Chapter 4

Supply, Maintenance, and Field ServicesThe Army’s tasks stem from its primary mission to organize,

equip, train, and sustain Army forces for the conduct of prompt andsustained combat operations on land. The implied logistics tasks insupport of this mission are to establish reserves of equipment andsupplies, to provide for expansion of peacetime components, and todevelop, supply, equip, and maintain bases and other installations.

SUPPLY Supply operations involve the storage,

distribution, requisition, protection,maintenance, and salvage of supplies. The flowof supplies into an operational area must beginprior to or concurrently—and be carefullysynchronized—with the flow of units andpersonnel. Geography, availability of HNS and/or local procurement, the seasons, the threat,and many other factors influence supplyoperations. For example, desert operationsrequire increased water and Class IX support,and an NBC threat requires increasedcapabilities for Class II and water. Supportingcommanders, in coordination with thesupported commander’s senior logisticscommander, must estimate supplyrequirements and initiate supply shipments tothe operational area. This is commonly referredto as a push system. As time allows, thesupported commander begins to submitdemand-based requisitions for supplies,referred to as a pull system.

SUPPLY SUPPORTUnder management of the senior

supporting MMC, their basic loads and pro-positioned stocks will support units during theinitial stages of an operation. The seniorengineer commander will coordinate closelywith the MMC for Class IV (ConstructionMaterials), which are generally bulky andheavy and are oftentimes available in thetheater. If possible, they will be obtainedlocally, either from HNS or contingencycontracting. Initially, Classes H, III (Package),and N supplies that cannot be obtained locallyare pushed to the theater of operations. Thesesupplies are shipped as far forward as possible

to a GS or DS supply unit. Customer unitsplace requirements on the DS supply unitdesignated to provide support and that uniteither fills the request or passes a requisition toits supporting MMC. If the request cannot besatisfied from theater GS stocks, a requisitionis passed to the appropriate NICP in CONUS.As the supply situation stabilizes or the theatertransitions to the sustaining phase, supplysupport from the strategic level will shift fromthe push to pull system.

Requisition/Flow Generally, units place demands for

supplies and equipment on a designated supplysupport activity (SSA) responsible forproviding DS either on a unit or area basis. InCONUS, the SSA could be organic to a TOEDSU or a TDA activity such as the installationsupply division. In forward-presence locations,the SSA will normally be organic to a TOEDSU. In all cases, the SSA will either fill thedemand or generate a requisition, which ispassed to the supporting MMC or to theappropriate CONUS NICP. If the requisition ispassed to the supporting MMC, it maybe filledfrom MMC-managed assets, passed to theNICP, or rejected. If passed to an NICP, therequisition will be filled or placed on backorder, Regardless of the level at which arequisition is filled, items are packaged fordelivery as far forward as practical. Ideally,they will be delivered directly to the unit thatinitiated the demand.

In CONUS, supplies generally are movedfrom a variety of storage locations to thecontainer consolidation point (CCP) at thedefense depot that services the requisitioner’s

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geographic region. Some orders may be shippedfrom a CONUS depot directly to therequisitioner. For instance, ammunition andgeneral supplies that involve full containerloads to a single consignee, that require specialhandling, or are oversized may bypass theCCP. Emphasis will be placed on packagingsupplies in CONUS in unit configuration fordirect delivery as far forward as possible. Thiswill minimize the handling of the supplies asthey move through the distribution system.

Consolidated or containerized loads maybedesignated for single or multiple consignees. Aconsolidated load is shipped to the appropriatelevel SSA in the theater. If the containercontains multiple consignees, it will be packedto maintain consignee integrity, anddocumentation will be inside the containers.ITV is enhanced by the use of electronicdocumentation transfer coupled with codedmachine-readable documentation on theoutside of containers and packages. Thisaffords supply managers TAV, allowing themto track supplies from origin to finaldestination. TAV affords flexibility andresponsiveness to the distribution system byenabling the rerouting of supplies due to higherpriority requirements or a consignee move to adifferent location.

ALOC-eligible supplies (Class IX andmaintenance-related Class II) will be routinelyairlifted into the operational area based onaircraft availability. Heavy tonnage Class IXmateriel, such as track, track pads, androadwheels, is normally moved by surfacemeans unless a validated urgency of need(IPG- 1) dictates airlift.

StockageCONUS SSAs will not maintain wartime

stocks. Forward-presence SSAs in DSUs atechelons above division (EAD) are authorizedto establish the combat authorized stockage list(ASL) and other stockage requirements forcommodities required during the initial stagesof war.

Forward-presence GSUs will maintain alevel of combat-essential repair parts to satisfyhigh-priority requisitions and to account forinterruptions in the distribution system. Thenumber of items maintained must be based on

anticipated wartime usage rates. Beginningwith the transition-to-war phase, the numberof items maintained will be adjusted to thewartime demand.

Adequate APA, AWRS, or intermediatesupport-base capabilities must be maintainedto meet the force projection needs of the theateruntil SLOC can establish resupply fromCONUS. AWRS can be positioned in theCOMMZ or other designated area, whileadditional supplies and materiel should bepositioned within the corps areas to meetimmediate needs at the onset of war. Thisdispersion of stocks also reduces vulnerability.

In multinational operations, each nation isresponsible for its own logistics andadministrative support. If multinationaloperations are anticipated, alliance directivesor bilateral agreements may specify stockageobjectives. The President or Congress mustapprove these objectives if support is to beprovided to another nation as part of a coalitionforce. A properly developed LPT plan shouldidentify these types of requirements soonenough to allow for approval lead time. Theplan should identify mutual supportrequirements and capabilities. Formalpeacetime agreements should be establishedbetween member nations detailing the logisticssupport, as well as HNS, that will be providedduring the transition and sustaining phases ofwar. Such agreements, along with a thoroughrisk assessment, will provide a basis forlogistics planners to adjust stockage and thelogistics force structure.

LOGISTICS BASEA logistics base (log base) is any grouping of

logistics elements—DS, GS, or LSE—formedfor a specific purpose. It can be formed from asingle, small, specialized organization to onemade up of various units. For instance, if a unitis required to make a long movement prior tolaunching an attack, the logistics commandermay elect to establish a log support base at anintermediate point along the route ofmovement. This base could be tailored toprovide supplies that are expected to beconsumed during the movement, such asClasses I and III and water. If the moving unitis expected to test-fire its weapons during

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movement, Class V could be included. If themovement is over an exceptionally longdistance, more than one log base may berequired, based on time/distance factors.

A log support base may be established foran entire theater of operations. In this case, itcould be composed of a wide variety of DS, GS,and LSE organizations. A theater log basewould have the responsibility for receiving allsupplies, personnel, and units moving into thetheater and preparing them for onwardmovement to their ultimate destinations.

PHASES OF SUPPLYSupply operations are viewed in four

phases: peacetime, transition to war,sustainment, and reconstitution. Actions takenduring each phase directly impact subsequentphases.

Phase I - PeacetimeDuring times of peace, planning is

continuous. The peacetime focus is onreadiness. The CSS planner examines allpotential areas of operation and develops aplan for the LPT, which becomes theframework to determine where, when, and howto deploy limited resources. The purpose of LPTplanning is to minimize the logistics impact onthe strategic lift required to project the force.During peacetime, both CONUS-based andforward-presence activities are suppliedprimarily from the CONUS support base. Unitsfocus on refining and maintaining their basicloads and prescribed load lists (PLLs), whilesupply support activities focus on developingand refining the ASL used to support customerdemands. More information on LPT is inAppendix B.

Phase II - Transition To WarThe transition to war begins with advance

warning of an impending crisis and continuesthrough the initial stages of war when forceshave been deployed and resupply operationsfrom CONUS have been established andstabilized. During this period, the primarysource of supply shifts to AWR and unit stockswith emergency resupply through the ALOC.As AWRS and ASL items are issued,operational-level CSS personnel must prepare

for the continued sustainment of the force by—•Calling forward CONUS Army reserve stockand preplanned supplies.

•Preparing to receive and distribute CONUS-based Army reserve stock.

•Preparing to receive units and subsequentlymove them forward.

•Initiating cancellation action, at thedirection of the MMC, on any outstandingrequisitions deemed nonessential forcombat or for individual health and welfare.

•Establishing the surface LOC from thePODS forward to the tactical level of CSS.

•Initiating theater wartime requisitioningprocedures and management of theater-controlled stocks.

•Initiating split-based operations for themanagement and distribution of materiel.

•Ensuring the capability to screennonstockage list (NSL) items so that onlycombat-critical items are requisitioned fromCONUS.

•Ensuring the capability of the appropriatelevel MMCs to continue requisitioningALOC items directly from CONUS sources.

•Providing the capability for acquiring,repairing, maintaining, and constructingfacilities or obtaining from the HN thosefacilities required to establish LOCs.

•Calling forward portions of the LSE to assistin receiving, processing, storing, andtransporting materiel and personnel forsustained combat operations.

•Providing the capability for essential fieldservices.

During the transition phase, forceprojection forces will deploy with sufficientsupplies and equipment to sustain themselvesuntil resupply operations can be initiated inthe operational area. Supporting commanders,in coordination with the supportedcommander’s senior CSS command, mustestimate supply requirements and initiatepush shipments of supplies to the theater.

The requisition flow will be the sameduring the transition to war as in peacetime.The appropriate level materiel manager willcontinue to screen high-priority non-mission-

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capable supply (NMCS) requisitions foravailability and fill. Requisitions that cannotbe filled from within the theater will be passedto the appropriate NICP in CONUS. Thetransition phase ends when the SLOC has beenestablished, operating supplies are beingreceived from CONUS, and the necessarysupport structure is in place to support thedeployed force. This also begins thesustainment phase.

Phase III- SustainmentDuring sustainment, the requisition and

supply/materiel flow will continue as describedin the transition phase. The SLOC and ALOChave been established and replenishmentrequisitions are based on anticipatedrequirements, the demand history, the overallcampaign plan, and the commander’s intent.During this phase, the senior supporting MMCwill continue to be the principal manager for

equipment is made and components arereplaced if unserviceable due to extensive useor environmental impact. In many cases, theLSE will perform this phase.

CLASSES OF SUPPLYIn accordance with the CINC’s logistics

priorities, the MMC and LSE provide directionfor receipt, storage, and issue of theater stocks.When the required stocks are not available orstock replenishment is required, the seniorsupporting MMC passes requirements to theappropriate CONUS NICP. When practicable,arriving shipments will be throughput from theport directly to the requisitioning GSUs/DSUs.Otherwise, shipments will be directed to one ofthe operational-level GSUs with theappropriate storage capacity. At theoperational level, the supporting MMCmanages Class I, II, III (Package and Bulk), IV,V, VI, VII, and IX supplies, unclassified maps,

supplies and materiel entering the theater or and water. Appendix E provides a quickoperational area.

Supplies, other than throughputshipments, flow primarily to operational/theater GSUS. As directed by the supportingMMC, the GSUs will provide supplies/materielto DSUs and other GSUs. DSUs issue suppliesand materiel to their customers, the ultimateusers.

Materiel managers work closely withmovement managers to insure that suppliesand equipment are moved according to priority.This close relationship, coupled with theimproved automation and communicationsthat enable TAV, including ITV, is the genesisof the emerging theater distribution systemand total distribution system (TDS). Whenfully implemented, the TDS requires fewerstockpiles, reduces layering and handling, andimproves the overall responsiveness of thedistribution system. See Appendix C for more information on the TDS. AR 710-2 containsadditional information on wartime supplystockage levels,

Phase IV- ReconstitutionConsideration must be given to

establishing a requisition flow, increasedrequirement projection, and accountability fora surge on the supply system based onreconstitution. A detailed inspection of

reference to classes and subclasses of supply.

Class I SuppliesClass I supplies consist of both perishable

and semiperishable subsistence items—orrations. Gratuitous health and welfare itemsare also included. Subsistence items arepackaged as individual or group meals. Whilethe provisioning of subsistence items is asupply function, the system for preparing andserving meals is classified as a field service.The supply function is discussed here, and foodpreparation and serving under the fieldservices section of this chapter.

Class I items are initially pushed fromCONUS or other sustaining locations to thetheater or operational area. The mix ofperishable and semiperishable rations willdepend on the CINC’s feeding policy, thearrival dates of units capable of handling ClassI items, and the availability of refrigeratedstorage, both at the PODS and at forwardlocations. When the situation stabilizes and thestockage levels have been met, a pull systemwill be effected. In both the push and pull systems, Class I supplies arriving in thetheater will be moved to a GS or a DS supplyunit capable of handling them. GS supply unitswill issue to other GS units, but primarily to DSsupply units. DS supply units will issue Class I

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items to their customers, the consuming units.They will stock Class I supplies based on unitstrength reports submitted by the units theysupport. Currently, the supply point method isused to issue Class I items to supported units.See FMs 10-1 and 10-23 for more details onClass I supply operations.

Individual meals. Deploying units carry meals ready-to-eat (MREs), which are

generally the individual operational rations.They are best suited for intense levels ofcombat or when soldiers are in transit.Individual meals are used any time groupmeals are not feasible. Supplemented withfresh fruit and milk, they will sustain unitpersonnel until the capability to provide,prepare, and serve group meals is established.

Group Meals. Group meals are made up fromA-, B-, or heat-and-serve rations. They can beprepared by the heat-and-serve method (heat-

and-serve rations) or the full-scale, raw foodpreparation method using a combination of A- and B-ration components.

Classes II, III (Package), and IVClasses II, III (Package), and IV represent

a broad range of general supplies that are lessvisible than other commodities. Nevertheless,they contribute significantly to the support ofthe mission. Class II consists of items such asclothing, individual equipment, tentage,organizational tool sets and kits, hand tools,maps, and administrative/housekeepingsupplies and equipment. Class III (Package)consists of packaged POL products that can behandled in basically the same manner as drycargo. Class IV consists of fortification, barrier,and construction materials.

Class III (Bulk) SuppliesThe responsive supply of Class III (Bulk)

is critical to battlefield success. The seniorsupporting MMC centrally manages,controls, and allocates it in accordance withthe ASCC’s priorities. The operational-levelcommander, in coordination with the seniorCSS commander, is responsible for providingbulk petroleum to US land forces. Support tomultinational forces is based on establishedagreements.

Petroleum Operations. The availability offuel depends on the location of the theater ofoperations. If operations are in anindustrialized area, initial supplies may beobtained from HN or contractor support.Tanker ships will bring in subsequent suppliesthrough marine petroleum terminals. In anundeveloped area, Air Force aircraft may effectthe initial resupply. In these “emergency” typesituations, the fuel bladders may be dischargeddirectly into the operating units’ supportvehicles. As soon as practical, the Navy’soffshore petroleum discharge system willprovide bulk fuels in over-the-beachoperations. The Navy is responsible forproviding fuel to the high-water mark on thebeach. The Army then assumes responsibilityfor the fuel through its tactical petroleumterminals.

Petroleum Organization. The seniorpetroleum unit commander—the primarypetroleum distribution operator—is responsiblefor all aspects of theater-level petroleumdistribution and related supply operations.Distribution planning is the basis for the design,construction, and operation of the theaterpetroleum distribution system. The petroleumunit is also responsible for quality surveillanceand liaison with the senior supporting MMC aswell as with the supported multinational forces.It will distribute fuels based on ASCC-established priorities and senior supportingMMC directives. Stockage policy is covered in AR710-2. Additional information on petroleumoperations and organizations is in FMs 10-1 and10-67.

Distribution. Operational-level petroleumunits (petroleum pipeline and terminaloperating) will establish the petroleum supportbase for receiving, temporarily storing, andmoving fuels to the GS petroleum supply units.These units, located at the operational andtactical levels, deliver fuels to the divisionaland nondivisional SSAs. Movement mayinvolve various modes of transportation.Pipelines—the most efficient mode—will beused to deliver the product as far forward aspractical, usually to the division rear area. Airbases and tactical airfields are serviced bypipeline when feasible. Pipeline distribution issupplemented primarily by tank vehicles, with

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rail cars and barges being used when available.Figure 4-1 depicts Class III (Bulk)requirements and supply flow in a theater ofoperations.

Joint Petroleum Office (JPO). A unifiedcommander may establish a JPO to providestaff management of petroleum at the theaterlevel. Subarea petroleum offices (SAPOs) maybe established at the subunified command levelto provide in-country staff responsibilities forall services, More information on the JPO canbe found in DOD 4140.25-M.

Class VThe mission of the ammunition system is to

provide the right ammunition to the forcewhere and when needed. Providing thissupport to a CONUS-based force projectionforce in a new theater presents various newchallenges along with those associated with

supporting a forward deployed force. While thequantity and volume of stocks will likely be lessthan those required in the past, the enhancedlethality of our modern weapons systemsrequires that Class V be intensively managedto ensure availability and combat readiness.Additionally, the joint, coalition, andcontingency response nature of future militaryoperations requires that the supporting ClassV logistics system be highly tailorable,deployable, and flexible.

The ARFOR commander establishespriorities for theater Class V supplies, givingpriority to the most common and critical typesof ammunition. The highest level army MMC intheater coordinates the shipment and deliveryof stocks from CONUS in accordance with theCINC’s logistics support plan. Shipment will beby either surface ships or air delivery. Toimmediately support rapid deployment forces,initial shipment will likely be by air followed by

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AWR-3 ships and then surge shipping. TheARFOR and CINC logistics planners mustconsider total force ammunition requirementsin a contingency response environment whenplanning for the movement of stocks andsupport forces. The CINC cannot requestcontainerized ammunition for rapiddeployment and throughput unless sufficientcontainer handling units are in theater tohandle and reconfigure it. Ammunition supportinitiatives designed to improve logisticsprojection into and the sustainment of thetheater include:

•Ammunition accountability detachments(port)—small, rapidly deployable teams ofhighly skilled quality assurance specialists,ammunition surveillance, and LSEpersonnel whose mission is providing initialClass V management and accountability ataerial and sea PODs.

•Small rapidly deployable autonomousplatoon-size modular ammunition units,which can provide either container ornoncontainer ammunition lift support forthe force. If sufficient modular units aredeployed, a C 2 headquarters can bedeployed to realign these modular units intoa company-size element.

FM 9-6 details current ammunitiondistribution doctrine, which is a maneuver- oriented ammunition distribution system withpalletized loading system (PLS)(see Figure4-2). This system reflects full mature theatersupport with theater, corps, division, andbrigade formations in a linear battlefield,utilizing a combination of containerized andBB stocks, combat-configured loads (CCLs),and non-PLS and forward PLS distribution tocombat using battalions.

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Theater ammunition sources includeammunition basic loads (ABL), AWR3 afloat,AWR stocks, sustainment base productionstocks, and other sources such as compatiblemultinational force ammunition available intheater or shipped from OCONUS sites.

Ammunition Basic Load. The ABL is thosestocks carried by the forces and their organicequipment. Designated by the ASCC withineach unified command based on METT-T, itshould be sufficient to sustain operations untilsupply can be established. The two types ofABL are to-accompany-troops (TAT) —thatClass V that can be deployed directly with theforce—and non-TAT, such as high-explosivemunitions—that is, grenades, AT-4, mortarammunition—that, for safety or lift reasons,cannot be carried as the force deploys to thetheater.

Army War Reserve 3 Afloat. AWR3 afloatincludes ammunition preconfigured on logisticsships that is available for discharge into thetheater to provide rapid initial support to adeploying force.

Army Reserve Stocks. Pre-positionedassets are available on a regional basis asfollows:

•AWR.1 (formerly ARl) in CONUS consists ofAWRS and AWROP stocks only.

•AWR2 (formerly AR2 and POMCUS) inEurope consists of AWRS, AWROP, andAWRPS.

•AWR3 (formerly AR3) afloat consists ofAWRS, AWROP, and AWRPS afloat.

•AWR4 (formerly AR4) in the Pacific regionconsists of AWRS, AWROP, AWROPS, andWRSA-k.

•AWRPS-Korea is planned for the nearfuture.

•AWR5 (formerly AR5) in SWA Region willconsist of AWRS, AWROP, and AWRPS.

Sustainment Base Production Stocks.These are stocks that, if required, the CONUSindustrial base produces and ships into thetheater.

Note: Ammunitionby days of supply.

is no longer managedThe current reference

is combat load, which is measured by theamount of Class V a unit can carry intocombat on the combat weapons system.In the case of field artillery, the referenceis battalion load, which is the amount ofClass V that an artillery battalion canmove with its organic and armoredresupply vehicles and can upload onweapons systems.

Class VISales teams operating fixed-area facilities

and tactical field exchanges may establishessential post exchange (PX) services at theoperational and tactical levels of CSS. In theearly stages of war, essential exchange stocksmay be turned over to the theater supplysystem. The ASCC can request health andcomfort packages and female sundry packages,which will be issued gratuitously with Class Isupplies. Health and comfort packages containhealth and sanitation items–such astoothbrushes, toothpaste, and razors–andpersonal demand items. The female sundrypackages contain additional health andcomfort items for female soldiers. As thetheater matures and conditions permit,exchange activities can be established orexpanded and a wider variety of items can besold. Class VI items forwarded to the theaterare based on personnel strength figures. SeeFM 10-27 for more details.

Class VIIClass VII supplies consist of major end

items such as launchers, tanks, mobilemachine shops, and vehicles. Major end itemsare a final combination of end products that areready to use. They represent a low percentageof the total line items but a high percentage ofthe total dollar value of the Army inventory.Because of the high dollar cost and their overallimportance to combat readiness, major enditems are usually controlled through commandchannels; otherwise, the senior supportingMMC controls them. The requisitioning,distribution, maintenance, and disposal ofthese items are intensely managed at eachsupport level to ensure visibility andoperational readiness. Major items are

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controlled and distributed in accordance withcarefully developed theater distribution plansand directions. Figure 4-3 depicts Class VIIrequisition and materiel flow.

The intensity of future battles will produceheavy losses of both personnel and materiel.Weapon systems complete with on-boardspares, a basic load of ammunition, and atrained crew will have to be replaced quicklyand efficiently. This operation is referred to asweapons system management, which iscontrolled by an appointed weapons systemmanager (WSM), normally at the tactical levelof supply (division and corps). The operationallevel of supply (COMMZ) is responsible forissuing a weapon to the corps or division in aready-for-issue condition. All ancillaryequipment will have been installed, the vehicle

fueled, and basic issue items placed on board.The appropriate level WSM will, whenappropriate, link the ready-for-issue weapon toits basic load of ammunition and a trainedcrew, requiring the WSM to coordinatereplacements with personnel managers. Theready-for-issue weapon is now a ready-to-fightweapon system. More details on WSM are inFM 63-3.

Class VIIIUnits deploy to the AO with their combat

unit basic load (UBL). DS and GS units deploywith their ASLs. In all cases, stockage will beconsistent with the nature of the contingencymission, the threat, climate, geography, andother factors associated with the AO. SeeChapter 7 for more details.

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Class IXClass IX items—repair parts—consist of

any part, subassembly, assembly, orcomponent required in the maintenance orrepair of an end item, subassembly, orcomponent. They support the maintenance andrepair functions performed throughout thetheater on all materiel except medical.

The MMC at the appropriate level managesClass IX supplies. The degree of managementis generally proportional to the contributionrepair parts make to the operational readinessof the end items they are supporting, Items,such as major assemblies, that directly affectthe ability of the end item to operate in combatreceive particular attention. Another factoraffecting management is the item’s dollarvalue. Combat-essential and high-dollar-valueitems are intensely managed at all levels. Low-cost, noncombat-essential items may bemanaged within the established parameters ofthe automated systems at the various echelonsof supply, thereby allowing the manager toconcentrate on fewer items.

The operational level of Class IX supplyfocuses on providing a GS level of supply thatprovides a safety level for all repair parts and alevel of stockage for the items that will not besent to the theater via ALOC. Easing thesesupply requirements are the serviceable assetsthat GS maintenance repair of line replaceableunits will generate. These theater-generatedassets can offset the requirement to supportfrom the strategic level of supply.

ALOC cargo will arrive daily atpredetermined in-theater aerial ports. MostClass IX ALOC items will be delivered directlyto the requesting SSA, normally organic to amaintenance unit. The remaining Class IXALOC items will be delivered to a repair partssupply company at the GS level, either corps orEAC. Air-eligible Class IX support begins whenthe ALOC is established, but non-ALOCsupport—except for emergency situations—must await SLOC establishment. FM 10-1 andFM 10-27 contain additional information onClass IX supply. Figure 4-4 depicts Class IXrequisition and materiel flow.

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Class X SuppliesMilitary sources may provide some

supplies to the civilian population if theterritory’s resources are inadequate. Inaddition, civil agencies of the US governmentand private charitable organizations mayprovide supplies for civilian consumption thatmay or may not be distributed through militarychannels. Military forces may also be requiredto plan and provide humanitarian assistance tohost nations or other foreign countries. Thisassistance will require extensive coordinationwith the HN government to ensure thedevelopment and building of their nationalstructure. For details on CA supply, seeFM 41-10.

MapsUnclassified maps will be handled in the

same manner as Class H items. However, atthe GS level, supply units will requireaugmentation due to the volume of mapsreceived, stored, and issued. Requesting unitswill place demands on the supporting DSsupply unit and, if the requested maps are on

hand, the DS unit will issue them. If not, theDS supply unit will manually requisition thesupporting MMC. If the requested maps areavailable in theater GS stocks, the MMC willdirect their issue. Otherwise, a requisition willbe passed to the DMA, which provides standardmaps. Classified maps will be requestedthrough operational channels. Figure 4-5 depicts Classes II, III (Package), and IV andmap requisition and supply flow in a theater ofoperations.

WaterThe senior CSS planner on the ASCC's

staff develops the water distribution plan forthe theater and supervises the commander’spriorities and allocation procedures. Thesenior-level MMC monitors water prioritiesand allocation procedures and provides thecommander with supply information.

Water is a critical combat commodity thatmay require intensive management andcontrol. In addition to drinking and cooking, it

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is required for sanitation, construction,decontamination, and maintenance. Theamount of water required depends upon theregional climate and the type and scope ofoperations. Water purification is considered afield service function, and storage anddistribution a supply function.

In most regions of the world, surface wateris readily available and DS purification,storage, and distribution capabilities aresufficient. However, when well drilling isnecessary, the senior engineer command in thetheater will assist CSS personnel by locatingand then drilling in the most appropriateplaces. Divisional units have organic DSpurification, storage, and distributioncapability. Nondivisional units receive DSwater support from an echelons-above-divisionDS supply company that has purification,storage, and distribution capability. These DSunits provide support on a unit or area basis. In

those cases where surface water is readilyavailable, no GS water support is normallyrequired. Figure 4-6 depicts water supportoperations in nonarid regions.

In an arid environment, available watersources are limited and widely dispersed.Surface fresh water is almost nonexistent, andthe availability of subsurface water varieswithin geographic regions. This lack of watersources mandates extensive purification,storage, and distribution. GS water unitsprovide this capability. Once a suitable watersource is found, it must then be treated througha process of reverse osmosis before it becomes aroutine item of supply. For that reason, waterpurification has been identified as a fieldservice. Figure 4-7 depicts water supportoperations in an arid region. FMs 10-1 and10-52 contain additional information on watersupport operations.

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MAINTENANCE During the transition phase, all

maintenance resources are concentrated onrepair and return of systems to operationalcondition. Operational maintenance resourceswill be prepared to supplement and back upcorps units. The LSE and commodity facilities,equipment, and maintenance personnel thatare not moved forward will concentrate onrepair of major items and assemblies.

The fundamental principle of maintenancein a theater of operations is to minimize thetime required to return operational equipmentto combat forces by fixing items as far forwardas possible. This is accomplished by—

•Extensively using DS maintenance elementswith support teams and GS maintenanceelements to classify and repair items inforward areas. Collection and classificationcompanies inspect and determine theserviceability status of reclaimed combat-

damaged equipment and preserve anddispose of serviceable and unserviceableClass VII and IX and similar foreignmateriel. The integration of the LSE into themaintenance scheme will also provide a totalspectrum of maintenance, diagnostics, andrepair.

•Repairing by replacement—makingmaximum use of repairable and controlledexchange or cannibalization whenauthorized—at maintenance collectionpoints when repair parts are not readilyavailable.

•Performing only combat-essential repairswhen units are in contact and deferringother services until time and the tacticalsituation allow.

•Having the organization that can return theitem to a serviceable condition in the least

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time performdamage site.

repairs at the breakdown or

•Recovering damaged and failed equipmentas quickly as possible.Maintenance of critical systems will

normally be emphasized. Operationalmaintenance must be designed to support theinitial stages of an operation and, at the sametime, establish a base designed to perform themore detailed maintenance required as theoperational force matures.

The senior MMC manages maintenancecapabilities in the area of operations. It sendsmaintenance support teams (MSTs) forward toestablish forward repair activities. The MSTswork with tactical maintenance elements torepair forward, The LSE also sends MSTs toforward activities to form a seamlessmaintenance structure. The forward repair

FM 100-16

activities remove and evacuate componentsthat cannot be repaired forward back tooperational-level GS repair facilities. Thetheater maintenance support system is shownin Figure 4-8.

OPERATIONAL-LEVEL MAINTENANCE

At the operational level, the maintenancecapability is organized to provide DS and GSmaintenance to units in and passing throughthe COMMZ, to provide DS maintenancesupport to backup tactical-level organizations,and to provide GS maintenance support.Conditions imposed by the integratedbattlefield may limit formation of large,consolidated maintenance facilities that arevulnerable to attack. However, situations mayarise where clustering of some facilities maybe

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necessary and possible. Operational-levelorganizational principles for maintenancesupport are designed to-

•Conserve resources within the scope ofmission accomplishment.

•Have the survivability, mobility, andcommunications necessary to support on thebattlefield.

•Reduce the maintenance burden on forwardelements.

•Concentrate on rapid return of equipment tothe user and the supply system.

•Allocate critical maintenance skills tosupport requirements that contribute themost to operational availability.

•Balance the approach to total systemsupport and requirements determination.(Contaminated equipment will add to thetime assessment for repair.)

•Establish procedures to obtain maintenancesupport, as needed, from LSE or HNmaintenance organizations and civiliancontractors.

The appropriate MMC identifies materielon which repair efforts are concentrated.Maintenance units provide backup recoverysupport and coordinate the evacuation ofcustomer equipment that exceeds the DSU’srepair timelines, capability, or capacity.Normally, if the DSU cannot repair theequipment within a specified time, it istransferred to a supporting DSU, serviced by amaintenance support team, or evacuated to amaintenance unit in the rear. The seniorlogistics organization MMC may direct thatequipment be evacuated to a GS maintenanceunit in the COMMZ.

ELECTRONIC MAINTENANCEThe technical design and tactical

employment concept determine the CSSconcepts for air defense and surface-to-surfacemissile systems. Complexity varies amongmissile systems and demands system-uniquesupport structures for supply andmaintenance. DS maintenance is built on theprinciple of the MST and the base maintenancefacility. These maintenance assets areallocated and accompany the supported units

throughoutcommander’s

the theater, based upon thetactical plan.

GS and depot repair activities are alsolocated at operational level and providesupport to all missile DS maintenance units inthe theater. GS and depot maintenance providethe same basic functions and are addressed asone type of maintenance—GS and depot. GSand depot missile system maintenance unitsmaintain the theater ASL for all supportedmissile systems and provide missile partssupply for the theater. The LSE may alsoperform depot-level missile maintenance.

Missile systems have a high degree oftechnological diversity. The maintenancesupport must be specifically tailored for eachweapon system. Refer to FMs 9-59, 44-71, and44-94, and AR 750-1 for additional information.

SPECIAL MATERIELMAINTENANCE

Organic signal support units support theTSC(A)’s organic C-E/communications security(COMSEC) equipment. They provide DS andGS maintenance support to operating sites andmobile maintenance support teams to extendoff-site maintenance support capabilitiesforward to operating sites. The COMSEClogistics support facilities accomplishCOMSEC maintenance beyond the capabilityof the area maintenance and supply facilities(AMSFS).

Maintenance support to chemical unitspresents a considerable challenge to thelogistics planner. Low-density and uniqueequipment increase this challenge. NBCreconnaissance units equipped with the M93NBCRS (FOX) and the MM1 (massspectrometer) present additional maintenanceconsiderations. In the theater of operations, theM93, MM1, the protective mask, the validationsystem (M41), and the Biological IdentificationDetection System (BIDS) are contractorsupported.

AVIATION MAINTENANCEThe aircraft maintenance system uses a

three-level concept: aviation unit maintenance(AVUM), aviation intermediate maintenance(AVIM), and depot maintenance. Each aviationunit is responsible for performing AVUM on itsassigned aircraft, including organizational-

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level aircraft system and subsystemmaintenance and servicing, combat emergencytemporary battle damage assessment andrepair (BDAR), and aircraft recovery andevacuation.

Divisional and nondivisional AVIM unitsprovide a one-stop or intermediate level ofmaintenance between the operating units(AVUM) and depot. Nondivisional AVIM unitsare employed on an area basis and assigned tothe appropriate (tactical or operational) levelCSS organization. AVIM units are tailored tosupport specific aviation organizations,normally those assigned to a specific aviationbrigade or group. Because AVIM units aretailored to support the mix of aircraft in anaviation brigade, they mirror the changes inthe aircraft density/type that occur within thetheater over time. An AVIM unit designed tosupport a specific aviation brigade cannot beemployed to support a different aviationbrigade without risk of serious disconnects inmanpower and equipment. Current aircraftfielding plans for the air assault division, corpsaviation brigade, and operational-levelaviation structure have sufficient aircraftdensities to require support from an AVIMbattalion. An AVIM company supports otherdivisions and unique aviation requirements.AVIM units are responsible for—

•Specific repairs on aircraft systems andsubsystems for return to user.

•Repair of certain assemblies, components,and parts for return to stock.

•Quick-response maintenance support,technical assistance through the use ofmobile maintenance support teams, andbackup AVUM, BDAR, and aircraft recoveryand evacuation.

An aviation assistance team or an aviationclassification and repair activity depot(AVCRAD) may provide the maintenancesupport above AVIM in theater. The AVCRADprovides selected depot-level support andbackup AVIM within the theater. Shouldoperational-level activities require Armyaviation support, an operational-level AVIMorganization will be assigned; however, theoperational mission may be inconsistent withthe mission for which the AVIM wasspecifically designed. When appropriate,

alternatives may include assigning the missionto the LSE AVCRAD, contracting withcommercial maintenance facilities, or makingcross-service arrangements.

As with ground equipment structures,aircraft depots perform major and overhaultype maintenance on end items andcomponents for return to the supply system.Refer to FM 1-500 for additional aviationmaintenance information.

MARINE MAINTENANCE A marine maintenance capability may be

required to support deployed watercraft. Thiscapability must be located afloat or at water’sedge. A DS maintenance capability for allwatercraft is integrated into organic unitmaintenance, with exception of the hovercraftunits, which have organic DS/GS capability.Floating craft maintenance elements of thetransportation group provide GS maintenanceto all other Army watercraft. The owning unitwill normally recover watercraft. Evacuationwill be by specialized watercraft, such as thelarge tug. Depot-level maintenance may beobtained through the LSE.

RAIL MAINTENANCEThe Army’s rail maintenance capability is

limited. Therefore, rail units will performlimited maintenance and repair of track,bridges, buildings, and structures of a railwayarea. Railway equipment maintenancecompanies will inspect, providing servicing andrunning repairs to diesel-electric locomotivesand rolling stock. The HN, under MOU orMOA, or a commercial contractor will providerail assets, recovery, evacuation, and majorrepairs.

AIRDROP EQUIPMENTMAINTENANCE

An airdrop equipment repair and supplycompany, located in the airborne corps and atthe operational level of CSS, performs airdropequipment maintenance—technicallyclassified as a field service. In the airbornecorps, this unit provides GS supply support andDS/GS maintenance support of airdropequipment—such as personnel parachutes,cargo parachutes, suspension slings, andairdrop platforms—in support of the multiple

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airdrop support units organic to the airbornecorps—such as the airborne division airdropequipment support (AES) company, theairborne corps AES company, and the lightairdrop supply company. At the operationallevel, this company provides similar support tothe operational-level heavy airdrop supplycompany and to the light airdrop supplycompany in each corps (other than theairborne). This company responds to theappropriate level MMC for both supply andmaintenance. Additional information onairdrop equipment maintenance is in FMs 10-1and 10-500-1.

INTELLIGENCE AND ELECTRONICWARFARE (IEW) MAINTENANCEMilitary intelligence (MI) units are

equipped with low-density and classifiedintelligence collection, processing, anddissemination systems requiring specializedmaintenance and components. Thesustainment challenge is to employ logistics(maintenance) to support subordinate unitsthat are widely dispersed forward in the mainbattle area but are not attached to themaneuver unit in whose area they areoperating.

Currently, maintenance of IEW equipmentis performed within the four-tiered system:unit, DS, GS, and depot. However, due to thetransformation from a forward deployed to aforce projection Army, MI is moving toward thetwo-tiered field and sustainment system withthe rest of the Army. Unit and direct supportare under the field tier; the sustainment tierincludes GS and higher. The goal is rapidrepair as far forward as tactically feasible. Dueto low-density and different generations of IEWequipment in the field, the transition from fourto two tiers will not occur at the same rate foreach type of equipment.

The MI commander is responsible for bothunit and DS-level maintenance of IEWsystems/equipment, GS and depot-levelmaintenance organizations performmaintenance and repair of these systems/equipment that exceeds the capability of theMI commander’s organic assets. In keepingwith the concept of forward support, unitmaintenance teams attempt to repair IEW

equipment as far forward as possible to reducethe time required to return the equipment tothe mission.

GS-level maintenance is accomplished offsite at semi-fixed and fixed facilities. At thislevel, maintenance soldiers repair defectivecircuit card assemblies and modules, Battle-damaged boxes (end items) may also berepaired if repair cannot be accomplished atlower level maintenance. The decision to repairthe component, return it to the depot, orcategorize it as uneconomic to repair dependson cost analysis. Depot-level maintenance isperformed at fixed facilities and supports thesupply system. While normally productionoriented, the LSE provides the flexibility andcapability to project forward depot repair andbelow.

IEW logistics planners must contend withthe following challenges that are in some wayspeculiar to IEW equipment:

•Beyond the year 2010, MI will conductoperations utilizing equipment that coversthree generations of technology. The IEWlogistics manager must be able to supportall of these equipment variants as they existin the inventory. Failing this, certain itemsmust be identified as nonsupportable andremoved from the inventory so that scarceresources will not be diverted tononproductive ends.

•Combined with low-density equipment, theper-unit cost of most repair parts andcomponents for IEW equipment is higherthan for normal Army items purchased ingreater numbers, regardless of complexity.This lends urgency to the requirement tointensively manage both end items andsupport packages from the strategic to thetactical level of logistics.

•For some systems, technical competence torepair/replace may only exist at the originalequipment manufacturer (OEM) level. Asthe technological levels attained arecontinually rising, more and more IEWequipment will be nonreparable or evennondiagnosable at the unit or perhapsanywhere below the OEM level. This willlead to disposing of equipment withoutrepair or direct exchange with themanufacturer.

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AUTOMATION MAINTENANCEAutomation is a critical factor in providing

logistical support to ARFORs. Sustainmentoperations addressing supply, maintenance,and transportation rely extensively on a seriesof microcomputers and minicomputers andassociated software. Medical automationmaintenance management is discussed inChapter 7.

At the operational level, the corps/theaterautomatic data processing (ADP) service center- phase II (CTASC-11) is allocated to theappropriate level MMC and movement controlagency (MCA) to support logistics operations.In these and other units, such microcomputersas the personnel computer—commercial off-the-shelf (PC-COTS) provides support oflogistics systems. At unit level, for example, themotor pool commercial hardware is focused tosupport unit-level logistical functions. CTASC-11, the Tactical Army CSS Computer System (TACCS), and commercial hardware providethe bulk of automation support.

The CSS automation management offices(AMOS) located in the senior CSSorganizations provide support for the softwaresystems operating on the microcomputer. Theycoordinate the installation andsynchronization of the standard Armymanagement information systems (STAMIS),along with assisting units with CBSautomation planning.

Military or contractor personnel performon-site DS/GS maintenance on computerhardware or it is evacuated to a DSmaintenance facility. Civilian contractorsprovide most of the maintenance support.

TEST, MEASUREMENT, ANDDIAGNOSTIC EQUIPMENT (TMDE)

MAINTENANCEDuring the transition phase, USAMC

provides theater TMDE maintenance andcalibration support, which is controlledthrough the LSE. Operational control of the in-theater TMDE calibration and repair supportcapability may pass to the ARFOR commander.Command of TMDE support activities remainswith USAMC. This service provides for one-step calibration and repair of general-purposeTMDE and calibration of selected special-purpose TMDE to ensure the proper degree of materiel readiness. Refer to AR 750-43 formore information.

Mobile TMDE support teams are attachedto deployed corps elements. Additional teamsdeploy with operational-level maintenanceunits as required. The maintenance companyprovides calibration and repair support toTMDE on a mission-critical/priority basis.

FIELD SERVICESQuartermaster specialists serving in a

variety of units in forward and rear areasprovide field services that cover many variedservices and functions. Military personnelprovide the preponderance of field services atthe tactical level, with HNS or contractorsproviding only a very limited amount.Conversely, at the operational level, HNS orcontractors provide a great deal of field servicesupport. In the past, bakery and salvage wereclassified as field services. This is no longer thecase since field bakeries will no longer be in theforce. Bakery products will be issued throughthe supply system (pouch bread) provided byHNS or civilian contract, and field feedingequipment can produce a very limited quantityof baked goods. Salvage is simply a function of

supply and will be discussed in the appropriatesupply publications. Field feeding and waterpurification have been recently added as fieldservice functions.

Field services are required for health,sanitation, welfare, and morale of the force. Inthe past, field services were divided intoprimary and secondary classifications. This isno longer the case. Instead, the decision as towhich of the field services is more critical is leftto the ASCC in the theater. The ASCCinfluences priorities through the Total Armyanalysis process and through the time-phasedforce deployment list. Field services consist offield feeding; mortuary affairs; airdrop—including parachute packing, air itemmaintenance, and airdrop rigging for both

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initial insertion and resupply operations;laundry, shower, and clothing and light textilerepair; water purification; and Force Provider.

FIELD FEEDINGUnit commanders are ultimately

responsible for the overall field feedingoperation. The three main elements in theArmy field feeding system (AFFS) are thefeeding standard, rations, and the area feedingconcept.

The Feeding StandardThe AFFS feeding standard is that soldiers

will be fed three quality meals daily, to includeone A/B meal per day, depending on METT-T.Deploying units will initially consume MREs.As quickly as practical, the standard willchange to allow soldiers to consume a variety ofgroup feeding rations.

RationsRations are packaged as individual meals

or group meals. The MRE is the generalindividual ration. It is supplemented with theindividual ration heating device. It may also beheated by using the new mounted water/rationheater for vehicles. Group meals (A-, B-, andheat-and-serve rations) are best used whenunits are located in more stable or uncontestedregions. Bread or bread-like components areessential components of AFFS. When using theMRE, pouch bread will be the primary source.It will always be the initial bread source in thetheater of operations. As tactical and logisticalsituations permit, HNS or commercial vendors(contracted) may provide fresh bread.

Area FeedingFeeding schedules are based on established

operations orders and timelines established bythe commander. When units are operating inan area with no food service capabilities, theywill either subsist on MREs or be serviced byother units in the area. Before the latter willoccur, careful coordination must ensure thatadequate rations are available through thesupply system.

MORTUARY AFFAIRSThe American public expects, as a tenet of

faith, that the Army will take proper care of

deceased personnel.Program is a broadly

The Mortuarybased program

Affairsused by

the military services to provide the expectedlevel of care for deceased personnel. Theunified commander develops implementationplans based on joint staff policy, the forcestructure, and doctrine.

The Mortuary Affairs Program consists ofthree subprograms: the current death, gravesregistration, and concurrent returnsubprograms. The current death subprogramprovides full mortuary services for permanentdisposition of remains and personal effects. Itoperates around the world in peacetime. It maycontinue in areas of conflict depending on thelogistical and tactical situations. The gravesregistration subprogram provides for search,recovery, initial identification, and evacuationof remains for temporary interment. Theconcurrent return subprogram provides forsearch, recovery, and evacuation of remains toa mortuary. It provides for the positiveidentification, embalming, and disposition ofremains as directed by the next of kin. TheCINC decides which of these subprograms willbe used. Figure 4-9 depicts the threesubprograms. Regardless of the subprogram ineffect, remains are evacuated through a seriesof collection points located throughout thetheater. If no temporary cemeteries ormortuaries are located in the theater, allremains will be processed through the theatermortuary evacuation point for evacuation to aCONUS port-of-entry mortuary. FMs 10-1,10-63, and 10-63-1 contain additionalinformation on mortuary affairs.

AIRDROPThe three types of specialized airdrop

support units/companies that provide this fieldservice are:

•Airdrop equipment support companies—airborne division and airborne corps.

•Airdrop supply companies—a light companyat the corps tactical level; a heavy companyat the operational level.

•Airdrop equipment repair and supplycompanies—one in the airborne corps andone or more at the operational level of CSS.

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Airdrop equipment support companies provided at the tactical and operational levelsprovide support to an airborne insertion. Thisentails packing parachutes (personnel/cargo),rigging loads for airdrop, and performingorganizational maintenance on the unit’sairdrop equipment. Airdrop supply companiesprovide airdrop resupply support to the force,primarily to combat units engaged in thevicinity of the FLOT. Airdrop equipment repairand supply companies provide DS/GS supplyand maintenance support in support of otherairdrop support units. Airdrop responsibilitiesat the operational level are to provide backupairdrop resupply support and airdropequipment supply and maintenance support totactical-level airdrop units.

LAUNDRY, SHOWER, CLOTHING, ANDLIGHT TEXTILE REPAIR

The need to provide the soldier with clean,serviceable clothing and a shower has longbeen recognized as essential for hygiene andmorale purposes. This field service will be

of CSS. The standard is to provide at aminimum a weekly shower to each soldier and,also on a weekly basis, to launder, make minorrepairs, and return his own individual clothingto him within a 24-hour period. The weeklyshower is even more important if individualshave had to wear NBC defense clothing for anylength of time. This field service will beprovided only in the DS mode. At the tacticallevel this support will be provided almostexclusively by field service units; at theoperational level, by a mixture of field serviceunits, HNS, and civilian contract. If a laundryand renovation GS capability is required, itmust be provided from HNS or civiliancontract. More information on laundry andshower support is in FM 10-280.

WATER PURIFICATIONWater purification capabilities are found at

both the DS and GS levels. When the need forwater for decontamination is critical,

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reprioritizing it from such sources as laundryand bath may become necessary in order totemporarily meet needs. Purified water entersthe GS water distribution system from onshoreor offshore purification points. GS waterpurification teams and detachments operatethese purification points using reverse osmosiswater purification units (ROWPU). Purifiedwater is stored in collapsible fabric tanks at abase terminal storage facility. It is distributedto other terminals in the operational level andto the tactical level by the Tactical WaterDistribution System (TWDS) or semitrailer-mounted fabric tanks (SMFT). The waterassets at the operational level come under the

C2 of the petroleum group; at the tactical levelthey come under the corps support command(COSCOM). When the GS water system isimplemented, both corps and division requireaugmentation with additional storage anddistribution capability. Additional informationon water purification is discussed under watersupply earlier in this chapter and in FM 10-1,FM 10-52, and FM 10-52-1.

FORCE PROVIDERForce Provider (see Figure 4-10) is an air-

transportable, modular collective supportsystem that provides creature comforts rarely

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enjoyed by Army combat soldiers. It iscontainerized for easy air-land-sea transport,modular for operating in various tacticalenvironments, mobile to follow troopmovements, and offers a variety of services toimprove soldier quality of life. Troop units canbe rotated into Force Provider rest and refit,including hot meals and showers, laundryservice, environmentally controlled tents, anda variety of morale, welfare and recreationactivities. This concept supports a myriad ofmission profiles, including soldier rest andrefit, convoy support, theater reception, andintermediate staging base operations. Force

Provider can also be used to supporthumanitarian aid and disaster relief missionsand peacekeeping operations.

Individual Force Provider modulessupporting up to 550 soldiers can be combinedto support brigade-size forces up to 3300soldiers. Operated by a quartermaster ForceProvider company, it includes organic powergeneration, water/waste distribution systems,and fuel storage. External transportation andwater and engineer support are required to setup and operate Force Provider, which usesmodern air-conditioned Army TEMPERs as itsbasic building block.

RECOVERY AND EVACUATIONThe first step in the recovery process is During operations in an NBC environment,

battle damage assessment (BDA) and repair. materiel is decontaminated to the extentDamaged equipment that cannot be repaired in required to minimize exposure and providethe combat zone will be evacuated to an echelon timely recovery and evacuation. Equipment iscapable of repairing it within an acceptable identified and clearly marked as to the type,time frame. Serviceable and unserviceable extent, and date of contamination.equipment not required in the CZ will beevacuated to the collection and classification CC personnel will report the damaged(CC) company or cell of a senior CSS equipment to a commodity manager in theorganization. Recovery within the operational senior CSS organization MMC, which willarea will be to the most secure site where accept accountability and provide instructionsrepairs can be made and items returned to to the CC to ship items to the DRMO, aservice. cannibalization point, or CONUS.

ARMY OIL ANALYSIS PROGRAM The objectives of the Army Oil Analysis

Program (AOAP) are to improve operational The program objectives and policies arereadiness of equipment, promote safety, detect outlined in AR 750-1.potential failures, and conserve petroleum

resources by using on-condition oil changes.

CONTRACTING US forces are deployed on a contingency services. Contracting for supplies and services

basis throughout the world in support of vital can improve response time during the criticalnational interests. These contingency early stage of a deployment, freeing airlift andoperations involve military and other public or sealift for other priority needs. It can fulfill allallied elements. The G4/S4 determines of the following requirements that US forceswhether to fill a supply or service requirement would otherwise fill:by using the military supply system, HNS, theLOGCAP, or contracting. Contracting can be •Supplies: Class I, II, III, IV, IX (limited), andan essential tool in support of these missions. water.

Properly used, contracting is an effective •Services: Labor, mortuary (within specificCSS force multiplier for deployed forces. It can parameters), laundry, shower, waterincrease existing CSS capability and provide a purification, dining facility sanitation, andnew source for critically required supplies and port operations.

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•Other: Billeting, transportation, copying,maintenance and repair, equipment leasing,access to communication networks,temporary real property leasing, andlimited minor construction.

Close cooperation and coordination withfinance, CA elements, and the USACE areessential.

The operational situation determines whencontracting personnel will deploy. In mostcontingency scenarios, an advance element ofcontracting personnel—along with supportingfinance, resource management, and legalpersonnel—should precede the arrival of themain body of contracting elements. Theseelements—part of the various CSSheadquarters involved in the operation—willbe composed of warranted contracting officersand contracting support personnel. Thecontracting element at each command levelderives its contractual authority from theAssistant Secretary of the Army (Research,Development, and Acquisition) through thehead of contracting activity (HCA)—typicallythe MACOM commander. Ordering officers,although not a part of the contracting element,can purchase specific supplies or serviceswithin limits specified by the ordering officerappointing authority or by regulatoryguidance. Finance units, while working closelywith the contracting element, will beindependent. The headquarters fielding thecontracting element or the next higherheadquarters containing a staff judge advocate(SJA) office will provide legal support.

JOINT OPERATIONSRecently, Army forces have deployed as

part of joint operations supportingcontingencies in immature theaters. The trendof world events suggests such operations willreoccur, requiring the creation of jointcontracting elements staffed by personnel fromall services operating in the theater. A jointcontracting office will normally be establishedby the theater or, if less than a theater, thehighest level organization deployed. The Armyportion of the joint office may include some orall warranted Army contracting officers in thetheater. If separate services maintain parallelcontracting organizations, cooperation andcoordination among the service elements are

essential to preclude interservice competitionfor local supplies or services, to obtain moreadvantageous prices through consolidation ofrequirements, and to more effectively utilizescarce personnel resources.

PREDEPLOYMENT PLANNING Prior to deployment, contracting

organizations at all levels should establish acontracting support plan (CSP) and maintaincontracting support kits. Unplanneddeployments do not preclude planning for theirsupport. Planning helps perfect themechanisms and organization required toaccomplish support with a minimum of time oreffort.

Contracting Support PlansThe CSP is the mechanism for planning. It

begins at the unified or specified command andis incorporated in each successive lower level ofcommand. Through the CSP, the MACOM/ASCC assures that contracting plans andprocedures are implemented, reviewed, andcarried out. The CSS unit commander approvesthe plan, which assures that HNS andLOGCAP resources are fully utilized and thatcontracting solutions are considered in CSSplanning for contingency deployments. EachMACOM/ASCC should assure that seniorsubordinate commands have a CSP to coverprobable deployments of supported forces.Forces with requirements that may be metwith HNS, LOGCAP, or contracting supportmust be made aware of the CSP and help thesupporting contracting element developprocedures and plans to cover variouscontingencies. The supporting elementprovides copies of approved CSPs to supportedactivities, units, and functions. As a rule, theplan should include/address:

•Security and quality control aspects ofcontracting, including inspection of goodsreceived to insure against sabotage,poisoning, and other terrorist-style actions.

•Planning for contract requirementsestablished by the unit (or units) supportedunder various contingences.

•Designating, deploying, and augmentingcontracting elements and finance units.

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•Contracting procedures,deviations during various

authorities, andcontingencies.

•Developing, maintaining, and usingcontracting support kits tailored for asmany deployment locations and situationsas possible.

•Operating procedures and responsibilities ofcontracting officers, ordering officers,contracting officer representatives, financeand accounting officers, and requiredactivities during various contingencies.

•Participating in site surveys and exercisesand conducting contingency contractingtraining.

•Ensuring that contracting and financesupport are included in contingencyOPLANS.

Contracting Support KitsEach contracting element will set up and

maintain contracting support kits containingenough required forms, general supplies, andequipment to support a contracting officer for apredetermined time at a remote deploymentlocation. In addition, separate data bases for asmany potential deployment locations aspossible may be developed. Both the basic kitand the data base for the specific deployment

area will be taken with the contracting team.Data bases may include area studies, locallydeveloped CSS support data, andrecommendations from State Departmentforeign service personnel. Information alsocomes from US civilians or others familiar withthe area. A thorough knowledge of existingLOGCAP and HNS agreements available inthe area of operation is also necessary.Contracting element personnel mustcontinually update this information. Help fromsupporting finance and CA units should beobtained.

TRAININGUnit contracting officers may work in the

directorate of contracting (DOC) at theirinstallations to maintain qualifications ascontracting officers and proficiency incontracting laws and procedures. In order toremain responsive to their units’ requirementsand procedures, they should participate in fieldexercises and training with their parent unit,including operational and CSS planning andexecution. They also will cooperate with G4 andother staff elements to assure coordinatedpreparedness for deployment. Additionalinformation on contracting for the Army in thefield is in the Army Federal AcquisitionRegulation Supplement Manual No. 2.

FORCE RECEPTION AND ONWARD AND SUSTAINMENT

Operational-1evel CSS commanders,support elements, and advance parties forincoming units must ensure that augmentationforces are rapidly equipped and deployed todesignated marshaling areas. The ASCC isresponsible for receiving, equipping, andhelping deploying units achieve an operationalreadiness posture.

As designated by the ASCC, elements ofthe senior CSS organization will providesupply, maintenance, and life support. Thesenior MCA will coordinate Armytransportation and HN lift capabilities andmovement assistance. The ASCC assumesoperational command of all deploying US Armyforces as they arrive at theater PODS. TheAR FOR commander designates specific

MOVEMENT

elements to provide the following CSS supportand services for each arriving ARFOR:

•Reception services at the POD. The unitadvance party will coordinate requirementsfor reception services and designateactivities to perform them with the ARFORorganization staff prior to arrival of themain body.

•Essential supplies and services until theunit achieves a normal operational posture.

•Supply support, including Classes I, II, III,IV, V, VIII, and IX relative to those unitsdrawing pre-positioned supplies andequipment.

•Emergency medical, dental, and veterinaryservices.

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•Maps.•Reinforcing DS maintenance, recovery, andevacuation services.

•Troop facilities within existing resources.•A single point of contact—marshaling areacontrol group commander—for deployingunits.

•Limited communications services—radio,teletype, and FM radio--at each designatedmarshaling area site.

•Appropriate tie-down materials for securingloads on modes of transportation for onwardmovement.

•Essential administrative services until theunit achieves normal operational status.

•Coordination of all HNS services.•Programmed and coordinated transporta-tion support, movement instructions, andmovement assistance.

•Replacements for units arriving in theaterwith critical personnel shortages.

When the ARFOR commander determinesthat deploying forces are fully operational, hesubmits a readiness report to the ASCC. TheARFOR commander issues movement orders orother guidance for support along the LOC. TheASCC continuously monitors ARFOR arrivalsinto the theater through the reception andequipping phase and as they move to theirdesignated staging and operational areas.

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