the logistics - نسخة للطباعة

INTRODUCTION
a. Army units accomplish combat, combat support, and combat service support (CSS) missions. Combat units fight the battle to defeat, destroy, or capture the enemy. Examples of combat elements are infantry, mechanized infantry, armor, and attack helicopter units. Combat support units provide "operational assistance" to combat elements. Examples of combat support units include signal battalions, combat engineer battalions, military police (MP) companies, and military intelligence companies. CSS units perform logistics functions. Examples of CSS units are maintenance companies, supply companies, transportation companies, medical companies, and personnel service battalions

b. Logistics is the process of planning and executing support for military operations. It is an overarching process that occurs across the range of military operations. Geographic conditions, space and time dimensions, and a determined enemy work to make logistics operations difficult. Logistics operations are planned so they continue to resource forces throughout conflict, adapting as conditions change. A dependable uninterrupted logistics system helps commanders seize and maintain the initiative. The logistics objective is to ensure successful operations

c. Logistics arrangements cannot be so meager that they do not meet commanders' needs as they execute operations, nor can they be so excessive that they overwhelm commanders' abilities to move, protect, and employ them. The logistics system must strike a balance, providing sufficient support to resource operations through the peaks and valleys of their duration without burdening commanders with more support than is necessary to succeed. Logistics is required at all levels of conflict

Strategic logistics is largely the purview of the continental United States (CONUS) industrial and civilian sector. Strategic logistics deals with mobilization, acquisition, projecting forces, strategic mobility, and the strategic concentration of logistics in a theater base and communications zone (COMMZ

Operational logistics focuses on force reception; infrastructure development; distribution; and managing materiel, movements, personnel, and health services. Operational logistics encompasses those support activities required to resource campaigns and major operations. It enables success at the tactical level of war

Tactical logistics enhances the tactical commander's ability to fight battles and engagements. Successful tactical logistics provides the right support at the right time and place. The focus at this level is on the tactical logistics functions of manning and arming tactical units, fixing and fueling their equipment, moving soldiers' equipment and supplies, and sustaining soldiers and their systems

d. Certain logistics characteristics are prescribed by logistics doctrine. These characteristics provide a framework for logisticians to adhere to when planning and executing logistics operations. These characteristics are anticipation (of mission requirements), integration (of logistics plans and tactical plans), continuity (continuous support to the commander), responsiveness (of logistics support in meeting changing requirements), and improvisation (innovative methods of support). Logisticians can contribute greatly to success on the battlefield by adhering to these characteristics

e. A variety of organizations provide support to Army forces in the field. Those organizations range in size from several individuals at company level to major commands like the transportation command (TRANSCOM) that consists of hundreds of soldiers at theater army (TA) level. CSS organizations are either fixed or "tailored" to meet anticipated logistic requirements. At corps and TA, the logistics organization is tailored to meet supported organizations' anticipated needs. The basic building block of the logistics system above division level is company-sized or detachment-sized elements. Up through division level, the logistics organization is essentially fixed by a table of organization and equipment (TOE). Augmentation can provide additional capabilities

COMPANY-LEVEL SUPPORT (MANEUVER COMPANY)

a. A company team (battery, troop) is the lowest level administrative and tactical organization with personnel designated to perform logistics functions (the company supply section). A typical maneuver company team receives support from two principal sources: from within its own structure and from a battalion task force headquarters (HQ). The burden of logistics is largely removed from the company team commander and placed under the battalion task force's control. This allows the company team commander to concentrate on fighting his unit to accomplish the tactical mission. The company team's logistics responsibility is to report its status and requirements, and assure logistics operations are properly executed in the company area

The company team's executive officer (XO) is the logistics planner and coordinator. During preparations for combat, he coordinates closely with the first sergeant (1SG) to determine what CSS logistics support is required and makes sure arrangements have been made to support the tactical plan

The 1SG is the company team's CSS operator. He executes the company logistics plan. The 1SG directly supervises and controls the company trains (normally limited to medical and maintenance activities) and company resupply operations

The supply sergeant is the company team's representative in the battalion field trains. He organizes the standardized resupply logistics package (LOGPAC) and moves it forward to link up with the 1SG. The supply sergeant then assists the 1SG in conducting resupply operations at the company level

b. The battalion task force HQ will normally provide the following support to a typical maneuver company team

A maintenance team with recovery vehicle from the maintenance platoon

An aidman from the medical platoon, along with an evacuation team consisting of an ambulance with an aidman and ambulance driver

Fuel and ammunition transported by vehicles from the support platoon

A mess team from the support platoon when hot meals are available

c. When company elements are cross-attached from one battalion to another, forming battalion task forces, the logistics assets necessary to provide support are also cross-attached. Higher HQ standing operating procedures (SOPs) normally establish the composition of logistics assets needed to support the cross-attached company. This organization usually includes medical and maintenance support, and supply and transportation assets to deliver classes I, III, V, and IX

BATTALION-LEVEL SUPPORT

a. The maneuver battalions in a heavy division have organic CSS elements within the headquarters and headquarters company (HHC). The HHC has three platoons that provide logistics to the battalion,medical, maintenance, and support platoons. FM 71-2, The Tank and Mechanized Infantry Battalion Task Force, discusses in detail the CSS platoons organic to the battalion. The CSS elements of other battalion-sized combat organizations, such as cavalry squadrons and field artillery battalions, perform essentially the same logistic functions as the platoons mentioned previously

b. Trains are any grouping of personnel, vehicles, and equipment organized to provide CSS at company team and battalion level. Trains may be centralized in one location (unit trains), or they may be echeloned in three or more locations (echeloned trains). There are three types of trains,unit trains, combat trains, and field trains

(1) Unit trains consist of all battalion logistics assets, including company team assets, and any supporting assets from higher HQ. Unit trains are common in assembly areas and during extended tactical marches. Once combat operations begin, the battalion commander, based on the tactical situation, will either keep all logistics assets in one location as a unit train or echelon logistics forward

Combat trainsare organized at company and battalion levels to support combat operations.
(a) Company combat trains. The 1SG controls company combat trains that normally consist of medical and maintenance teams. The remainder of the company logistics assets (supply section) will be at either the battalion field trains or combat trains. The company combat trains will normally operate about 500 to 1,000 meters (or one terrain feature) to the rear of the company to provide immediate recovery, medical aid, and maintenance.
(b) Battalion combat trains. The battalion S4 controls the battalion combat trains. They nor-mally consist of a command post (CP), limited amounts of class III and V (for emergency resupply), medical platoon elements [battalion aid station (BAS)], and elements of the maintenance platoon at the unit maintenance collection point (UMCP). A maintenance support team (MST) from the forward support battalion (FSB) may also be located at the UMCP. The battalion combat trains should be close enough to the front lines to be responsive to the forward units but not within range of enemy direct fire.

Battalion field trains consist of those remaining logistics resources not required for the combat element's immediate or critical support. The HHC commander controls the field trains, and they are usually located in the brigade support area (BSA).

c. The battalion commander often relies on his XO to supervise overall battalion-level logistics operations. Descriptions of the functions of several of the XO's staff members follow:

The adjutant (S1) is responsible for the Personnel and Administration Center (PAC) that provides personnel and administrative support to the battalion's soldiers. This includes maintaining unit strength; managing personnel; and maintaining law and order, morale, and discipline. The S1 coordinates with the medical platoon leader (a physician) to ensure that patient treatment and evacuation are planned and coordinated throughout the task force area.

The operations and training officer (S3) recommends supply and maintenance support priorities for subordinate units. The S3 does this based on his own knowledge of current and future operations and recommendations from the S4.

The supply officer (S4) is the key coordinator of all battalion logistics activities. He plans, coordinates, and directly supervises the logistic effort, including preparing paragraph 4 (concept of support) of the operation order (OPORD). The S4 is responsible for battalion combat train arrangements, security, and movement.
The HHC commander is located in the field trains and acts as the battalion task force logistics coordinator, assisting the S1 and S4 by ensuring that support from the field trains is smooth, timely, and efficient. He is responsible for field train coordination, security, and movement.

The battalion maintenance officer (BMO) is located at the UMCP and plans, coordinates, and supervises the maintenance platoon's maintenance and recovery efforts.

The support platoon leader assists the HHC commander in the field trains' operations. His primary function is organizing the convoy for moving all company LOGPACs for resupply and leading the convoy to a designated logistics release point (LRP).

d. Logistics packages (LOGPACs) provide the most efficient resupply of forward battalion task force units. Under the HHC commander and support platoon leader's supervision, the company supply sergeant organizes LOGPACs in the field trains. LOGPACs are organized for each company team and separate element in the task force and moved forward at least daily for routine resupply. When possible, all LOGPACs are moved forward in a single convoy under the support platoon leader's control. Special LOGPACs may be organized and dispatched as the tactical situation and logistic demand require. The S4 must plan and coordinate LOGPAC operations to ensure they fully support the battalion task force commander's tactical plan.

Task force SOP establishes the standard LOGPAC. Normally, a company team LOGPAC includes the unit supply truck with water trailer carrying rations, mail, any other requested supplies, including replacement personnel; bulk fuel trucks; ammunition trucks; and vehicles carrying additional supplies and replacements as needed. LOGPACs move along the brigade main supply route to an LRP where the unit 1SG or a unit guide takes control of the company LOGPAC. At the company resupply point, the 1SG controls the LOGPAC and conducts resupply operations using one of two methods.

Service-station method. Using the service-station method, individual vehicles move back to a centrally located rearm and refuel point. Based on the enemy situation, one vehicle per platoon or section, or even an entire platoon, will pull out of the positions, resupply, and return to position(s) until the company has been resupplied.

Tailgate method. Using the tailgate method, combat vehicles remain in place or back out of their positions a short distance so the resupply vehicle is not exposed. Fuel and ammunition trucks go to each vehicle position in turn. The tailgate method is normally conducted in an assembly area only. If it is employed in forward positions, terrain must mask the resupply. This procedure takes much longer than the service-station method. Once resupply operations are completed, the 1SG or the supply sergeant returns the LOGPAC to the LRP where it meets up with the support platoon leader. When possible, the reunited task force LOGPAC convoy returns to the field trains together for greater security.

DIVISIONAL BRIGADE-LEVEL SUPPORT

a. Divisional brigades are tactical HQ assigned to divisions to which variable numbers of maneuver battalions and battalion task forces are assigned. Divisional brigades do not have an organic CSS element other than the support section of the HHC that supports the HQ. Each brigade relies on an FSB for logistics. The FSB is assigned to the division support command (DISCOM) and is given a mission of direct support (DS) to the divisional brigade. The brigade commander is responsible for overall planning and integrating all aspects of brigade operations, including logistics in the brigade area of operations (AO). The brigade S1, S4, the FSB commander, and the FSB support operations officer are the primary CSS planners and operators for the brigade commander.

The brigade S1 normally operates in the brigade rear CP located in the BSA with the S4 section. The S1 is responsible to the brigade commander for maintaining unit strength, personnel, morale, discipline, and law and order. The S1 prepares personnel estimates that identify the strengths and weaknesses of tactical courses of action and identifies personnel requirements of the tactical plan.

The brigade S4 provides logistics information to the commander and functions as the brigade's logistics planner. He coordinates with the battalion XOs and S4s about the status of equipment and supplies. The S4 has representatives in both the main and rear CPs and is normally located at the rear CP. The S4 coordinates with the FSB commander and support operations officer to ensure the brigade commander's logistics priorities are understood and supported.

The FSB commander is the brigade commander's logistics operator. He advises the brigade commander concerning supply, maintenance, field and health services, and implementing the logistics functions throughout the brigade. The FSB commander has operational control over all units and elements within the BSA for CSS activity, movement, security, terrain management (positioning), and synchronization.

The FSB support operations officer coordinates and provides technical supervision for the FSB's logistics mission. He advises the FSB commander on support requirements. He analyzes the FSB's ability to support requirements, plans and monitors support operations, and makes necessary adjustments to ensure support requirements are met. The support operations officer also coordinates with the DISCOM for reinforcing support as required.

The FSB is part of the DISCOM and is task-organized to provide dedicated DS-level logistics support for a specific maneuver brigade in tactical operations. The FSB's primary role is to provide DS to the brigade and divisional units operating in the brigade area. The FSB must support current operations and monitor the implementation of the support plan in conjunction with the brigade S4. The FSB must also plan to support future operations. In addition, the FSB is responsible for organizing all units in the BSA for defense and is responsible to the brigade commander for this mission. The DISCOM reinforces maintenance, medical, and supply capabilities when the mission or size of the brigade dictates. When the FSB is tasked to provide support to nondivisional units in the brigade area, it must be augmented with elements from the corps logistics organization. The FSB is organized with a headquarters and headquarters detachment (HHD), supply company, maintenance company, and medical company

(a) The FSB HHD consists of a battalion HQ and an HQ detachment. The HQ detachment is responsible for billeting, discipline, security, training, and administration of personnel assigned to the HHD. The battalion HQ has five staff sections: command, S1/PAC, S2/S3, support operations, and S4. The battalion HQ missions include,

Command and control (C2) of organic and attached units.
C2 of all units in the BSA for security and terrain management.
Planning, directing, and supervising the support the FSB provides to division units in the brigade area.
Coordinating support to corps units in the brigade area.
Providing information and advice on FSB support to the commander and staff of the supported brigade and the DISCOM.

(b) The supply company consists of a company HQ and a supply platoon. The company,

Receives, stores, and issues class I, II, III (packaged), IV (limited), and VII supplies as well as unclassified maps.
Receives, stores, and issues class III (bulk) petroleum using organic fuel transportation assets.
Transloads class V supplies from corps transportation assets to unit vehicles.
Operates a salvage point.
! Provides unit maintenance for organic vehicles and equipment as well as those of the HHD.

(c) The maintenance company consists of a company HQ and five other sections or platoons. The company's organization is further adjusted based on the number of tank or mechanized battalions it must support. The adjustment is made by task organizing system support teams into MSTs designed to provide DS-level maintenance support to an armor, artillery, or mechanized infantry battalion. The company,

Provides DS maintenance (DSM) to supported units in the brigade area.
Provides limited recovery assistance to supported units when required.
Provides technical assistance to supported units that perform unit-level maintenance within the brigade.
Provides technical supervision of supply of prescribed load list (PLL) items for supported units.
Maintains an authorized stockage list (ASL) of class IX repair parts to support the items stocked in combat PLLs of support units.

(d) The medical company consists of a company HQ, treatment platoon, and ambulance platoon. The company,

Provides combat health support (CHS) on an area basis for organic and attached elements of the brigade and other units operating in the BSA.
Receives and sorts patients and provides initial medical and resuscitative care.
Evacuates casualties from the maneuver BASs to its clearing station.
Provides emergency dental care and limited lab, pharmacy, and radiology services.
Provides medical resupply to units in the brigade area.
Provides patient holding for up to 40 patients who are able to return to duty (RTD) within 72 hours.

SEPARATE BRIGADE-LEVEL SUPPORT

Separate brigades (armor, infantry, mechanized infantry, airborne, and air assault) are not assigned to divisions and are designed to be committed in combat as separate units. A separate brigade receives most of its DS CSS from an organic support battalion. The support battalion is organized with an HHC, a supply and transport (S&T) company, maintenance company, and medical company (seefigure 1-3). The support battalion receives general support (GS) and reinforcing DS from corps support command (COSCOM) elements.

a. The HHC provides C2 for the support battalion in the same manner as a DISCOM HHC. Unlike the divisional support battalions, it has a brigade materiel management center (BMMC). The BMMC provides the link for CSS between the separate brigade and COSCOM.

b. The S&T company performs a DS supply mission similar to a main support battalion (MSB) supply and service (S&S) company, plus provides transportation support for supply distribution and moving the brigade's supply reserve. When augmented, the company provides mortuary affairs; shower, laundry, and clothing repair (SLCR); and unclassified map supply.

c. The maintenance company furnishes separate brigade elements with DSM, repair parts supply, and technical assistance. It is organized with the required system support teams to maintain assigned brigade equipment and systems except in the areas of ammunition, medical equipment, airdrop equipment, and avionics.

d. The medical company provides CHS to the separate brigade at the same level as found in a division (level II). The company has treatment and ambulance platoons, a medical supply section, a preventive medicine (PM) section, mental health team section, an optometry section, and an area support section.

a. DS is a mission given to supply, services, transportation, and maintenance units that normally provide support directly to other specific units. This allows the DS unit to respond directly to the supported unit's requests for assistance or supplies.

b. GS is a mission given to supply, services, transportation, and maintenance units that normally provide support to DS units and other GS units.

c. Reconstitution is a total process that increases unit combat effectiveness using the three elements of reorganization, regeneration, and assessment.

Reorganization is action taken to shift internal resources within a degraded unit to increase its level of combat effectiveness. Reorganization is normally done at unit level (company, battalion, brigade, etc.) and requires only limited external support such as supply replenishment, maintenance assistance, and personnel replacement.

(a) Immediate reorganization,quickly and temporarily restores degraded units to their minimum required levels of effectiveness. It is normally implemented in combat positions or as close as possible to meet near-term needs. Platoons usually conduct immediate reorganization after seizing an objective.
(b) Deliberate reorganization,conducted when more time and resources are available. It occurs farther to the rear than immediate reorganization. Equipment repair and cross-leveling are more extensive.

Regeneration is action taken to rebuild a unit through external resources using large-scale replacement of personnel, equipment, and supplies; reestablishing essential C2; and conducting mission-essential training. This effort is directed toward restoring the organization's cohesion, discipline, and fighting effective-ness. The echelon two levels above the organization to be regenerated normally conducts regeneration,battalion by division, brigade by corps.

Assessmentmeasures a unit's capability to perform its mission. It occurs in two phases. The unit commander conducts the first phase by assessing his unit before, during, and after operations. The second phase is assessing a unit after it has been removed from combat. External elements conduct this assessment.

d. Classes of supply. The Army has divided supplies into 10 classes for planning and administrative purposes. Definitions and "examples" of each supply class, symbols, and a miscellaneous grouping follow:

Supply Class Symbol Definition and Examples

I Subsistence items and gratuitous health and welfare items B-rations; meals, ready to eat (MREs); fresh fruits; water; and vegetables.

II Equipment, other than principal items, prescribed in author- ization and allowance tables (individual equipment, clothing items, tentage, tool sets, administrative supplies, and housekeeping supplies).

III Petroleum, oils, and lubricants (POL),fuel, hydraulic and insulating oils, chemical products, antifreeze compounds, compressed gases, and coal. Class III (bulk) is POL in containers that hold more than 55 gallons e.g., diesel fuel, motor gasoline (MOGAS), and aviation fuel. Class III (package) is POL in containers that hold 55 gallons or less.

IV Construction and barrier materials (lumber, sandbags, and barbed wire).

V Ammunition (small-arms ammunition, artillery rounds, hand grenades, explosives, mines, fuzes, detonators, missiles, bombs, and chemical ammunition).

VI Personal demand items; the items that are normally sold through the exchange system (cigarettes, candy, soap, etc., contained in ration supplemental sundries packs).

VII Major end items (final combinations of items that are assembled for their intended use: vehicles, self-propelled artillery pieces, missile launchers, and major weapon systems,the weapons themselves, not the crews).

VIII Medical material (medicines, stretchers, surgical instruments, and medical equipment repair parts).

IX Repair parts and components, including kits and assemblies, and items required for maintenance support of all equipment (batteries, spark plugs, and axles).

X Material required to support nonmilitary programs; the items used to support civil affairs operations (commercial design tractor for use by local civilians, farm tools, etc.).

Miscellaneous Miscellaneous items that do not fit into any of the 10 supply classes (maps, captured enemy materiel, or salvage material).

Supplies are further divided into subclasses that are denoted by adding a letter designation to the Roman numeral supply class designator. For example, class III-A is the descriptor for all petroleum and chemical products used to support aircraft.
e. Categories of supplies. With regard to how supplies are requested and issued, there are three categories of supplies: scheduled, demanded, and regulated.

Scheduled supplies are those for which we can reasonably predict requirements. Normally, users do not need to submit requisitions to replenish scheduled supplies. Requirements are based, for the most part, on troop strength, equipment density, forecasts, and/or daily usage factors. Scheduled supplies are normally shipped to users based on preplanned distribution schemes. Supply classes I, III (bulk), V, and VI are normally treated as scheduled supplies.

(a) Class I and VI (subsistence and personal demand items) requirements are based on troop strength.
(b) Class III (bulk) requirements are based on long-range forecasts, equipment densities, and historical usage factors (experience).
(c) Class V (ammunition) requirements are based on densities of authorized weapons and intensity of mission(s).

Demanded supplies require a requisition. Items in supply classes II, III (packaged), IV, VII, and IX are considered demanded supplies.

Regulated supplies can be scheduled or demanded, but the commander must closely control these supplies because of scarcity, high cost, or mission need. Any item or group of items can be designated as regulated, but normally, some items in supply classes II, III (bulk), IV, V, and VII are regulated. If an item is regulated, the commander who so designates it must approve its release before issue. Items designated as command regulated are identified in operation plans (OPLANs) and OPORDs that are issued during the period of time the items are regulated.

DISCOM LOGISTIC ORGANIZATION.

a. General. The heavy division usually consists of seven major subordinate commands (MSCs),an aviation brigade, an engineer brigade, a division artillery, a DISCOM, and three maneuver brigades. To accomplish the logistic and CHS missions, DISCOM units deploy throughout the division AO.

b. DISCOM HHC. The DISCOM HQ commands and controls its organic and attached units. It supervises and controls all division-level logistic and CHS operations. It also advises the division commander and staff concerning supply, maintenance, medical, transportation, and field services functions throughout the division. The HQ company provides all necessary administrative, supply, maintenance, and field feeding support for the company and the division materiel management center (DMMC). The division rear CP and the DISCOM CP are normally collocated. The DISCOM provides supply, maintenance, and field service support to division rear CP personnel.

c. DMMC. The DMMC is the primary materiel-managing element in the division. The center receives policy and operational guidance from the DISCOM commander and advises him on materiel (supply and maintenance, less medical) management. Activities include,

! Determining supply requirements.
! Ordering and directing the distribution of supplies the division receives (except class VIII).
! Developing and supervising the division ASLs and PLLs.
! Maintaining the division property book and Army equipment status reporting data.
! Operating all integrated division maintenance management information programs. The DMMC maintains maintenance status, including problems, maintenance requirements, and unit materiel readiness in the division.
! Providing a weapon system manager (WSM) to maximize the number of operational weapon systems available to the fighting forces.

d. Division aviation support battalion (ASB). The ASB is organic to the heavy division DISCOM. The battalion provides aviation maintenance and division-level logistics, less CHS, to the heavy division aviation brigade. A detailed description of the division ASB mission, organization, and functions can be found in FM 63-23.

e. MSB. The MSB is organic to the DISCOM. The battalion provides division-level logistics and CHS to division units located in the division rear. It also provides reinforcing support to the FSBs. A detailed description of the MSB's mission, organization, and functions is in FM 63-21.

f.FSBs. The FSBs are organic to the DISCOM. These units provide division-level logistics and CHS to the brigades and other division units located in the brigade areas. A detailed description of the FSB's mission, organization, and functions is in FM 63-20.

DISCOM LOGISTIC MISSION.

The DISCOM provides division-level logistics and CHS to all organic and attached division elements. The COSCOM's corps support battalion (CSB) operating in the division area will provide CSS to the nondivision units in the division area. The DISCOM commander is the principal division logistic operator. He exercises full command authority over all support command organic units. The division G4 has coordinating staff responsi-bility for logistic planning. He develops division-level plans, policies, and priorities. The relationship between the division G4 and the DISCOM commander must be extremely close because of the similarities of interests. The DISCOM support operations section and the DMMC plan and coordinate to ensure logistic support for all division and attached units.

The DISCOM provides the following CSS:

! Support of class I, II, III, IV, V, VI, VII, VIII, and IX supplies.

! Water purification and limited water distribution.
! Operates ammunition transfer points (ATPs) within the division. Under the maneuver-oriented ammunition distribution system,palletized loading system (MOADS/PLS), the corps DS ammunition company operates the division rear ATP. The DISCOM FSBs operate the BSA ATPs.
! Operates mortuary affairs collection points located in the BSAs and in the division support area (DSA). When augmented by COSCOM, it helps receive and identify remains and helps arrange for evacuation to a mortuary affairs collection point.
!DSM and reinforcing unit maintenance support for all common and missile materiel organic to the division and aviation intermediate maintenance (AVIM) for all aviation materiel.
! Materiel (supply and maintenance) management for the division.
! Transport for personnel, supplies, and equipment to accomplish division logistic and administrative missions. Also provides supplemental ground transportation to support emergency requirements.
! Supervises and coordinates DISCOM transportation operations.
! Automatic data processing (ADP) system software support for division logistic activities.
! Materiel salvage facilities.
! A limited capability to carry reserve supplies.
! Logistic information and advice to the division commander and his staff except for construction.
!Echelon I and II CHS to units assigned and attached to the division. This includes emergency medical care, advanced trauma management, and sick call. It also provides intradivision ground evacuation, emergency dental care, and optometry support. In addition, DSM and unit-level medical maintenance are provided as well as coordinating echelon III (corps) CHS.
! Plans, coordinates, and conducts rear operations within its assigned area of responsibility (AOR).
! Receives, stores, and distributes unclassified maps.

The DISCOM depends on the following:

! Corps transportation to bring supplies forward to the DSA and BSAs (classes IV and V and limitedclass III).
! The division aviation brigade or corps medium helicopter units for airlift needed to support logistic requirements.
! Additional water support distribution.
! Nondivisional field service units for laundry, bath, clothing exchange, and mortuary affairs services (only when there are no authorized organic augmentations).
! Appropriate corps elements for financial, legal, personnel, and administrative services.
! Corps aeromedical evacuation units for aeromedical evacuation support.

a. General. The mission is the basic consideration in locating CSS units and their facilities. Maintenance, supply, and medical companies and other DISCOM units must be far enough forward to be appropriately responsive to the supported units' requirements. Maintenance, for instance, takes place not only in the BSA but also wherever the weapon system is located, if at all possible. Mechanics and mobile equipment must be there to fix or replace weapon system components. Additional considerations are enemy capability and his proximity to support activities and other potential targets. the deployment of DISCOM units as they may be throughout the DSA and BSAs. BSAs and the DSA normally locate toward the rear of the units they support.

b. BSA. The BSA is that portion of the brigade rear occupied by the FSB, the brigade rear CP, and other units. In those instances where the maneuver battalion trains are echeloned, the battalion field trains are included. The BSA is normally between the DSA and the battalion areas. The BSA is approximately 25 to 30 kilometers behind the forward line of own troops (FLOT). This provides protection against enemy indirect-fire weapons. depicts units normally found in the BSA. Both division and corps units may locate within the BSA. The BSA, interfacing with the brigade S1, the S4, and the FSB, coordinates personnel and logistic support for the brigade. There is direct coordination because the brigade rear CP collocates with the FSB tactical operations center.

The FSB commander is the BSA commander. He must balance the need for security against the need for dispersion. Specific missions, condition of road nets, and disposition of other troops in the area influence the distance between troop units. It may be necessary, because of terrain restrictions or a guerrilla threat, to limit dispersion of logistic facilities even when there is a nuclear, biological, and chemical (NBC) threat. Ideally, logistic activities disperse far enough to avoid the destruction of more than one unit. However, too much dispersion tends to reduce operational efficiency. It also increases the vulnerability of logistic units to sabotage, pilferage, guerrilla attack, and enemy conventional attack. Defense measures should be taken to ensure the least interruption in support operations.

c. DSA. The DSA is that portion of the division rear occupied by the DISCOM and division rear CPs and many of the units organic and attached to the DISCOM. This area normally contains combat support units and COSCOM elements that support the division. The DISCOM commander is the DSA commander. The division rear CP normally collocates with the DISCOM CP. This helps with coordination, shares area communication assets, and draws life support and security.

The DSA is normally between the division rear boundary and the BSAs, next to air-landing facilities, and near at least one main supply route (MSR). The DSA's precise location is contingent on a number of factors. Some of the major factors are the tactical plans and the location of COSCOM units and the MSRs. The terrain in the AO, security, and access to lines of communication (LOCs) must also be considered. Like units in the BSA, elements within a DSA are dispersed, and each element must be prepared to provide its own protection. Employing passive defense measures, such as dispersion, movement, concealment, cover, camouflage, and deception, reduces detection. Unit SOPs should prescribe active and passive defense measures for personnel, materiel, and installations. DISCOM units in the DSA displace only as necessary to maintain continuous support to the division and for security reasons. If a move is necessary, the DISCOM commander recommends the new location. This is done in close coordination with the division rear CP operations cell.

THE FORWARD SUPPORT BATTALION

This battalion has an HHD, a supply company, maintenance company, and medical company. As part of the maintenance company, the FSB is assigned tank, mechanized infantry, and artillery system support teams (SSTs). The FSB maintenance company has one team to support each maneuver battalion assigned to the supported brigade as well as the DS artillery battalion. The FSB's primary role is to provide DS to the brigade and division slice units operating in the brigade area. This role entails a dual requirement. First, the FSB must plan to support future operations. It must anticipate requirements and incorporate planning guidance.

In addition, the FSB must support current operations and monitor the support plan's implementation. This requirement involves continuous coordination. The FSB must actively monitor all support operations in conjunction with the brigade S4. It makes adjustments as required to ensure support requirements are met. For example, it is not enough for the FSB to plan when supported task force heavy expanded mobility tactical trucks (HEMTTs) should pick up fuel. If the HEMTTs do not show up, the FSB must know about it and coordinate with the brigade S4 to find out what the problem is and what it needs to do to resolve it.

The FSB also provides limited support to nondivisional units, such as corps artillery and engineer battalions, located in the brigade AO. The FSB is the single point of contact for support in the brigade AO. However, to support nondivisional units, corps logistic task force elements operating in the division area must augment the FSB. In addition, the FSB is responsible for base cluster defense of the BSA and operates under brigade command for this mission. the FSB layout.

The FSB performs its mission if it supports the brigade's course of action and meets the commander's guidance. Specifically, it supports the brigade and reinforcing/supporting units by providing or coordinating to provide all classes of supply, as well as maintenance, medical, field services, and transportation support, in the amounts and at the times specified in the brigade service support annex and the FSB SOP. It must replenish its supported units' basic loads of all supplies except repair parts. It must also replenish prescribed loads of maintenance-significant class II and IV items and repair parts. Equipment must be maintained to meet prescribed operational levels. Class VII items are distributed in accordance with (IAW) the brigade commander's priorities. The FSB coordinates transportation requirements with the DISCOM's movement control officer (MCO) to meet the brigade's needs. Finally, medical evacuation and treatment operations and field services activities must be coordinated between the brigade and FSB to ensure brigade needs are met. Specific information on the FSB elements appears .

THE MAIN SUPPORT BATTALION.

The MSB is the main logistic and medical operator in the division rear. It supports units in the division rear and provides designated and reinforcing support to the FSBs. The battalion provides DSM, supply, transportation, and medical support to units for a variety of missions. When the battalion is augmented, it also provides field services. Under MOADS/PLS, the MSB does not provide class V support to the division. The MSB effectively manages subordinate units. It also directs and coordinates security for these units.

One MSB is organic to the DISCOM. The command element supervises, directs, and coordinates assigned and attached units that run the support operations in and around the DSA. MSB layout within the DSA. The MSB has the following units:

! HHD.
! S&S company.
! Transportation motor transport (TMT) company.
! Light and heavy maintenance companies.
! Missile support company.
! Medical company.

Commanding, controlling, and coordinating the many MSB elements with their diverse missions present a challenge for the MSB commander and staff. They must perform the logistic tasks of fueling, fixing, moving, and sustaining the soldier. They must integrate these tasks into a comprehensive battle support plan. The thrust is to push CSS as far forward as possible.

Division logistic and medical elements are integrated into the MSB's C2 system. This allows the division to shift its support effort to the critical place and time to influence the battle. For example, MSB elements can and do routinely operate outside of the DSA. Some elements habitually support specific division units. Others may be ad hoc formations to reinforce a main effort sector or an FSB. The DISCOM HQ coordinates support, organizes for combat, assigns locations, and specifies command relationships after thorough consultation with the MSB, DMMC, FSBs, division ASB, and supported units.

The MSB performs its mission if it supports the division's course of action and meets the DISCOM commander's guidance. Specifically, it supports the division rear and reinforces units by providing or coordinating to provide all classes of supply, as well as maintenance, medical, field services, and transportation support, in the amounts and at the times specified in the MSB SOP. It must replenish its supported units' basic loads of all supplies, including repair parts. It must also replenish prescribed loads of maintenance-significant class II and IV items and maintain equipment to meet prescribed operational levels. It distributes class VII items IAW the division commander's priorities. The MSB coordinates transportation requirements with the MCO to meet the division's needs. Finally, it coordinates medical evacuation and treatment operations and field services activities with the DISCOM support operations branch to meet division rear needs. For specific information on the MSB.

THE DIVISION AVIATION SUPPORT BATTALION .

The division ASB has a headquarters and supply company, a ground maintenance company, and an AVIM company. The battalion provides dedicated CSS to the heavy division aviation brigade. During combat operations, the ASB normally is collocated with the aviation brigade. Like the FSB, the ASB must anticipate requirements and incorporate planning guidance to successfully accomplish its mission. Unlike the FSB, the ASB has no medical capability. The aviation brigade and division ASB (normally located in the vicinity of the DSA) receive area medical support from the MSB medical company. Division cavalry ground units receive area medical support from the nearest FSB medical company. The division ASB units' missions follow:

a. The headquarters and supply company provides the aviation brigade with classes I, II, III (for both ground and air), IV, and VII. The division ASB also operates a consolidated battalion mess. This company is not adequately equipped to support the division cavalry squadron's ground units during combat operations. The division cavalry ground units normally will get CSS from the nearest FSB. The division ASB will provide CSS to division cavalry aviation units.

b. The ground maintenance company provides the aviation brigade with ground vehicle maintenance, consolidated class IX for air and ground repair parts, an MST for the division cavalry squadron, backup ground vehicle recovery and evacuation, and consolidated unit maintenance for the division ASB.

c. The AVIM company consists of a helicopter systems repair platoon, an aircraft maintenance repair platoon, an aircraft services/fuel section, an armament/avionics repair platoon, production and quality control sections, and a maintenance test flight section. The aircraft maintenance company provides the aviation brigade with AVIM support, aircraft recovery, and backup aviation unit maintenance (AVUM) support.

INTRODUCTION
a. General. the COSCOM's and CSGs' organizations, missions, and functions, respectively. The COSCOM provides logistics support to the corps. It enables the corps to sustain high levels of combat over the duration of major operations. Its battlefield support mission enables the corps commander to generate combat power at the decisive time and place. The COSCOM does this by

Arming corps weapon systems.
Fueling stationary equipment, tracked/wheeled vehicles, and aircraft.
Fixing damaged equipment.
Moving soldiers, equipment, and supplies about the battlefield.
Sustaining the soldier.
Protecting the support structure.

b. Supporting the corps battle. The COSCOM maintains the support structure and supply levels to sustain the corps. It may support either a forward-deployed corps in an established theater of operations or a contingency corps force deployed to an underdeveloped theater.

c. Support AO and depth of support. The corps AO encompasses an area of roughly 100 by 210 kilometers, or 21,000 square kilometers (see figure 3-1). These distances extend the lines of support. The COSCOM habitually employs units farther forward than it ever did in the past. Units that previously employed closer to the corps rear boundary now employ forward near division rear boundaries. Units that employed forward in the corps rear area now employ in the division AO. By also maintaining resources in depth, the COSCOM can weight the battle for the corps commander by realigning its resources throughout the corps area following corps priorities of support.

COSCOM SUPPORT MISSION AND FUNCTIONS

a. General. The COSCOM provides logistics support to the corps and, when directed, to either a unified, specified, joint, or combined force. The latter support occurs when the corps forms senior US Army command in the theater. The COSCOM executes the corps support plan. The COSCOM provides,

DS and GS supply support to nondivision units and GS supplies to divisions, separate brigades, and armored cavalry regiments (ACRs). Supply support includes ammunition; class III; water (GS in arid regions); classes I, II, and IV; repair parts; major end item replacement; airdrop; and reinforcing supply support to the FSBs/MSBs.
Service support, including mortuary affairs, SLCR, and tactical post exchange.
DSM and AVIM to nondivision units; reinforcing DSM and AVIM to divisions, separate brigades, and ACRs; and missile-rocket maintenance support.
Transportation support, including mode operations, movement control, terminal operations, cargo transfer operations, and airdrop support.
Medical treatment, hospitalization, evacuation, logistics, patient regulating, and medical services support.

b. Corpswide support. COSCOM logistics elements position in depth to minimize the effect of threat attacks on the overall logistics effort and allow for weighting the corps commander's efforts to gain and maintain the initiative. COSCOM functional battalions provide corpswide support. Transportation battalions provide intra- and intercorps transportation support. The petroleum supply battalion, ammunition battalion, and S&S battalion provide class III, V, and general supplies corpswide, respectively, supplying the bulk distribution systems. The S&S battalion also provides corpswide mortuary affairs, airdrop, and SLCR support. The AVIM battalion provides corpswide AVIM support. In an arid region, the water supply battalion provides potable water throughout the corps area.

c. Area support. The COSCOM assigns area support missions to its subordinate CSGs and the medical brigade. CSG subordinate direct support units (DSUs) provide support on an area basis to units located in or passing through their AOR. Medical brigade medical groups provide level I and II CHS on an area basis to nondivision units lacking organic CHS and reinforce division level II CHS. In contrast to dedicated unit support, area support unit work loads depend on corps maneuver and positioning of units requiring support.

Within the division area. The COSCOM normally provides area support to nondivision units whether they employ in the corps rear area or in the division area. This precludes generating an excessive work load on DISCOM MSBs/FSBs and provides a single support point of contact for supported units. However, nondivision units employed in the division area, which could number around 8,000 soldiers in a heavy division AO, may receive area support in one of several ways.
From the DISCOM MSB/FSBs, but only within the DISCOM's capabilities. This normally occurs when the number of nondivision troops and their support requirements are very limited (one or two battalion *****alents).
If the nondivision requirements exceed DISCOM capabilities, the COSCOM could augment the MSBs/FSBs with corps assets to enable the DISCOM to provide area support to the nondivision units. This support arrangement limits the number of support locations that must be established within the division area.
Finally, the COSCOM normally supports nondivision units deployed within division boundaries, of the number noted above, through a CSB providing area support in the division area. The CSB establishes forward logistics points in the MSB/FSB area through coordinating with the appropriate terrain managers.

Within a new division area. When nondivision units move to a new division area, area support continues in the same manner as described above from the new DISCOM and CSB. Assets from the previously supporting CSB and CSG may accompany the nondivision units to their new AO.

d. Out-of-sector support. When nondivision units move to a new corps AO, area support continues. Support requirements and assets are coordinated and transferred as required. When corps units move out of an Army AO, a different method of support is used. The COSCOM forms a support element/slice, usually a CSB task force, to accompany the corps units to the new AO. The task force's size and composition vary depending on the destination. The task force supporting corps forces in a sister service or allied area is normally larger and more diverse than one supporting in a new corps area. The task force supporting in an allied AO normally must be able to support all corps force requirements, including medical evacuation. In the case of either a sister service or allied area, a reliable and responsive line of support and transportation network must be established to supply the support task force. Area support may also be required along the route of march, including refueling on the move (ROM) and maintenance and recovery/evacuation assistance.

e. Mission support to other services and allies. The COSCOM provides logistics support to other services and allies taking part in a joint or combined operation. It routinely provides JP-4/JP-8 to the Air Force. It may provide food, water, common ammunition items, mortuary affairs services, petroleum laboratory support, and ground transportation support to Marine amphibious forces, Navy elements operating ashore, and the Air Force. Based on agreements with allied nations, the COSCOM may support a host of requirements common to both parties.

COSCOM SUPPORT ORGANIZATION

a. General. The COSCOM support organization depends on the number of soldiers to support, the number and types of weapon systems to repair, and the tonnage of supplies to issue and transport. As figure 3-2 shows, the COSCOM consists of a headquarters and special troops battalion, functional control centers, a variable number of CSGs, a medical brigade, and a transportation group under certain conditions.

The corps commander assigns or attaches units to the COSCOM. The number and types of units vary based on the corps force's logistics requirements. The COSCOM further attaches units to its MSCs. The corps commander may attach civil affairs or chemical units to the COSCOM's headquarters and special troops battalion. To effectively support the theater commander's operational plans, the TA commander may attach logistics units to the COSCOM from TA resources, including theater army area commands (TAACOMs).

b. Functional control centers. Functional control centers implement COSCOM policies and directives. The corps materiel management center (CMMC) centrally manages and controls supply and maintenance. The corps movement control center (CMCC) provides centralized movement management and highway regulation for the corps. The centers task COSCOM subordinate units.

CORPS SUPPORT GROUPS

a. General. CSG headquarters provide command, control, staff planning, and supervision of three to seven subordinate logistics battalions. The COSCOM task organizes CSGs to meet the needs of supported forces based on the scheme of maneuver the corps G3 establishes and the CSGs' forward or rear employment missions. While there is no standard CSG organizational structure, the forward CSG consists of multifunctional CSBs providing direct and general support. The rear CSG consists of one or more CSBs providing DS and functional battalions providing GS.

b. Forward CSGs. Forward CSGs serve as the source of logistics support (less medical) for all corps organizations within their AOR. They provide forward support on an area basis to nondivision forces operating in the division AO, either directly through a CSB or indirectly by augmenting or reinforcing MSBs/FSBs. They provide area support to nondivision units behind the division's rear boundary, and GS supply and reinforcing DSM and field services support to divisions, separate brigades, and ACRs. Usually one forward CSG is allocated per committed division AO.

Each forward CSG employs a tailored CSB in the division area to provide responsive support to forward-employed nondivision forces. Unlike the DISCOM's fixed-structure MSB and FSB supporting division elements, the CSB is task organized to provide DS-level supply, services, and maintenance support to corps forces operating in the division area. The CSB reduces the command, control, and communications problems caused by long distances between supported nondivisional elements and supporting corps units otherwise located in the corps rear area. Though employed in the division area and merged with division bases or base clusters for rear operations security, the CSB remains under the forward CSG's command and control. Terrain management and highway regulation are coordinated with the division.

The remaining CSBs of each forward CSG employ behind the division rear boundary. They consist of both GS- and DS-level units to support nondivision forces in their assigned AOR as well as provide GS and reinforcing DS to the division, any separate brigades, and the ACR if employed in their AOR. One of these CSBs can provide the nucleus to support regeneration operations.

c. Rear CSG. A rear CSG is allocated per COSCOM. The rear CSG provides corpswide support and reinforcing support to the forward CSGs. Like the forward CSGs, it provides area support to units employed in or passing through its AOR. It can also provide the nucleus of logistics regeneration support in the corps rear area. The rear CSG may consist of multifunctional CSBs, functional battalions, and a base support battalion.

The rear CSG's CSBs provide DS-level area support to units in or passing through its AOR. These include hospitals, replacement units, signal units, corps HQ elements, and corps units supporting a reserve division. A CSB may also be tailored to provide regeneration support in the corps rear area.

The rear CSG's functional battalions provide corpswide logistics support to divisions, separate brigades, and ACRs as well as reinforcing support to the forward CSGs. The petroleum supply battalion, ammunition battalion, and S&S battalion maintain the corps reserve stocks. These stocks enable the corps commander to support combat and provide the surge capability to win in battle. The transportation battalions support the supply and replacement distribution systems. The AVIM battalion provides corpswide AVIM support and reinforcing AVUM. In an arid environment, a water supply battalion provides corpswide GS-level water supply.

Theater dependent, a base support battalion maintains facilities in caretaker status for future reactivation to provide base operations support.

d. TA dependence. The COSCOM depends on TA general support units (GSUs) (heavy materiel supply companies, repair parts supply companies, and general supply companies) to resupply its subordinate GSUs. This dependence is particularly significant during reconstitution operations when the CMMC will arrange for push packages of class VII items and class IX repair parts required specifically for the units being reconstituted. The COSCOM also depends on TA transportation assets to supplement the corps transportation system assets. It depends on the general support maintenance (GSM) units to repair items beyond DSM unit capability for return to the supply system. If the CMMC's automation capability is disrupted, the COSCOM may depend on the theater army materiel management center (TAMMC) or TAACOM materiel management center (MMC), as written in the OPLAN, for continuity of operations.