conventional ammunition unit operations - fm 9-38

8/2/2019 Conventional Ammunition Unit Operations - FM 9-38

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C H A P T E R 1

O R D N A N C E

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

This chapter describes the types of ammunition units and the roles they play in conventionalammunition unit operations. It includes explanations of missions, capabilities, support orga-

nizations, and organizational structures.

CONVENTIONAL AMMUNITIONORDNANCE COMPANIES

US ammunition units provide Class V support inboth GS and DS roles. The GS ammunition companyprovides support to EAC, corps, and divisions. TheDS ammunition company is a corps asset. It provides

support to divisional and nondivisional corps organi-zations. It is normally assigned to a CSB under aCSG.

GS and DS ammunition companies provide ClassV support throughout the theater of operations fromthe theater storage area (TSA) in the communicationszone (COMMZ) to the ATP in the division supportarea (DSA). These companies are organized under theL-series TOE. They can be task organized to meettemporary support requirements. These units provideresponsive Class V support to deployed US forces any-where in the world. The mission, the capabilities

(based on TOE at 100-percent strength and operatingat Level 1), and the support organizations peculiar toeach company are described in the text that follows.The basic organizational structure described later inthis section is the same for the GS and the DS com-pany.

ORDNANCE COMPANY, AMMUNITION,CONVENTIONAL, GENERAL SUPPORT(TOE 09488L000)

Mission

The mission of the GS company is to establish andoperate a corps storage area (CSA) or a TSA respon-sible for the receipt, storage, rewarehousing, shipping,

and issue of ammunition. The CSA has the additionalmission of building CCLs.

Capabilities

Based on a 24-hour-a-day operation at Level 1, theGS ammunition company provides a daily lift capabil-ity of about 5,300 short tons (STONs), assuming a50-percent mix of containerized and breakbulkammunition. STONs are used in ammunition opera-tions because their weight (2,000 pounds) is easier tocalculate than long tons (2,240 pounds). The companycan perform DS maintenance and limited modifica-tion of ammunition and its components. The

company can also perform emergency destruction ofammunition. Individuals of this company can help thesupporting military police (MP) company, or othersupporting physical security forces, in the coordinateddefense of the area or installation. A GS company canperform unit maintenance on all organic equipment.

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Support Organizations

The GS ammunition company depends on the fol-lowing organizations for support:

At the theater level, the headquarters and head-

quarters company (HHC) of the ordnanceammunition group or the ordnance ammunitionbattalion is used for C

2, technical direction, and

administrative support. Refer to Figures 1-1 and1-2 for organizational diagrams of these groups.

At the corps level, the HHCs of the CSG and theCSB are used for C

2

, technical direction, andadministrative support. Refer to Figures 1-3 and1-4 (page 1-4) for organizational diagrams ofthese units.

Appropriate elements of the Theater Army AreaCommand (TAACOM) or corps support com-

mand (COSCOM) for medical, religious, legal,financial, personnel, and administrative supportservices.

A signal brigade for area communications sup-port.

The corps, TAACOM, or theater materiel man-agement centers (MMCs) for Class Vmanagement.

Engineer units for site preparation and sitemaintenance beyond the companys organic

Corps and theater transportation assets for themovement of ammunition stocks (movementcontrol center [MCC] or movement control team[MCT]).

Explosive ordnance disposal (EOD) units

(TOE 09527LA00) for EOD support,An MP heavy-security company for externalsecurity (TOE 19497L000).

ORDNANCE COMPANY, AMMUNITION(MOADS), DIRECT SUPPORT(TOE 09483L000)

Mission

The mission of the DS ammunition company is toestablish and operate three dispersed ASPS and toestablish and operate one ATP under the direction ofthe division ammunition officer (DAO). This com-pany is responsible for the receipt, storage,rewarehousing, combat configuration, shipment, ret-rograde, and issue of ammunition from the ASP.Receipt, issue, and retrograde operations are con-ducted at the ATP. Refer to ST 9-38-1 for additionalinformation on ATP operations. There are threeATPs in the brigade support area (BSA). These ATPsare attached to and operated by the supply companies

capability. of the forward support battalion (FSB).

Figure 1-1. Conventional ammunition ordnance group (DS/GS) (TOE 09662L000).

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Figure 1-2. Conventional ammunition ordnance battalion (DS/GS) (TOE 09666L000).

Figure 1-3. Corps support group (TOE 63422L000).

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Figure 1-4. Corps support battalion (TOE 63426L000).

Capabilities

At Level 1, this company can provide three ASPSwith a total daily lift capability of about 2,100 STONsand an ATP with a daily lift capability of about 970STONs. The company can perform DS maintenance

and limited modification of ammunition and its com-ponents at the ASP site. It can also performemergency destruction of ammunition. Individualsfrom this company can help in the coordinateddefense of the area or installation. A DS company canperform unit maintenance on all organic equipment.

Support Organizations

The DS ammunition company depends on the fol-lowing organizations for support:

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The HHC of the CSG or CSB for C2, technical

direction, and administrative support. Refer toFigure 1-4 for an organizational diagram of thisunit.Appropriate elements of the COSCOM for medi-cal, religious, legal, financial, personnel, andother administrative support services.A signal brigade for area communications sup-port.A corps materiel management center (CMMC)for management and movement of Class Vstocks.

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An MP heavy-security company for externalsecurity (TOE 19497L000).

Engineer units for site preparation and sitemaintenance beyond the companys organiccapability.

Corps transportation assets for the movement ofammunition stocks.

EOD units (TOE 09527LA00) for EOD support.

DAO representative for operational C2manage-

ment of ATP operations.

Logistical support (petroleum, oils, and lubri-cants [POL], maintenance, subsistence, medical,security, and so on) for the DS ATP will be pro-vided by division rear base-cluster units asdirected by the division support command(DISCOM) DAO in coordination with the DSammunition company commander.

ORGANIZATIONAL STRUCTURE

As stated earlier in this section, the organizationalstructures of the GS and DS ammunition companiesare basically the same. A functional description ofeach section follows. Diagrams of the individual com-panies are shown in Figures 1-5 and 1-6.


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Figure 1-5. Conventional ammunition ordnance company (GS) (TOE 09488L000).

Figure 1-6. Ammunition ordnance company (MOADS) (DS) (TOE 09483L000).

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Company Headquarters

The company headquarters section performs C2

functions. It ensures that standing operating proce-dures (SOPS) are adequate and comply with thedirectives and policies of higher headquarters. It pro-

vides administrative support, unit supply, and foodservice facilities for the company.

Control Section

The control section coordinates and manages mis-sion activities to include supply and maintenanceoperations. It prepares and maintains ammunitionaccountable records and reports and operates thecommunications center. It provides the ammunitionsupply platoon with directives for shipments, issues,receipts, rewarehousing, retrograde, and storage ofClass V materiel. It provides the appropriate MMC

with information on transactions that affect ammuni-tion stocks at the ASP. The control section of the DSammunition company provides a point of contact forthe DAO on the status and support requirements,including transportation assets of the DS ATP.

Quality Assurance/Quality Control Section

The quality assurance/quality control (QA/QC)section ensures that all ammunition operations in theunit are conducted properly and safely. The QA/QCsection inspects ammunition and reports directly tothe battalion commander. The section collects,records, files, and disseminates QA/QC data, reports,

and Class V serviceability records.

Maintenance and Service Platoon

The maintenance and service platoon has threesections. The headquarters section plans and directsthe activities of the platoon. The maintenance sectionperforms organizational maintenance on organicequipment and operates both the unit motor pool andthe POL storage and dispensing facilities. The servicesection provides engineer equipment, POL vehicles,specialized equipment, operators, drivers, and special-ists necessary to support the operation of the supply

facilities.Ammunition Supply Platoon

The ammunition supply platoon has four sections.The headquarters section directs all receipt, storage,rewarehousing, retrograde, shipment, and issue opera-tions, including ammunition preparation. The forkliftand crane sections are responsible for ammunitionreceipt, storage, rewarehousing, shipment, retrograde,and issue actions involving their equipment. The

technical support section performs DS maintenance,provides technical assistance, destroys ammunition,conducts inventories, and packs, crates, and bandsstocks.

Ammunition Transfer Point Section

The ATP section (MOADS DS company only)operates an ATP in the DSA. Its mission is to provideammunition support to corps and division units oper-ating in its sector, as directed by the DAO. Refer toST 9-38-1 for further information.

WARTIME HOST-NATION SUPPORTAMMUNITION UNITS

This section implements STANAG-2135,Procedures for Emergency Logistics Assis-tance.

WHNS is a critical element of the ammunitionsupport structure. In a theater of operations and thecorps rear, WHNS ammunition units may supplementsome US ammunition units. STANAGs detail howhost-nation support (HNS) units operate, the supportthey provide, and how they interface with the USammunition support structure. For more details, refer

to FM 9-6. WHNS units provide Class V support in aGS role based on geographical location. WHNS freesUS assets and allows more flexibility by assigningthese assets to other missions and theaters, thus gen-erating more combat power. Personnel working inthese WHNS units may be active military and/ortrained civilian personnel who have been converted toreserve status under the mobilization agreements. Themilitary support structure includes battalion and reg-imental operational levels. Under STANAGs, WHNSpersonnel remain under the command of the WHNSauthorities when hostilities break out. Refer toFigure 1-7 to see how WHNS units and US units

interface.In order to sustain US forces properly, coordina-

tion and management of WHNS ammunition unitoperations are performed by CLTs. These CLTs areorganized to perform stock control, inventory andstock status reporting, coordination, and QA/QCfunctions only. For TOE purposes, these CLTs aredivided into three categories; the ordnance battalion,the ordnance company, and the ammunition account-ability team (AAT).

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Figure 1-7. Interface between WHNS units and US units.

ORDNANCE BATTALION, AMMUNITION(WHNS) (TOE 09574LA00)

Mission

The mission of the TOE-designated ordnance bat-talion is to provide C2 for assigned ammunitioncompanies (TOE 09574LB00). Organizational dia-grams of the battalion and company are given inFigure 1-8, page 1-8.

Organization

This battalion is usually assigned to a CSG butmay be assigned to a TAACOM ammunition group.The battalion depends on the COSCOM or TAACOM

for religious, legal, medical, financial, and personnelsupport services.

ORDNANCE COMPANY, AMMUNITION(WHNS) (TOE 09574LB00)

Mission

These TOE-designated ammunition companiesprovide technical expertise in stock accounting andstatus reporting. They act as the consolidating andforwarding agencies for ammunition managementreports, They perform stock accountability, visibility,and surveillance functions. They provide operationalcontrol over US-owned ammunition stocks beingreceived, stored, shipped, retrograded, and issued by

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Figure 1-8. Ammunition ordnance battalion (WHNS) (TOE 09574LA00) and ammunition ordnancecompany (WHNS) (TOE 09574LB00).

WHNS ammunition units. They also provide aninterface from the supporting MMC on Class V direc-tives to the WHNS US battalion C

2activities, These

companies monitor all ammunition operations andensure that they are done to US QA/QC standards.They assist in the coordinated defense of the unitsarea.

Organization

Ammuniton WHNS companies are assigned to an

ammunition WHNS ordnance battalion (TOE09574LA00). In the theater, the company headquar-ters section collocates with the WHNS battalionheadquarters section. Refer to Figure 1-8. The com-pany headquarters section serves as the command,control, and communications (C

3

) logistics operationscenter (LOC) to interface with the supporting ord-nance ammunition group and the CLTs. The QA/QCsection is also collocated with the WHNS battalion. Itis mobile, enabling the section to perform its mission

throughout the battalion in support of all assignedWHNS ammunition companies. Class V transactionsand accountability data are passed from the compa-nys control section to the Standard ArmyAmmunition System (SAAS) level operating at theTAACOM MMC.

In the corps, the command relationship is from thecompanys headquarters section to the battalion head-quarters and from the battalion headquarters to aCSG. One exception is Class V transactions and

accountability data. These SAAS data are passedfrom the companys control section to the SAAS leveloperating at the TAACOM or COSCOM MMC.These same transaction data are also provided to thecompanys headquarters section.

Operating Sections

Each WHNS company consists of three sectionscompany headquarters, QA/QC, and control. Refer toFigure 1-8.

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The headquarters section provides C2over the unit.

It is collocated with the WHNS battalion headquar-ters. It consists of the commander, the first sergeant,and a supply sergeant. The control element of theheadquarters section consists of a control officer,

ammunition technicians, and communications sup-port personnel.

The QA/QC section enforces US QA standards forall US and WHNS operations unless the host nationsstandards are more stringent. In this section are achief ammunition inspector and several other ammu-nition inspectors.

The control section is collocated with the WHNScompanys operations section. It provides the neces-sary expertise to establish and maintain the stockrecord accounts necessary for the control of ammuni-tion received, stored, shipped, retrograded, and issuedby the WHNS ammunition company. It preparesreports on stock status, daily issues, and receipt trans-actions. These reports are sent to the appropriateMMC using ammunition management communica-tions equipment. In this section are ammunitionstock control and accounting sergeants and special-ists.

AMMUNITION ACCOUNTABILITY TEAM(WHNS)

Mission

These AATs will be designated by TOE whenFM 9-6 is revised in fiscal year 1994, AATs providetechnical expertise in stock accountability and statusreporting and act as a forwarding agency for ammuni-tion management reports. They also assist in thecoordinated defense of the units area.

Organization

AATs are assigned to a US WI-INS ammunitioncompany and are collocated with the WHNS ammu-nition company. AATs are supported by the followingUS organizations:

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The HHCs of the ordnance ammunition group,CSG, or CSB provide command and staff plan-ning, technical direction, and administrativesupport.Elements of the TAACOM or COSCOM provideClass I, H, III, IV, V, VI, VII, and IX supplies aswell as medical, legal, religious, personnel, finan-cial, mail, and inspector general support.COSCOM and TAACOM MMCs provide ClassV management.

FM 9-38

The WHNS unit provides support based onSTANAGs. This support may include the following:

Billets.Food service.POL (bulk and packaged).

Limited communications support.Transportation augmentation for relocation.Organizational maintenance.Rear-area security.Decontamination of personnel and equipment.Medical services.Mortuary affairs.Class V (within its capability).

ROLE OF THE CONVENTIONALAMMUNITION UNIT

SUSTAINMENT

No combat unit can be effective in battle unless ithas adequate logistical support. To ensure this sup-port, tactical and logistical planners must understandthe organization, mission, abilities, and limitations ofsupported and supporting units. Effective support ispossible only through clearly defined objectives andoperational concepts in doctrine and through coordi-nation among support units, planners, and combat

units.On the AirLand battlefield during intense combat,

arming and rearming fighting units may be the larg-est, most time-sensitive task of sustainment. As aprovider of a combat necessity, the ammunition unitssupply operations must be synchronized with othersupport elements (such as transportation and commu-nications) to provide a responsive Class V supportsystem. The MOADS concept of operation providesthis highly responsive Class V support to combatunits by combining technological advances in dataautomation, communications, materials handling

equipment (MHE), transport systems, and packaging.Figure 1-9, page 1-10, illustrates MOADS in a theaterof operations. With these capabilities, the ammunit-ion units supply operations are streamlinedthroughout the theater of operations. For an in-depthdiscussion of MOADS, refer to FM 9-6. MOADS alsoprovides the following:

User-oriented support. Reduced vulnerability of ammunition storage

and supply areas.

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Figure 1-9. Flow of ammunition within the theater utilizing MOADS.

Increased flexibility in ammunition operations. Support to the AirLand Battle doctrine.

Under the L-series TOE, the DS ammunition com-pany can operate three ASPS and one DS ATP. TheDS ATP, organic to and operated by the DS ammuni-tion company, supports corps, divisional, andnondivisional units operating in the DSA. These unitsare able to draw ammunition from the ATP, eliminat-ing some of the need to go back to the ASP. Thisreduces the users resupply travel time.

In addition to the DS ATP, there are three moreATPs in the division area. These ATPs are organic toand operated by the supply companies of the battal-ions that directly support the maneuver brigades. The

primary goal of MOADS is to deliver as close as pos-sible to 100 percent of the users Class V requirementsthrough these ATPs. In addition to these combatusers, other units operating in the brigade sectorreceive ammunition support from the ATP closest totheir unit.

Most ammunition is received at the ATPs as CCLs,a packaging configuration that reduces the userslabor-intensive ammunition handling at the battal-ions trains. The ammunition is transported on corps

line-haul semitrailers and on PLS vehicles. The PLSis the emerging method of ammunition transport. See

Appendix A for the interim operational concept of thePLS.

TRAINING

Training in peacetime is vital to the success oflogistics units in wartime. Ammunition unit leadersare responsible for training their personnel to meetstandards set in the units Army Training and Evalu-ation Program and soldiers manuals. Training should

be based on the current threat, Training should real-istically simulate conditions created by enemy actionsthat will affect ammunition support operations. Sim-ulations should include such things as chemicalcontamination, terrorist actions, site security, andcommunications interference or blackout. For furtherguidance on training, refer to FM 25-100 andFM 25-101. Also, Appendix B provides training guid-ance in the form of commanders checklists for thevarious activities of the unit.

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EXPLOSIVE ORDNANCE DISPOSALUNITS

MISSION

EOD accentuates the commanders combat power.EOD units work with engineer and other units toensure maneuverability, serviceability, and support-ability in the main battle area and back throughlogistical supply routes. It does this while protectingcritical logistical assets threatened by unexploded ord-nance (UXO) in the rear area. EOD eliminates orreduces the hazards of domestic or foreign conven-tional, nuclear, and chemical ordnance andimprovised explosive devices (IEDs) that threaten

personnel, operations, installations, and materiel.

ORGANIZATION

C2of EOD units at the theater army (TA) level are

provided by the ordnance group (EOD) that monitorsall Army EOD activities in the theater. EachTAACOM and COSCOM is provided with 1 EODcontrol team (EODCT) (TOE 09527LA00). Refer toFigure 1-10 for a diagram of this team. Each EODCTis assigned from 8 to 10 EOD detachments (TOE

09527LB00). Refer to Figure 1-11. Each of these EODdetachments consists of a small headquarters section,an operations section, and a response section thatconsists of 5, three-person response teams (TOE09527LC00). The headquarters and operations sec-tions provide C

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for the 5 response teams. Theseresponse teams can work together on multiple UXOincidents with parts of the headquarters and opera-tions sections providing direct coordination at theincident site. Also, each response team can operateindependently of the unit on individual UXO inci-dents for up to 72 hours. For more information onEOD missions and organization, refer to FM 9-15.

Figure 1-10. EOD control team(TOE 09527LA00).

Figure 1-11. EOD detachment (TOE 09527L1300)and augmentation EOD responseteam (TOE 09527LC00).

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C H A P T E R 2

W A R / C O N T I N G E N C Y

A M M U N I T I O N F I E L D

F A C I L I T I E S

This chapter describes WCTO ammunition field storage and supply facilities, types of stor-age areas, and the basic storage systems used to store ammunition in the field. The ATP, adesignated temporary area from which ammunition is transferred from corps transportationto using unit vehicles, is also discussed as a field facility. This chapter also contains guidanceon site selection and the development and layout of a combat storage facility. Specifically, siteselection criteria, the storage plan, and development of the area layout plan are discussed.

AMMUNITION STORAGE AND ment, the TSA may be relocated to a field

SUPPLY FACILITIESenvironment where ammunition stocks are kept inopen storage. If so, it should have as much hardstand

Ammunition storage and supply facilities includethe TSA, the CSA, and the ASP. There are also fourATPs per division in the theater of operations thatprovide a temporary site for the transfer of ammuni-tion. The type of storage facility is decided on a case-by-case basis.

THEATER STORAGE AREA

as possible and a good road network to support heavytraffic. The TSA must be set up to move both break-bulk and containerized ammunition onto and off ofboth railcars and line-haul transporters. To ensuresmooth shipment operations, the TSA should belocated where there is ready access to highway, rail,air, and port facilities. Other units in or near the TSA(such as transportation and terminal support units)help the GS ammunition company conduct railheadoperations as well as transload operations when

The TSA is the largest ammunition facility in the changing from one mode of transportation to another.

theater. It is operated by one or more GS ammunition

companies and provides direct support, by area, tounits operating in the COMMZ and provides GS tothe corps within the theater. The TSA can be a fixed,semifixed, or field storage location. The TSA main-tains up to a 30-day supply of ammunition. Thenumber, size, and stockage objective of TSAs areMETT-T dependent.

The TSA is normally a permanent or semiperma-

The TSA receives 100 percent of its ammunition

from the port of debarkation (POD), whether it beseaport, airhead, or logistics-over-the-shore (LOTS)operations. The ammunition and componentsreceived are either containerized, breakbulk, or a com-bination of both. The ammunition arrives at the TSAon theater transportation assets, primarily railcarsand trucks. Under MOADS, ammunition sent fromthe TSA to the CSA and ASP is generally shipped as

nent storage facility. It may expand to about 40 single-Department of Defense identification codesquare kilometers. However, in a combat environ- (DODIC) loads. Since a high percentage of the TSAs

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receipts are containerized, the containers must beeffectively managed by both ammunition and trans-portation personnel to ensure accountability and toretrograde them efficiently for reuse.

CORPS STORAGE AREA

The CSA is the primary source of Class V ammu-nition for the division. Operated by one or more GSammunition companies, the CSA also provides DS, byarea, to units operating in the corps, The CSA can bea fixed, a semifixed, or a field storage facility. Itshould be located near improved roads and rails inorder to allow access by theater and corps assets. Thestockage objective of the CSA should be from 10 to 15days of supply at the time of deployment. Followingthe initial combat drawdown, the CSA should main-

tain from 7 to 10 days of supply. The number, size,and actual stockage objective of CSAs are METT-Tdependent.

In established theaters, initial stockage of the CSAis 100-percent breakbulk from prepositioned warreserve stocks (PWRS). Once the supply system isestablished, the CSA receives about 50 percent of itsammunition from the POD. The remainder is fromthe TSA. Generally, ammunition resupply from thePOD is both breakbulk and containerized, while ship-ments from the TSA are single-DODIC loads.Ammunition is normally shipped from the CSA to an

ASP in single-DODIC and multi-DODIC loads and asCCLs. The ammunition shipped from the CSA to theATPs is configured into CCLs.

Like the TSA, the CSA can also expand to about40 square kilometers. The storage environmentdepends on the tactical situation. A medium truckcompany that works in DS of the GS ammunitioncompany that operates the CSA should be collocatedin or near the CSA.

AMMUNITION SUPPLY POINT

Located in the division rear and operated by theDS ammunition company, the ASP provides Class Vsupport to corps, divisional, and nondivisional units.An ASP is a field site. It should be located near animproved road network in order to ensure access bytheater/corps transportation assets. It maintains aone- to three-day supply of ammunition in ordermeet routine, surge, and emergency requirementssupported units. The actual stockage level and sizean ASP are METT-T dependent.

toofof

The ASP can expand to 5 or 6 square kilometers oreven larger depending on the factors of METT-T.Ammunition storage in an ASP is more temporarythan at the CSA and the TSA. Unlike the CSA andTSA, ASP stocks are most often stored on the ground

on unimproved surfaces. An ASP should be laid out sothat vehicles can enter and leave any one area withoutcrossing any of the other areas. The ASP should alsohave a good road network to support heavy traffic.

Under MOADS, 50 percent of the ammunitionarriving at the ASP is shipped from the CSA assingle-DODIC loads. About 30 percent is shippedfrom the TSA, usually as single-DODIC loads. Theremaining 20 percent is shipped from the POD. Oncein the ASP, the ammunition is issued in single-DODIC loads or as CCLs.

AMMUNITION TRANSFER POINTATPs are the most mobile and responsive of all

Class V supply facilities. In fact, ammunition may betransferred to using-unit vehicles immediately upontheir arrival, depending upon the intensity of combatand the criticality of need, Normally, if the ammuni-tion is loaded on PLS sideless containers (SCs), theSCs are placed on the ground. If PLS is not used,loaded semitrailers minus their tractors are parked inthe ATP area. The ATP Class V assets remain in thistemporary location until they are transferred to theorganic vehicles of the using units. A one-day supply

of ammunition is maintained in this manner.Ammunition is transferred from corps semitrailers,

flat-bed trucks, or PLS vehicles and/or trailers to theusers tactical vehicles using either resupply vehicleswith MHE (such as, heavy-expanded mobility tacticaltrucks [HEMTTs]) or organic ATP MHE. Whenemptied, the trailers are backhauled by departingempty tractors or PLS vehicles. Trailers or PLS SCsare often used to retrograde unserviceable and/or cap-tured enemy ammunition (CEA) back to the corps.Enemy prisoners of war (EPW) may also be trans-ported by these vehicles. Refer to FM 55-10 for

additional information,ATPs receive about 75 percent of their ammuni-tion requirements from the CSA. The remaindercomes from an ASP. The CCLs issued from the CSAand ASPS together make up 90 to 95 percent of theATPs assets. The remaining 10 percent is received assingle-DODIC items from the ASP.

ATPs are located in thegoal of an ATP is to providepercent of the ammunition

BSA and the DSA. Theas close as possible to 100requirements of all units

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within its sector. Within each maneuver brigade, theFSB operates an ATP. This ATP provides ammuni-tion support to units in the brigade sector. It receivesmission guidance from the DAO, who responds to pri-orities established by the division commander andbrigade commanders.

The DS ammunition company provides personnel

and equipment to operate an additional ATP in theDSA. This ATP supports all corps, divisional, andnondivisional units in the DSA. It receives missionguidance from and responds to priorities establishedby the DAO. This ATP increases the flexibility of thedivision commander by cutting travel time for thoseunits supporting the divisions mission. Units do nothave to go to the ASP for Class V support. To supportcorps slices and division artillery, this additional ATPprovides an additional transload capacity of about 970STONs for high-volume, high-tonnage artillery andMultiple-Launch Rocket System (MLRS) ammuni-tion.

Based on the division commanders concept ofoperation, the DAO specifies the units to be sup-ported by each ATP. The DAO also recommendslocations for the ATPs (based on METT-T) to thecommand organization responsible for positioningthem. ATPs should be located near a main supplyroute (MSR) or an adequate road network in order toensure access by corps vehicles. These vehicles havelimited cross-country capability. ATPs should beestablished on firm ground that is well drained andthat provides easy access for using-unit vehicles andfor recovery of pallets and trailers. MHE must haveenough space to maneuver. As with any other tacticalsite, good cover and concealment are important.

A DAO representative is assigned to each ATP tocoordinate with the DAO. The DAO representativereports all daily transactions to the DAO via ammuni-tion management computers or communicationsequipment. ATP personnel also maintain close com-munications with their respective commands.

Security at the ATP is critical. Normally, the ATPis located within a base cluster. However, due tosafety reasons, the ATP is separated from the otherunits within the cluster. Therefore, the base-clustercommander must decide what additional securityrequirements are needed for the ATP as per localSOPS. ATPs must be prepared to move often. Whenan ATP is relocated, the move must be closely coordi-nated with the DAO and, in the case of the DS ATP,with the D S ammunition company commander.When cut off from its companys support, an ATPshould be able to attach to the nearest base cluster.

STORAGE AREAS

A TSA, CSA, or ASP can be a field, a fixed-site, ora semifixed storage area. The type of storage area isdecided on a case-by-case basis.

FIELD STORAGE AREAA field storage area provides Class V support to

combat and CSS units based on their combat require-ments. Class V assets in a field storage area areusually stored on the ground, on an unimproved sur-face, or in built-up areas using existing buildings.

The number of sections and subdivisions within afield storage area depends on the following things:

Quantity-distance requirements.Size of the area.Arrival time and size of incoming shipments.

Site characteristics.Estimated length of time to relocate (to ensureadequate operational control and dispersion ofstocks are maintained).

For more information, refer to FM 9-13, AR 385-64,and TM 9-1300-206. FM 9-13 provides a moredetailed discussion of sections and subdivisions. Sev-eral storage areas may be planned, but only one areais prepared immediately. The initial storage plan maybe expanded after the site becomes operational.

There are five storage systems that may be used forfield storage of ammunition and explosives: area stor-

age, roadside storage, combination area and roadsidestorage, modular storage, and urban/village built-upstorage.

Area Storage System

In area storage, the storage area may be dividedinto sections. The stacks of ammunition are arrangedin a checkerboard pattern and spaced according to thequantity-distance requirements in TM 9-1300-206.

Roadside Storage System

In roadside storage, explosives and ammunition arestored along the edges of existing roads. Based onMETT-T, the stacks are spaced according to thequantity-distance requirements in TM 9-1300-206and/or AR 385-64. Roadside storage in-depth offersmaximum storage per mile of road front. However, theammunition must be accessible to conveyors, forklifts,and cranes.

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Combination Area and Roadside StorageSystem

In this system, both area and roadside storage areused. This combination is often used to make themost effective use of the storage area.

Modular Storage System

In modular storage, ammunition is stored on padswithin earth-barricaded areas called cells. These cellsare joined to form modules; and, in turn, these mod-ules may be arranged to form module blocks.Requirements for this type of storage are inTM 9-1300-206.

Urban/Village Built-Up Storage System

The possibility of setting up ammunition supplyoperations in a village or other built-up area is veryreal and requires consideration when planning war-time operations. In the urban/village built-up storagesystem, the real estate could be in an existing smallcity, a village, or a structure in the outlying country-side. The physical configuration layout is based onsafety requirements for Class V storage foundAR 385-64 and TM 9-1300-206.

thein

FIXED-SITE STORAGE AREA

A fixed-site storage area provides Class V supportto combat, CS, and CSS units based on their require-ments. Fixed-site areas are established in CONUSand outside CONUS (OCONUS) based on identifiedsupport requirements and contingency plans. Theyare permanent magazine storage structures used dur-ing the transition to war and during the war.

SEMIFIXED STORAGE AREA

A semifixed storage area is a storage area that hasbeen opened and has structures (buildings and bun-kers). It can be used for Class V storage and maybecome a fixed site. It can be closed outwhen the Class V organization moves.

SITE SELECTION

GENERAL CONSIDERATIONS

When selecting a WCTO field storage site (ASP,CSA, TSA, or a temporary holding site [ATP]), theammunition unit commander and division supportunit commanders should first consider safety and effi-ciency. Site selection and layout of an ATP arecovered in ST 9-38-1.

When selecting a storage site, a primary site and analternate site should be selected in case the unitsposition becomes untenable due to enemy action orthe effect of weather on the terrain. A map reconnais-sance and, if possible, a ground reconnaissance of theproposed sites should be made to ensure that the sitesare suitable for performing safe operations and pro-

viding service to using units. Sites should also beeasily defended, yet suitable for tactical operations. Amap reconnaissance provides information on the ter-rain and natural cover and concealment. A groundreconnaissance reveals terrain features that havechanged since the map was printed. Based on recon-naissance information, the proposed sites are thendrawn on the map, showing possible storage locationsand operating areas. Then, if time permits, the unitcommander and key personnel should make anotherground reconnaissance to verify storage locations andthe site plan and to ensure that operational needs aremet.

TACTICAL CONSIDERATIONS

Tactical conditions and METT-T factors must beconsidered to reduce conflict between the tactical andsafety requirements of an ideal site. These require-ments are often not compatible, and defense risksmust be weighed against the operational mission.Storage of ammunition in urban areas is a real possi-bility and should be considered in war/contingencyoperations plans and training. The urban/villagebuilt-up storage system was discussed earlier in this

chapter. The procedures outlined in this section applyto all storage and supply areas. The tactical situationmay require that the procedures be modified or sup-plemented. Ammunition unit commanders anddivision support unit commanders should considertransportation, nearby facilities, defense, road net-work, railheads, terrain, and fire safety when decidingon a storage site. Other tacticalfound in FM 71-100, FM 100-15,tion of FM 90-23.

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TransportationStorage sites should be located near the MSR and

supported units to allow easy access to customer unitsand resupply vehicles. The distance to supported unitsmust be reduced in keeping with security constraints.

Facilities

Storage sites should have ready access to, but belocated as far as possible from, hospitals, importantmilitary installations, airfields, docks, fuel storageand/or distribution activities, factories, and similarfacilities, especially those sites subject to enemyattacks. Downwind distances to populated areas mustalso be considered, since chemical agents may be apart of the on-hand assets.

Defense

A storage site should be easy to defend againstground attack using the fewest personnel and materi-als possible. The site should be large enough to allowfor dispersion of stocks to protect against heavy lossby fire or explosion,

Road NetworkThere must be as good a road network as possible

into and within the site. Roads must be easily pass-able for large vehicles under all weather conditions.They should require as little maintenance as possible.A one-way traffic pattern is preferred to minimize

confusion and congestion.

RailheadA railhead nearby is desirable for those Class V

storage sites that may later be developed into largersites.

TerrainStorage sites should be established on firm, level

ground with good drainage and provide easy access forusing unit vehicles and for recovery of SC pallets andtrailers. Level ground with natural barriers at proper

intervals to segregate field storage units (FSSs) andcategories of ammunition is desirable. As with anyother tactical site, good cover and concealment areimportant.

Fire Safety

Attention must be given to fire hazards whenestablishing a storage site. The field fire control SOPshould be followed to reduce fire hazards.

STORAGE AREA PLAN

A detailed storage plan for a new storage area mustbe developed at the earliest practical time. It shouldbe based on the following factors:

The time available before the first and subse-quent shipments will arrive.The estimated tonnage for each type of Class Vmateriel to be received, stored, issued, andshipped.The estimated time the storage area will be inoperation.The type of storage areaASP, CSA, or TSA(field or fixed).The amount of time and resources available tolay out or reconfigure and prepare the storagearea.

The storage system to be usedarea storage,roadside storage, combination area and roadsidestorage, modular storage, or urban/villagebuilt-up storage.The use of planographs to show the exact loca-tion of ammunition in a field storage or fixed-sitestorage area. In order to meet the requirementsof their particular situation, units may createlocal planograph layout forms according toTM 743-200-1.The use of signs to mark field storage or fixed-site storage areas. Enough signs should be put up

along the MSRs to the storage area to guide sup-ported units to the site. Signs should be usedliberally inside the storage area to indicateroutes, entrances, exits, and storage locations.They should be large enough to be read easily.Directional arrows should be used as needed. Thesigns should be written in the language of thehost nation as well as in English. All signs areremoved when the area is closed.The assistance needed from other units,The physical characteristics of the selected site(such as road network, terrain, size of the area,and cover).

The emergency destruction plan.Engineer support requirements.Security requirements,to include defense againstenemy action and theft.Section and FSU pad or module designations toensure rapid location of Class V assets.Other tactical considerations according toFM 71-100, FM 100-15, FM 100-5, and the EACportion of FM 90-14.

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AREA LAYOUT PLAN

GENERAL CONSIDERATIONS

In operating an ASP and an ATP, the DS ammu-nition company has more well-defined layouts thanthe GS company does in operating the TSA and CSA.However, there are fundamental rules that apply tothe layout of all types of ammunition supply and stor-age facilities. For example, general safety proceduresfor all operations are the same and should be consid-ered first in any site layout. Basic operatingprocedures are also the same. In any field storageenvironment, an ASP should be divided into threesections so that issue, transfer, and receipt operationscan all be performed at the same time.

Both the CSA and the TSA can operate in adeserted ASP that has been or can be expanded tomeet the characteristics of a CSA or a TSA. Theymay also have to operate in a completely undevelopedarea. Although an undeveloped area is the least favor-able location, the tactical situation may dictate itsuse. The key differences between TSA and CSA fieldsites and ASP and ATP field sites are that the TSAand CSA should have larger, more stable storage areasand better road networks.

TACTICAL CONSIDERATIONS

One of the most important steps in developing asite for an ammunition supply area is preparing thearea layout plan. Area layout requirements for eachunit vary according to the tactical situation, the ter-rain, the nearness to forward areas, and the type andamount of materiel handled. A good layout is one thatmakes the work flow easier or more efficiently; mini-mizes the movement of ammunition, tools, andequipment; permits easy entry and exit for heavy traf-fic; provides effective control of unit operations; andpermits defense of the area. Proper positioning ofweapons, construction of defensive works and obsta-cles, organization of unit defense, and security areother prime considerations.

A map overlay should be prepared to include thedefense plan and the operational layout for the newarea. If appropriate, a route overlay or schematic dia-gram is also prepared. The overlays are used by theadvance, main, and rear parties. A copy is submittedto higher headquarters.

When WHNS is available, area layout is a combi-nation of mutual coordination between US services

and allied HNS activities. If the unit is being sup-ported by WHNS, the planning guidance in thesections that follow applies to the US ammunitionbattalion (TOE 09574LA00) and the WHNS alliedbattalion that is augmenting the GS mission in thecorps or at EAC. Refer to Chapters 1 and 6 for addi-tional guidance on WHNS.

PLANNING CONSIDERATIONS

For safety, all storage areas should be arranged intothree separate sections when possible. Each sectionshould make the arrangement of stocks for receipt,issue, and inventory/rewarehousing as easy as possi-ble. Each section consists of a number of storagelocations (or modules), depending upon the type ofstorage system used. During WCTO, the storage loca-tions within each section are separated according tothe quantity-distance requirements in AR 385-64.Each storage section should contain a similar amountof each type of ammunition to be stocked. A field-developed storage plan that is based on the initialstockage objective should be prepared before stocksare received in order to ensure a smooth flow ofreceipts to the proper storage locations. To maintainefficient operations and to prevent using units fromwaiting unnecessarily, the following guidelines shouldbe followed:

Make sure signs are posted showing traffic direc-tion, entrances, and exits.

Draw maps of the storage areas, Use copies ofthem to direct using units to the proper storagearea.

Group ammunition by storage categories. Referto AR 385-64 for further information on storagecategories.

The ammunition company commander may assignthe operation of each section of the storage area tovarious elements of the company (for example, to thesupply platoon or a section of the supply platoon).This enables the platoon or sections of the platoon toremain intact so far as operations are concerned. It

also fixes responsibility and increases operational con-trol of each section. In the interest of uniformity,sections should be designated by number. Storagelocations should be designated by number and letter.

Each storage location contains several ammunitionstacks. Each stack contains a single type of ammunit-ion. Ammunition stored in a single stack shouldfollow the field storage category requirementsFM 9-13 and TM 9-1300-206. However, basedMETT-T, ammunition unit commanders may

in

onbe

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faced with tactical situations that require the storageof ammunition under less strict conditions. For moreinformation, refer to AR 385-64. CCLs are an exam-ple of how wartime supply facilities may storeammunition in order to provide more responsive sup-port to the combat forces. CCLs are matching

quantities of ammunition that are delivered to theuser in complete rounds on one carrier. For example,a CCL might have fifty 155-millimeter projectiles, 50propelling charges, 50 primers, and 50 fuzes.

LAYOUT CONSIDERATIONS

A typical area layout plan for an ammunition sup-ply area is shown in Figure 2-1, page 2-8. Separationdistance is discussed in AR 385-64. Each area shouldhave the following areas, based on METT-T:

Bivouac Area. The bivouac area is the living area

for company personnel. It should be upwind fromthe ASP and outside the fragmentation and blastareas.Storage Area. The storage area is where thestocks of ammunition are actually stored.Storage Area Command Post (CP). This CP islocated at the main entrance to the storage areain order to provide a control point for supportedunits. It should be conveniently located to thevehicle holding area so that arriving convoys canpull off the road while awaiting instructions. Inlarger storage facilities, such as the TSA and the

CSA, section CPs are also used in order to ser-vice supported units efficiently.Vehicle Holding Area. The vehicle holding areais established to reduce congestion. It is locatednear the storage area office where vehicles willnot interfere with the flow of traffic. Ammuni-tion vehicles are held in the area until they canbe loaded or unloaded. Incoming vehicles shouldbe inspected in this area. Parking areas shouldallow for the required minimum safe distancebetween loaded vehicles and the storage areaoffice as required by TM 9-1300-206.Vehicle Assembly Area. The vehicle assembly

area is conveniently located to the exit of thestorage area. Here, loaded vehicles are formedinto convoys prior to leaving the area.Demolition Area. The demolition area is used forthe destruction of unserviceable ammunition.

q

This area should be cleared of vegetation andshould not be used for anything else.

Captured Enemy Ammunition Storage Area. TheCEA storage area is used to store CEA separatelyfrom other munitions. It should be well isolatedby firebreaks. Accountability of CEA is discussedin Chapter 6.

Segregation Area. The segregation area is used toisolate ammunition that could be hazardous.This ammunition includes items damaged intransit, unidentified items, unit turn-ins, smallarms brass that has not been inspected, andmixed lots of ammunition on the same pallet.

Inert Salvage Area. The inert salvage area is usedto store nonexplosive ammunition salvage mate-rial (boxes and brass). It should be convenientlylocated near the vehicle holding area so that

returned salvage material can be unloaded fromthe users vehicles before they enter the storagearea to draw ammunition.

Surveillance and Maintenance Area, The surveil-lance and maintenance area is used for theinspection and classification of ammunition andfor maintenance operations.

Ammunition Sling-Out Area. The ammunitionsling-out area is located near the storage areas inorder to provide for limited aerial resupply byrotary-wing aircraft. There are many factors acommander should consider when determining

the location, construction, and use of this area. Itshould be at least 550 meters from either Class Vstorage areas or inhabited areas so that the air-craft will not pass too low over these areas whileascending and descending. The area should be atleast 25 meters square and made of the bestmaterial available to support the weight of thestocks and the MHE. More information on sling-out operations is at the end ofChapter 5.

CCL Area. The CCL area is used as a temporaryholding area for CCLs awaiting shipment.

Vehicle Maintenance Area. Located within the

bivouac area, the vehicle maintenance area isused by ASP personnel to perform maintenanceon their vehicles and MHE. A separate part ofthis area may also be designated for refuelingoperations.

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C H A P T E R 3

C O N T I N G E N C Y

O P E R A T I O N S P L A N N I N G ,

T R A N S I T I O N T O W C T O ,

A N D P O S T - W C T O

T R A N S I T I O N

This chapter describes ammunition operations in wars and contingencies. WCTO planning,to include the development of a contingency plan and SOPs, is discussed. Prepackaging ofmaterial, retrograde of ammunition, and how to request transportation are also covered. Thischapter also provides information and guidance on a units transition to a WCTO. Transi-tion to WCTO is enhanced by the use of the contingency plan and field SOPs to train unitpersonnel. Chapter 3 also discusses the stand-down and retrograde operations associated withthe post-WCTO transition.

WAR AND CONTINGENCIES

War is a major conflict between nations that mayor may not be declared. Most wars last longer than ayear. Contingencies are crises, often with complexpolitical implications. These crises may happen any-where in the world where US interests are threatened.Their military mission and threat are often uncertainand vague. Although contingencies may evolve slowly,

the decision to use a military option is usually madewithin short deadlines; and a quick, clear victory isexpected. Therefore, contingency operations areshort, usually less than a year. They almost alwaystake place in a new or a maturing theater as definedin FM 9-6, where no or few US forces are established.In a contingency, US services will be fighting jointly,possibly with allied participation. The terms warand contingency tactical operations in this manualare synonymous for Class V support operations. The

main differences are the size of the combat force beingsupported, the size and makeup of the support struc-ture on the ground, and METT-T.

Present and future battlefields require that DS andGS ammunition units be mobile and agile, particu-larly the DS units. Future battles may be nonlinear,with rapid movement and changes. Thus, ammunitionsupport units must adapt to operating in many differ-ent scenarios and configurations. Units could besupporting small-, medium-, or full-corps task forces.

In support of any of these forces, an ammunition unitmay not operate as a unit but as a fraction of the unit.It is possible that one-third of the unit would bedeployed to support a brigade task force. It is impor-tant that the security and operation of these factionsbe self-sustaining and 100-percent mobile usingorganic transportation.

A WCTO may require fast-moving operational sup-port. Thus, training for a WCTO and its

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circumstances becomes an essential element of readi-ness, effectiveness, and success.

The unstable, uncertain nature of a WCTO meansa radical change in how ammunition units are situ-ated. In peacetime, both DS and GS ammunition

units operate out of fixed sites, with all associatedsupport and facilities in place. In contingency opera-tions, the unit enters a country, not always friendly,to support a rapidly deploying force.

There is no one scenario for a WCTO. For example,a DS or GS ammunition unit may find itself the soleClass V support activity. Another operation mightfind DS units operating an airhead or port for thereceipt of Class V stocks instead of an ASP activity.Still another operation might result in a less-than-company-sized ammunition unit providing support tospecial operations forces in a counterinsurgency oper-ation. While the tonnage figures in the last instance

might be low, stock management would be critical.Ammunition support, like other logistical support

operations in a WCTO, requires that the right equip-ment in the TOE, in the right quantity, andexpendable supplies be brought with the unit to per-form its support mission. If they are not, the unit willhave to do without for a possibly unacceptablelength of time. With the fast pace and all of theunknowns of any contingency operation, no unit canafford to do without for any length of time and stillexpect to complete its mission.

PLANNING CONTINGENCY OPERATIONS

A review of recent US Army involvement in con-tingency operations clearly indicates the need forbetter logistical planning in order to support ourforces. To this end, plans must be developed to sup-port brigade through corps operations in theaters ofoperation to include low- to high-intensity conflicts.In these plans, it is critical that Class V support plan-ning be detailed and threat based.

The above factors, plus the variety of situations inwhich a unit may find itself, should be considered by

both DS and GS ammunition units when they developsupport plans. Because units must deploy quickly,they do not have time for detailed last-minute plan-ning. For example, when a unit deploys to a maturingtheater, a battalion S4/G4 may not be there to pro-vide the unit with the required logistical informationthat the unit will need to perform its mission. Theunit commander should know where to go and what todo in order to get logistical support. Thus, contin-gency planning must be done in peacetime. This

planning must include the development of a detailedcontingency plan and local and field SOPs.

As a minimum, the items listed below must be con-sidered for WCTO plans. Refer to FM 100-5 foradditional information. Simplified local and field

SOPs should be developed to cover each item.

q

Local points of contact for support: computer,engineer, signal, security, defense, transporta-

Personnel, equipment, and ammunition basicload (ABL) status charts.What if situations.Replacements for equipment, personnel, autho-rized stockage list (ASL), and prescribed load list(PLL).Factors affecting the mission: site location (gridcoordinates), units to be supported, and stockage

objectives.Points of contact for the turnover of Class Vstocks.Shipment staging location and procedures.Organization of march units.Organization of duties of the advance party, therear party, and the reconnaissance element.Densities and speeds for different types ofmoves.

Maintenance of ammunition accountability andserviceability records.Command and control.

Actions to take in the event of enemy attack.Maintenance procedures.Accident procedures.Refueling procedures.Messing procedures.Communications methods.Vehicle loading plans for personnel, equipment,and ABL materiel.Night operations.Continuity of Operations Plan (COOP).Enough directional signs, fire symbols, and FSU

stack signs for three storage locations.Retrograde operations.

STANDING OPERATING PROCEDURES

DS and GS ammunition units must prepare fieldSOPS based on the logistical field SOPS of the C

2ele-

ment that the units will be working with. Bothexternal field SOPS for supported units and field

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SOPs for the ammunition unit itself should be pre-pared. It should be understood that the SOPs willhave to be adapted to the actual conditions of a con-tingency situation. Regardless of the SOP beingwritten, the key to useful, effective planning is to

include worse-case situations.As a minimum, typical external SOPs should coverthe following items:

Unit HNS.Class V WHNS.Engineer support.Transportation support.Communications support.Safety.How to get ammunition.How to turn in ammunition.

How to protect ammunition from the elements.As a minimum, typical field SOPs should cover the

following items:

Deployment (staging procedures).Field setup (to include a storage plan, perimeterdefense plan, and an ASP layout plan).Operational procedures (to include ammunitionreceipt, storage, issue, and maintenance opera-tions).

Destruction plans.Fire-protection plans (and other safety matters).

Retrograde.

During actual combat, there will not be much timefor personnel to develop plans and procedures. There-fore, simple, realistic field SOPs are essential forcompletion of the units Class V mission and the sup-ported units mission.

PREPACKAGING

To make any plan work in the changing environ-ment of a contingency operation, everything possible

must be done ahead of time. Units and personnelmust realize that whatever they do not have ready totake with them, they might not have for a long timemaybe for the duration of the operation.

The most helpful action a unit can take is prepack-aging. All expendable material, including all blankforms used for day-to-day operations, should be pre-packaged. Such things as ASP road directional signscan be packaged and/or palletized for transport. Otherexpendable material includes banding, paint, stencils,

and so on. The basics necessary to perform any war-time task should be prepacked. Consider usingpreprepared packing lists that cover a variety ofMETT-T environments. It may be possible to pre-package subgroups on a packing list, saving even more

time.Another critical asset to be prepackaged is a com-plete Class V reference library. It should includeapplicable transportation publications as well. Com-manders must ensure that the basic manuals requiredto complete their wartime tasks are prepacked.

TRANSPORTATION

Since organic transportation does not permitmovement of a whole unit at one time, augmentingtransportation must be requested. Transportation

requests are normally made to CSB headquarters.Battalion headquarters, in turn, places the require-ment with the nearest MCT and/or localtransportation activity. Information concerning Armymotor transportation request procedures are inFM 55-10. As a minimum, the request for transporta-tion should include the following information:

Date of the move.Routes.Destination.Time and place the transportation is required.Number of personnel to be moved.

Quantity, type, weight, and cube of materiel to bemoved.

RETROGRADE

Retrograde of ammunition most often includes thereturn of unserviceable ammunition, CEA, and ser-viceable US ammunition to the rear. The high costand low density of current and emerging high-technology munitions mandate the planning anddevelopment of a system to retrograde items that arenot needed at this force level or that are not within

repair capabilities, Retrograde operations must becovered in a field SOP.

TRANSITION TO WCTO

The transition from a peacetime mission and themove from an installation, post, camp, or activity aremajor steps for DS and GS ammunition units. The

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transition process must be well understood and welltrained by all officers and noncommissioned officers(NCOs) of these units. This understanding and train-ing prepare the unit to deploy to its assigned area andperform its mission in less time.

The unit moves because it has been directed to orbecause it mustas in the case of the unit movingfrom a theater, post, camp, or fixed-site installation.Conventional ammunition units must be able to planand execute contingency plans and tactical operationswhen moving to a new location. When a move is to bemade, important considerations are as follows:

Planning.

Equipment and personnel.

Transportation,

Site selection.

Reconnaissance.

Area preparation and layout,

Defense, security, and area damage control.

The command structure must base its decision todeploy a unit on the following facets:

To where are the deployment orders (in thewarning order) ?

What is the situation (forced entry or unopposedentry)?

What is the date and time of deployment?

What is the support structure on the ground?

Is deployment to be as a unit (not using advance,main, and rear parties)?

Will deployment be in phases (using advance,main, and rear parties)?

What organization is the point of contact in thedeployment theater?

What is the deployment mission (first ASPestablished at airhead or port for the theater orforward in support of a corps- or division-sizeforce)?

What information is briefed to the parties ontheir mission?What is the theater situation?

The warning order for deployment (moving) nor-mally includes the general location of the area in

which the unit will conduct its operations, the move-ment date, and a list of any special requirements orspecial instructions. When notified of an impendingmove, the company commander alerts unit personneland begins planning for the move. The move is coor-dinated with the supporting battalion, the localprovost marshal or MP unit, and the supportingtransportation activity that can provide informationand assistance. The commander determines the typeof move to be made (unless specified by battalion),requests additional transportation as necessary, takessteps to phase out current operations, and plans areconnaissance of the area.

An aid to rapid-transition deployment (movement)is the detailed contingency plan and the simplifiedfield SOPs discussed earlier in this chapter. To ensurea successful move under stressful conditions, the unitshould use the SOPs and the contingency plan topractice moving until it becomes second nature to allpersonnel within the unit. During this practice, theSOPs and the contingency plan should be reviewed.

POST-WCTO TRANSITION

One of the major missions that could be assigned to

a DS and GS ammunition unit is stand-down opera-tions for the theater. The major function in a stand-down operation is to retrograde Class V materiel andcomponents (to include the shipment of CEA) back todepots, installations, and other ammunition activitiesoutside the theater.

Retrograde operations include identifying, inspect-ing, repacking, marking, preparing shipmentdocumentation, loading, blocking, bracing, container-izing, and coordinating the transport of the materielto the port of embarkation. To support retrogradeoperations, a strong emphasis must be placed on thereturn of packaging material by using units.

It may also be necessary to reconstitute the unitslibrary. The basic manuals required to complete theunits wartime tasks should be available for stand-down operations.

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C H A P T E R 4

W A R / C O N T I N G E N C Y

T A C T I C A L O P E R A T I O N S

This chapter provides a general description of tactical operations. It provides information onunit operations during a war or contingency operation, to include guidance on unit move-ment, communications, and prioritizing those actions to be taken after the move. It also

covers unit defense and security, to include preparing a defense plan and an area damagecontrol plan to support tactical operations. HNS and WHNS are significant factors in tacti-cal operations. Finally, Army ammunition accountability is discussed.

BACKGROUND

Tactical military operations focus primarily onwinning battles and engagements. These tactical oper-ations support the operational level goal of winning

campaigns and major operations. The operationallevel provides the vital link between strategic aimsand tactical employment of forces on the battlefield.Strategic level goals employ armed forces to achievenational security objectives. To support strategic levelgoals, theater commanders plan and execute cam-paigns.

Armies normally design the major ground opera-tions of a campaign, while corps and divisions usuallyfight battles and engagements. A corps commandermay be a joint task-force commander. The corps com-mander may plan and execute a campaign to achieve

strategic objectives, then the divisions and brigadesfight battles and engagements and the battalions andcompanies attack and defend. Division commandersintegrate maneuver battalions, field artillery, aviation,engineers, air-defense artillery, tactical air support,and sometimes naval fire support to accomplish bri-gade and division missions. Corps combine arms in asimilar fashion. They employ different types of divi-sions, separate brigades, and cavalry requirements.They arrange CS and CSS and integrate the support

of other services to accomplish their missions. Corpsmay be responsible for operational level planning andexecution.

Tactical success depends on the ability to concen-trate on many things. Some of these are as follows:

Ensuring plans are flexible with several optionsAvoid reaching culminating points before exer-cising other options.Anticipating enemy operations.Indirect approaches.Deception.Security.

Speed and violence.Flexibility and reliance on junior leaders.

Rapid decision making.Clearly defined objectives and operational con

cepts.Clearly designated main effort.Actions throughout the depth of the battle areaJoint operations with other services.

The levels of war are not finite limits with bound-aries between them. Distinctions between the levelsmay blur because of the lethality, complexity, andtempo of the modern battlefield. Refer to FM 100-5for additional information.

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TACTICAL UNIT MOVEMENT

The unit arrives at an airport or seaport of debar-kation in a theater of operations. The unit then movesto a designated marshaling area to link up with unit

equipment and prepare for onward movement to itsfinal destination. Logistical support for the unit dur-ing reception and onward movement is provided bythe COSCOM or the TAACOM. Transportation ser-vices are provided by the COSCOM or thetransportation command (TRANSCOM) and coordi-nated by the movement control element operating atthe POD and marshaling areas. Units coordinatewith the MCT or element for transportation supportand road movement clearance. Units may move totheir final destination by highway, rail, air, inlandwaterway, or a combination of these modes. Once theunit arrives at its final destination, subsequent move-

ments may be made based on METT-T.

PLANNING

The intra-theater supporting logistics battalion,based on informational data, provides the warningorder for displacement (moving). As stated inChapter 3, this order normally includes the generallocation of the area in which the unit will conduct itsoperations, the movement date, and a list of any spe-cial requirements or special instructions. The move iscoordinated through S4 channels with the servicing

MCT. The MCT is the single point of contact toobtain additional transportation support and to coor-dinate routes and times for movements. Requirementsfor MP support are provided in the movement bid andare coordinated by the MCT.

The variables and SOPs discussed in Chapter 3must be considered and used. Transportation consid-erations were also discussed in Chapter 3.

RECONNAISSANCE

After the new area has been selected, the com-mander should obtain planning guidance from the S4.The S4, based on the highway regulation plan andtraffic circulation plan, will provide the commanderinformation on routes available to begin planning.The commander should also (time permitting) make apersonal reconnaissance of the route and the newarea. If this is not possible, a map reconnaissancemust be made. As a minimum, the route, the sur-rounding terrain, and the road network in the new

area are evaluated. The strength and clearance ofunderpasses; the durability, capacity, and width ofroads and bridges; and terrain characteristics thatwould favor an ambush of the convoy en route mustbe noted. A thorough reconnaissance is extremelyimportant, as the results determine defense planningfor the convoy en route and may even mean a differ-ent route must be used. Technical aspects of routereconnaissance are in FM 5-36.

AREA PREPARATION

After reconnaissance of the route and the new area,an advance party (METT-T dependent) is sent tomark the route and to prepare the new area for occu-pancy. The advance party usually consists of

personnel from all sections of the unit. It is advisableto include mess personnel and equipment in theadvance party so that the main body can be fed a hotmeal when it arrives at the area. There must beenough personnel in the advance party to carry outthe following tasks:

Clear the route of obstacles and warn the mainbody of known or suspected enemy activity alongthe route.

Under chemical or nuclear conditions, check thearea for chemical and radiological contaminationby conducting chemical agent detection and

radiological monitoring operations.Place route markers at appropriate points.

Assign guides from each platoon or section toguide vehicles within the new area to theirassigned area.

Secure the new area.o

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Clear the area of enemy forces.Check the area for mines and booby traps.Set up and staff temporary outposts.Lay communications wire from the CP todefensive positions and work areas.

Establish an external communications sup-port area.Prepare positions for crew-served weapons.Prepare hasty fortifications to cover likelyavenues of approach.Prepare kitchen sumps and latrines.

Depending on METT-T, and after the main bodyor unit arrives at the specified grid coordinates givenin the warning order, the unit must set up the area.

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SET UP THE AREA

The CSB commander must be informed of the newlocation. The commander is also briefed on the situa-tion at the new area, the units supported, and anyproblems or specific requirements relating to the sup-port mission. Other tasks to be performed uponarrival at the new area include the following:

Complete perimeter defense and coordinate withthe base-defense operations center or base-cluster operations center.Prepare for technical operations and concur-rently establish liaison with supported units. Thecompany will revise its support plans or devisenew ones to meet any new requirements.Complete housekeeping facilities for unit person-nel.Coordinate defenses with adjacent units.

CLOSE OUT THE MOVE

In the last phase of unit movement, the rear party(METT-T dependent) closes out operations at thestaging area. The composition of the rear partydepends on how much work is required to close outoperations at the staging area. Communications arekept up between the rear party and higher headquar-ters until the CP at the new area is operational.

COMMUNICATIONS

Effective communications are essential to the mis-sion. A good communications and data transfersystem also eases control and direction of the unit byits higher headquarters. It permits transmission ofvital tactical information, NBC attack warnings,radiological fallout warnings, rear-area security infor-mation, and changes in the situation that mayincrease or decrease the units workload. The mostsecure means of communications available must be

used. Since radio communications are relatively inse-cure, they may be used only when no other methodwill suffice.

NEEDS AND MEDIA

Information needs to flow between DS and GSammunition companies and their headquarters. Referto Figures 4-1, 4-2, and 4-3 on pages 4-4, 4-5, and 4-6.

A number of communication media are available (forexample, tactical radio, telephone, and automatic dataprocessing equipment [ADPE] to ADPE). The actualhardware varies depending on the situation and avail-able resources.

BattalionOrdnance ammunition groups or battalions and

CSGs or CSBs must be able to exchange command,logistical, and administrative information. Themedium used to exchange information must allow lat-eral and vertical communications between thebattalion commander, staff elements, and subordinatecompanies. If tactical radio is used, the battalion orgroup headquarters serves as the net control stationfor the command net and the administrative logisticsnet.

The battalion or group materiel section may com-

municate with subordinate support companies on thebattalions logistics administrative net. Specific com-munications procedures are found in group orbattalion SOPs, Communications-Electronics Opera-tion Instructions (CEOIs), letters of instruction(LOI), or operations orders.

CompanyThe company has several communications needs

that affect its mission. The unit must communicatewith the group or battalion materiel section to discussmission-related information. The control section mayneed to communicate directly with supported units or

the supporting MMCs. If so, direct communication iscoordinated and approved through local agreementsbetween the supported unit, the MMC, and the sup-port group or battalion. The method used tocommunicate and the net control responsibilities aredesignated in the agreement.

RESPONSIBILITIES

In todays arena, communications personnelinclude radio operators, switchboard operators, ADPEto ADPE operators, and personnel to lay the wire.Some of these personnel are communications special-ists provided by the TOE. Other personnel performcommunications duties in addition to their primaryduties. All of the above personnel, to include any otherunit personnel who may become involved in commu-nications networks, must be trained in the use ofmobile subscriber equipment. Units discussed in thismanual may not be authorized school-trained commu-nications personnel. Refer to appropriate TOE fordetails.

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Communications Officer

The position of communications officer may be anadditional duty. The battalion or company communi-cations officer (or equivalent position) allocates thetype and extent of electrical communications withinthe command. Unit communications policies mustconform to those established by higher headquarters.

Radio Operators

Radio operators are responsible for the proper useof the radio, to include using correct radio proceduresand safeguarding communications security material.Operation of the radio is frequently an additionalduty. Good operators are thoroughly trained in com-munications discipline and operation of the radiocontrol panel. Emphasis on military communicationsdiscipline and functions of the control panel are abso-lutely essential. Operators must:

Be trained and proficient in the use of CEOIs. Be responsible for performing operator preven-

tive maintenance checks and services on radioequipment.

Be familiar with the capabilities and limitationsof the radio equipment.

Be familiar with the other facilities incorporatedinto the radio net of which the unit is a part.

Switchboard Operators

Switchboard operators install, operate, and main-

tain the unit switchboard. They must be trained toinstall and operate field telephone equipment. Theymust also know the capabilities and limitations of theequipment and of the system in which it will operate.Switchboard operators also serve as unit wire person-nel. They install and maintain field wirecommunications systems and perform operator main-tenance. They may need help from other unitpersonnel during initial installation.

COMMUNICATIONS-ELECTRONICSOPERATION INSTRUCTIONS

CEOIs are a type of combat order issued for thetechnical control and coordination of communications

within a command. CEOIs cover codes and ciphers,radio call signs and frequencies, the telephone direc-tory, and visual and sound signals. The group orbattalion communications-electronics officer preparesCEOIs. These instructions must conform to theCEOIs of the next higher headquarters. Unitsattached or assigned to a group or battalion headquar-ters use only extracts from the CEOIs. CEOIs areclassified; therefore, extracts must be safeguardedaccordingly.

Communications procedures that can be standardized are made a part of the unit SOP. The SOP mustnot violate instructions from higher headquarters

Refer to AR 105-64 and FM 24-16 for details.

SECURITY

Communications security (COMSEC) measureprevent or delay unauthorized persons from gettinginformation of military value from communicationsources. The unit commander must ensure thaCOMSEC measures are understood and followed byall personnel. Unit personnel must be concerned witthree types of COMSEC measures: physical, cryptological (commonly called crypto), and transmissionRefer to AR 380-40 and FM 34-60 for details onCOMSEC. The commander must specify in the uniSOP precisely how COMSEC violation reports are tobe made.

UNIT DEFENSE ANDDAMAGE CONTROL

METHODS OF COMMUNICATIONUNIT DEFENSE

Unit communications methods usually include datatransfer, radio, wire, messenger, visual, and sound.The methods used in any one unit are limited by thepersonnel, equipment, and transportation authorizedthat unit by the TOE. Units cannot depend entirelyon one method as the sole source of communications.Whatever method is chosen must provide maximumreliability, flexibility, security, and speed with a min-imum of effort and material.

Ammunition units cannot provide security foammunition storage areas, so detailed planning antraining in defensive operations are required, anshould be according to FM 71-100, FM 100-15FM 100-5, and the EAC portion of FM 90-14. Rapidlmoving tactical operations, pockets of enemy resistance, and enemy infiltration that result from widelspread tactical formations will be the rule rather tha

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the exception. Units in the rear areas are open toenemy group action.

Defensive planning must take into account all tech-nical mission requirements so that they run assmoothly as possible under adverse conditions. Plansto meet any type of enemy attack must be put in theunit security SOP. These plans must be revised asnecessary and rehearsed regularly to ensure that allpersonnel know their defensive duties and responsibil-ities.

At times, the defense of an ammunition unit maybe at the expense of mission activities. The com-mander must continually evaluate missionrequirements in light of the enemy situation. Securitymust provide early warning so that unit personnelhave enough time to move to prepared defensive posi-tions.

A defense plan is published as an integral part ofthe unit security SOP. For detailed guidance, seeFM 19-30. Defense plans and area damage controlplans are reviewed and coordinated at the theaterlevel. The defense plan includes all routine securityand

defensive activities, to include the following:

Designation of specific responsibilities.

Primary and alternate means of communica-tions.

Emergency destruction procedures.

Coordination and identification of mutuallydefensive procedures with local units and higher

headquarters.Active and passive individual and unit securityand defensive measures, such as COMSEC, oper-ations security, and noise and light discipline.

NBC defenses.

The defense plan must also incorporate the funda-mentals of defense as prescribed in the FM 3-serieschemical manuals. However, these fundamentalsshould be adapted to the peculiarities of an ammuni-tion unit. As a minimum, the plan should detailprocedures and delineate responsibilities, to includethe following:

Surveillance and security.Organic and supporting weapons.

Preparation of positions.

Communications.

Reserve force.

Rear-area protection.

NBC defense plan.

DAMAGE CONTROL

Along with the defense plan, the unit commandermust develop an area damage control plan. This planlists those measures to be taken by the unit before,

during, and after a mass attack or natural disaster.The area damage control plan should also providethose measures to be taken during an NBC attack, toinclude composition of the emergency decontamina-tion squad and the light-rescue squad. This planminimizes casualties and destruction resulting frommass attack or natural disaster, speeds recovery, andreestablishes support. Training and practice alerts forattacks or natural disasters should be conducted usingthe plan. Dispersion, camouflage, fortification,emplacement construction, and other actions commonto defensive operations must be covered if training isto be effective.

During an attack or disaster, emphasis is on sur-vival and assistance to the injured. After the attack,the emphasis is on resuming operations, to include thefollowing:

Regaining control.Assessing damage.Treating and evaluating casualties.Clearing isolated and danger areas.Conducting chemical agent detection operationsand monitoring for radioactivity.Making surveys.

Reporting the results.Salvage operations.Emergency resupply.Reestablishing communications.

Furthermore, the unit must remain alert to thepossibility of a follow-up attack by enemy airbornetroops, air-landed forces, or guerrillas. The unit mustbe prepared to defend itself and provide personnel forthe area-damage control forces. Regular enemy forcesor guerrillas may try to capitalize on the surprise andconfusion caused by a mass attack or natural disaster.The unit must be capable of quick and proper reac-

tion.Trained and equipped teams to assist in damage

control operations in other areas are required.Company-sized units must organize, train, equip, andhave available at all times one emergency decontami-nation squad and two light-rescue squads. Thesesquads must be equipped and organized according tothe mission to be performed and the operational pro-cedures of the command. Equipment is provided by

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TOE, common tables of allowance,tribution and allowances.

Company area damage control

and tables of dis-

plans make up aportion of the CSB plan. The CSB security controllerprepares and implements plans for a specific area.The security controller coordinates these plans withother units. Unit plans may be modified as directed bythe CSB. Instructions for submitting unit plans andnecessary modifications to the submitted plans areprovided by CSB headquarters.

HOST-NATION SUPPORT

HNS is provided by local civilian personnel anduniformed allied services of the host nation. Thesepersonnel work in jobs normally performed by servicetroops and the conventional ammunition specialist.

HNS and WHNS should be considered as a means ofaugmenting US military resources wherever militaryoperations are conducted. Policies for the procure-ment and use of such labor-support activities areestablished by theater headquarters; national policies;the framework of tr

conventional ammunition unit operations - fm 9-38

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