Therefore, the medical company commanderevaluated. Once medical assets are no longer must be able to employ medical elements tooverwhelmed by the number of casualties, respond to the brigade commander’s plans intreating the worst first again becomes the a timely manner.overriding principle.

S E C T I O N F U N C T I O N S

COMPANY HEADQUARTERS

The company headquarters provides com-mand and control for the company and othermedical units that may be attached. It pro-vides unit-level administration, general sup-ply, and NBC operations and communica-tions support. It also provides supply pointdistribution of class VIII items for the bri-gade. Unit supply operations are discussed inFM 10-14, unit maintenance in FM 43-5, andunit GRREG functions in FM 10-63-1. Unitbiomedical maintenance is provided by thedivision medical supply office of the MSBmedical company. C3 considerations for theheadquarters are covered in Chapters 3 and4. The headquarters may be organized intocommand, supply, operations and commu-nications, dining facility, and maintenanceelements.

The medical company commander alsoserves as the brigade surgeon. As such, hemust keep the brigade commander informedon the medical aspects of brigade operationsand the health of the command. He shouldregularly attend brigade staff meetings toprovide this input and to obtain informationto facilitate medical planning. Specific dutiesin this area include—

Assure implementation of the healthservice section of the division SOP.

Determine the allocation of medicalresources within the brigade.

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Supervise technical training of medi-cal personnel and the combat lifesaverprogram in the brigade area.

Determine procedures, techniques,and limitations in the conduct of routinemedical care, EMT, and ATM.

Monitor and coordinate requests foraeromedical evacuation from supportedunits.

Ensure implementation of automatedmedical systems.

Inform the division surgeon on thebrigade’s medical support situation.

Monitor the health of the commandand advise the commander on measuresto counter disease and injury threats.

Assume operational control of aug-mentation medical units when directed.

Exercise technical supervision ofsubordinate battalion surgeons.

Advise physician’s assistants of artil-lery and engineer battalions as required.

Assume technical supervision of phy-sician assistants organic to subordinateunits in the absence of their assignedphysicians.

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Provide the medical estimate andmedical threat input for inclusion in thecommander’s estimate.

TREATMENT PLATOON

The treatment platoon operates the divi-sion clearing station in the BSA and providesassets to reinforce supported unit medicalelements. Platoon elements receive, triage,treat, and determine disposition of patients.The platoon consists of a platoon head-quarters, an area support section, and atreatment section.

The platoon headquarters is the commandand control element of the platoon. It deter-mines and directs the disposition of patientsand coordinates their further evacuationwith the ambulance platoon.

The area support section operates the divi-sion clearing station. It consists of an areasupport treatment squad, an area supportsquad, and a patient-holding squad. Theseelements operate as a single medical unit andare not normally used to reinforce or recon-stitute other units. The area support treat-ment squad is the base treatment element ofthe clearing station. The squad consists oftwo teams which provide troop clinic ser-vices, trauma treatment, and tailgate medi-cal support. When the clearing station moves,one of the treatment teams along with ele-ments of the holding squad serves as a jumpelement. They set up the new clearing stationwhile remaining elements close out opera-tions at the old site. The area support squad

consists of the dental and diagnostic supportelements of the clearing station. The patient-holding squad operates a 40-bed facility forpatients awaiting evacuation and patientsexpected to be returned to duty within72 hours. A temporary surgical capabilitycan be given the clearing station by aug-menting the area support section with asurgical detachment from corps assets.

The treatment section consists of two treat-ment squads. Each squad employs treatmentvehicles with medical equipment sets—twotrauma sets and two general sick call sets.These squads provide troop clinic services,trauma treatment, and tailgate medical sup-port. This section is oriented toward aug-menting or reinforcing supported unitsmedical elements and alleviating masscasualty situations. Each squad may be splitinto two treatment teams.

AMBULANCE PLATOON

The ambulance platoon performs groundevacuation from battalion aid stations anddesignated collection points to the BSAclearing station. The platoon has a platoonheadquarters and five ambulance squads.The headquarters provides command andcontrol and plans for the employment of theplatoon. It coordinates support with themedical platoons of the supported maneuverbattalions, plans ambulance routes, and estab-lishes AXPs for ground and air ambulancesas required. Each squad splits into twoambulance teams and provides evacuationfrom forward areas.

O P E R A T I O N SPLANNING

Planning for medical operations within the addition, the company XO (the field medicalbrigade area is done by the medical company assistant) is the principal assistant to thecommander/brigade surgeon and support company commander on the tactical employ-operations section of the FSB in coordination ment of the company assets. A samplewith the medical operations center. In medical company layout is shown in

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Figure 9-2. The basic considerations which the main battle area and adjacent sectors.influence the employment of medical assets Having a single manager of health servicewithin the brigade are— support in an area of operations, enables

shifting scarce medical resources. The medi-The brigade commander’s plan. cal company commander must also ensure

The anticipated patient load.that the medical annex of the OPLANincludes—

Expected areas of casualty density. Procedures to handle and treat chemi-

Medical treatment and evacuation ca l casua l t i e s and p rov i s ion fo rresources available. chemical protective shelter systems and

decontamination augmentation.Medical planners use these factors to forecastthe anticipated evacuation requirements in • Provision for surgical augmentation.

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Provision for A2C2 for supporting airambulances and for road clearancesa n d M S R p r i o r i t i e s f o r g r o u n dambulances.

Augmentation of medical supportassets for contingency operations, Thismay include ground and air evacuationassets, modular trauma treatmentsquads/teams, and combat stress con-trol augmentation.

Provision for medical representationo n c a s u a l t y d a m a g e a s s e s s m e n telements.

Mass casualty situations arise when thenumber of casualties exceeds the capabilitiesof supporting medical treatment and evacua-tion elements. Mass casualties in the mainbattle area can be expected in close opera-tions. Large numbers of casualties are likelyin mid- and high-intensity conflicts, par-ticularly among brigade-size forces employedagainst an enemy with high-yielding weaponsystems. The medical planner must establishand thoroughly coordinate medical contin-gency plans for the handling of masscasualty work loads. Other bat t lef ieldoperating systems must be synchronized toalleviate the situation. Planning shouldinclude—

Immediate deployment of availabletreatment and evacuation elements indirect support of the affected force fortriage and evacuation.

On-call designated MSB medicalassets to reinforce the forward medicalcompany so it can continue to supportforces not affected.

On-call available corps medical assetsto be provided to stabilize the situation.

Division and brigade SOPS for the useof nonmedical vehicles and aircraft to

alleviate Level II medical evacuationbacklog.

In mass casualty situations, nonmedicalpersonnel will have to perform first aid,rescue operations, and other medical tasks.Effective self-aid/buddy-aid will be critical.

Several Geneva Conventions affect medi-cal operations in the brigade sector. Sick,injured, and wounded prisoners are treatedand evacuated through normal channels.However, they are physically segregatedfrom US and allied patients. EPW patientsare evacuated from the combat zone as soonas possible. Only those who run a greaterhealth risk by being evacuated may be tem-porarily kept in the combat zone. Civilianswounded or sick as a result of military opera-tions are treated and transferred to civilfacilities when required. Properly identifiedpersonnel performing medical duties in medi-cal units are protected under the GenevaConvention. Details are in DA Pamphlet 27-1and FM 27-10.

The medical company, in coordinationwith the medical operations center and theFSB S2/S3, must also develop a combatl ifesaver program for FSB personnel .Training is most critical for elements whichwill be deployed separately such as MSTs,contact teams, and truck drivers. However,the program should cover all elements of theFSB.

CLEARING STATION OPERATIONS

The division clearing station in the BSA isprincipally operated by the medical companytreatment platoon. In addition, a team fromthe MSB medical company preventive medi-cine section and a behavioral science NCOfrom the MSB company mental health sec-tion may augment the capability of the BSAclearing station. Also operating at theclearing station are any elements of the

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FSMC treatment section not deployed for-ward. During static situations, ambulanceteams may also be stationed at the clearingstation and provide routine sick call runs andemergency s t andby suppor t t o un i t soperating in and around the BSA.

The clearing station maintains its integrityat all times. Considerations for positioningthis MTF within the BSA are given inChapter 5. Figure 9-3 shows a sample clearingstation layout in a field environment.

The functions performed at the clearingstation are those discussed for the area sup-port sect ion of the t reatment platoon.Seriously ill or wounded patients arriving atthe station are given necessary treatmentand stabilized for movement. Patients withminor injuries and illnesses are treatedwithin the capability of the attending medi-cal and dental officers. These patients areheld for continued treatment or observationfor up to 72 hours; evacuated to the appro-priate MTF for further treatment, evaluation,or disposition; or treated and immediatelyreturned to duty. Resupply of personal equip-ment for return-to-duty soldiers is addressedin Chapter 7. Other functions of the clearingstation include—

providing consultation and clinicallaboratory and X-ray diagnostics foru n i t p h y s i c i a n s a n d p h y s i c i a nassistants.

Recording all patients seen or treatedat the clearing station and notifying thebrigade S1.

Verifying the information containedon the field medical card of all patientsreceived at the MTF.

Monitoring casualties when neces-sary for radiological contaminationbefore medical treatment. Details are inFM 8-9 and TM 8-215.

Ensuring NBC casualties are properlyhandled according to the guidance inAppendix B.

In addition to providing division-levelsupport for units in the brigade area, theclearing station provides unit-level supportto units in the BSA. This is provided on anarea basis. After an attack on the BSA, atreatment team of the treatment section andan ambulance team may be OPCON to theBCOC as part of the area damage controlelement. Units are responsible for collectingcasualties, providing first aid, and gettingcasualties to a medical facility. However, ifthe BSA is badly hit, the area is secure, andmedical assets are available, sweeps of theBSA may expedite discovery, treatment, andevacuation of casualties.

The preventive medicine team attachedfrom the division preventive medicine sec-tion of the MSB ensures that preventivemedicine measures are implemented to pro-tect against food-, water-, and vector-bornediseases and environmental injuries (such asheat and cold injuries). Specifically, theteam—

Performs environmental health sur-veys and inspections.

Monitors water production and distri-bution within the brigade area.

Investigates incidents of food-borne,water-borne, insect-borne, zoonotic, andother communicable diseases.

Helps t rain unit f ield sani tat ionteams.

The team emphasizes preemptive action. Inpast conflicts, more soldiers have becomeineffective from DNBI than as a direct resultof combat. The team cannot wait until prob-lems appear to take action. For example, itcannot wait for the first case of malaria orsand fly fever to suppress mosquito or sandfly

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team may coordinate with the designated geon on mental health considerations. Hecivil-military officer and the local population. keeps abreast of the tactical situation and

plans for battle fatigue/neuro-psychiatricThe representative from the division care when maneuver units are pulled back for

mental health section of the MSB functions rest and recuperation. He assists in patientas the brigade combat stress control coordi- triage and ensures BF/NP patients arenator. He is normally attached to the FSB handled properly. Normal treatment followsmedical company and operates from the BSA these guidelines:

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FM 63-20

Mild cases are given a brief respite of 1to 6 hours of comfort and reassuranceand are returned to their units.

Moderate cases maybe assigned workat a logistics facility in the BSA for 1 to2 days. During this time, however, theymust be under medical supervision, andthe medical company remains respon-sible for such services as feeding thepatients. Moderate cases may also beheld at the holding facility if space isavailable.

Severe cases may be held in theclearing station holding facility for upto 72 hours if behavior is not too dis-ruptive. The CSCC provides guidance toclearing station personnel on treatingBF/NP patients. Treatment consists ofsleep, hydration, quality food, hygiene,general health measures, and restora-tion of confidence. It also includes sol-dierly work details and individualcounseling. Medication is prescribed bythe attending physician only to brieflyaid in sleep or to control disruptivebehavior. The CSCC also helps theattending physician to coordinate RTDof patients fit to perform normal duties. Severe cases beyond the ability of theclearing station to manage are evacu-ated to the DSA clearing station asconditions permit. Physical restraintsare used during transport when neces-sary. The physician, in coordinationwith the CSCC, may evacuate thepatient directly to a corps facility only iflong-term care is required. In such cases,the patient’s field medical card shouldbe annotated to reflect a psychiatricillness.

Ammunition and individual weaponsbelonging to patients to be evacuated out ofthe division are normally kept by thepatients’ units. If they arrive at the clearing

station, they are collected and given to thebrigade S4, the FSB S4, or the supportedCS/CSS unit’s designated representative, orthey are disposed of according to commandSOP.

EVACUATION

Evacuation from the BASS is normallyprovided by the FSMC ambulance platoonand a forward air ambulance team of thesupporting corps air ambulance company.These assets also support other units in thebrigade area on an area basis. Typically, oneteam from the ambulance platoon is fieldsited at each BAS. The other ambulances ofthe platoon are located at AXPs, designatedcollection points, or at the clearing station.Within the BSA, units are responsible forgetting wounded, injured, and sick soldiersrequiring treatment to the clearing station.

An air ambulance team of the corps airambulance company is normally field sitedat the BSA. Administrative and logisticsresponsibilities, discipline, internal organi-zation, and training are the responsibility ofthe parent air ambulance company. Theteam leader should be involved with thetactical planning process enough to ensureappropriate employment of the air evacua-tion assets and to obtain the requiredairspace management information. He coor-dinates aviation support requirements andairspace C2 matters with the brigade S3 (air).When air superiority exists, the team evacu-ates urgent patients from forward sites in thebrigade area to the BSA clearing station. Thetreatment platoon sets up and marks thehelicopter landing zone at the forward triagesite. The support operations section and bri-gade surgeon plan the air evacuation routesto and from the forward triage site with theair ambulance team leader.

If medical company evacuation assets areoverwhelmed, additional assets may berequested from the MSB medical company or

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the corps through the medical operationscenter of the DISCOM. Another alternative isthe use of nonmedical air or ground trans-portation assets. This support is normallycoordinated by the company XO with theFSB support operations section. Wheneverpossible, these assets are augmented withmedical personnel and supplies to provide enroute care.

When necessary to keep tracked ambu-lances from having to spend too much timeevacuating patients to the BSA, an am-bulance shuttle system may beset up betweenthe clearing station and BASS. Such a systemuses ambulance exchange points. AXPs arepositions where patients are exchanged fromone ambulance to another. They are nor-mally preplanned and moved often. UsingAXPs allows ambulances to return to theirsupporting positions more rapidly. This isdesirable since the crews are more familiarwith the roads and the tactical situation neartheir bases of operations.

Another form of ambulance shuttle systeminvolves the use of ambulance loading pointsand relay points. In this type of system,ambulances are stationed at loading pointsready to receive patients. Ambulances arealso stationed at relay points ready to replaceambulances leaving loading points to evacu-ate patients. Control points may also be

required at crossroads or junctions to directempty ambulances from relay points toloading points.

CLASS VIIIS U P P L Y

Medical supplies, equipment, and repairparts are provided through medical logisticschannels. Unit- and division-level medicalelements carry a 5-day stockage of medicalsupplies. During combat operations, themedical section/platoon and the FSB medi-cal company receive preconfigured medicalsupply packages pushed forward from thedivision medical supply office. Push resupplyoperations will continue until the situationstabilizes. At that time, if METT-T permits,line-item requests will begin. Resupplyrequests are sent through the class VIIIsupply point at the FSMC. Items will beissued from supply point stocks if available.If a request cannot be filled at the supplypoint, it is passed to the DMSO. Truckloaddelivery for one unit may be delivered directlyby division transportation assets. The nor-mal method of moving class VIII suppliesforward is by ambulance backhaul. This ispreferred since it maximizes use of trans-portation assets and because Geneva Conven-tion markings of ambulances afford someprotection from attacking aircraft.

C O N S I D E R A T I O N S F O RV A R Y I N G T A C T I C A L S I T U A T I O N S

OFFENSE

The basic characteristics of medical sup- • Heaviest patient loads occur duringport in offensive operations are— disruption of enemy main defenses, at

As areas of casualty density moveterrain or tactical barriers, and during

forward, the routes of evacuationassaults on final objectives.

lengthen, requiring forward movement • Medical elements of the brigade andof medical assets. FSB treat indigenous and displaced

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DEFENSE

persons that become sick or wounded asa result of military operations. In coordi-nation with the division G5, these peopleare moved to civilian treatment facilitiesimmediately after being treated.

The main attack normally receivesthe greatest medical support.

Initially, company treatment assets arelocated as far forward as combat operationspermit. When the brigade is assigned anindependent mission or one likely to disperseits elements over unusually long distances,assets from the FSMC maybe attached to thebrigade.

Two basic problems confront the medicalcompany in the offense. First, contact withthe supported units must be continuous. Also,the mobility of treatment elements must bemaintained. Contact is maintained throughevacuation elements operating within andbetween the unit-level facilities and theclearing station. Treatment elements shouldbe minimally staffed consistent with thepatient work load, and patients must beevacuated as promptly as possible. Therefore,available ambulance assets are positionedforward.

Treatment elements are issued maximumallowable loads of medical supplies beforethe start of the attack. From the clearingstation, supplies move forward via ambu-lances in response to informal requests fromsupported medical elements and throughexchange of medical equipment receivedfrom aid stations.

In fast-moving situations, patient collec-tion points are predesignated along the axisof advance. The points operated by FSMCassets also provide units lacking organicmedical support with areas for patient disposi-tion in high mobility situations.

Medical support of defensive operations ismore difficult than in the offense. Casualtyrates are lower, but forward acquisition iscomplicated by enemy action and the initialdirection of maneuver to the rear. Increasedcasualties among medical personnel willreduce treatment and evacuation capabili-ties. Heaviest casualties, including thoseproduced by enemy art i l lery and NBCweapons, may be expected during the initialenemy attack and in the counterattack. Theenemy attack may disrupt ground and aircommunication routes and delay evacuationof patients to and from aid stations.

The probability of enemy penetrationrequires locating treatment elements fartherto the rear than in the offense. However, theirlocat ions must not interfere with themaneuver of reserve forces.

The depth and dispersion of the mobiledefense create significant time and distanceproblems in evacuation support to securityand fixing forces. Security forces may beforced to withdraw while simultaneouslycarrying their patients to the rear.

RETROGRADE

Medical support in retrograde operationsvaries widely. However, certain factorsshould always be considered:

Time available for medical operationsis likely to decrease. The brigade sur-geon must evaluate the company’s cap-ability to collect, treat, and evacuatepatients.

Patient evacuation will be compli-cated by movement of troops and mate-riel on evacuation routes and by enemydisruption of C3. Plans for evacuation insuch conditions should be included intactical SOPs. Mobility of the clearingstation may be increased by evacuating

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patients directly from the BASS to corpsMTFs whenever possible.

Sorting of patients becomes morecritical. Proper sorting and rapid evacua-tion lessen the need for establishingcomplete clearing stations.

When patient loads exceed the meansto move them, the brigade commandermust decide whether to leave patientsbehind. The brigade surgeon assists insuch decisions. Medical personnel and

supplies must be left with patients whocannot be evacuated.

Medical company assets displace byechelon and hold pat ients for theshortest possible time. Locations ofsuccessive positions must be planned inadvance. Initial locations are further tothe rear than in other types of opera-tions. For continuity of support, the nextrearward locations are operationalbefore the forward MTFs are closed.

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APPENDIX A

B S A M o v e m e n t

P R I N C I P L E S

On the fluid AirLand Battlefield, providingcontinuous and responsive support repre-sents a significant challenge to the FSBcommander. Some elements of the FSB willusually be involved in some stage of move-ment from planning the next move to com-pleting the last one. BSA elements must beproficient at movement techniques.

Frequent moves will be required for tworeasons. First, the BSA must remain closeenough to supported forward units to main-tain responsive support. In addition, forsecurity purposes the FSB relies on frequentmoves. It should maintain an adequate dis-tance from the FLOT—25 to 30 kilometers—and not provide a stationary target for theenemy. How often it will have to move willdepend on a variety of factors including thetype of tactical operation, the rate of move-ment of the FLOT, and the terrain. However,

BSA units must be prepared to move every 24hours. The actual determination on when tomove will be made by the FSB commanderwith close coordination with the DISCOMand brigade commanders. Moves should notbe conducted just for the sake of moving. Thebrigade commander must understand sup-port operations are disrupted by moves. Thisdisruption is only justified by securityconsiderations and maintenance of proxi-mity to supported units. Short moves (about5 kilometers or less) which are considered tostay close to supported units, as opposed tosecurity reasons, should be avoided in mostcases. The benefit of shorter support dis-tances must be weighed against the cost ofdisrupted support operations.

The FSB S2/S3 develops the movementannex to the OPLAN/OPORD in accordancewith the brigade OPLAN/ORORD, FM 101-5,

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FM 63-20

and the tactical SOP. The XO approves the begin. Supported units must recognize thatannex. The FSB S2/S3 ensures that the move support operations will be degraded whileis coordinated with all supported elements, elements move. To minimize support disrup-subordinate elements, and the DISCOM. All t ion, however, FSB elements move inmust be aware of when support operations echelons as described later in this appendix.will cease at the old BSA and where the new Operations at the new site begin before thesite will be and when operations there will old site is completely closed out.

P L A N S

The FSB has sufficient organic transpor-tation assets to move its personnel and equip-ment in one lift. So should other elementslocated in the BSA. However, what maycause mobility problems are downloadedsupplies at FSB supply points and disabledequipment at BSA maintenance sites (fieldtrains and maintenance company base shop).Disabled equipment that cannot be repairedor moved to the new site should be evacuated.In the offense, an alternative is to leave it(after proper coordination is effected) foradvancing maintenance elements to repair.As much as possible, supplies should beuploaded in the BSA. For all transportationrequirements beyond the FSB’s capability,the S2/S3 must request additional supportfrom the MSB TMT company through theDISCOM movement control officer.

The S2/S3 must also select the type ofmotor march to be used. A close column is onein which elements are formed as compactlyas possible. This reduces pass time andallows better control with fewer guides,escorts, and markers. However, it is easier todetect, may cause traffic congestion, andmakes qu ick d i spe r s ion d i f f i cu l t . Toovercome these disadvantages, an opencolumn with more widely spaced elementsmay be used. However, this technique makescontrol more difficult. The third type ofmarch is infiltration. With this type, vehiclesare dispatched individually, in small groups,or at i rregular intervals for maximum

A-2

security. The disadvantages of this type arethat it takes more time and is hard to control.

The S2/S3 assigns march commandersand ensures they have all required infor-mation. Each march commander in turnorganizes his march column according tocertain guidelines:

Slower, heavier vehicles are assignedpositions in front.

Control vehicles are not placed accord-ing to a set pattern.

Recovery vehicles are placed in therear.

Gun vehicles are placed up front andnear the rear. If sufficient quantities areavailable, they are dispersed evenlythroughout the convoy.

All air approaches are covered.

Each march commander is responsiblefor providing strip maps to all driversand briefing all convoy personnel on thefollowing:

Convoy chain of command.

Convoy route.

Rate of march.

Vehicle intervals.

Accident and breakdown procedures.

Immediate action security procedures.

FM 63-20

Blackout condition procedures.

Location of medical support.

Halt procedures.

L o c a t i o n a n d i d e n t i f i c a t i o n o fdestination.

Ambush reaction procedures.

Time schedules.

Arm and hand signals during radiosilence.

Radio frequencies and call signs forcontrol personnel, security force com-mander, fire support elements, reservesecurity elements, and medical evacua-tion support.

Sample convoy briefing and convoy com-mander checklists are in FM 55-30.

For convoy control, the S2/S3 shouldestablish a convoy command net includingthe convoy commander (the FSB com-mander), security force commander, serialcommanders, and trail party commander.Each march element should also have acontrol net which includes the element com-mander, lead and trail escort vehicles, andrecovery vehicles.

A complete BSA movement SOP makesplanning quicker. Predetermined movementpackages may be specified in the SOP. Itemsaddressed in the SOP should include—

Duties of convoy commander and con-trol personnel.

Convoy organization.

Weapons and ammuni t ion to becarried.

Hardening of vehicles and protectiveequipment for personnel.

Preparation of vehicles.

Counterambush techniques.

Communications.

OPSEC measures.

Procedures for halts.

M a i n t e n a n c e a n d r e c o v e r yprocedures.

Actions at release points.

A sample SOP is included at Appendix L ofFM 55-30.

C O N D U C T

A move is usually initiated by a FRAGO The route will often be prescribed by theissued by the supported brigade headquar- brigade headquarters. In such cases, a mapters. The FSB S2/S3 issues a warning order reconnaissance will be used to confirmto all BSA units. Each unit reports its vehicle, checkpoints, identify problem areas, andsupply, and maintenance work load status to begin planning positioning of elements in thethe S2/S3, who uses the information to new BSA. If the route is not prescribed, thefinalize the convoy organization, compute S2/S3 briefs the reconnaissance team on theadditional transportation requirements, and displacement plan and provides it with aperform required march computations strip map and designated MOPP level.(Appendix F, FM 55-30). He ensures loadplans are changed to accommodate current The BSA reconnaissance party wears theoperational status. designated MOPP gear and monitors all

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FM 63-20

radiological and chemical detectionIt performs the following duties:

Verify map information.

Note capabilities of bridges.

devices.

List significant terrain features andpossible ambush sites.

Compute travel times and distances.

Though FSB company personnel aretasked to reconnoiter the route, they do so forthe entire BSA. They do not only reconnoiterthe company route. They provide infor-mation to the FSB S2/S3 who then advisesthe FSB commander on the best route orroutes.

When they receive the warning order, BSAunits begin to break down tentage, heaters,and sleeping areas. They load equipmentaccording to the load plan. They also begintaking up wire and policing up the area. Themedical company will increase evacuation toreduce the patients in the holding area whohave to be moved. The maintenance com-pany will also increase evacuation if pos-sible. Field trains assets will arrange to topoff class I, III, V, and IX levels before supplypoints close out. All units will beginuploading supplies and equipment as muchas possible.

A quartering party moves before the mainbody. It consists of representatives from theFSB S2/S3 and support operations sections,the brigade rear CP, and every trains andplatoon-sized unit of the BSA. As a rule ofthumb no more than 25 percent of BSA assetsare included. On arrival at the new site, theparty begins to set up a jump CP. It ensuresdispersion and other countersurveillancemeasures are followed. It also continues toplan positioning of units in the BSA androughs in the perimeter. Representatives offield trains and other units begin prepara-tions for occupation, which include selecting

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sites for crew-served weapons. They notifythe jump CP of problems with the newpositions. The jump CP reports to the FSB CPwhen it is prepared to begin operations. Italso relays any information the commanderwill need to change movement plans.

The main body begins the move in accord-ance with the OPORD issued by the FSB CP.The serials should be carefully planned tomove by echelon. An entire FSB company’smission capability should never be includedin a single serial. Otherwise, loss of a serialwill eliminate all of the FSB’s capability in afunctional area. In addition, if the wholecompany is moving at the same time, con-tinuity of support cannot be achieved.Instead, FSB elements move by echelon.Care should be taken not to fragment thebattalion too much due to the austerity ofcommunications assets at the company level.The first serial or serials should includeelements of each critical support point. Theseconsist of—

Class III, V, and IX elements.

Main tenance e lements f rom theautomotive/armament and ground sup-port platoons to setup a new MCP.

One of the treatment squads of thetreatment platoon to provide EMT andATM at the new site.

The FSB CP is responsible for ensuring theshift to the new support base is thoroughlycoordinated with the DISCOM and all sup-ported units. Deliveries must be directed tothe new site at the right time, and units mustknow where the new sites are and when tobegin using them.

Typically, field trains will likely movenext. The remaining elements of the FSBcompanies will cease any support operationnot already stopped. They will upload the restof their materiel, disconnect and pick up the

FM 63-20

rest of their wires, break down their camou-flage, and move out with permission of theCP. The FSB CP/brigade rear CP thentransfers control to the jump CP, breaksdown its equipment, and moves out.

The trail party closes out any remainingoperations, ensures the old site is clear ofevidence of intelligence value to the enemy,and moves to the new site. This party shouldinclude maintenance elements to deal withdisabled vehicles from the rest of the column.It also picks up guides and markers along theroute. All actions must be completed withinthe parameters in the tactical SOP.

At the new site—

Local security and camouflage is setup.

The new support points are made fullyoperational.

The new CP takes control from th e

jump CP.

Internal wire is laid among FSBelements.

Base commanders r epor t to theBCOC. They report on readiness andprovide the BCOC with a base sketch.

Wire is laid from the field trains to theBCOC.

Sleeping areas are set up.

The CP reports to the DISCOM and bri-gade TOC that the move is complete, and theadvance party is often sent out to begin thenext move.

C O N V O Y T E C H N I Q U E S

FSB commanders are responsible forensuring all elements practice good convoytechniques. All must practice good marchdiscipline. This includes following trafficregulat ions, responding to al l s ignals ,keeping proper distances, and practicingproper security measures. Drivers must alsoknow what to do in case of mechanicalfailure. Drivers move the disabled vehicle offthe road and notify the march elementcommander. They perform unit maintenanceoperations within their capability. Mainte-nance beyond the driver’s capability is per-formed by mechanics in the trail party.

The main body of the FSB will frequently

C O N V O Y

A key consideration in FSB movement issecurity. The FSB’s limited self-defenseassets make convoy defense a challenge. TheFSB must coordinate closely with the

move at night. Therefore, knowledge of nightconvoy techniques is also required. The FSBcommander must decide whether or not tomove under blackout conditions. Blackoutmoves reduce the probability of enemy obser-vation but make the convoy more vulnerableto ambush and sniper fire. They also con-tribute to driver fatigue. In any case, nightmoves require greater coordination. Addi-tional radios may be required. More infor-mation is in Chapter 5 of FM 55-30. Inaddition, if the convoy must cross a con-taminated area, it will follow the proceduresprescribed in FM 3-3.

D E F E N S E

supporting MP platoon to provide convoysecurity whenever possible. FM 19-50 dis-cusses the MP role in these operations.However, FSB elements must take proper

A -5

measures throughout the move, includingduring halts. The FSB commander or S2/S3must also coordinate fire support in advancewith the field artillery battalion to get apriority of support for the convoy. Theartillery battalion must know start andrelease points, time schedules, checkpoints,and convoy size. Call signs, frequencies, andother required signal information must beset. Information from reconnaissance shouldbe used to plan fires. Procedures for actualcalls for fire and adjustments of fires must becoordinated and rehearsed.

Movement on an open road makes aconvoy very susceptible to air attack. Sincethe FSB lacks significant firepower, passivedefensive techniques are critical. Closedcolumns should not be used during daylight.Tarps and bows may be used to disguise theshape of lucrative targets such as fueltankers. Portions of vehicles that reflect lightshould be covered. Drivers should scan thesurrounding areas for objects to use for coverand concealment if ordered to disperse. Inaddition, soldiers should be assigned to scanfor aircraft. (Search and scan procedures arein FM 44-3. ) Use of radios should beminimized.

If attacking aircraft are spotted, the con-voy commander may choose to halt theconvoy, continue to move, or disperse. A haltmakes the convoy harder to spot, but ifspotted, it becomes easier to hit. If the movecontinues, vehicles are easier to spot butharder to hit. Also, fewer soldiers are avail-able to provide small arms fire. Proper

dispersion makes it harder for pilots to makemultiple hits. However, it makes it easier forthe pilot to spot targets as vehicles move todispersion positions, and it makes it moredifficult to continue the move after theattack.

Though the FSB has limited firepower,small arms defense can be effective againstlow-flying aircraft. The key is to put up asmuch volume of fire as possible; all availableweapons are concentrated on the aircraft.

Passive defense measures against artilleryor indirect fire are similar to those discussedabove. Active defense consists of coordi-nating air or artillery fires or directing firesagainst the enemy forward observer iflocated.

In case of ambushes, proper planningshould be conducted to avoid them wheneverpossible and minimize effects by protectingvehicles and personnel. If the convoy isambushed, vehicles in the kill zone mustdrive out if possible. Disabled vehicles in thekill zone are abandoned or moved if blockingthe road. Vehicles not in the kill zone mustnot attempt to pass through it. Personnelshould dismount and take up defensivepositions. If available, calls should be madefor artillery or air fire on enemy positions orfor reaction forces to counter the attack.

Details on all aspects of convoy securityare covered in FM 55-30.

E M E R G E N C Y M O V E S

In addition to conducting routine moves as Each BSA element will identify personnel,described above, the FSB should have an vehicles, and equipment to immediately moveSOP for conducting emergency moves. These out to a predesignated rally point. Theseprocedures would be used when the BSA is elements will be capable of providing limitedfaced with a Level III threat. support in critical support areas—class III,

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APPENDIX B

N B C O p e r a t i o n s

D E F E N S E

Contamination avoidance, protection (indi-vidual and collective), and decontaminationare the basic measures for defense againstNBC hazards. FSB personnel must be trainedin these defensive measures to minimize theeffects of NBC attacks. FMs 3-3, 3-4, 3-5, and3-100 have details.

PLANNING

The plans-operations branch of the S2/S3section is responsible for developing the NBCdefense plan. The branch reviews the tacticalSOP and the brigade NBC vulnerabilityanalysis to develop the plan. The plan mustinclude an NBC defense requirement forecastand a set of priorities for decontamination ofthe FSB assets. It also identifies backupcommand and control procedures and compo-nents of and procedures for NBC controlparties. Procedures for NBC equipment opera-tors are also included. In developing the plan,the branch coordinates with the followingelements:

FSB S1 and medical company formedical evacuation and treatmentsupport.

Support operations section for alter-nate methods of providing supply, ser-vices, and maintenance support.

C o m m u n i c a t i o n s b r a n c h o f t h eS2/S3 section for alternate lines ofcommunication.

CONTAMINATION AVOIDANCE

The main defensive measure against NBChazards is contamination avoidance. Thisreduces and sometimes eliminates require-ments for protection and decontamination.Measures include—

Taking passive measures such asdispersion, cover, concealment, decep-tion, camouflage, and OPSEC.

Limiting contamination spread. Mea-sures may be taken before, during, andafter an NBC attack to limit the spreadand exposure to other individuals, equip-ment, and areas. These include pre-scribing levels of MOPP.

Detecting, identifying, and marking.Advance warning is vital to avoidance.

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FM 63-20

Remote and local automatic alarms aredeployed to provide early detection,warning, and identification of NBChazards. The FSB S2/S3 will ensurethat all contaminated areas in the BSAare properly marked with the NBCcontamination marking set. All con-tamination areas are reported to thebrigade and DISCOM headquarters.FMs 3-3 and 3-100 cover NBC marking.

Issuing contamination warnings.Warning signals should be designatedin advance. They are normally initiatedby the BCOC.

Relocat ing to an uncontaminatedarea. Unless the attack consists of anonpersistent chemical agent, the BSAis generally moved as soon as thetactical situation allows to minimizeexposure to residual hazards. The FSBcommander must consider the tacticalsituation, support requirements, protec-tion provided by the current BSA loca-tion, and increased exposure to thehazard incurred by movement. He mustalso consider the possibility that thethreat’s intention in using the NBCattack may be to cause the BSA to move.In addition, he must consider the pos-sibility of further NBC attacks and theimpact of continuing to support in anincreased MOPP level. Movement mayinvolve distances from 100 meters forcertain FSB elements to several kilo-meters for the whole BSA.

Additional information on contaminationavoidance is in FM 3-3.

PROTECTION

The FSB S2/S3 directs the response to anNBC attack. He is responsible for alertinghigher, lower, and adjacent units. He sendsall required NBC reports to the DISCOMS2/S3 and brigade S3. He arranges for

additional support from the DISCOM S2/S3or brigade S3.

On the individual soldier level, the bestprotection against a nuclear attack is to bewell dug in with overhead cover. Deeply dugfoxholes, caves, tunnels, or storm drainsprovide good protection. Most buildings donot. Basements of concrete or steel framedbuildings may be adequate if available.Personnel should react immediately to theinitial sign of attack, a flash. They drop to theground or into a foxhole immediately withouttrying to move to cover. They close their eyes,put arms near or under their bodies, and keephelmets on. They should stay down until theshock wave has passed and returned. Once ithas passed, injuries should be treated andpreparations should be made for ensuingfallout. The area should be monitored andappropriate actions taken. Improvementsmay be made to shelters and food and watershould be placed in protected areas.

The basic individual protection against abiological agent attack is the wearing of theprotective mask with hood attached. Theduty uniform and gloves provide additionalprotection against bites from vectors such asmosquitoes and ticks.

In a chemical environment, personnelmust wear MOPP gear to protect themselvesfrom contamination. To determine the levelof MOPP, the FSB S2/S3 should use theprocedures in FM 3-100. The S2/S3 recom-mends MOPP level to the FSB commander.The commander is responsible for desig-nating MOPP level. All soldiers must knowthe signals and alarms and react to themquickly. Detection personnel should be desig-nated in advance to survey contaminatedareas.

DECONTAMINATION

When personnel, equipment, and areaswithin the BSA have been exposed to NBC

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contamination, decontamination measuresmust be taken. With chemical agents, stepsmust be taken immediately. Deliberate decon-tamination is rare and limited to vital areas.Most items can be decontaminated with soapand water or decontaminating apparatus.The same applies to contamination with abiological toxin. Radiological decontamina-tion is accomplished by aging, sealing, orremoval.

On the basis of input from the NBC NCOand the brigade surgeon, the S2/S3 recom-mends to the FSB commander priorities forthe FSB units to be decontaminated whendeliberate decontamination is required. Com-pany commanders are required to list in unitSOPS the priorities within their units. The

FSB has no organic assets to perform deliber-ate decontamination. If it is required, supportmay be provided by a decontaminationplatoon of the chemical company supportingthe brigade, though priorities are set by thebrigade commander. If the FSB receives thissupport, the S2/S3 identifies decontamina-tion areas. He also directs and monitors theoperations to ensure priorities are beingfollowed. In addition to his decontaminationresponsibilities, the S2/S3 must direct theexchange of MOPP gear and request replenish-ment of NBC defense equipment and suppliesfrom the FSB S4.

Decontamination procedures are outlinedin FM 3-5.

S U P P O R T M I S S I O N I M P L I C A T I O N S

Priorities must be set in advance to ensureeffective logistics support during NBCattacks. Normally, supply of ammunition,fuel, food, water, and chemical defense equip-ment and essential maintenance are giventhe highest priorities. Planning must empha-size the flow of supplies by increasedthroughput. Alternate channels and pro-cedures are arranged for each type of support.

SUPPLY

In an NBC environment, the most criticalsupply items are issued on an automaticbasis. Emergency resupply may be by air.Contaminated stocks are normally notissued. Until fully decontaminated, they aresegregrated from clean stocks. In emer-gencies, when not enough uncontaminatedsupplies are available, contaminated sup-plies may be used under certain conditions.They are only issued if they would give thereceiving unit a decisive tactical advantage.Contaminated supplies would be issued firstto units similarly contaminated. Only under

the most dire circumstances would con-taminated stocks be issued to an uncon-taminated unit . The decision to issuecontaminated items would be made jointly bythe issuing and receiving commanders. Thedecision is based on the tactical situation,criticality of items, type and extent of con-tamination, and resources available fordecontamination. Every attempt to avoidunnecessary spread of contamination mustbe made. Contaminated stocks must beclearly marked using standard NATO NBCmarkers.

Class I and Water

Preplanned resupply is not normally pro-vided to units operating in or near con-taminated areas. Units carry enough opera-tional rations to operate without resupply forseveral days.

Rations are s tored under protect ivecovering or in containers to prevent or reducecontamination. If rations are contaminated,

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Class V

they are not normally issued. Decontami-nation efforts are limited to removing thecontainers and carton overwrap. Supportingchemical and medical personnel providetechnical assistance.

Contaminated water is not issued or used.Water from local sources, such as lakes,ponds, and water systems, can become con-taminated. Therefore, local sources must betested before use. Frequent test ing isrequired. If a water source is suspected ofcontamination, it is marked with appropriateNATO NBC contamination markers. It is notused until it is tested, treated if necessary,and determined that the water is safe.Whenever water becomes contaminated andcannot be treated for drinking, it is disposedof to prevent secondary contamination. Thearea is marked appropriately. All water treat-ment, storage, dispensing, and associatedequipment, such as pumps and filters, aremonitored frequently for possible contamina-t ion. Decontamination procedures areoutlined in FM 3-5.

Class II

Critical class II items, such as chemicaldefense equipment, receive priority of issue toselected units on an NBC battlefield. Highestpriority support is given to units located incontaminated areas. The next priority is tounits that recently left contaminated areas.The third priority is to units deployed inforward areas.

Class III

Class III supply is critical in NBC environ-ments. More frequent unit moves increaseconsumption. Emergency resupply of iso-lated units may be by air. Storage tanksprotect bulk petroleum to a large degree.However, caution must be taken to reducecontamination on tanks.

Resupply is done at night as much aspossible. Ammunition support elements areresponsible for decontaminating ammuni-tion under their control, though deliberatedecontamination may require additional sup-port. If the situation requires the issue ofcontaminated stocks, the standard NATONBC marker will be used. After issue, theuser performs required decontamination.

Class IX

Contaminated class IX items are normallyissued only in emergencies. In such cases,contaminated items for critical weapon sys-tems may be issued. Before issue, the itemsare marked with the standard NATO NBCmarkers. Repair parts, especially sensitiveelectronic parts, must be checked for damagebefore issue.

MAINTENANCE

Maintenance company personnel face aparticular risk due to the fact that petroleumproducts trap chemical contamination. Theycollect in bolt threads, hydraulic fluids, andclosed assemblies. Hence, a vehicle may besafe to drive without MOPP 4, but not be safeto repair. Also, since oil, grease, and dirtdegrade the effectiveness of chemicalovergarments, mechanics must keep as cleanas possible. Wet weather gear helps butcauses heat buildup. As much as possible,maintenance company elements shouldoperate in protected areas like undergroundgarages and concrete buildings.

When possible, the maintenance companywill operate both clean and contaminatedrepair areas. Repairs can be done much fasterin clean areas. Inspectors ensure that con-taminated equipment does not enter theclean area. Contaminated equipment is iden-tified with NATO NBC markers. If con-taminated with a nonpersistent agent and

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FM 63-20

repair cannot be performed in MOPP 4, theitem may be left to weather (which is unlikelydue to time constraints) or decontaminated ifcost effective. If contaminated with a per-sistent agent, contaminated componentsshould be replaced with the next higherassembly that can be replaced in MOPP 4.

On-site repair and recovery of contami-nated equipment should not be done byuncontaminated teams. Contaminated equip-ment will be moved by other contaminatedvehicles whenever possible. Otherwiserepairs are done in MOPP 4, or the equipmentis decontaminated. Contaminated tools andequipment should be kept segregated andused on other contaminated equipment.

Physical or emotional constraints maylimit the time personnel can operate inMOPP 4 on contaminated equipment. Repairmay be limited to the most critical items.Monitors should keep track of the level ofcontamination.

FM 43-12 has more on NBC maintenanceoperations in forward areas.

MEDICAL

Large numbers of patients and the loss ofmedical facilities and personnel will greatlyaffect health service support. Advancedstages of MOPP result in heat buildup,reduced mobility, and degradation of sight,touch, and hearing. Individual and unitoperational effectiveness and productivityare degraded. Medical units in the brigadesector will require augmentation commen-surate with the threat to continue operationsin an NBC environment. Typical require-ments include additional trauma treatmentpersonnel and equipment, additional am-bulance teams, and nonmedical personnelfor patient decontamination. Detailed doc-trine on medical operations in an NBC

environment is in FMs 8-9 and 8-285, TC 8-12,and TM 8-215.

Contamination is a major problem. Tomaximize survivability and effectiveness,medical units must take action to avoidcontamination and lessen the initial effectsof nuclear weapons. Medical supplies andequipment should be protected from con-tamination by chemical agent-resistantcoatings or protective coverings. Class VIIIstocks are dispersed to minimize damage andcontamination. Contaminated items aredecontaminated before issue.

Each physically capable soldier is respon-sible to decontaminate himself and his equip-ment as soon as possible. Decontaminationstations should be set up at medical treat-ment facilities. They should be convenientlylocated for the flow of patient traffic. SeeFigure B-1. Patients should be decontami-nated before evacuation. Medical units areresponsible only for the decontamination ofpatients who have reached medical facilitiesand are unable to perform self-aid. Patientswill not be admitted to clean areas of MTFs inclothing or blankets known or suspected ofbeing contaminated. Sometimes, a contami-nated patient will require immediate treat-ment. No decontamination procedure shouldpreclude required lifesaving procedures. Acontaminated patient is treated in the con-taminated treatment area. SOPS will governthe use of prophylactic measures for a knownor suspected biological or chemical agentattack.

After a nuclear attack, individuals whosuspect radiation injury may reach the MTFto seek medical attention. Suspected nuclearradiation injury alone, without specific symp-toms and physical findings, does not justifyevacuation. Usually, in nuclear and con-ventional warfare, burns and traumaticinjury will be the basis for early medical careand evacuation.

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B-6

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APPENDIX C

Deception

D E C E P T I O N O N T H E A I R L A N D B A T T L E F I E L D

Use of battlefield deception can enhance adivision’s ability to fight according toAirLand Battle tenets. For example, bat-tlefield deception operations may allow thecommander to mass forces without beingnoticed by the enemy. This may permit thecommander to take the initiative by acting ina manner unexpected by the enemy. The keyis to synchronize operations with the overallcombat mission.

Battlefield deception operations are con-ducted by commanders to mislead or confuseenemy decision makers. They seek to distort,conceal, or falsify indicators of friendly

intentions or capabilities. Successful decep-tion operations cause the enemy to takeoperational actions favorable to friendly plans.

Successful deception operations depend ondenying true dispositions and intentions tothe enemy and having thorough knowledgeof the enemy. The first depends on effectiveOPSEC. In the planning stage, friendlyprofiles must be identified and used to advan-tage. OPSEC is also essential during theexecution and evaluation phases. In ad-dition, intelligence is required on enemycollection capabilities, decision making, anddeception doctrine.

C S S P L A N N I N G

CSS elements must be integrated into all aware of the risks involved in committingbattlefield deception plans. Planners must limited resources to the deception story. This isconsider whether the deception-specific and especially true in the brigade area. Command-other resources required to execute a decep- ers must determine whether the potential gaintion story are available. They must also be of a deception is worth the resources required.

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FM 63-20

A division Battlefield Deception Cell under deception cell on logistics feasibilities ofthe staff supervision of the G3 plans the various courses of action. The G1 advises thedivision’s role in a corps deception, or may cell on the availability of personnel to sup-plan independent division-level deception port deception operations. The G4 coordi-operations. The G4 prepares logistics es- nates with the G3 and his deception elementtimates by analyzing logistics factors af- to ensure deception tasks are integrated intofecting deception operations. He advises the the logistics annex to the OPLAN.

D E C E P T I O N M E A N S F O R F S B E L E M E N T S

Once the deception plan is formulated, FSBelements may be required to employ de-cep t ion means . Decep t ion means a remethods, resources, and techniques used toconvey or deny information to the enemy.There are four categories of deceptionmeans—visual, olfactory, sonic, and elec-tronic. FSB units may use any combinationof the four types to accomplish the twodeception objectives—to hide the real anddisplay the false.

HIDE THE REAL

Concealing logistics activities ties in withoverall OPSEC measures. In addition tothese other OPSEC measures, the followingspecific deception means may be used:

Use civilian cars and trucks or con-verted buses for logistics operations.

Store supplies and perform mainte-nance and medical operations in traincars, houses, factories, subway tunnels,caves, or bunkers.

Setup activities in partially destroyedinstallations.

Disguise packages and containers tolook like ones used by local civilians.

Send FSB personnel forward withdeploying forces to find and camouflagesuitable locations before supplies aresent forward.

Set up in unusual or unorthodoxpositions and use secondary supplyroutes.

Require vehicles to move randomly,rather than in convoys, and duringperiods of reduced visibility.

Screen activity with smoke.

Change movement pa t t e rns andrelocate activities at irregular intervals.

DISPLAY THE FALSE

FSB units may use deception means to leadthe enemy to believe activities are locatedwhere none exist. These activities may in-clude logistics installations; supply points,including ammunition and fuel storageareas; motor pools; and airfields. Thoughsuch activities are normally performed byelements at echelons above the brigade, FSBunits may be required to play a role in suchspecific deception means as—

Spraying surplus oil or tar on theground to create false runways.

Arranging empty ammunition con-tainers and fuel drums to portray logis-tics bases.

Using smoke to simulate activity orobscure a dummy base.

Setting up fake supply routes to adummy base.

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Portraying all indicators normallyassociated with base activity. Theseinclude latrines, trash, concertina wire,buried cable, and foot and vehicletracks.

Using any available logistics basedecoy packages. Several devices toportray logist ics bases are underdevelopment.

FSB units are not limited to visual decep-tion. The smell of sprayed surplus POLproducts enhances the believability of the

presence of vehicles or fuel storage areas.Similarly, cooking odors lead a nearbyenemy to believe a unit large enough towarrant a dining facility is in the area.Noises, either real or simulated, are alsonecessary to convince the enemy that alogistics activity is operating in the vicinity.Such noises are most effective in periods oflimited visibility. Finally, CSS elementsshould transmit bogus reports and orders onadministrative/logistics nets to confuse theenemy. This activity should be coordinatedwith the CE and electronic warfare staffofficer.

S A M P L E T E C H N I Q U E S I N V A R Y I N G T A C T I C A L S I T U A T I O N S

The following are examples of how decep-tion measures may be used by FSB elementsto support various tactical situations. Theseare only examples; there are numerousothers. The best deception means to usedepends on METT-T. The main point is thatsynchronization of effort depends on the FSBtechniques being integrated into the overalldeception and operations plans.

OFFENSE

If the deception story is that 1st Brigade willconduct the main attack, when in reality 2dBrigade will, FSB units help simulate noiseand light patterns in 1st Brigade’s notionalassembly area. They also appear to closelogistics activities in the old area. At thesame time, FSB units in support of 2d Brigadepostpone the forward movement of vehicles un-til the last possible moment. Even at that point,the movement is restricted to that which appears

normal for a defensive or supporting attack.

DEFENSE

In the defense, deception may be used tolead the enemy to believe the division iswithdrawing. FSB elements conduct rear-ward movement of convoys with dummyloads. Units also simulate evacuation, aban-donment, or destruction of supplies andequipment.

RETROGRADE

The FSB may use several techniques tohave the enemy believe the brigade isdefending in its present position when awithdrawal will be conducted. Stockpiles ofsupplies— ammunition, fuel, and barriermateriel—are portrayed in the present posi-tion. Normal patterns of activity are con-tinued in the current location. Movement ofFSB elements to the rear are concealedthrough infiltration and night movement.

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APPENDIX D

Night Operations

G E N E R A L C O N S I D E R A T I O N S

FSB commanders must anticipate a sub-stantial amount of their units’ work beingdone at night or in limited visibility. Theymust plan for the equipment needed and theprecautions necessary to perform the missionin such conditions. For these types of opera-tions, they should consider—

Reduced electromagnetic emissions.Support activities are a major source ofsuch emissions. FSB commanders mustcontinually emphasize the role and useof wire, messengers, and sound andvisual signals.

Appropriation of civilian buildings toreduce thermal signatures.

Lightproofing of shelters.

Use of filtered lights.

Use of night vision devices.

Elimination of all but essential noise.

In addition, the BSA is susceptible to anight attack. This may further slow downCSS activities.

Use of chemical lights may be applicable.Possible techniques that may be used ormodified include—

CPs lit only by chemical lights toeliminate generator noise and thermalsignature.

Chemical trip flares which create nofire hazard but illuminate targets, marktarget reference points, or mark ranges.

Magnetic holders to allow placementof colored chemical lights on vehicles.

Use of chemical lights to illuminateareas of vehicle engine compartmentsfor night repair.

Chemical light holders to regulate theamount and direction of light.

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S U P P L Y

Supply planners can anticipate high con- emergencies, chemical lights) may be used.sumption of batteries, flashlights, and illumi-nation rounds during night operations by Use of prestocked supplies requires careful

their supported brigade. Also, additional fuel coordination. Locations must be capable ofbeing found in limited visibility. Despite thewill be used to run vehicle-mounted nightdifficulties, however, this technique will besights.important. Care must be taken to ensure the

When resupply operations are conducted at attack is not signaled by the prepositioning.night, MSRs must be clearly marked. Chemi-cal lights are one possibility, but enemy Use of materials-handling equipment is

scouts can easily move them. Engineer tape more dangerous a t n igh t . There fo re ,

on stakes is more secure. whenever possible, supplies to be delivered atnight should be loaded during the day.

Aerial resupply will require a directional External SOPS should require supportedlight source to guide helicopters. Directional units to provide additional walking guides orstrobe lights or bean-bag lights (and in personnel to load supplies onto trucks.

M A I N T E N A N C E

Unless prohibited by the tactical com-mander, maintenance company elementswork in lightproof shelters with subduedvisible light. Tarps and tentage may bedraped over tank and howitzer main guns toprovide expedient shelters. When available,night vision devices are used to repair criticalitems that cannot be fixed in the shelters.Equipment, tools, and repair parts are

prepositioned and marked for easy use.

BDA is difficult. Therefore, recovery vehi-cles should be placed forward during nightattacks. Equipment should be moved to alocation where assessment can be performedmore easily. Recovery personnel shouldreconnoiter routes during daylight so theycan rapidly recover vehicles to the MCP.

M E D I C A L

Light discipline requirements will affectmedical operations much as they do supplyand maintenance operations. Extensive treat-ment operations will require lightproofshelters. Patient acquisition will be moredifficult. Units may employ some sort ofcasualty-marking system such as luminoustape or filtered flashlights.

Evacuation will be slowed by limitedvisibility. Additional ground ambulances

may be required to compensate. In theoffense, ambulances will move forward withbattalion aid stations. However, this move-ment will also have to be done carefully toavoid signaling the enemy. PredesignatedAXPs and patient collecting points shouldalso be used. Air evacuation will be difficult.Precise grid coordinates as well as prear-ranged signals and frequencies are required.

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APPENDIX E

FSBs for the Heavy/Light and Infantry Divisions

H E A V Y / L I G H T D I V I S I O N F S B

DIVISION OPERATIONS

The threat to the heavy/light division(2d Infantry Division) relies on massivefirepower, large numbers in mult ipleechelons, and high maneuverability. It mayattack with very little warning. The US andits allies must defend against the initialattack, then seize the initiative while usingthe terrain to maximum advantage.

The US division designed to oppose thethreat is a mix of heavy and light forcesalong with aviation assets. The heavy forcesare to be used along roads and in open areas.Aviation assets will be used to insert infantryforces into overwatch positions. The divisionhas only a l imited capabil i ty of self-sustainment. It is designed to fight as part ofa combined command, not a US corps.FM 71-100 describes the operations of theheavy/light division.

DISCOM

The DISCOM structure for this division isdesigned to support a heavy night mix

without some support normally provided by acorps to a division. The DISCOM is amodified heavy DISCOM with attachments.The MSB has maintenance teams to provideor supplement repair capability for MLRS,Chapparal, tracked vehicles, artillery/turret/fire control systems, and radios. Supply andmissile maintenance capabilities have alsobeen adjusted to meet the force requirements.

The DISCOM has three FSBs. Each isconstructed differently to meet the needs ofits supported force. The basic support con-cepts and considerations employed by eachFSB are the same as those discussed in theprevious chapters of this manual. The sup-port requirements, however, will differ due todifferences in terrain and mission, as men-tioned above, and the people and equipmentof the supported force. Each FSB is designedto support two battalions. One supports twotank battalions, one supports two mecha-nized infantry, and one supports two infan-try. The HHD of each FSB is identical to thatof the heavy division FSB HHD. Organi-zational differences are summarized in

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Table E-1. Figure E-1 shows the organization dismounted force. The decreased mobilityof the maintenance company. and less complex weapon systems reduce

logistics requirements, particularly class IIIThe FSBs for the tank and mechanized and V and maintenance. Like the units it

infantry battalions can plan to support as do supports, the FSB must use dispersion andthe FSBs of heavy divisions. The FSB for the relative mobility in close terrain. FM 7-30 hasinfantry battalions will support a primarily information on infantry brigade operations.

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I N F A N T R Y D I V I S I O N ( N A T I O N A L G U A R D ) F S B

DIVISION OPERATIONS

The infantry division operates in nearly allterrain, weather, and enemy situations.Since its maneuver elements consist pri-marily of dismounted infantry, the divisionis optimized to fight in terrain with restrictedmobility. The division’s tank and mecha-nized infantry battalions give the com-mander flexibility in tailoring the force,mixing heavy and light forces at the brigadelevel. Further discussion of infantry divisionand brigade operations is in FMs 71-100 and7-30.

DISCOM

The DISCOM of the infantry division isstructured the same as the heavy divisionDISCOM with an HHC/MMC, MSB, threeFSBs, and an AMCO. However, these units,with the exception of the HHC/MMC havebeen modified to account for differences inthe supported force.

As in the heavy/light division, each FSB isdesigned to support a different brigade struc-ture. One FSB supports the two heavy bat-talions and one infantry battalion. It isstructured like a heavy division FSB andoperates much the same. It must constantlybe prepared to task organize to supportbrigade task forces which include one or bothof its supported brigade’s heavy battalions.

The other two FSBs are designed to supportbrigades whose maneuver battalions areinfantry. One is structured to support threebattalions, and the other, four. Their HHDsare identical to those of heavy division FSBs.Their supply companies have a greatercapability in the supply section for class I, II,IV, and VII supply than their counterparts ina heavy division. However, they have lessthan half the bulk fuel storage and dis-tribution capability since they support dis-mounted infantry. The medical companyambulance platoons have no tracked am-bulances. The maintenance companies arealso structured like heavy division FSBcompanies except that capabilities in specificareas have been adjusted to correspond to thenumber and types of equipment in thesupported force. An infantry SST is allocatedfor each battalion supported.

Like the heavy/light division FSB de-signed to support the two infantry battalions,the FSBs of the infantry division support aforce built around dismounted infantry sol-diers. Class III and V consumption is sig-nifically less than for a heavy brigade, and sois the maintenance requirement. Mobility islimited. FSBs must be prepared to supporttask-organized forces with heavy forceseither from within the division or fromwithout.

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APPENDIX F

Sample Operations Plan with Annexes

F-1

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F-2

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F-3

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F-5

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F-7

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F-8

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F-9

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F-10

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F-11

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F-12

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F-13

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F-14

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F-15

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F-16

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F-17

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F-18

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F-19

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F-20

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APPENDIX G

Sample Standing Operating Procedures

This appendix contains portions of provide a guide for a format and levelthree sample annexes to an FSB SOP. of detail. It is not intended to beThe purpose of this appendix is to prescriptive.

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G-5

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G l o s s a r y

A

A2C2 – Army airspace command andcontrol

AA – axis of advance

AAFES – Army and Air Force ExchangeService

AB — aviation brigade

AC – alternating current

ADA – air defense artillery

ADC – area damage control

admin — administration

ADSM – Automated Data Systems Manual

alog — administration and logistics

AM – amplitude modulated

amb — ambulance

AMCO – aircraft maintenance company

AO — area of operations

AR — Army regulation

armt — armament

arty — artillery

ASL – authorized stockage list

ASP – ammunition supply point

ATCCS – Army Tactical Command andControl System

ATM – advanced trauma management

ATP – ammunition transfer point

autmv — automotive

AVIM – aviation intermediate maintenance

avn — aviation

AVUM – aviation unit maintenance

AXP – ambulance exchange point

B

BAS – battalion aid station

BCOC – base cluster operations center

BDA – battle damage assessment

BDAR – battle damage assessment andrepair

bde – brigade

B D R — battle damage repair

BF — battle fatigue

BMO – battalion maintenance officer

bn — battalion

br – branch

BSA — brigade support area

bty – battery

C

C2 – command and control

C3 — command, control, and communications

CA — civil affairs

CAS – close air support

CCI – controlled cryptographic items

CCL – combat-configured load

CCS2 – Command, Control, andSubordinate System Structure

Glossary- 1

FM 63-20

cdr — commander

C-E — communications-electronics

CEB – clothing exchange and bath

ch — chief

them — chemical

cmd — command

CNR – combat net radios

co — company

coax — coaxial

comm — communications

COMSEC – communications security

con — control

COSCOM – corps support command

CP – command post

CS – combat support

CSA — corps storage area

CSCC — combat stress control coordinator

CSM — command sergeant major

CSR – controlled supply rate

CSS — combat service support

CSSCS – Combat Service Support ControlSystem

CSST – cavalry system support team

CTA – common table of allowances

ctr — center

CW — continuous wave

D

DA — Department of the Army

Glossary-2

DAO — division ammunition officer

DC — direct current

DD — Department of Defense

decon — decontamination

det – detachment

DISCOM — division

dist – distribution

div — division

support command

DMMC — division materiel managementcenter

DMSO — division medical supply officer

DNBI — disease, nonbattle injury

DNVT — digital, nonsecure voice telephone

DODAC — Department of DefenseAmmunition Code

D S — direct support

DSA — division support area

DSVT — digital, secure voice telephone

DTO – division transportation officer

E

EA — engagement area

EAC — echelons above corps

elct — electronics

elm — element

EMT – emergency

eng — engineer

medical treatment

EOD – explosive ordnance disposal

EPW — enemy prisoner of war

FM 63-20

eq — equipment

evac — evacuation

EW — electronic warfare

F

FA — field artillery

FAAO — field artillery air observer

FARP – forward arming and refuelingpoint

FAST — forward area support team

fax – f a c s i m i l e

fld – field

FLOT — forward line of own troops

FM – field manual, frequency modulated

FRAGO — fragmentary order

FS – fire support

FSB — forward support battalion

FSMC — forward support medical company

FSO — fire support officer

fwd — forward

G

G1 – Ass i s t an t Chie f o f S ta f f , G1 (Personnel)

G2 – A s s i s t a n t C h i e f o f S t a f f , G 2(Intelligence)

G3 – Assistant Chief of Staff, G3(Operations and Plans)

G4 – Assistant Chief of Staff, G4 (Logistics)

G5 – Assistant Chief of Staff, G5 (CivilAffairs)

gen — generator

gnd – ground

GRREG — graves registration

GS – general support

GSE — ground support equipment

H

HE — high explosive

HEMTT – heavy expandedtactical truck

mobility

HET — heavy equipment transporter

HF — high frequency

HHC – headquarters and headquarterscompany

HHD – headquarters and headquartersdetachment

hldg – holding

HQ – headquarters

hvy — heavy

Hz — hertz

I

IAW – in accordance with

ID — identification

IEW — intelligence and electronic warfare

IHFR — improved high frequency radio

inf — infantry

Glossary-3

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instl — installation

intel — intelligence

INTSUM — intelligence summary

IPB — intelligence preparation of thebattlefield

J

JP-4 – jet propulsion fuel, type 4

JP-8 – jet propulsion fuel, type 8

K

k g — kilogram

kHz – kilohertz

KIA — killed in action

k w – kilowatt

L

lb – pound

LC – line of contact

LD — line of departure

ldr — leader

LEN — large extension node

LID — light infantry division

LIN — line item number

LO - liaison officer

LOC — line of communication

log – logistics

LOGPAC — logistics package

Glossary-4

LOS – line of sight

LP — listening post

LRP – logistics release point

LSB – lower sideband

It – l i g h t

LZ — landing zone

M

m— meter

maint — maintenance

mat - materiel

MCO — movement control officer

MCP — maintenance collection point

MCS – main tenance con t ro l sec t ion ,maneuver control system

mech — mechanized, mechanic

med — medical

MEDLOG-D — Medical Logistics-Division

MEDPAR-D — Medical Patient Accountingand Reporting-Division

METT-T – mission, enemy, terrain, troops,and time available

mgt — management

MHE – materials-handling equipment

MHz – megahertz

MI – military intelligence

MLRS — multiple-launch rocket system

mm — millimeter

MMC – materiel management center

FM 63-20

MOGAS — motor gasoline

M O P P – miss ion-o r i en ted p ro tec t ionposture

MOS – military occupation specialty

MP — military police

MRE – meal, ready-to-eat

MRM – m a i n t e n a n c e r e p o r t i n g a n dmanagement

MRO – materiel release order

MSB — main support battalion

MSE — mobile subscriber equipment

msl — missile

MSR — main supply route

MSRT — mobile subscriber radio-telephoneterminal

MST — maintenance support team

MTF – medical treatment facility

MWO — modification work order

N

NAI — NATO analog interface

NATO — N o r t h A t l a n t i c T r e a t yOrganization

NBC – nuclear, biological, chemical

NCO – noncommissioned officer

NC – node center

NCS — net control station

NLT — no later than

NMF — node management facility

no — number

NP – neuro-psychiatric

NSL – nonstockage list

NSN — national stock number

O

obj — objective

OCOKA – observation, concealment andcover, obstacles, key terrain,and avenues of approach

off — officer

OIC — officer in charge

op — operator

OP — observation post

OPCON — operational control

OPLAN — operation plan

OPORD — operations order

ops — operations

OPSEC – operations security

P

PAC – per sonne l and admin i s t r a t ioncenter

pat — patient

perim — perimeter

petri — petroleum

pkg — packaged

pl — plans

PL — phase line

PLL – prescribed load list

Glossary-5

FM 63-20

plt — platoon

POC — point of contact

POL – petroleum, oils and lubricants

POM — preparation for overseas movement

prov — provided

PS – power supply

psyops — psychological operations

pwr — power

Q

QSS – quick supply store

R

RATT — radio teletypewriter

RAU – radio access unit

rds — rounds

rec — recovery

rep — repair

RF — reaction force

RMC – remote multiplexer combiner

RP – release point

RSR – required supply rate

RSSP — ration supplement—sundries pack

RTD – return to duty

RX – reparable exchange

S

S1 – Adjutant (US Army)

S2 – Intelligence Officer (US Army)

S3 — Operations and Training Officer(US Army)

S4 – Supply Officer (US Army)

S A A S — Standard Army AmmunitionSystem

SAMS — Standard Army MaintenanceSystem

S&S – supply and services

SARSS – Standard Army Retail SupplySystem

SCC — system control center

SCOTT – single-channel objective tacticalterminal

sec — section

SEN – small extension node

sgt — sergeant

SIDPERS — Standard Installation/DivisionPersonnel System

sig — signal

SINCGARS – single-channel ground andairborne radio subsystem

SOI – signal operation instructions

SOP — standing operating procedure

sp — specialist

SP – start point

SPBS-R – Standard Property Book System–Revised

spt — support

sptd — supported

Glossary-6

FM 63-20

sqd — squad

SST — system support team

STAMIS – Standard Army ManagementInformation System

sup — supply

supv — supervisor

svc — service

SW — southwest

swbd — switchboard

T

T – t o n

tac — tactical

TACAIR – tactical air

TACCS — Tactical Army Combat ServiceSupport Computer System

TACFIRE — tactical fire direction system

TACMS – tactical missile system

TAMMIS-D – Tactical Army MedicalManagement InformationSystem —Division

T A M M S — T h e A r m y M a i n t e n a n c eManagement System

TC – training circular

TCP – traffic control point

tech — technician

TF — task force

tm — team

TM – technical manual

TMDE — test, measurement, and diagnosticequipment

TMT — transportation motor transport

TOC – tactical operations center

TOE – table of organization and equipment

TOW – tube-launched, optically tracked,wire-guided

tp — telephone

TPU – tank and pump unit

TRADOC — United States Army Trainingand Doctrine Command

trkd — tracked

trmt — treatment

U

ULC – unit-level computer

ULLS – unit-level logistics system

UMCP – unit maintenance collection point

UMT — unit ministry team

us — United States

USAF — United States Air Force

USB – upper sideband

V

v — volt

VA — Virginia

VHF – very high frequency

vic — vicinity

Glossary- 7

FM 63-20

W

w — watt

wh — wheeled

WIA — wounded in action

wpn — weapon

WSRO – weapon sys tem rep lacementoperations

X

xo – executive officer

Glossary-8

FM 63-20

R e f e r e n c e s

REQUIRED PUBLICATIONS

Required publications are sources that users must read in order to understand or tocomply with this publication.

Field Manuals (FMs)

63-2-2 . . . . . . . . . . . . . . . . Combat Service Support Operations: Armored, MechanizedInfantry, and Motorized Divisions

71-3 . . . . . . . . . . . . . . . . . Armored and Mechanized Infantry Brigade

100-5 . . . . . . . . . . . . . . . . Operations

100-l0 . . . . . . . . . . . . . . . Combat Service Support

RELATED PUBLICATIONS

Related publications are sources of additional information. They are not required inorder to understand this publication.

Army Regulations (ARs)

27-10 . . . . . . . . . . . . . . . . Military Justice

30-7 . . . . . . . . . . . . . . . . . Operational Rations

220-1 . . . . . . . . . . . . . . . . Unit Status Reporting

220-10 . . . . . . . . . . . . . . . Preparation for Overseas Movement of Units

600-8-1 . . . . . . . . . . . . . . Army Casualty and Memorial Affairs and Line of DutyInvestigations

710-2 . . . . . . . . . . . . . . . . Supply Policy Below the Wholesale Level

725-50 . . . . . . . . . . . . . . . Requisitioning, Receipt, and Issue System

735-5 . . . . . . . . . . . . . . . . Policies and Procedures for Property Accountability

750-1 . . . . . . . . . . . . . . . . Army Materiel Maintenance Policies

Automated Information Systems Manual (AISM)

18-L21-AHN-BUR-EM*. . . . . . End User Manual for Standard Army MaintenanceSystem (SAMS-1)

References- 1

FM 63-20

Common Table of Allowances (CTA)

50-900 . . . . . . . . . . . . . . . Clothing and Individual Equipment

Department of the Army Form (DA Form)

2028 . . . . . . . . . . . . . . . . . Recommended Changes to Publications and Blank Forms

Department of the Army Pamphlets (DA Pares)

27-l . . . . . . . . . . . . . . . . . Treaties Governing Land Warfare

27-10 . . . . . . . . . . . . . . . . Military Justice Handbook for the Trial Counsel and theDefense Counsel

600-8 . . . . . . . . . . . . . . . . Mil i tary Personnel Management and Administrat iveProcedures

600-8-1 . . . . . . . . . . . . . . SIDPERS Unit Level Procedures

710-2-1 . . . . . . . . . . . . . . Using Unit Supply System (Manual Procedures)

710-2-2 . . . . . . . . . . . . . . Supp ly Suppor t Ac t iv i ty Supp ly Sys tem: Manua lProcedures

738-750 . . . . . . . . . . . . . . The Army Maintenance Management System (TAMMS)

Department of Defense Forms (DD Forms)

567 . . . . . . . . . . . . . . . . . . Record of Search and Recovery

1577 . . . . . . . . . . . . . . . . . Unserviceable (Condemned) Tag—Materiel

Field Manuals (FMs)

1-111 . . . . . . . . . . . . . . . . Aviation Brigade

1-112 . . . . . . . . . . . . . . . . Attack Helicopter Battalion

1-500 . . . . . . . . . . . . . . . . Army Aviation Maintenance

3-3 . . . . . . . . . . . . . . . . . . NBC Contamination Avoidance

3-5 . . . . . . . . . . . . . . . . . . NBC Decontamination

3-l00 . . . . . . . . . . . . . . . . NBC Operations

5-102 . . . . . . . . . . . . . . . . Countermobility

5-103 . . . . . . . . . . . . . . . . Survivability

References-2

FM 63-20

6-30 . . . . . . . . . . . . . . . . .

6-20-1 . . . . . . . . . . . . . . . .

7-30 . . . . . . . . . . . . . . . . .

8-9 . . . . . . . . . . . . . . . . . .

8-15 . . . . . . . . . . . . . . . . .

9-6 . . . . . . . . . . . . . . . . . .

10-14 . . . . . . . . . . . . . . . .

10-27 . . . . . . . . . . . . . . . .

10-63 . . . . . . . . . . . . . . . .

10-63-1 . . . . . . . . . . . . . .

10-67 . . . . . . . . . . . . . . . .

10-69 . . . . . . . . . . . . . . . .

10-71 . . . . . . . . . . . . . . . .

10-280 . . . . . . . . . . . . . . .

11-50 . . . . . . . . . . . . . . . .

16-5 . . . . . . . . . . . . . . . . .

17-98 . . . . . . . . . . . . . . . .

19-1 . . . . . . . . . . . . . . . . .

19-4 . . . . . . . . . . . . . . . . .

19-25 . . . . . . . . . . . . . . . .

19-40 . . . . . . . . . . . . . . . .

20-22 . . . . . . . . . . . . . . . .

21-11 . . . . . . . . . . . . . . . .

22-9 . . . . . . . . . . . . . . . . .

24-1 . . . . . . . . . . . . . . . . .

Observed Fire Procedures

Field Artillery Cannon Battery

Infantry, Airborne, and Air Assault Brigade Operations

NATO Handbook on the Medical Aspects of NBC Defensive Operations

Medical Support in Divisions, Separate Brigades, and the Armored Cavalry Regiment

Ammunition Service in the Theater of Operations

Unit Supply Operations

General Supply in a Theater of Operations

Handling of Deceased Personnel in Theaters of Operations

Graves Registration Handbook

Petroleum Supply in Theaters of Operations

Petroleum Supply Point Equipment and Operations

Petroleum Tank Vehicle Operations

Mobile Field Laundry, Clothing Exchange, and BathOperations

Combat Communications Within the Division

The Chap la in and Chap la in Ass i s t an t in CombatOperations

Scout Platoon

Military Police Support for the AirLand Battle

Mili tary Police Team, Squad, and Platoon CombatOperations

Military Police Traffic Operations

Enemy Prisoners of War, Civilian Internees and DetainedPersons

Vehicle Recovery Operations

First Aid for Soldiers

Soldier Performance in Continuous Operations

Combat Communications

References-3

FM 63-20

27-10 . . . . . . . . . . . . . . . . The Law of Land Warfare

34-l0 . . . . . . . . . . . . . . . . Division Intelligence and Electronics Warfare Operations

42-4 . . . . . . . . . . . . . . . . . Supply Company, Forward Support Battalion, Armored and Mechanized Infantry Divisions

42-7 . . . . . . . . . . . . . . . . . Supply and Service Company, Main Support Battalion, Armored and Mechanized Divisions

43-5. . . . . . . . . . . . . . . . . Unit Maintenance Operations

43-12 . . . . . . . . . . . . . . . . Division Maintenance Operations

44-3 . . . . . . . . . . . . . . . . . Air Defense Artillery Employment: Chaparral/Vulcan/ Stinger

44-8 . . . . . . . . . . . . . . . . . Small Unit Self-Defense Against Air Attack

55-2 . . . . . . . . . . . . . . . . . Division Transportation Operations

55-30 . . . . . . . . . . . . . . . . Army Motor Transport Units and Operations

55-450-1 . . . . . . . . . . . . . Army Helicopter External Load Operations

63-3J . . . . . . . . . . . . . . . . Combat Service Support Operations—Corps

63-21 . . . . . . . . . . . . . . . . Main Support Battalion, Armored, Mechanized, and Motorized Divisions

63-22 . . . . . . . . . . . . . . . . Headquarters and Headquarters Company, and Division Materiel Management Center, Division Support Command, Armored, Mechanized Infantry, and Motorized Divisions

71-2 . . . . . . . . . . . . . . . . . The Tank and Mechanized Infantry Battalion Task Force

71-100 . . . . . . . . . . . . . . . Division Operations

100-27 . . . . . . . . . . . . . . . US Army\US Air Force Doctrine for Joint Airborne and Tactical Airlift Operations

101-5 . . . . . . . . . . . . . . . . Staff Organization and Operations

101-5-1 . . . . . . . . . . . . . . Operational Terms and Symbols

101-10-1 /2 . . . . . . . . . . . Staff Officer’s Field Manual—Organizational, Technical, and Logistical Data Planning Factors (Volume II)

Technical Manuals (TMs)

8-215 . . . . . . . . . . . . . . . . Nuclear Handbook for Medical Service Personnel

References-4

FM 63-20

8-285 . . . . . . . . . . . . . . . . Treatment of Chemical Agent Casualties and Conventional Military Chemical Injuries

9-2350-276-BD . . . . . . . Operator’s, Organizational, Direct Support and General Support Maintenance Battlefield Damage Assessment and Repair for Combat Vehicles

38-L09-11* . . . . . . . . . . . Functional Users Manual for Maintenance Reporting and Management

Training Circulars (TCs)

8-12 . . . . . . . . . . . . . . . . . Use of the M51 Shelter System by Division Level Medical Units

12-16 . . . . . . . . . . . . . . . . Personnel and Administration Center (PAC) Drill Book

12-17 . . . . . . . . . . . . . . . . Adjutant’s Call/The S1 Handbook

25-4-l . . . . . . . . . . . . . . . . Unit Training Land Requirements: How to Plan, Prepare, and Conduct a Fire Coordination Exercise

* Source of Procurement: Commander, USALOGC, ATTN:ATCL-SRR, Fort Lee, VA 23801- 6000

PROJECTED PUBLICATION

Projected publications are sources of additional information that are scheduled forprinting but are not yet available. Upon print, they will be distributed automaticallyvia pinpoint distribution. They may not be obtained from the USA AG PublicationCenter until indexed in DA Pamphlet 310-1.

Field Manual (FM)

63-2 . . . . . . . . . . . . . . . . . Division Support Command, Heavy Division

References-5

FM 63-20

Index

Ambulance platoon, 9-5

Aerial resupply, 7-18

Aircraft maintenance company, 2-1

Air defense artillery support, 5-9

Ammunition transfer point, 7-16

Area support, 1-3

Automated systems, 3-8

Automotive/armament platoon, 8-5

Aviation brigade, 3-5,7-15

Base defense, 5-12

Base cluster operations center, 5-11

Battle damage assessment and repair, 8-3

Battlefield locations, 2-4

Brigade, 1-1, 1-3, 3-3

Brigade support area, Layout, 5-6 Location, 2-4 Movement, A-1 Security, 5-1

Cannibalization, 8-4

Captured and found supplies, 7-3

Class IX support section, 8-5

Clothing exchange and bath, 7-20

Combat stress control, 9-9

Command and control, Facilities, 3-8 For security, 5-2 Principles, 3-1 Process, 3-6 Relationships, 3-2

Command, Control, System Structure, 3-9

and Subordinate

Command post, 3-11

Communications, For security, 5-2 Principles, 4-1 Systems, 4-2

Contamination avoidance, B-1

Controlled exchange, 8-3

Convoys, A-5

Corps elements, 3-4

Deception, C-1

Decontamination, B-2

Deep operations, 2-12

Division support command headquarters, 2-1, 3-2

Engineer support, 5-10

Evacuation, Medical, 9-10 Of equipment, 8-4

Field artillery support, 5-9

Field services In the defense, 2-11 In the offense, 2-9 In the retrograde, 2-12 Operations, 7-19

Forward support, 1-3,8-2, 9-3

Forward support battalion, Mission, 2-2 Of the heavy/light division, E-1 Of the infantry division, E-3 Organization, 2-1

Graves registration, 7-19

Ground support equipment platoon, 8-6

Headquarters and headquarters detachment, 6-1

Index- 1

FM 63-20

Health service support, In low visibility, D-2 In NBC environments, B-5 In the defense, 2-9, 9-12 In the offense, 2-8, 9-11 In the retrograde, 2-11,9-12 Planning, 9-5 Treatment phases, 9-3

Heavy/light division, E-1

Heavy/light mixes, 3-7

Infantry division, E-3

Intelligence, 5-3

Main support battalion, 2-1, 3-2

Maintenance, Company, 8-1 In low visibility, D-2 In NBC environments, B-4 In the defense, 2-9, 8-15 In the offense, 2-8, 8-15 In the retrograde, 2-11, 8-15 Planning, 8-6 Principles, 8-2

Maintenance collection points, 8-11

Maintenance control section, 8-4

Maintenance support teams, 8-6, 8-11

Maps, 7-11

Mass casualty management, 9-3, 9-7

Materiel management center, 3-2

Medical company, 9-1

Military police, 5-10

Mobile subscriber equipment, 4-2

Modular medical support system, 9-1

Night operations, D-1

Nuclear, chemical, biological operations, B-1

Operations order, F-1

Personnel administration center, 6-2

Preventive medicine, 9-8

Radio systems, 4-15

Rear operations, 2-14

Recovery, 8-4

Repair guidelines, 8-2

S1, 6-2

S2/S3, 6-4

S/4, 6-7

Salvage, 7-20

Service/recovery section, 8-5

Signal security, 4-25

Standard Installation/Division Personnel System, 3-11

Standard Army Maintenance System, 3-10

Standard Army Retail Supply System, 3-11

Standing operating procedures, G-1

supply, Class I, 7-6, B-3 Class II, 7-8, B-4 Class III, 7-9,7-11, B-4 Class IV, 7-9 Class V, 7-16, B-4 Class VI, 7-8 Class VII, 7-10 Class VIII, 9-11 Class IX, 8-13, B-4

Index-2

FM 63-20

Company, 7-1 In low visibility, D-2 In NBC environments, B-3 In the defense, 2-9, 7-21 In the offense, 2-6, 7-21 In the retrograde, 2-11, 7-21 Planning, 7-4 Platoon, 7-4 Principles, 7-2

Support operations section, 6-5

Sustainment planning, 2-6

Sustainment principles, 1-2

Systems support teams, 8-6

Tactical Army Medical Management Information System—Division, 3-11

Task organization, 2-3

Transportation, In the defense, 2-9 In the offense, 2-8 In the retrograde, 2-11

Treatment platoon, 9-5

Unit Level Logistics System, 3-11

Unit-level support, 1-3

Unit ministry team, 6-8

Water, 7-8, B-3

Index-3

FM 63-20 26 FEBRUARY 1990

By Order of the Secretary of the Army:

CARL E. VUONOGeneral, United States Army

Chief of Staff

Official:

WILLIAM J. MEEHAN II Brigadier General, United States Army

The Adjutant General

DISTRIBUTION:

Active Army, USAR, and ARNG: To be distributed in accordance with DA Form 12-11E requirements for FM 63-20, Forward Support Battalion (Qty rqr block no. 1228).

PIN: 045749-000