FM63-21(90)
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Pennsylvania State University**We aren't endorsed by this school
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ARMY 402
Subject
Mechanical Engineering
Date
Jan 9, 2025
Pages
152
Uploaded by DukePantherPerson1252
* FM 63-21i162-170 O - 94 - 1
FM 63-21PREFACEThis manual provides information on the structure and operations of the main supportbattalion. It is directed toward the commander and staff of the MSBs of divisions organizedand operating under-L series TOEs as modified by the Force Design Initiatives for an Armyof Excellence Study. It is also designed to be used by personnel concerned with providing orreceiving support in the division support area.The manual outlines the functions and operations of each section within the MSB; howthe MSB commander and staff integrate their activities; and the MSB’s role in providingsupport. This includes both the logistics and medical mission and the tactical responsibilities.This manual also describes the many coordination links the MSB must maintain with sup-ported and supporting units.This manual is based on doctrine in FMs 100-5, 100-10, 71-100 and 63-2-2. FM 100-5 isthe Army’s keystone doctrinal manual. It outlines how the Army will fight the AirlandBattle. FM 100-10 is the Army’s keystone CSS doctrinal manual. It provides an overview ofthe CSS system for supporting the Army in the field. FM 71-100 is the Army’s capstonemanual for division operations. It assists the MSB commander in planning and conductingcombat operations. FM 63-2-2 describes the support provided by resources within andoutside of the division. It is directed toward commanders and staff who are concerned withproviding CSS within armored, mechanized infantry, and motorized divisions organized andoperating under/ “Division 86” TOEs as modified by the Army of Excellence Study. (Workis currently underway on a new FM 63-2, which will cover the operations of a heavy divisionsupport command in depth. The new manual is designed to supersede FMs 63-2-2 and63-22.)The proponent of this publication is HQ TRADOC. Submit changes for improving thispublication on DA Form 2028(Recommended Changes to Publications and Blank Forms)and forward it to Commander, US Army Logistics Center, ATTN: ATCL-CLD, Fort Lee,Virginia 23801-6000.Unless otherwise stated, whenever the masculine gender is used, both men and women areincluded.ii
FM 63-21CHAPTER 1MSB Organization and FunctionsARMORED, MECHANIZED INFANTRY,INFANTRY, HEAVY/LIGHT DIVISIONSMain support battalions exist in four types ofdivisions. They are the armored, mechanized in-fantry, infantry, and heavy/light divisions. In eachcase, the role of the MSB is to support customers inthe division rear and provide designated reinforcingsupport to the forward support battalions. MSBcommanders and staffs must understand the com-position, employment, and missions of the supportedforce.The division has varying numbers and types ofcombat, combat support, and combat service supportunits. It is a self-sustaining force capable of inde-pendent operations. The division’s main focus is todefeat the enemy by conducting close and deepoperations whale protecting its combat support, CSS,and command and control facilities with successfulrear operations.ARMORED AND MECHANIZEDINFANTRY DIVISIONSArmored and mechanized divisions close with anddestroy the enemy by firepower, mobility, and shockeffect. Heavy elements move, attack, and defend todefeat the enemy in close combat. Heavy divisionsnormally fight over wide areas against a threat withsimilar capabilities.The divisions operate best inbasically open terrain.There they can use theirmobility and long-range, direct-fire weapons to bestadvantage. The divisions need significant logisticssupport of tracked vehicles for long ground moves.The divisions consume supplies, especially class IIIand V, at high rates and require substantial main-tenance support. The MSB will shift its supporteffort forward to the critical place and time to in-fluence the battle.INFANTRY DIVISIONThe infantry division operates in virtually allterrain, weather conditions, and enemy situations.It is organized for responsive employment and im-mediate combat operations upon arrival in anyenvironment. It is most effective in terrain favor-ing dismounted operations. This includes largeurban areas, mountains, and jungles. The infantrydivision has limited mobility. Therefore, its fuel1-1
FM 63-21and maintenance needs are much less than a heavydivisions. Further discussion of the infantry divisionis in FM 71-100.HEAVY/LIGHT DIVISIONThe threat to the heavy/light division (2d InfantryDivision) relies on massive firepower, large numbersin multiple echelons, and high maneuverability. Itmay attack with very little warning. The US and itsallies must defend against the initial attack, then seizethe initiative while using the terrain to best ad-vantage.The US division designed to oppose the threat isa mix of heavy and light forces along with aviationassets. The heavy forces are to be used along roadsand in open areas. Aviation assets will be used toinsert infantry forces into overwatch positions. Thedivision has only a limited capability of self-sus-tainment. It is designed to fight as part of a com-bined command, not a US corps.EMPLOYMENT OF DIVISION ELEMENTSThe division has varying numbers of maneuverbattalions to accomplish a specific mission. CS andCSS units are task organized to support the division.Though these units will vary, division elements whichtypically operate in the division rear and are cus-tomers of the MSB include:Combat engineer battalion elements.Chemical company elements.Division artillery elements.Aviation brigade.ADA battalion elements.Division band.DISCOM CP.Division main and rear CPs.Main support battalion.Signal battalion elements.Military intelligence battalion elements.Military police company headquarters.ARMORED, MECHANIZED INFANTRY,INFANTRY, HEAVY/LIGHT DISCOMSARMORED, MECHANIZED INFANTRY,AND INFANTRY DISCOMSThe main support battalion is part of the divisionsupport command.The DISCOM commanderprovides logistics and medical support in the divisionby exercising control over his units and providingadvice and planning for the division logistics com-munity. The support battalion (MSB and FSB) com-manders are the logistics operators for the division.They provide all classes of supply, maintenance sup-port, transportation assets, medical support, andfield services (MSB only) to division units in theirareas. The DISCOM can, on a very limited basis,furnish CSS to nondivision units in the division area.The division maintains only enough suppliesto sustain operations until more supplies ar-rive. DISCOM operations enable the division com-mander to mass combat power at the critical pointand to seize the initiative. The division CSS systemis flexible. It can anticipate and quickly surge toresupply and support reorganized maneuver units.The thrust of the logistics system of the DISCOM isto push support as far forward as possible.As depicted in Figure 1-1 the DISCOM consistsof the following elements:HHC/MMC. The HHC supervises and con-trols all support operations. It also advises thedivision commander and staff on logisticsthroughout the division. The MMC providesmateriel management for weapon systems, con-trols maintenance priorities, and coordinatessupply functions.FM 63-22 discusses theresponsibilities, organization, and operations ofthe HHC/MMC.1-2
FM 63-21Main support battalion. The MSB is theAircraft maintenance company. This is adivision logistics and medical operator in theseparate company under the DISCOM. Itdivision rear. It provides direct support toprovides AVIM support to division units. It isdivision units in the division rear and designatedthe subject of Chapter 6 of FM 63-2-2. Otherand reinforcing support to the FSBs. Its base isoperational information appears in FM 1-500.in the DSA, though it provides support forwardas required.HEAVY/LIGHT DISCOMForward support battalions. The DISCOMThe DISCOM structure for the heavy/lighthas three FSBs– one to provide direct supportdivision supports a heavy/light mix without someto each division maneuver brigade and units insupport normally provided by a corps to a division.the brigade sector. Information on the FSBs isThe DISCOM is a modified heavy DISCOM within FM 63-20.attachments. The basic support concepts and1-3
FM 63-21considerations employed by the MSB of theradios. Supply and missile maintenance capabilitiesheavy/light division are the same as those for otherhave also been adjusted to meet the force require- MSBs. The support requirements, however, differments.due to differences in terrain and mission, and theThe elements depicted in Figure 1-1 for the heavypeople and equipment of the supported force. TheMSB has maintenance teams to provide or supple-division DISCOM are the same for the heavy/lightdivision.ment repair capability for MLRS, Chapparal, track-ed vehicles, artillery/turret/fire control systems, andMSB ORGANIZATION AND MISSIONThe main support battalion is the main logisticsand medical operator in the division rear. It supportsunits in the division rear and provides designated andreinforcing support to the FSBs. The battalionprovides direct support maintenance, supply,transportation, and medical support to units for avariety of missions.When the battalion is aug-mented, it also provides field services. The MSB isresponsible for the effective management of subor-dinate units. It also directs and coordinates securityfor these units.One MSB is organic to the DISCOM. The MSBis normally commanded by a lieutenant colonel. Thecommand element is responsible for the supervision,direction, and coordination of assigned and attachedunits that run the support operations in and aroundthe DSA. Figure 1-2 shows the MSB organization.As shown, it has a–Headquarters and headquarters detachment.Supply and service company.Transportation motor transport company.Light and heavy maintenance companies.Missile support company.Medical company.Commanding, controlling, and coordinating themany MSB elements with their diverse missionspresent a challenge for the MSB commander andstaff. They must perform sustainment tasks ofarming, fueling, fining, moving, and sustaining thesoldier.They must integrate these tasks into acomprehensive battle support plan. The thrust isto push CSS as far forward as possible. The MSBcommander and staff. as well as CSS planners andoperators at the corps and brigade levels andwithin the division units, must incorporate the sus-tainment imperatives in every action taken.BATTLEFIELD LOCATIONSWhen the MSB is tactically deployed, its com-coordination with the DISCOM S2/3. The MSBpanics establish locations within the DSA. METT-Tlocates as far forward as the tactical situation per-determines each company location, but the com-mits. All support areas should be near the mainpanics are dispersed throughout the DSA.supply routes. However, they should not be astrideFigure 1-3 gives a graphic depiction of the DSA.the MSRs which may become high speed avenues ofIt shows the units normally found in the DSA. Thisapproach for enemy forces. For planning purposes,circle has a diameter of about 7 to 10 kilometers.support sites should be 1 to 3 kilometers from MSRs.BSAs should be accessible from the DSA by groundThe MSB commander plans and manages thein 2 hours or less. MSB activities should use built-upsecurity and movement of MSB elements in1-4
FM 63-21areas as much as possible. Appendix A addressesmobile. Whenever possible, support units through-additional terrain management factors.Support units need to be as mobile as the unitsthey support. Mobility and dispersion enhance thesecurity of MSB elements. MSB units must beprepared to move once every three days or less.Supplies remain uploaded as much as possible.Receipt processing and issue points should also beput personnel and ready-to-issue equipment to unitsin the BSA. The MSB must be capable of moving 50percent of its personnel and equipment in a singlelift. However, this factor does not include supplystocks or disabled equipment at maintenance sites.Also, mobility considerations for the MSB arecomplicated by the presence of the TMT companyin the battalion. The assets of this company will not1-5
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FM 63-21be available solely to move MSB elements. In addi-reserve stocks and to assist planning the movementtion to performing its routine CSS movement func-of DSA elements. Movement planners must take alltions, the company also has the mission to moveof these considerations into account.SUSTAINMENT IMPERATIVESThe division logistics system is flexible andrequires continuous support to maintain the ini-capable of anticipating and quickly surging to sup-tiative and to ensure breaks in support do notport division units. Sustaining the division fight re-inhibit the depth of operations. Pauses forquires all MSB elements to adhere to the sustainmentrebuilding impede momentum and rob the com-imperatives.mander of the initiative. Continuity ensures aAnticipation. MSB operators and plannersmust anticipate future operations as accuratelyas possible and accumulate assets to accom-modate any likely contingency. MSB elementsmust clearly understand the MSB commander’sintent. The MSB projects support needs. Italso must project unexpected changes in cur-rent and future operations by coordinating withDISCOM planners. The MSB ensures that thesupport structure constantly remains flexible torespond quickly to change.Integration. Tactical and operational plansmust have fully integrated CSS. The MSBcommander’s support plan must have suppliesand services available at the right time and placefor supported units to do their mission. Integra-tion of sustainment operations with the otheroperations of the division is crucial.Continuity. Committed forces must receivecontinuous supplies and services to maintaintheir fighting strength. The division commanderlapse in support or unforeseen events do notaffect an operation.Responsiveness. The MSB must react rapidlyto crises or fleeting opportunities. It must meetneeds that change with little notice. For ex-ample, MSB personnel must keep pace with thechanges in priorities of supported units. Theymust be ready to respond quickly so that sup-ported units retain momentum.Improvisation. No matter how carefully MSBplanners and operators try to anticipate events,unforeseen contingencies arise in every conflict.This manual suggests several support techniquesfor the MSB. However, leaders and staffs mustnot interpret a guideline or technique as an ab-solute requirement. If it is not effective in main-taining combat power and momentum, MSBpersonnel must not be afraid to discard it. TheMSB must improvise to meet unforeseen emer-gencies. It must seek innovative solutions toproblems.MSB SUPPORTLogistics and medical elements of the division arecoordinates support, organizes for combat, assignsintegrated into the command and control system oflocations, and specifies command relationships afterthe division. This allows the division to shift its sup-thorough consultation with the MSB, DMMC, FSBs,port effort to the critical place and time to influenceand supported units.the battle. For example, MSB elements can and doThe MSB performs its mission if it supports theroutinely operate outside of the DSA. Some ele-division’s course of action and meets the DISCOMments habitually support specific division units.Others may bead hoc formations to reinforce a maincommander’s guidance. Specifically, it supports thedivision rear and reinforces units by providing oreffort sector or an FSB. The DISCOM headquarterscoordinating to provide all classes of supply, as well1-7
FM 63-21as maintenance, medical, field services, andtransportation support in the amounts and at thetimes specified in the MSB SOP. It must replenish itssupported units’ basic loads of all supplies includingrepair parts. It must also replenish prescribed loadsof maintenance-significant class II and IV items. Itmust maintain equipment to meet prescribed opera-tional levels. It distributes class VII items in accor-dance with the division commander’s priorities. TheMSB coordinates transportation requirements withthe movement control officer to meet the needs iden-tified by the division. Finally, it coordinates medicalevacuation and treatment operations and field ser-vices activities with the DISCOM support operationsbranch to meet division rear needs. Chapters 5 to 10have specific information on the elements of theMSB. The following are the types of support theMSB provides.SUPPLYSustaining support includes resupply actions thatare constantly in progress to maintain a unit at adesired level of combat effectiveness. The key supplyoperator in the DSA is the MSB S&S company. Thisunit is responsible for the operation of the maindistribution points in the DSA. Supported units inthe DSA draw class I, II, III, IV, VI, and VII suppliesand water from these points. The light maintenancecompany provides class IX common items. Themedical company supplies class VIII items, and theAMCO is responsible for JP-4 and class IXA sup-plies.MAINTENANCEMSB maintenance units provide DSM, limitedreinforcing unit maintenance support, and repairparts supply for all equipment. Maintenancepreserves the availability of weapon systems andequipment. The thrust of the maintenance system inthe division is toward repairing damaged equipmentas far forward as possible. This maximizes systemavailability and minimizes recovery and evacuationtime. The MSB forms maintenance support teamswhich perform repair on major weapon systems.Items that cannot be fixed on site must be moved tothe MSB’s maintenance collection point to awaitrepair.TRANSPORTATIONThe organic ground transportation capability atdivision level is the MSB TMT company. Transpor-tation support consists not only of the actual move-ment of people and materiel but also themanagement function.This involves efforts to useresources, including road networks, most efficiently.The MSB must work closely with the MCO who isresponsible for the management function.HEALTH SERVICE SUPPORTMSB medical support is characterized by patientevacuation from unit-level medical facilities in thedivision rear, emergency medical care at the clearingstation, limited amounts of other medical care, andprovision of medical supplies. The MSB providesevacuation support from the BSAs and reinforces theFSB medical companies. It provides supportthroughout the division area. Medical support seeksto return the soldier to duty as soon as possible.FIELD SERVICESAt division level, the amount and types of fieldservices available depends mostly on how much corpssupport is available. When augmented, the MSBprovides CEB and laundry and GRREG services.SUSTAINMENT PLANNINGSuccess on future battlefields will depend on howgenerated from close, deep, and rear operations. Towell logistics commanders and planners support theensure unity of effort and success in combat, theyAirLand Battle. They must be able to meet the needsmust consider all three as interrelated parts to thesame battle.1-8
FM 63-21CLOSE OPERATIONS-OFFENSECharacteristics of offensive operations includemomentum, initiative on the part of commanders,ability to make rapid shifts in the main effort to takeadvantage of opportunities, and rapid penetration.Units may launch an offensive operation at any timeand with little notice. The goal of the MSB is tosustain maneuver and support units engaged in thedivision.The concept of support for offensive operations isto have MSB units well forward to sustain the attack-ing units, with priority of support to the main effort.The MSB locates to best support the FSBs and weightthe main effort. MSB elements move forward asrequired to shorten the support lines as the tacticalsituation dictates. They must provide continuous,adequate support to forces during the offense whileconserving assets and planning for future operations.Figure 1-4 shows a sample MSB employment duringoffensive operations.SupplyConsumption of supplies (especially fuel and am-munition) is greatest during offensive operations.High use of supplies will dictate that the MSB takessteps to build up forward stocks. A significantproblem will be maintaining this support over ex-tended supply lines. Also, planners should consideruse of preplanned push packages of essential items.These may include water, fuel, ammunition andMOPP gear. Needs for obstacle-breaching andbridging materiel may also be high.MaintenanceMaintaining momentum also requires keeping inor returning to the current battle as many weaponsystems as possible. Emphasis is on battle damageassessment and quick return of equipment to theforward area. The MSB may send MSTs forward tointegrate into the FSB shops, or they may performon-site maintenance. Managers must carefully or-ganize an MST to ensure the right people go with therequired transportation, communications assets,tools, TMDE, repair parts, and components. Be-sides extending support forward, the MSB acceptsunserviceable items from the FSB.TransportationTMT company assets will be heavily taxed in theoffense. As the attack escalates, long lines of com-munications and high requirements for selected sup-plies and personnel replacements will stress thesystem. Planners must ensure adequate security forunescorted convoys.Coordination is essential be-tween the support operations section of the MSB andthe DISCOM MCO. They must ensure delivery tothe right location and ensure movement ofretrograde equipment and deceased personnel.MedicalThe MSB will participate in evacuation planningto support an offensive action. The type of offensivemaneuvers, as well as the enemy capability, in-fluences the character of patient evacuation workload. The MSB must push class VIII forward. Itmust also be ready to provide prompt evacuation infast-moving situations. Prompt evacuation ofpatients from forward treatment facilities requiresthe MSB to have available ambulances well forwardfrom the outset of the offensive operation.Field ServicesTo sustain the fighting forces, field services areprovided as permitted by the tactical situation.Corps augmentations to the MSB provide most fieldservices to the division. Due to the mobility of offen-sive operations, commanders may temporarilysuspend some field services (CEB and laundry).However, GRREG operations are vital and may in-tensify during offensive operations. The MSB mustprepare for heavier usage of GRREG supplies andlong lines of evacuation.CLOSE OPERATIONS-DEFENSEThe immediate purpose of division defensiveoperations is to defeat the attack. Preparation fordefense entails stockpiling critical supplies at for-ward support points and at successive defensive posi-tions. The MSB must anticipate support needs forforward areas.The division G4 and DISCOM staff must developa concept of support and recommend priorities forsupport to the division commander. At the same1-9
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FM 63-21time, the DISCOM must support defensive opera-tions while anticipating support requirements as thedivision shifts to the offense. Figure 1-5 shows asample MSB employment during defensive opera-tions.SupplyOperations will be most intensive during thepreparation stage. The MSB will push critical sup-plies forward. The MSB will plan to stockpile sup-plies (particularly fuel and barrier materiel) farforward and in successive defensive positions. Assoon as the MSB knows a defense is planned, it mustbegin coordination to have barrier materiel through-put by corps assets as close to the emplacement sitesas possible.MaintenanceThe MSB must execute maintenance support withthe same attention to supported units needs as foroffensive operations. The maintenance companies’emphasis in the defense is to maximize the numberof weapon systems available at the start of the opera-tion. The MSB maintenance companies must con-centrate on exchange versus repair and maximizecannibalization. There is increased emphasis onevacuation of unserviceable equipment. Repairoperations in forward areas consist of componentreplacement, adjustment, and servicing.TransportationAs implied in the discussion on supply, transpor-tation is most critical while preparing for a defense.Stockpiling supplies and shifting personnel andequipment before the operation will tax the system.Transportation may also be required to shift person-nel, weapon systems, and supplies laterally or indepth to meet the probable points of enemy attack.The MSB’s major role in this area is to coordinatetransportation needs for support operations.MedicalThough casualty rates are likely to be lower thanin an attack, priorities for evacuating patients mustbe set on the basis of the location of the probableenemy main effort.Planners should designatepredetermined ambulance exchange points. Themedical company commander and MSB supportoperations section should also coordinate increaseduse of helicopters for evacuation.Field ServicesThe field service functions of CEB and GRREGoperate routinely where the tactical situation per-mits. GRREG units should evacuate the dead quick-ly. If laundry and CEB facilities are located in theDSA, the MSB staff should ensure they are farenough in the rear and out of the way of tactical units.RETROGRADE OPERATIONSA retrograde operation is a movement to the rearor away from the enemy. Retrograde operations gaintime, preserve forces, avoid combat under un-desirable conditions, or draw the enemy into an un-favorable position.Maneuver elements at a giventime may be defending, delaying, attacking, orwithdrawing.To ensure uninterrupted support in anyretrograde, support sites should be well to the rear.The MSB displaces early and when possible at night.Echeloning MSB elements allows them to continueto provide support at old sites until new sites areoperational. Any MSB assets not essential to sup-porting forward elements should move as soon aspossible.SupplyTo avoid the unnecessary destruction, loss, orhauling of supplies, managers control the flow ofsupplies forward.Push resupply is used with apriority towards fuel and ammunition. Operatorsplace supplies along routes of withdrawal to simplifyresupply, reduce road congestion, and permit earlywithdrawal of supply units. Transportation assetsmoving to the rear move any supplies which arealready forward but not required by the delay force.MaintenanceMaintenance planning emphasizes support for-ward while moving most of the maintenance com-panies rearward.Forward elements shouldconcentrate on exchange versus repair and maximize1-11
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FM 63-21cannibalization. Transportation assets are scarce soforward repair is essential.TransportationRetrograde operations stress transportationresources. The MSB continues to move assets to theFSB and evacuate supplies, materiel, and personnelrearward. All MSB transportation assets must becarefully managed and used. There must be con-tinuous management by the MCO and close coor-dination with the MMC for movement needs.MedicalPatient evacuation is complicated by several fac-tors. Evacuation routes may be congested withwithdrawing forces. Evacuation assets are requiredto move patients that would normally be treated inthe clearing station. Nonmedical transportation as-sets may not be available to assist. Medical companyassets should move back by echelon as early as pos-sible. This requires prompt patient sorting andevacuation. Planners must predetermine locationsof successive treatment sites. More information onmedical support in retrogrades is in Chapter 10.Field ServicesAny laundry and CEB units in the division alsomove to the rear as soon as possible. Commandersmay temporarily suspend nonessential services.Deception planners may integrate facilities ofsuspended activities into their plans.DEEP OPERATIONSDeep maneuver is a high-speed, short-duration,audacious operation.Planners may reorganizemaneuver forces to meet specific objectives. Theseforces can either carry all resources needed duringthe operation (self-sustainment) or be sustained viaa surface or an air LOC (sustainment over a LOC).Sustainment of deep maneuver must be carefullyplanned. Early in the planning phase, the MSB com-mander provides information to the DISCOM com-mander on logistics and medical assets. Once theattack is started, innovative thinking and rapiddecision making are key elements the MSB com-mander must use to ensure that the momentum ismaintained.Support of deep operations depends on theavailability of transportation assets. With groundLOCs, MSRs need to be open and secure. Groundtransportation must move supplies in support of unitsmoving to the line of departure as well as supportthose units once they move forward. The forwardsupport units that move early into the deep opera-tions area should be able to sustain fuel, ammunition,food, medical, and maintenance support until sup-port from the MSB and other sources arrives.REAR OPERATIONSThe primary purposes for conducting rear opera-tions are to secure the force, neutralize or defeatenemy operations in the rear, and ensure freedom ofaction in close and deep operations. Rear operationsprotect necessary CS and CSS from disruption. MSBfacilities and supplies must be safe from ground, air,and missile attack while continuing to supportprojected operations without decreasing the supportto currently engaged units. Effective planning re-quires open communication lines and quick reac-tions on the part of the MSB commander. Furtherinformation on rear operations is in Appendix A.LOGISTICS SUPPORT TO CORPS UNITSThe forward corps support group provides logis-most efficient and effective way to support thesetics support to corps units operating in the divisionunits. There may be separate corps support points inrear. The forward CSG or logistics battalion taskthe DSA to support the corps units.force operating in the DSA provides a liaison ele-The LO from the CSG or logistics task forcement to the DISCOM headquarters. The LO,DISCOM support operations branch, and MSB sup-coordinates the movement of COSCOM units in theDSA with the DISCOM and division rear CP. Corpsport operations officer coordinate to work out the1-13
FM 63-21logistics units operating in the division are under thecommand and control of the CSG.Though these units will vary, corps elements whichmay operate in the division area includeField artillery battalion.Air defense artillery battery.MLRS battery.Engineer elements.Military police company.Attack helicopter battalion.TOW light antitank company.Smoke company.Signal company.Girder bridge company.Ribbon bridge company.Decontamination company.Civil affairs company.PSYOPS company.Surveillance detachment.Electronic warfare company.Public affairs, chaplain support, CID, and his-tory teams.1-14
FM 63-21CHAPTER 2Command and ControlPRINCIPLESCommand and control is the system used by theMSB to direct, coordinate, and control the activitiesused to accomplish the logistics and medical mission.This encompasses the personnel, equipment,facilities, and procedures needed to gather andanalyze data. It also involves planning what is to bedone, issuing instructions for doing it, and supervis-ing how it is done.The MSB commanders mustorganize their resources and institute control proce-dures to ensure that the support system provides theright support, in the right place, at the right time.Today’s dynamic battlefield demands adherenceto the sustainment imperatives of integration,responsiveness, anticipation, continuity, and im-provisation by all logistics commanders. Mission-oriented command and control promotes clearcommunication of the commander’s intent; coor-dination of key elements of deep, close, and rearoperations; and maximum latitude for subordinatesin execution of assigned tasks.Mission-oriented command and control involvesmore than just the issue of mission-type orders. Itbegins with a willingness on the part of the com-mander to delegate authority and provide resourcescommensurate with the responsibilities assigned tosubordinates. Staff and subordinate commandersmust be trained in communications and thedecision-making process. They must know when andin what circumstances they have the prerogative toact.Command and control of MSB units requires as aminimum—A good understanding of the MSBcommander’s responsibilities.A thorough understanding of the divisioncommander’s intent for ongoing and futureoperations.Familiarity with the responsibilities andcapabilities of higher, lower, and supportingunit levels.Close contact and exchange of information atall levels in the command chain.Writing directives, reports and orders.(However, maneuver warfare cannot dependsolely on written communications.)Effective oral communications.Understanding the information systems re-lated to CSS.Ensuring radio and data transmission nets areused effectively.Staying personally involved in and appraisedof the CSS and tactical situations.Familiarity with the law of land warfare.2-1
FM 63-21An understanding of the responsibilities to themeans by which organizations are assigned missionssoldiers.and the status of their execution is determined. TheInformation is an essential ingredient of commandC2 system consists of three interrelated componentsand control. The Army’s command and control sys-organizational relationships, process, and facilities.tem operates to exchange information since it is theORGANIZATIONAL RELATIONSHIPSTo accomplish the support mission, the MSB andits subordinate units are deployed throughout theDSA and division area. To perform its C2 functions,the MSB must develop and maintain a variety ofrelationships. They include relationships with—Higher organization–DISCOM.Supported organizations—Supported units inthe division rear.Lateral organizations–FSBs, the AMCO, andcorps logistics task force.Subordinate organizations–MSB companyelements.MSB AND DISCOM HEADQUARTERSThe MSB is under the command of the DISCOMcommander. Requests for support to the MSB flowthrough the DISCOM staff and MMC. This ensureslogistics and medical needs are staffed with theDISCOM S2/S3, DISCOM medical operationscenter and DMMC. The MSB commander providestechnical support and advice to the DISCOM com-mander on matters concerning the division rear area.The DISCOM commander gives support prioritiesand direction on support operations, battlefield loca-tions, security, and movement. He also makesdecisions on cross-leveling assets among the MSBand FSB.MSB AND DMMCThe DMMC provides supply and maintenancemanagement for the MSB. It determines, procures,and directs the distribution of all supplies (exceptclass VI, VIII, and X, and classified maps). Itdevelops and supervises ASLs. It maintains divisionproperty book and Army equipment status reportingdata. The DMMC also specifies the items andquantities of class IX materiel to be physically locatedin the forward area and the MSB. It provides guidancefor the disposition of items which includes instructionsfor evacuation of items that cannot be repaired by directsupport maintenance units of the MSB.Day-to-day supply (less class V, VII, VIII, and IX)management is provided by the general supply sec-tion of the DMMC to the S&S company of the MSB.This company provides information to the DMMC inits day-to-day supply transactions. The DMMC alsoprovides day-to-day class IX direction to the main-tenance companies of the MSB. The companiesprovide information to the DMMC on their day-to-day class IX transactions. The MMC property bookand class VII section provide management of classVII supply for the MSB.Day-to-day maintenance direction is provided bythe materiel section of the DMMC to the supportoperations officer of the MSB. Since all those in-volved in the division rear maintenance effort needto be kept informed, maintenance information ispassed among the DMMC and maintenance com-panies of the MSB.MSB AND AMCOThe aircraft maintenance company is under thecommand of the DISCOM commander. The AMCOprovides all division AVIM. It relies on the MSB forall ground equipment maintenance and repair parts,supply (except aviation), HSS, field services, andground movement.MSB AND FSBsThe relationship between the MSB and FSBs isestablished by the DISCOM commander. The quan-tity and type of support provided by the MSB to theFSBs are determined by command priorities and2-2
FM 63-21capabilities of the FSBs to accomplish the mission.Based on command guidance from the DISCOMcommander and the mission, the MSB providestailored and timely reinforcing support to the FSBs.The MSB provides designated DS supply, reinforc-ing DS maintenance, transportation, some field ser-vice functions, and limited medical reinforcement toeach FSB. The companies of the MSB maintaintechnical relationships with their related companiesof FSBs located in the BSAs.MSB AND MSB COMPANIESThe MSB commander must maintain close per-sonal contact with his subordinate company com-manders. He depends on them to provide timelyinformation on the status of their companies. Inaddition, the company commanders must under-stand the MSB commander’s intent to perform theirroles with initiative. This understanding is enhancedthrough frequent face-to-face discussion.Though the company commanders will likely be inthe vicinity of the MSB CP to facilitate coordination,they must not tie themselves to one spot. Theycommand their companies from the locations wherethey can best assess and influence the support opera-tion. These commanders use verbal orders, radio,visual signals, or wire among themselves, the MSBstaff, their platoon leaders, and the supported ele-ments.MSB AND SUPPORTED DIVISION UNITSThe MSB provides direct support to division rearunits. It thereby establishes a close working relation-ship with the logistics planners for division elementsin the division rear. The division staff officer chargedwith assisting in the area of logistics is the G4. Heprovides logistics information to and coordinatessupport with the DISCOM support operations of-ficer. The DISCOM support operations officercoordinates support requirements and capabilitieswith the MSB.The MSB and the DISCOM support operationsofficers work out the day-to-day details of logisticsoperations for division elements in the division rear.These include specific requirements and timeschedules. However, for routine operations, theMSB companies also develop relationships with sup-ported unit CSS operators.PROCESSAs with any other Army organization, the MSBcommander and staff use the command and controlprocess outlined in FM 101-5 to make decisions andsupervise execution of orders. This process is a con-tinuous one; the MSB commander and staff are al-ways involved in estimating and planning. However,the focus becomes more precise when the MSBreceives a mission. Typically, it has already receiveda warning order when the commander, XO, or sup-port operations officer attends a DISCOM meeting.In some cases, the MSB commander mustdeduce the mission, but usually he receives theplanning guidance and a restated mission fromthe DISCOM commander. In addition to workingwith the DISCOM commander, he also receivesguidance from the DISCOM support operationsbranch.When it receives or deduces its mission, the MSBbegins mission analysis.The commander and stafftake into account all the planning considerationssuch as the force to be supported, MSB capabilities,and the division commander’s priorities of support.The command section identifies tasks required toaccomplish the mission, restates the mission, andissues a warning order to all MSB elements, alongwith the commander’s planning guidance.The MSB commander provides his subordinatecommanders and staff with planning guidance asoften as required.The frequency, as well as theamount and content of the guidance, will vary withthe mission, available time, tactical situation, avail-able information, and historical data. Planning andguidance are used to prepare estimates. Therefore,the commander must ensure the nature of theguidance does not bias staff estimates. The purpose2-3
FM 63-21of the estimate is to provide a common start point forstaff planning. Planning guidance may includerestated mission, specific courses of action todevelop or eliminate from consideration assump-tions, constraints, critical information required, orspecific considerations (such as NBC, deception, orEW).The MSB staff provides functional area estimatesas discussed in FM 101-5 and Chapter 4 of thismanual. On the basis of these estimates, the MSBcommander finalizes his concept of operations. TheXO then gives guidance on preparation of theOPORD/OPLAN. The S2/S3 consolidates the inputand publishes and distributes the OPORD/OPLANafter the MSB commander approves it.The MSB command section must keep in mindtwo points related to the decision-making processsummarized above. First, planning is continuous. Itdoes not begin on receipt of a mission. The com-mander and staff are always gathering data and an-ticipating future requirements. When the mission isreceived, however, steps must be taken to finalize allthe operational details of the CSS and security plans.In addition, the command section must adjust to timeconstraints. Frequently, time becomes the most criti-cal factor affecting any commander in the decision-making process.The commander may have toproceed through this process and issue oral ordersbased on his knowledge of the situation withouttaking the time to formally include the staff in theprocess.The specificity and formalization of theplanning guidance may have to be adjusted.After the order is issued, the MSB commanderand staff supervise its execution. The primary pur-pose of the staff is to assist subordinate units to carryout the intent of the MSB commander’s order. Plansand orders are refined as the situation changes. In-formation comes back to the command sectionthrough reports and personal observations of thecommanders and staff. On the basis of this informa-tion, they evaluate whether the mission is being ac-complished. Changes are made to add to or reviseprevious instructions.FACILITIESAnother component of command and control isfacilities. This component includes command postsand supporting automation and communication sys-tems. These facilities make possible processing andtransmission of information and orders necessary foreffective command and control. Automation and ageneral view of the MSB command post are dis-cussed below. Communications are described inChapter 3.AUTOMATIONAutomated systems throughout the DISCOM aredesigned to allow commanders to manage informa-tion to optimize use of limited resources.Command, Control, and Subordinate SystemStructureCCS2 is an evolving architecture that will improvelogistics capabilities.The system will provide themeans of interfacing the five battlefield controlfunctions of maneuver, air defense, CSS, intel-ligence/EW, and fire support. CCS2 will function asan integral part of, and in support of, the ArmyTactical Command and Control System. (Note: Ini-tial fielding will begin in FY90. A fully interactive,automated system is expected in 1995 when the objec-tive CCS2 is realized.)The CSS Control System of the ATCCS will be anautomated system that will provide commanders andtheir staff with logistics, medical, and personnel in-formation. It is designed to provide timely, accurate,integrated information that facilitates the decision-making process; accrues maximum benefit fromresources; enhances visibility of critical assets; andidentifies sustainment supportability. It facilitatesthe collection, analysis, projection, and distributionof information to the maneuver commanders. TheCSSCS facilitates the consolidation of data from CSSsubordinate units and the CSS Standard ArmyManagement Information Systems. The CSSCS will2-4
FM 63-21be employed at maneuver brigade, division, corps,and echelons above corps. Figure 2-1 shows theCSSCS in support of the division rear.Functional SystemsBesides providing logistics C2 information to theCSSCS components of the ATCCS, CSS STAMISsare employed at the MSB to enhance logistics opera-tions. These software systems operate on either theTACCS or the ULC hardware. The systems used bythe MSB are discussed belowSIDPERS operates on TACCS and automatesstrength accounting assignment, organizationrecord keeping personnel record keeping, andlabor-intensive military personnel operationswithin the S1 section of the MSB.ULLS operates on the ULC and providesautomation of logistics functions at the unit andbattalion levels. ULLS is employed throughoutthe division to include the DISCOM. The unitmaintenance application has been developed.(In addition, an S4 consolidated logistics com-ponent is currently under development.) ULLSinterfaces with CSSCS, SARSS-1, SAMS-1,SPBS-R, and other applicable STAMISs.SARSS-1 operates on TACCS hardware in theMSB’s S&S, light, and missile maintenance com-panies. The system automates class II, III (pkg),IV, VII, and IX supply actions. It performs timesensitive functions such as receipt, storage, issue,replenishment, inventory adjustments, supplyperformance reporting and excess identifica-tion, as well as maintaining accountable stockrecord balance. During normal distributionoperations, SARSS-1 interfaces directly withSARSS-2A on TACCS at the DMMC. In contin-gency operations, SARSS-1 can operate in theautonomous mode without SARSS-2A supportand interface directly with the DAAS to routerequisitions directly to the wholesale supply sys-tem. In addition to interfacing with SARSS-2A,SARSS-1 interfaces are maintained with ULLS,SPBS-R, SAMS-1, DAMMS-R, CSSCS, andPWIS.SAMS-1 operates on TACCS and isemployed in all maintenance companiesassigned to the FSB and MSB (light, heavy,and missile maintenance companies) and in theaircraft maintenance company. The system automatesmaintenance production control, providing immediatejob order and backlog status information. It provides,through file inquiry, repair parts and shop stock assetstatus. It screens production parts requirementsagainst on-hand assets and automatically generates,edits and passes requests to the supply system via aninterface with SARSS-1.SAMS-2 operates on TACCS hardware and isemployed in the light maintenance company ofthe MSB and in the DMMC materiel section.The system receives SAMS-1 data and providesimmediate production and supply requirementsto managers. It gives daily visibility of deadlinedequipment. The materiel condition statusreport module displays parts required forproduction and readiness by either unit orweapon system. In addition to the SAMS-1 in-terface, SAMS-2 interfaces with other ap-propriate SAMS-2 (for example, DMMC toCMMC), SAMS-3, and other designatedSTAMISs.DAMMS-R operates on TACCS hardware andis employed in the HHD of the MSB where itinterfaces with the MCO assigned to the S2/S3section of the DISCOM headquarters. TheMCO automated mission performance also re-quires a DAMMS-R on TACCS interface withthe MSB TMT company DAMMS-R operationson ULC. The system provides intransit cargomovements data, mode asset status,hold/diversion status, movement information,transportation status reports, containerreports, ETA forecasts, and transportation in-telligence.TAMMIS-D operates on TACCS and ULChardware and is employed in the medical com-pany of the MSB. The system provides timely,accurate, and relevant information through theMEDPAR-D and MEDLOG-D subsystems.MEDPAR-D provides automated capabilities intreatment and disposition data, unit medical ad-ministration, ICRS. medical C2, and systemsetup/maintenance.There is also a ADTMC2-5
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FM 63-21module which will assist the aidman in theproper treatment and/or disposition of diseasecases. MEDLOG-D manages medical supplies,medical assemblages, and biomedical equip-ment maintenance.COMMAND POSTThe dynamics of the modern battlefield– speed,complexity, and lethality–will require the veryhighest level of organization and operational ef-ficiency within any CP structure. Automated andmanual information systems must minimize the timerequired for administrative processing of informa-tion, ensure accurate portrayal of the tactical situa-tion, prevent needless verification of data, and makeinformation immediately available to the commanderand members of the staff. Two principal staff sec-tions provided to do this are the support operationsoffice for the support mission and the S2/S3 sectionfor tactical mission.The primary MSB C2 facility is the command post.A key consideration in determining the location ofthe CP is the ability of the site to provide for goodcommunications with higher, lower, and adjacentorganizations. Considerations must include thecapability to remote antennas and to use terrain tomask transmissions. FM 24-1 has details. The CPshould be located near routes which allow relativelyeasy access into the area. Prominent terrain featuresand major road junctions should be avoided toprevent the enemy from readily determining the CPlocation.When possible, the CP should be located in built-up areas. Barns, garages, and warehouses eliminatethe need for extensive camouflage. Basements pro-vide added protection from enemy fires. Use ofbuilt-up areas also reduces infrared and electromag-netic signatures and can reduce the requirement tomove as often.When built-up areas are not available, the CPshould be located on the reverse slope to providecover and concealment from both ground and airobservation fires. The ground must be firm enoughto support vehicle traffic, have good drainage, andprovide enough space to disperse vehicles.The CP should travel light and be able to moveoften. A CP is a major source of electromagnetic andinfrared energy. If the CP does not move often, itslocation can be freed and targeted. The larger andmore elaborate the CP setup, the less rapidly the CPwill be able to move. However, the more frequentlythe CP moves, the more command, control, and com-munications suffer.When the CP does move, it displaces by echelons.Once an interim operational capability is establishedat the new location, the remainder of the CP elementsmove.LAYOUTThe CP is formed out of assets organic to theHHD MSB and is normally comprised of personneland equipment from the plans and operations andcommunications branches and support operationssection. The CP is organized into a dual shelterconfiguration. The direct support mission ismanaged in the support operations van while thecommunications, intelligence, and operations mis-sions are accomplished in the S2/S3 tent as depictedin Figure 2-2.CP PERSONNELThe CP personnel normally operate in a 2-shiftmode. Table 2-1 is an example of how the MSB CPpositions could be organized into two shifts. This isonly an example of minimum staffing. During intenseactivity, all available personnel may be required forshort periods. However, maximum staffing cannotcontinue indefinitely. MSB commander and staffmust consider fatigue and sleep loss that occurduring combat. Fatigue caused by lack of sleep is amajor source of battlefield stress. Leaders are par-ticularly susceptible. Principles to minimize fatigueinclude the following:Specified sleep plans must be developed andenforced.Plans should allow for at least 3 to 4 hours ofsleep every 24 hours. Even at this rate, perfor-mance, especially decision making skills, will be-come degraded in several days.2-7
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FM 63-21Priority of sleep must go to those whoseThe primary shift is normally assigned to thedecision making is critical to the mission.busiest part of the workday. The secondary shift isIn order for sleep plans to work, soldiers must beintended for periods of reduced activity. Normally across-trained. One technique which may help is toproblem beyond the decision-making authority of thedevelop performance supports to simplify criticalsecondary shift will cause selective reinforcementtasks. These include aids such as specific SOPs orfrom the primary shift.checklists.2-9
FM 63-21CHAPTER 3CommunicationsDEVELOPMENTS IN COMMUNICATIONS SYSTEMSCommunications equipment and systems are cur-rently undergoing change within the corps and thedivision. The current area communications systemwill be replaced by the mobile subscriber equipmentsystem.Current VHF-FM (AN/VRC-12 series) radiosand HF-SSB (AN/GRC-106) radios will also bereplaced by the single channel ground and airborneradio subsystem, and the improved high frequencyradios.Along with these equipment changes,automated hardware systems will also be deployed insupport of C2 and management information systems.These changes will affect the MSB in the area ofconnectivity to the area system. Under the currentsystem the MSB normally has trunks from the MSBswitchboard to the signal battalion operatedswitchboard which supports the DISCOM head-quarters (support platoon of the command operationscompany of the signal battalion). When MSE isdeployed, the MSB will run wire from unit locationsto the MSE interface point. The amount of wire theMSB headquarters and companies will need will bebased on the dispersion requirements of the par-ticular situation, which is the relationship of each unitto the nearest MSE interface point.With the deployment of the MSE, the wire layingfor all units will have to be covered by unit SOP. Itmust cover who does it and in what priority. Thecommunications means will remain essentially thesame. The MSB will depend on courier, combat netradios, and wire access to the signal corps providedarea communications system. Telephones, facsimile,and data terminals will be user owned and operatedsubscriber instruments on the area system via wireaccess.CURRENT AREA SYSTEMThe current area system is shown in Figure 3-1.communication system (signal battalion multichan-The MSB and companies use their organicnel system) at the DISCOM support platoonswitchboards (SB-22) and telephone instruments forswitchboard (signal battalion asset). The companiesinternal wire communications.Wire nets arewill tie into the MSB switchboard or directly into thedepicted in Figures 3-2 through 3-8 (Pages 3-3signal battalion switchboard to gain access into thethrough 3-8 ). The MSB will normally tie into the area3-1
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FM 63-21area system. Methods of tie-in into the area systemtelephone instruments will not be capable of enteringwill be dependent on tactical dispersion of units.the 4-wire digital MSE area system. The MSB as wellWhen the MSE area system replaces the currentas other units will retain the organic, 2-wire equip-area system, the current 2-wire unit switchboards andment, for internal communications requirements.MSE AREA COMMUNICATIONS SYSTEMMSE is the area common user voice communica-Nodal switching.tions system within the division. It is the backbone ofthe corps system and will be deployed from the corpsThe MSB will participate in the first four of therear boundary forward to the division maneuverabove stated functional areas.battalion’s main CP. MSE is comprised of five func-AREA COVERAGEtional areas:Area coverage means that MSE provides commonArea coverage, corps and division C2 com-user support to a geographical area, as opposed tomunications system.dedicated support to a unit or customer. Figure 3-9Wire subscriber access using DNVT.shows the deployment of area nodes across a corpsSubscriber terminals.area. These nodes are called node centers. They aredepicted in Figure 3-10. They are under the controlMobile subscriber access using MSRT or CNR.3-9
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FM 63-21of the corps signal officer to meet the needs of thecorps commander’s intent.At the division level, the division signal battalionoperates four of these nodes. Connected to thesenodes, via lime-of-sight radios, are small extensionnode switchboards and large extension nodeswitchboards. The following switchboards are or-ganic to the division signal battalion:12 SEN (VI) switchboards capable of support-ing 26 subscribers each.4 SEN (V2) switchboards capable of supporting41 subscribers each.1 LEN switchboard capable of supporting 176subscribers.A typical deployment of switchboards within thedivision is shown in Figure 3-11. Tactical dispersionThe location of switchboards will be determined bythe division C-E officer’s recommendation to the G3.This recommendation will be based on METT-T, thecommander’s intent and customer requirements.The SEN/LEN location should not be related to aspecific unit.WIRE SUBSCRIBER ACCESSWire subscriber access points will provide theentry (interface) points between user owned andoperated freed subscriber terminal equipment, andthe MSE area system, operated by the corps, divisionsignal battalions.Figures 3-12 through 3-14 show the MSEswitchboard configurations which the MSB may tieinto the area system.The two types of interfaceequipments are —requirements will, in most cases, require the MSB toThe signal distribution panel (junction box)tie into a SEN rather than the LEN. The deploymentJ-1077. Each panel will provide up to 13 sub-of SEN/LEN switchboards is merely one approach.scriber access points.3-11
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FM 63-21Remote multiplexer combiners which provideaccess for eight subscriber access points.Beyond these two interface points (J-1077 andRMC), the using units are responsible for the instal-lation and operation of freed subscriber terminalinstruments as well as the installation and main-tenance of the WF 16 field wire from the instrumentsto the interface points (J-1077 and RMC) into thearea MSE system.WF 16 wire consists of hvo pairs of wire. One pairis olive drab, the other brown. The olive drab pairhas a ridge along the side for night identification.SUBSCRIBER TERMINALS (FIXED)Subscriber terminals used by the MSB head-quarters and its organic companies are the digitalnonsecure voice telephones. This is the prime MSEsubscriber terminal and provides full duplex digital,4-wire voice as well as a data port for interfacing the3-13
FM 63-21AN/UXC-7 facsimile, TACCS computer, the unitlevel computer, and the interface for the MSB intothe ATCCS.MSE is primarily designed as a voice switchingnetwork. Until data transfer systems become avail-able or MSE is enhanced with a packet switchingcapability, automation terminals should be kept to aminimum. Bulk data requirements should be metwith another means of transfer, such as courier. SeeFigure 3-15. Figures 3-16 and 3-17 portray the as-signment of DNVT, FAX, ATCCS and ULC for theMSB and its companies. The DNVT will tie into thearea system through either a panel or an RMC.MOBILE SUBSCRIBER TERMINALThe MSE terminal is the AN/VRC-97 or MSRTThis MSRT, which consists of a very high frequencyradio and a digital secure voice terminal, is a vehicle-mounted assembly. It interfaces with MSE systemthrough a radio access unit. The primary use of theMSRT is to provide mobile subscribers access to theMSE area network.. Figure 3-18 is a typical MSRTinterface into the area system. RAUs are deployedto maximize area coverage and MSRT concentra-tions. The MSRT provides key mobile subscriberaccess to the area system. MSRT can also operate ina CP location to allow access to staff and functionalpersonnel.COMBAT NET RADIO SYSTEMThe combat net radio structure is designedaround three separate radio systems; each has dif-ferent capabilities and transmission characteristics.The three systems are –Improved high frequency radio.Single-channel ground and airborne radio.Single-channel objective tactical terminal.SCOTT is a stand-alone transportable tacticalsatellite communications terminal that will betransparent to the MSB. The other two systems,IHFR and SINCGARS, will provide a means of voicetransmission of C2 information and a means for datatransmission, which will be required if data transferrequirements cannot be met by the MSE system.Current CNR equipment in the MSB are theAN/GRC-106 and the AN/VRC-12 series radios.These will be replaced by AN/GRC-213 andSINCGARS series, respectively. The AWGRC-213is a low-power manpack/vehicular radio. It inter-faces with the other configurations of the IHFR sys-tem. SINCGARS is a new family of VHF-FM radios.These radios are designed for simple, quick opera-tion using a 16-element keypad for operation for voiceor digital data communications. They are capable ofshort-range or long-range operation for voice or digi-tal data communications. The planning range is 8 to35 kilometers. They are capable of a single-channeloperation for interface with the AN/VRC 12 series orother FM radios operating in a single channel mode.They also operate in a jam resistent, frequency-hoppingmode which can be changed as needed.Diagrams for each net operated by the MSB arepresented in this section. Each is presented first withthe current equipment (AN/VRC-12 and GRC-106radios) and then with the SINCGARS and IHFRradios. The second diagram for each net does notrepresent a simple, one-for-one replacement, old fornew. Rather the diagram reflects the application ofincremental change packages for SINCGARS andIHFR over a period of time. (The assignment ofradio equipment to specific sections was influencedby a requirements validation review.)MSB COMMAND/OPERATIONS NETThis net is used to command and control theelements of the MSB both from a tactical (rearoperations) and from a CSS mission perspective. Netcontrol is maintained by the communications branchof the S2/S3 section. The S2/S3 section and supportoperations section colocate and use a combination ofremotes and installed radios to operate in the follow-ing external nets:DISCOM Command/Operations Net.3-14
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FM 63-21DISCOM Logistics Operations Net.See Figures 3-19 and 3-20 for the MSBcommand/operations net.SUPPLY AND SERVICE COMPANY NETThis command net provides C2 for the company.Each of the five water points have radios in this net.The petroleum platoon is allocated three tanker unitswith radios for control purposes when convoys goforward to refueling points in the FSB area. SeeFigures 3-21 and 3-22 for the S&S company net.MAINTENANCE COMPANIESCOMMAND NETSThe maintenance companies nets provide C2 fortheir maintenance elements. At times elements ofthese companies will operate throughout the divisionarea requiring close coordination of customer radiofrequencies to meet on customer nets for coordina-tion of maintenance requirements. See Figures 3-23and 3-24 for the light maintenance company, Figures3-25 and 3-26 for the heavy maintenance company,and Figures 3-27 and 3-28 for the missile supportcompany.MEDICAL COMPANY COMMAND NET - FMThe medical company FM net provides C2 formedical treatment and evacuation throughout thedivision area forward to the brigade rear boundaries.Dual net capability is provided at platoon and squadlevel for coordination with supported units and medi-cal air evacuation. See Figures 3-29 and 3-30 for themedical company command net.MEDICAL COMPANY OPERATIONS NETAM VOICEThe medical operations AM net provides long-range voice capability to tie the division medicalelements into the overall corps medical treatmentand evacuation system. See Figures 3-31 and 3-32 forthe medical company operations net.TRANSPORTATION MOTOR TRANSPORTCOMPANY COMMAND NET - FMThis net provides C2 for truck platoons andsquads. The company CP acts as NCS for the net andprovides the truckmaster access for control and dis-patch purposes. See Figures 3-33 and 3-34 for thetransportation motor transport company net.SIGNAL SECURITYAs part of the overall operations security pro-Distribute codes on a need-to-know basis.gram, MSB elements must consistently practice sig-Use only authorized call signs and brevity codes.nal security. A vital consideration is siting oftransmitting antennas. Sites must enable com-Use wire and messengers whenever feasible.munications while minimizing the enemy’s ability toUse available secure voice/RATT devices.intercept and locate transmissions. ConsiderationsMaintain net discipline and control.include —Use authentication and encryption codesRemote antennas away from CPs by at leastspecified in the current SOI.1 kilometer.Keep transmissions short (less than 20Construct and use directional antennas.seconds).Use terrain features, such as hills, vegetation,Report all COMSEC discrepancies to the netand buildings to mask transmission.control station.Disperse transmitters.Use lowest transmitter power output consistentwith good communications.Other guidelines on signal security include thefollowing:Avoid significant surges in traffic on singlechannel radio nets.Maintain radio or radio listening silence, usingradio only when absolutely necessary.3-19
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FM 63-21CHAPTER 4Headquarters and Headquarters DetachmentORGANIZATION AND MISSIONThe MSB headquarters and headquartersPlanning, directing, and supervising supportdetachment consists of a battalion headquarters andprovided by the MSB to customers.a headquarters detachment. As shown in Figure 4-1,Providing information and advice on MSB sup-the battalion headquarters has five sections: com-port to the commander and staff of themand, S1, S2/S3, S4, and support operations.DISCOM.The battalion headquarters performs the C2 func-Planning, directing, and supervising the ad-tions. It also employs the C2 facilities discussed inministration for organic and attached units.Chapter 3. Generally, its mission includesTraining and internal logistics support for unitsCommand and control of organic and attachedorganic and attached to the battalion.units.Planning and directing rear operations as as-signed by the DISCOM commander.PERSONNEL AND SECTIONSMSB COMMANDERThe MSB commander commands all units organicPrepare estimates.or attached to the battalion. He provides subor-Give appraisals.dinate elements with clear missions, taskings, andMake recommendations and decisions.statement of his intent.Prepare plans.Upon receipt of a mission, the commander givesIssue orders.planning guidance to his staff. He receives requiredinformation from his staff. He then restates the mis-Coordinate and control unit operations.sion in a clear, concise statement of tasks to be done,Supervise subordinate units.and the purpose to be achieved. Examples of tasksthat the staff must be able to perform are –EXECUTIVE OFFICERThe XO is the principal assistant to the battalionAnalyze terrain and threat.commander. As second in command, he must under-Function as an effective team.stand the support operations and the non-CSS func-Exchange information.tions of the battalion. He supervises the MSB staff.4-1
FM 63-21He coordinates assigned missions with subordinateThe S1 participates in the full range of staff officerunit commanders. Under the commander’s direc-functions. He coordinates PSS activities and advisestions, he formulates staff operating policies. Heoversees the maintenance of the master policy files.Also, he supervises CP operations.S1 SECTIONThe S1 Section consists of the battalion S1 oradjutant and the personnel and administration cen-ter. As the personnel staff officer, the S1 coordinatesstaff responsibility for the personnel service support.This includes personnel, administrative, financial,religious, medical, public affairs, and legal support.the commander on them. He participates in theoperations order process and develops loss rate es-timates.He recommends replacement priorities.He assures his areas are fully coordinated with otherstaff elements. He also pays particular attention toareas where close coordination is necessary to assureproper completion of PSS missions. Such areas arein GRREG, transportation, and medical support.The PAC provides the battalion S1 with staffsupport on personnel, administrative, financial,public affair, and legal matters. The chaplain and4-2
FM 63-21the medical company commander also provide staffsupport on an area basis. PSS staff personnel sup-port both the command and its soldiers.During combat operations, primary PACresponsibilities focus on strength accounting, casual-ty reporting, and replacement operations. For per-forming strength accounting, the S1 sectionconsolidates subordinate element’s battle rosters. Itcross-checks casualty witness statements with themedical aid stations and MP straggler control pointreports. It updates the battalion master battle roster.It also prepares the PERSTAT. The S1 section es-tablishes a replacement receiving point. It briefsreplacements on unit assignment and tactical situa-tions.It also coordinates the transportation ofreplacements to subordinate units.The S1 section coordinates medical support. Itcoordinates the schedules, locations, and capabilitiesof medical support with the MSB medical company.It prepares and provides an area medical plan to thesubordinate elements. The section monitors the bat-talion preventive medicine countermeasures. Itmonitors the routine and emergency treatment toensure compliance with the tactical SOP. It coor-dinates with the medical company commander andMSB S2/S3 to develop a combat lifesaver programfor MSB personnel.It also coordinates with themedical clearing station for return to duty of MSBpersonnel.The S1 and PAC normally colocate with the S4section near the MSB CP. This collocation providesfor improved, continuous operations capability.Cross training of S1 and S4 section soldiers is key tothis capability.The PAC maintains and processes personnelinformation through data input to the TACCS. Sub-ordinate and supported units send information forinput to the PAC. Input is in the form of hastystrength reports, casualty feeder reports, andbattle roster updates. The input of informationinto TACCS automatically updates the personnelsummary report and personnel requirementreport. It also updates other SIDPERS input. Insituations where subordinate units are task forceconfigured, the PAC prepares a report known asthe task force personnel summary. The PAC for-wards strength reports and the casualty feederreports to the DISCOM S1. Further informa-tion on S1 and PAC operations is found in FM12-6.Other functions of the PAC in support of theMSB include –Coordinate with the S2/S3, S4, and MP platoonleader on the location of EPW collection points.Project numbers of EPWs and civilian internees.Determine total transportation requirementsfor losses, replacements, and EPWs. Submittransportation request to the S4.Provide administrative service, if tactical situa-tion permits.Coordinate through the DISCOM S1 to obtainfinance services support from the servicingfinance support unit.Determine requirements for mail distribution.Coordinate and supervise postal operations.Coordinate morale, welfare, and recreation.Maintain the hometown news releases and dis-tribution center operations.Coordinate the preparation of soldiers for over-seas movement.S2/S3 SECTIONThe S2/S3 is the operations, intelligence,security, and training officer. He is responsiblefor internal MSB operations. The S2/S3 advisesand assists the MSB commander in planning andcoordinating battalion operations. Also, he su-pervises the communications, operations, andtraining of the battalion. He is responsible forthe security and intelligence functions of the bat-talion. The S2/S3 supervises the MSB functionsthat are not classified as logistics or medical.However, his role and that of the support operationsofficer require that they maintain constant contact.The S2/S3 is responsible for writing and reviewing thebattalion tactical SOP. The S2/S3 section consists oftwo branches – plans and operations branch andcommunications branch.4-3
FM 63-21Plans and Operations BranchThe plans and operations branch monitors thetactical operations of the MSB. It makes recommen-dations to the commander, publishes orders, andsupervises implementation of plans and orders. Italso maintains the current friendly and enemy situa-tions.The NBC specialist in the branch monitors,receives, coordinates, analyzes, and evaluates NBCactivity data. He develops response procedures forNBC defense. He makes recommendations to thecommander on MOPP levels. He also prepares NBCreports 1 through 6. More information on NBCoperations is in Appendix B.The branch plans and coordinates tactical move-ments. It conducts route reconnaissance and super-vises tactical road marches. It also receives closingreports and supervises appropriate staff activitiesduring movement.The S2/S3 section prepares and develops anintelligence estimate. The section identifies infor-mation requirements by reviewing restated mis-sions. It identities current intelligence holdings byreviewing the S2 workbook and situation maps. Italso reviews policy files, journals, intelligence files,and summaries. It prepares the IPB as it relatesto the MSB mission. Once the estimate isprepared, the section provides the contents of theintelligence estimate to the commander. It alsoprovides this content to the commander’s staff andto the MSB staff.The branch prepares and develops the battaliondefense plan. It coordinates the integration ofMSB defense with the DISCOM S2/S3. It iden-tifies probable engagement areas and selects targetreference points.Other plans the branchdevelops under the battalion defense plan are –Mobility and countermobility plan.Air defense plan.Communications plan.ADC plan.Rear operation annex of Appendix A.This branch is also responsible for the preparationof other documents. They are —Movements orders.Intelligence annex to orders.Daily intelligence summary for subordinateunits.Portion of the OPORD/OPLAN.Essential elements of information for inclusioninto the OPORD.Communications BranchThis branch supervises COMSEC and CCI ac-tivities. It operates the communications equipment.It also serves as net control station for the MSBcommand/operations net. The branch ensures com-munications links with higher, adjacent, subordinate,and supported units.It operates a station in theDISCOM command/operations net (FM voice) andin the DISCOM logistics operations net (AM voice).It plans and implements backup means of com-munications. It also ensures radio communicationsexist during a move between the start point andrelease point.S4 SECTIONThis section is responsible for planning, coor-dinating, and supervising unit-level supply and ser-vices. It also plans for maintenance andtransportation support within the battalion. The S4section coordinates schedules and methods of dis-tribution between subordinate elements and DSunits.It processes requests from the supply andservice company for class II, III, IV, and VII items.Processing these requests replenishes the basic loadsof all MSB elements. It requests and issues all re-quired CTA 50-900 items within the MSB. It alsomonitors the MSB company requests for class IXitems from the maintenance company. The sectionmonitors the status for all battalion elements in theareas of class I, III, and IV items. It monitors opera-tional readiness of equipment. It also prepares theclass III forecast and submits it to the support opera-tions section.4-4
FM 63-21The S4 section, through the BMT, coordinates unitmaintenance operations. It consolidates subordinateunits maintenance reports to analyze overall bat-talion equipment status. It provides equipment statusreports to the commander and other staff sections formission planning purposes. It monitors subordinateunits’ PLL. This ensures operating levels are consis-tent with tactical SOP requirements. It coordinatesrecovery and evacuation assets with subordinate ele-ments. Coordination ensures timely recovery andevacuation of all battalion equipment. The sectioncoordinates with the S3 and support operations sec-tion on the priority of maintenance effort. Also, itcoordinates for allotted time for equipment repairs.The S4 section coordinates with the S1 on unitstrength. It also coordinates on replacement data toproject logistics requirements. Together they alsoensure all MSB replacements are issued allauthorized equipment. The S4 monitors field feedingand sanitation activities within the MSB. It also coor-dinates field service requirements with the supportoperations section for all MSB units.The S4 section coordinates movement plans withthe S2/S3. It consolidates transportation require-ments for all MSB units. It passes them to the sup-port operations section. It prepares load plans forthe battalion headquarters. Also, it coordinatestransportation assets with the S2/S3 for POW evacua-tion.SUPPORT OPERATIONS SECTIONThe support operations section coordinates andprovides supervision for logistics and medical func-tions. This mission includes DS supply and DS main-tenance. It includes some field services, HSS, andtransportation operations. The support operationsofficer advises the commander on requirements ver-sus available assets. Requirements are determinedin coordination with the DISCOM support opera-tions branch. The support operations officer ensureslogistics and medical support to the supported unitsremain at a level consistent with tactical operation.He recommends support priorities and ensures logis-tics SOPS are up-to-date. He prepares and dis-tributes the external service support SOP. This SOPprovides guidance to supported units on proceduresinvolved in receiving support. He coordinates addi-tional support with the DISCOM support operationsbranch. The support operations officer directs theactivities of the support operations section.The support operations section is responsible forthe following actions:Coordinates DS to units in the DSA.Reinforces support to the FSBs.Provides technical assistance to the MSB com-panies and supported units.Coordinates with the MSB S3 to integrate thetechnical mission with operation plans.Maintains the logistics situation map depictinglocations of units providing logistics support fordivision units.Coordinates with the S2/S3 on the location ofall support points within the DSA. Ensures sup-ported units are aware of the locations and timeschedules for support operations.Implements the commander’s guidance onpriority of support to committed brigades.Advises the MSB commander on logistics sup-port operations.Prepares, reviews, or implements plans, andprocedures based on guidance from the MSBcommander.Coordinates with the DISCOM support opera-tions branch and FSBs for reinforcement whenthe FSBs are over committed.Develops and maintains reconstitution supportplans for reconstitution of committed units.Designates and trains members of reconstitutionteams. The reconstitution teams assess damageor reconstitute decimated units.The support operations section has a supportoperations office; a supply, transportation, and ser-vices branch; and a maintenance branch.Support Operations OfficeThis office is responsible to plan, coordinate, andsupervise DS supply and services for the battalion. Italso plans DS maintenance and transportations func-tions. The office interfaces with the customer’s logis-tics staff officers and the DISCOM support4-5162-170 O -94-3
FM 63-21operations branch.It also interfaces with theDMMC. It provides supply, services, and transpor-tation support.For HSS, the support operations office as-sisted by the medical company, provides input tothe DISCOM service support. It provides inputfor the annex on medical evacuation andhospitalization.Input covers class VIII supply,helicopter landing sites, priority of medical ef-fort, and evacuation procedures. On the basis ofprojected WIA losses, the office plans treatmentand evacuation. It coordinates plans with unitsin the DSA and the medical company. It alsocoordinates plans with the DISCOM medicaloperations office. The support operations of-fice manages mass casualty operations whentreatment and evacuation requirements exceedcapabilities.Supply and Transportation and Service BranchThis branch plans, coordinates, and supervisesbattalion operations for supply, transportation, andfield services. The branch prepares schedules. Itassigns priorities in coordination with the DISCOMsupport operations. Also, it distributes the workload. The branch coordinates the delivery of sup-plies with the MSB S&S company. It monitors classesII, III (P), IV, and VII issues from the distributionpoints. This branch monitors the salvage operationsactivities to direct high priority exchange items asdirected by the DMMC. It also monitors the subor-dinate units’ WRSO status reports for anticipatedrequirements.The branch has several specific functions inthe area of supply and services. It coordinatessupply distribution and services provision withthe DISCOM. It coordinates the same for theFSBs and supported units. It monitors dailybattle loss reports to anticipate requirements. Ifairlift or airdrop is required, it requests and coor-dinates the support as discussed in Chapter 6.In the area of transportation, the branch coor-dinates with the DISCOM MCO for daily vehicleavailability and requirements. It maintains statisticson operational capabilities of the TMT company andother organic or attached transportation assets. Thetransportation personnel also evaluate transportcapabilities of the battalion. They prepare the TMTcompany operation and organization procedures.This includes coordinating transportation of suppliesto and from using units.This branch coordinates with the S&S companyon placement and operations of field services aug-mentation units. It requests field services. It coor-dinates through the DISCOM support operationsbranch for incoming augmentation. The branchcoordinates the augmentation of GRREG collec-tions points to the supply companies in the BSAs. Italso coordinates transportation requirements for theGRREG collection points.Maintenance BranchThe maintenance branch plans, coordinates, andsupervises the maintenance operations of the bat-talion. This includes technical supervision over DSmaintenance functions within the battalion. Itprovides technical assistance to supported units. Italso coordinates the execution of the work load as-signed by the DMMC. This branch coordinates thereinforcing of maintenance support to the FSBs. Itspersonnel coordinate maintenance operations be-tween maintenance companies and division units inthe DSA. Personnel also request additional requiredmaintenance support from the DISCOM supportoperations branch. They monitor MCP activities todirect orderly evacuation and repair of unservice-able. Personnel coordinate SOPs, both internal andexternal, for all units supported by the MSB. Theycoordinate maintenance overflow with the DISCOMsupport operations branch.Two key areas for this particular branch are incommunications and general maintenance opera-tions.Both areas coordinate the external main-tenance operations for the MSB. They ensure theimplementation of orders pertaining to both par-ticular areas. This branch also plans and supervisesall battalion repair parts support matters. It specifi-cally supervises the receipt, storage, and issue ofrepair parts by the MSB.4-6
FM 63-21HEADQUARTERS DETACHMENTThe headquarters detachment provides for billet-ing, discipline, security, and training.It alsoprovides administration of personnel assigned to theHHD. The detachment is typically staffed with adetachment commander and a detachment sergeant.It has a detachment supply sergeant, a food servicesergeant, and an armorer. The S1 serves as thedetachment commander. All other positions in theheadquarters detachment are additional duty assign-ments for other personnel in the battalion head-quarters.Functions of the detachment consist of the follow-ing:Ensures HHD logistics support is provided.Performs route reconnaissance.Ensures load plans are maintained.Organizes unit for movement and issue move-ment orders to HHD personnel.Provides C2 of HHD in response to air orground attack.Establishes communications with LP/OPs.Coordinates with the S2/S3 on the quarteringparty.UNIT MINISTRY TEAMThe unit ministry team provides religious support.The UMT consists of the chaplain and chaplain as-sistant. The team in coordination with theDISCOM’s chaplain provides religious support tothe MSB and throughout the DSA. Religious sup-port consists of rites, sacraments, ordinances, ser-vices, and pastoral care. More information onreligious support is found in FM 16-5.The commander is responsible for the religiousprogram in his unit. The UMT implements the com-mand religious program by providing —Input to the personnel estimate establishingreligious support priorities.Pastoral care.Counseling.Worship services.Memorial and funeral services.Other staff functions the chaplain performs are–Morale and religious update to the commander.Ethical issues update to the commander.Staff input to the battalion plans and orders.4-7
FM 63-21CHAPTER 5Supply and Service CompanyORGANIZATION AND MISSIONThe S&S company of the MSB provides receipt,storage, and issue of class I, II, III, IV and VII (lessclass V) supplies. The company also operates a sal-vage point. The company provides unit maintenancefor its organic equipment. It also provides waterpurification and supply points and limited potablewater distribution throughout the division area.The company consists of a company head-quarters, a supply platoon, a petroleum storage anddistribution platoon, a class I and water platoon, anda maintenance section. When augmented, the com-pany has a GRREG platoon, CEB platoon, and anarid environment water section. The company isorganized as shown in Figure 5-1.The company performs the following functions:Receives, temporarily stores, and issues class I,II, packaged III, IV and VII supplies on a dailybasis. This company does not receive, store, orissue classified maps, aircraft, airdrop equip-ment, COMSEC, or construction materials.Stores, issues and distributes bulk petroleumusing organic fuel transporters and the fuel sys-tem supply point.Operates up to five water purification andsupply points in the division and brigadesupport areas. Water distribution will bedone by supply point distribution from adesignated water point.Operates mobile roadside filling stations torefuel vehicles. Operates up to two forwardrefueling sites for area disbursement of bulkpetroleum.Provides a salvage collection point for all typesof supplies except COMSEC and medical sup-plies, toxic agents, radioactive materials,vehicles, aircraft, ammunition, and explosives.Operates supply distribution points in the DSAand provides supply support to the forward sup-port battalions.SUPPLY SYSTEMSUPPLY PLANNINGThe S&S company commander, working with thethe supply requirements of units in the DSA andsupport operations section, focuses his attention onroutine supply to FSBs. The S&S company com-mander also prepares for reinforcing direct support5-1
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FM 63-21missions that the DISCOM commander may directin support of any FSB supply company. In additionto following the priorities established by the com-mander, the following are factors that affect require-ments:Tactical plans.Environment and terrain.Demand data and previous experience.Troop strength.Equipment densities.Distance factors.Supply planners track the tactical situation as wellas casualties and equipment destroyed or in repair.This allows them to take necessary actions (such asrequesting additional transportation or critical sup-plies) without having to wait for unit requests. It alsoenables them to reorganize supply elements or torequest backup support to meet the most criticalrequirements. This may involve shifting assets fromone supply point to another. Planners also coor-dinate with the DMMC to ensure that anticipatedsupply support requirements will be provided.Planners must also coordinate with the DMMC toensure all necessary steps have been taken to supplyitems which are used either sparingly or not at allduring peacetime. The division chemical officer willprovide planning assistance through G4 channels forchemical items. Items to consider include —Chemical falters.Human remains pouches and other GRREGsupplies.Cargo sling sets.Batteries.MOPP gear.Class VI.Wire.Fog oil.Chemical decontaminants.Procedures must also be worked out forcommand-regulated items. Expensive, highlytechnical, or scarce items are often designated inthe OPORD as command regulated. Commandapproval is required before these items can be issued.However, this does not necessarily mean com-manders must approve each individual request.Division commanders may authorize the DMMC torelease items on the basis of support prioritiesspecified in the OPORD. The commander mayplace additional limitations on issue of items if hedesires. This will often include setting quantities ofcritical items authorized to be issued to each unit inaccordance with the support priorities. If requestsfrom a unit exceed its authorized quantity, the unitwould have to go through command channels to getits authorization changed. In any case the supportoperations section and S&S company should ensureprocedures are established in advance.Planners must also consider supply elementslayouts within the context of the MSB S2/S3 plan.The company is located in the DSA near land linesof communication. The supply platoon’s sectionsnormally operate at separate sites near the MSR. Toprovide continuous command and control andliaison with the MSB commander, the companyheadquarters is established at the edge of the com-pany area closest to the MSB TOC.The supply platoon headquarters is established inan area central to the supply sections. Section sitesshould be reasonably close to the MSR, accessible tosupported units and resupply vehicles. Each siteshould be large enough to disperse operations, yetnot so large that internal security becomes a problem.The sites should have good roads, an adequate num-ber of areas with level ground and good drainage,and, when possible, the natural potential to providecover and concealment.Due to the large quantity of supplies that passthrough the area, it is necessary to make detailedlayout plans to ensure that distribution points areadequately dispersed yet still provide access for sup-ported units. Layout plans should show receipt,storage, and issue areas for each section; entranceand exit control points; traffic patterns and customerparking areas areas where man-made camouflagewill be used; communication equipment and wires;and fighting and firing positions.5-3
FM 63-21SUPPLY POINT AND UNIT DISTRIBUTIONThe S&S company uses both supply point and unitdistribution. When supply point distribution is used,unit representatives come to the supply points in theDSA to pick up their supplies. Supply point distribu-tion is normal for most classes of supply. However inunit distribution, the S&S company furnishes orcoordinates transportation to deliver supplies to therequesting unit. Unit distribution is used to deliverbarrier materials to emplacement sites with corpsassets. Other classes of supply may be deliveredusing unit distribution when the tactical situationpermits and transportation assets are available.Emergency resupply using unit distribution may beaccomplished via motor or air transport.AERIAL RESUPPLYAir Resupply MissionAir resupply missions are categorized aspreplanned or emergency. Preplanned missionsmake up the routine air transport requirements.Emergency air movements are initiated by resupplyrequirements that cannot be determined in advance.The movement control officer coordinates move-ment of supplies with the MSB support operationsoffice. If the movement control officer determinesthat air resupply is appropriate, he passes a requestthrough the DTO to the G3. The G3 allocateshelicopters on the basis of all aviation tasks by balanc-ing combat, CS and CSS requirements. The G4 mustmake sure the CSS role for helicopters is developedand considered concurrently with the tactical mis-sion. The priorities for helicopter resupply should beaddressed in the OPORD and used by the movementcontrol officer.Emergency requests are passed through supplychannels the same as routine requests. However, theyare also passed simultaneously through commandchannels from the user to the G3. The G3 approvesemergency requests and tasks the aviation brigade toperform the mission. At the same time, the G4 coor-dinates with the DISCOM support operations branchso it can task the appropriate supply activity (theMSB S&S company or FSB supply company) toprepare the shipment. A liaison officer from the ABcoordinates with the movement control officer andthe requesting unit.Prerigged loads of standardresupply packages may reduce response time foremergency air resupply. More details on requests foraerial resupply are in FMs 55-2 and 100-27.Regardless of whether the mission is preplannedor emergency, if it cannot be performed by divisionhelicopters for any reason, the request goes from thedivision TOC to the corps TOC. It is also coor-dinated with the tactical airlift liaison officer.AirLand ResupplySelection and control of pickup and landing zonesare extremely important. Pickup zone selection andcontrol are the responsibility of the supported unit,the unit which requests the mission, that may be theS&S company of the MSB. The receiving unit, whichis having the cargo delivered to it, is responsible forlanding zone selection and control.As a general rule, pickup and landing zones mustprovide for 30 meters separation between utilityaircraft and 40 meters between cargo aircraft. Itmust have no obstructions such as tree stumps,bushes, or man-made objects that could damage thehelicopter rotor systems, or the load itself. The num-ber of aircraft that will be using it at one time mustbe considered along with its use after dark. If nightresupply is scheduled, a larger area is normallyneeded. The surface condition should be solidenough to prevent a helicopter or load from boggingdown. Blowing dust, sand, gravel, or loose debris caninjure people as well as cause damage to equipmentor aircraft. If the site has a slope of 15 degrees ormore, a helicopter cannot land. Also, when carryingan external load, a helicopter cannot rise straight upor come straight down. The avenue of approach anddeparture should be over the lowest obstacle in thedirection of the prevailing winds. Helicopters canoperate in a crosswind or tail wind of up to 15 knots.Airdrop ResupplyAirdrop support units are allocated to the corpsand theater. As a rule, airdrop of supplies and equip-ment is a joint operation of the Air Force and Armyor other user, such as the Marine Corps. Airdrop5-4
FM 63-21resupply missions are classiied as either preplannedor immediate. Preplanned missions are consideredroutine type requirements while immediate missionsare emergency in nature. Coordination with logis-tics elements is made at each echelon if time permits.In some situations the MSB (normally the supplyand service company) could be a requestor of airdropresupply support; however, most missions originatein the combat battalion or brigade.The unit receiving airdrop resupply support isresponsible for the followingSelecting, marking and securing the drop zone.Ensuring no unsafe conditions exist on the dropzone during the airdrop operation.Recovering the supplies/equipment provided byairdrop.Time permitting, recovering and evacuatingairdrop equipment used in the airdrop.In the absence of an Air Force combat controlteam, the unit receiving the airdrop resupplysupport will be required to perform the CCTfunction.More details on airdrop resupply are found inFMs 55-2 and 100-27.THROUGHPUT DISTRIBUTIONThroughput distribution bypasses one or moreechelons in the supply system to minimize handlingand speed delivery forward. Many of the suppliesgoing to the FSB come directly from the corpswithout going through to the MSB. In the case ofclass IV barrier materials and some class VII majorend items, corps assets may throughput suppliesdirectly to the user in the forward area.NIGHT OPERATIONSSupply planners can anticipate high consumptionof batteries, flashlights, and illumination roundsduring night operations by their supported cus-tomers. Also, additional fuel will be used to runvehicle-mounted night sights.When resupply operations are conducted at night,MSRs must be clearly marked. Chemical lights areone possibility, but enemy scouts can easily movethem. Engineer tape on stakes is more secure.Aerial resupply will require a diectional lightsource to guide helicopters. Directional strobe lightsor bean-bag lights (and in emergencies, chemicallights) may be used.Use of prestocked supplies requires careful coor-dination. Locations must be capable of being foundin limited visibility. Despite the difficulties, however,this technique will be important. Care must be takento ensure the attack is not signaled by theprepositioning.Use of materials-handling equipment is moredangerous at night. Therefore, whenever possible,supplies to be delivered at night should be loadedduring the day. External SOPs should require sup-ported units to provide additional walking guides orpersonnel to load supplies onto trucks.CAPTURED OR FOUND SUPPLIESTwo types of materiel fall into this category. Thefirst is US materiel or equipment that has been foundand turned in, and the second is enemy equipment ormateriel captured or found on the battlefield. Themain thrust of this process is to get serviceablemateriel back into the supply system and to disposeof unserviceable materiel. The following are someways in which materiel captured or found on thebattlefield may be put to use:Once cleared by veterinary personnel, capturedsubsistence may be used to feed EPWs and thelocal population. Found US subsistence may beconsumed once it has been tested by veterinarypersonnel.Captured fuels may be used once they have beenanalyzed and determined suitable for use by the labspecialists in the petroleum storage and distribu-tion platoon.Various captured materiel may be used forbarrier and fortifications construction.Captured medical supplies may be used to treatEPWs and civilians.Captured vehicles and equipment are nor-mally turned in to maintenance collection5-5
FM 63-21MOADSpoints. Other equipment may be turned into thesalvage point where it is identified, classified,and reported through the DMMC. The S2/S3will provide disposition instructions based ondirections received from the DMMC.Other considerations for found and capturedmateriel are —Report all enemy materiel through intelligencechannels.Report toxic agents to NBC element in theS2/S3 section.Report medical materiel through medicalchannels.Require examination of explosives byEOD personnel.The MOADS will provide a transition to the con-ventional ammunition support in the AirLand Bat-tlefield environment currently envisioned for Army21. It will also provide combat-conifgured loads forkey ammunition types and provide highly responsiveclass V support to combat units. As the MOADSconcept is implemented, the heavy division MSBATP will be phased out. No longer will the S&Scompany of the MSB operate the division ATP in theDSA. Rather, the nondivisional direct support am-munition company will operate a rear ATP in theDSA which will support corps and division areausers. Due to this change, the FSB ATPs will beup-manned to handle all class V requirements forcombat users in the brigade area. The MSB, likeother units in the division rear, will be supplied classV by the direct support ammunition company. Referto FM 9-6 for more information on the MOADSdoctrine.METHOD OF OPERATIONSCLASS IThe type of rations issued by the MSB within thedivision will be according to the theater commandpolicy in a theater of operations. Initially, units inthe division area and brigade area eat MREs andT-rations which are replenished as soon as supplylines are established. A and B rations will be intro-duced when the tactical situation permits andrefrigeration is available.Class I supply storage and issue is preplanned andprepared for delivery according to personnelstrengths, the Army field feeding system, and direc-tions from the DMMC. The MSB receives andprocesses the supporting units requests and submitsa consolidated report to the DMMC. The flow ofpersonnel strength data as it pertains to scheduledsupply and flow of class I supplies is shown in Figure5-2.At the outset of hostilities, the COSCOM MMCwill automatically push rations to the division basedon strength figures provided by the division G1. Asthe situation stabilizes, the DMMC will prepare andconvert personnel strength data to support class Irequirements.The DMMC converts personnel strength data tostock numbers and quantities for each type ofstandard meal ration based on the current fieldfeeding ration mix or the tactical commander’sinstruction. The DMMC inputs ration requisitionsto the COSCOM MMC. This generates regularrations delivery by COSCOM GS units to the MSBsupply and service company. The DMMC thenprepares and sends a consolidated issue document(for each FSB and other supported division units)to the MSB. Class I personnel at the MSB breakbulk rations according to the issue document. TheMSB TMT company transports the supplies on ascheduled cycle (along with the issue documentand other transportation and shipping documents)to the FSB class I point in the BSA. Issue slips and5-6
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FM 63-21forms are forwarded by the MSB to the DMMC forposting to accountable records.The DMMC sets the amount of the division classI basic load according to instructions from thedivision staff. Stockage is normally measured in daysof supply. Personnel at the class I section unload thecorps trucks and inspect the shipments for type, num-ber, and condition before signing any receipts. Theystore, guard and rotate the reserve items by issuingthe oldest first and then replenishing reserve stock.Class I personnel issue rations to units in the divisionrear, using the unit issue slips prepared by theDMMC. Unit vehicles pickup rations according toone of the following methocds:Truck to truck. This is the preferred methodand involves transferring designated stocks froma supply point vehicle to that of the customer.Item pile. This method requires that all stocksbe unloaded and separated on the ground, ondunnage, according to like items. Customerunits will pass each of the different piles and loadthe quantity they are authorized. The item pileson the ground will, in most cases, be brokendown by individual unit. The item pile methodis used when the class I personnel are limbed ontime or short personnel.Unit pile. This method is similar to the item pilewith the only difference being that the customerwill only have to stop once. All stocks will beoff-loaded from carriers and broken down ac-cording to unit issue slips. Units will enter theclass I point, find their designated area, and pickup their rations.WATERThe MSB operates up to five water purificationand supply points. When water sources permit, awater point is normally set up in each BSA. Uponrequest, the MSB attaches enough water equipmentand personnel to the FSB to establish a water pointin the vicinity of the BSA class I point.The S&S company of the MSB has a limited waterdistribution capability and will distribute water to a"dry" water point when the water source is farremoved from the supported brigade. Using unitswill normally pick up water using their organic watertrailers. FM 10-52 has more information on fieldwater supply.In areas where direct support water systems arenot capable of providing enough water support, theMSB is reinforced with an arid environment section.Due to insufficient water sources, water supply unitswill be provided. Water supply units will be struc-tured as a water supply battalion under commandand control of the rear corps support group in theCOSCOM. Water purification detachments will in-troduce water into the base terminal storage anddistribution system.Water supply companies willdistribute water from the base terminal forward,using TWDS. After water arrives in the corps, it willbe loaded into 3,000-gallon SMFTs operated bymedium truck companies and moved forward intothe division storage and distribution system.The arid environment water section of the MSBwill be issued an arid augmentation pack. This packwill contain one 300,000-gallon SDS and one 40,000-gallon SDS for each assigned brigade. The pack willcontain hypochlorinators, distribution hoses, andstandpipes. Additionally, the arid environmentwater section will have SMFTs and FAWPSS. Afterthe corps medium truck companies (operating the3,000-gallon SMFTs) have delivered water to the aridenvironment water section’s 300,000-gallon SDS, thewater section will move water forward into thebrigade 40,000-gallon SDS.The arid environment water section will use 3,000-gallon SMFTs. If a unit is isolated, the FAWPSS willbe used for aerial resupply.CLASSES II, III, (PKG), IV, VIIClass IIClass II supply operations are limited to criticalitems since clothing and individual equipment arebulky and impede MSB mobility. The MSB must usepriorities provided by DISCOM in coordination withthe G4 for unit issues. Items normally stocked areclass II minimum essential combat ASL items. Theseitems include high demand mechanics tools, protec-tive items such as MOPP gear, boots, helmets, andindividual soldier equipment.5-8
FM 63-21Class VIIClass II items may be issued individually or in lotsto speed up receipt and issue time. These itemssupport a specific number of troops. Intense combatoperations in an NBC environment will increase thedemand for class II items. Arrangements should bemade for scheduled resupply of protective overgar-ments and other class II NBC-related items andequipment.Packaged Class IIIPackaged class III supplies are either prepared fordelivery to the FSB supply companies as directed bythe DMMC or issued to division rear units. Pack-aged class III supplies are requested, received, anddistributed like class II and IV items. They includefuel in 5- and 55-gallon containers; packagedproducts such as lubricants, greases, hydraulic fluids,and solvents in containers of 55 gallons or less; andcylinders of liquid and impressed gases. The receipt,storage, and issue of packaged petroleum productsand fuels are described in FM 10-69. AR 710-2 isused for guidance on preparing paperwork for pack-aged petroleum products.Class IVClass IV supplies consist of construction and bar-rier materials.Because of the bulk of thesematerials, the MSB handles limited quantities.COSCOM units store and maintain the majority ofall class IV supplies. The MSB supply platoon hasthe capability to handle limited quantities of sur-vivability item — class IV (A). These are items thatcan be emplaced by any unit and include such com-mon items as sandbags, concertina wire and fenceposts. Requests for survivability items are processedthe same as for class II items. Supported unitswithin the division rear obtain class IV (A) from theclass II, III (packaged), IV, and VII supply point.The receipt, storage, and issue section of the MSB isresponsible for preparing limited class IV (A) sup-plies for transport and delivery to the FSB supplycompanies. COSCOM units deliver barriermaterials directly to the emplacement site wheneverpossible.Class VII items are intensively managed and arenormally command controlled. Class VII replace-ment is based on combat losses reported throughcommand charnels to the division G3 and G4. Thispermits the commander to remain apprised of theoperational status of subordinate commands and todirect the distribution of items to those units havingthe most critical need. Weapon systems such as tanksare intensively managed by WSRO. If the item is aWSRO-contracted weapon system, the primary link-up points of the item with its crew may occur in theDSA or in assembly areas for information in reserve.More information on WRSO is in Appendix C of thismanual and in FM 63-2-2. Class VII supplies followthe same requisition flow as class II, III (packaged),and IV. A predetermined amount of class VII ismaintained and issued to division rear organizationsupon DMMC approval. Upon corps approval ofDMMC class VII requisitions, COSCOM unitstransport class VII supplies to the MSB S&S com-pany or deliver them to the FSB or unit when pos-sible.Requests and Supply FlowSupported units submit requests for class II, III(packaged) IV and VII to the supply platoon. If thesupplies are on hand they will be issued to the re-quester. Once issued, the supply points will notifythe DMMC of the issue transaction. Items that arecommand regulated will require approval beforethey can be issued. Requests for items that are noton hand are consolidated and sent to the DMMC.The DMMC requisitions the supplies from theCOSCOM MMC. The flow of class II,packaged III, IV, and VII supplies is shown inFigure 5-3. The COSCOM MMC directs a GSunit to forward supplies to the DSA supply pointor if requested by DMMC, directly to the FSB.The supply platoon may also receive an MROfrom the DMMC to release an item to an FSB. Ifsupplies are not on hand at the forward distributionpoint for users in the brigade, the FSB sends therequests to the DMMC. If the items are on hand atthe main distribution point, the DMMC may send an5-9
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FM 63-21MRO to the main distribution point to release theitem to the forward distribution point.Advance copies of issue documents are used at theMSB to plan for the receipt of supplies. Two formsarrive with the shipments. Receiving personnel verifyquantities, condition, item description, and markingsof items received against shipping documents. Sup-plies are processed by priority designation. Suppliesare placed into storage in locations assigned by thereceipt, storage, and issue section. The receipt docu-ments given to the supply platoon headquarters aresent to the DMMC to verify that supplies have beenreceived and stored. Supply point distribution isnormally used to issue class II, packaged III, IV, andVII supplies to supported units.MAPSUnclassified maps follow the same requisitionflow as class II, packaged III, and IV supplies. Theyare stored in the receipt, storage, and issue section.Maps are issued through supply point distribution tosupported units according to established tables ofallowances or to fill special requirements. Classifiedmaps are handled through S2 channels.BULK FUELAll division units submit daily forecasts to the classIII (bulk fuel) section of the DMMC. The class IIIpoint submits status reports to the DMMC. TheDMMC uses these forecasts and status reports tocompute bulk requirements for the division. TheDMMC forwards the requirements to the COSCOMMMC. The COSCOM MMC coordinates thedelivery of bulk fuel to the division according to theclass III distribution plan. The COSCOM petroleumsupply company supplies fuel to the division’s MSBS&S company through the petroleum medium truckcompany or other transportation modes. The S&Scompany is responsible for providing class III directsupport to all division units in the division rear andsupport to the FSBs’ supply companies. If fuelsupply is limited, the G4 (based on input from theG3) gives instruction on fuel allocation to the classIII officer at the DMMC. The MSB then receivesfuel allocation guidance from the DMMC. The flowof bulk fuels is depicted in Figure 5-4.The division aviation brigade obtains ground fuelsfrom the MSB (or the nearest FSB for forwarddeployed aviation elements) using supply point dis-tribution. Normally, the division aviation brigade isresupplied with aviation fuel direct from corps, withreinforcing support from the MSB. The MSB main-tains a limited reserve stockage of aviation fuel, whichis distributed to the aviation brigade as required.The flow of turbine fuel to the aviation brigade is inresponse to forecasts which are consolidated at theaviation brigade S4 level and forwarded to theDMMC. Where JP-5 or JP-8 is available, the MSBwill not have assets dedicated to providing a reservefor the AB. Aviation fuel delivered by corps or MSBtankers is transferred to petroleum vehicles organicto aviation brigade units at predetermined locations.Aviation brigade units establish and operate FARPSand handle all aircraft refueling with organic assets.FM 10-68 gives details on aircraft refueling. Note:Units deploying to overseas theaters must coordinatein advance regarding the fuel of choice in that areaof operations so that organic petroleum equipmentcan be converted and redesignated as necessary.SALVAGEThe supply platoon of the MSB S&S companyoperates the salvage collection point. Personnel col-lect, classify, and dispose of salvage materials. Sal-vage is delivered to the salvage collection points byusers or finders. The collection points handle ser-viceable items that can be returned to supply chan-nels; items that maintenance companies cannot ac-cept; and salvaged items. Salvage includes items thatare discarded, captured, uneconomically reparable,condemned, abandoned, and scrap. The salvage col-lection point does not handle toxic agents, radioac-tive materiels, ammunition and explosives, andCOMSEC and medical supplies. The salvage pointis normally colocated with a maintenance collectionpoint.When receiving material, the salvage point willperform the following functions:Check the item and its condition against theinformation shown on the turn-in documenta-tion.Classify items as serviceable or unserviceable.5-11
FM 63-215-12
FM 63-21Segregate items turned in as serviceable,reparable, or scrap.Serviceable items areprotected from the elements as much as possible.The salvage point will dispose of items based onguidance received from the DMMC. Dispositioninstructions for foreign or captured materials will beprovided through the division intelligence officer.Normally, reparable items are sent to the main-tenance shop and serviceable clothing and canvasitems to the laundry and renovation platoon of theCOSCOM. Unrepairable items and scrap areevacuated through salvage channels to a propertydisposal unit.GRREGAll commanders must make certain that unitsunder their command perform unit-level gravesregistration. Each unit must search for, recover,identify, and evacuate his own remains. The MSBhas one GRREG trained soldier in the headquartersof the S&S company. He is available to train divisionpersonnel in unit graves registration responsibilitiesin the handling of personnel effects and remains, aswell as what forms they need to complete. The FSBsalso have GRREG NCOs for training in the brigadesectors.Unit-level GRREG responsibilities aredetailed in FM 10-63-1.In the initial stages of hostilities before the MSBreceives the augmentation platoon, personnel willhave to be pulled from other duties to operate acollection point.The GRREG NCO is normallyassigned the duties of chief of the GRREG collectionpoint until the GRREG section arrives. TheGRREG point receives remains from supportedunits, continues the identification process initiated bythe unit, inventories personal effects, and evacuatesremains and personal effects. GRREG point per-sonnel ensure the personnel recovering the remainshave completed a DD Form 567 for each remains.The collection point maintains a record of remainsprocessed.After remains have been received and processedat the MSB collection point, they are evacuated to anintermediate graves registration collection point ortemporary military cemetery in the corps area.Helicopters and backhaul transportation (except forclass I vehicles) may be used to evacuate remains.Remains must always be covered and screened fromsight.Authorized emergency burials may be required, ifthe number of fatalities occurring makes evacuationof remains impossible. The headquarters must benotified as to the number of remains, location, andreasons evacuation cannot be accomplished. In suchcases authorized emergency war burial procedureswill be used.All remains found in a contaminated area shouldbe handled as if contaminated. NBC tags should beattached to contaminated remains. If NBC tags arenot available, a tag with a large "C" written on it isattached to each contaminated remains. Personnelhandling contaminated remains must maintain anadequate level of individual protection. Con-taminated remains are kept separate from uncon-taminated remains. Due to the possibility of massfatalities in an NBC attack, normal GRREG methodsmay not be feasible. Contaminated remains will notbe evacuated unless they can be thoroughly decon-taminated and checked by NBC personnel. In ex-treme cases, mass burials may be required. Requestsare made through command channels. Permissionfor mass burials comes from the joint centralGRREG officer in the theater after approval fromthe theater commander.CEBThe CEB point provides showers from portablebath units, delousing service, and exchange of soiledclothing for laundered clothing. Records and daily,weekly, or monthly reports are maintained for CEBactivities. CEB personnel give each supported unita scheduled time for baths so that services areprovided in an orderly manner. Supported units as-sign soldiers to guard valuables and assist with cloth-ing exchange. More information on clothingexchange and bath operations can be found inFM 10-280.5-13
FM 63-21In a nuclear, biological, or chemical environ-to help decontaminate soldiers. FM 3-5 has morement a chemical unit decontaminates personnel,information on decontamination of personnel,equipment, and terrain. CEB personnel may haveequipment, and terrain.PLATOON/SECTION FUNCTIONSCOMPANY HEADQUARTERSThe company headquarters provides the person-nel responsible for command, control, billeting,training discipline, and security of the company. Itprovides personnel for interior supply and com-munications. It also provides a GRREG cadre as atraining base for GRREG activities.The unit supply element supports the companywith certain supplies and TOE equipment. Thesupply sergeant is responsible for directing and su-pervising internal supply operations. The armorerand supply specialist assists the supply sergeant in thereceipt, storage, security, and issue of unit supplies.Unit supply operations are described in the unitsupply update and FM 10-14:SUPPLY PLATOONThe supply platoon operates the supply pointsfrom which division and attached units in the DSAdraw class I, II, IV, and VII supplies. The supplyplatoon also breaks down and delivers class I suppliesto the FSBs. It normally consists of a platoon head-quarters and a supply section.Platoon HeadquartersThe platoon headquarters supervises, directs, andmanages the receipt, storage, and issue section. Thesupply platoon headquarters also maintains coor-dination through the support operations office withsupported units on the hours of operation, theschedule of issues, turn-in procedures, and salvageoperations. Personnel coordinate inventory of sup-plies and equipment as well as keeping track of dailydemands and conduct the inventory.Receipt, Storage, and Issue SectionThis section receives, stores, and issues class II, III(pkg), IV, VII supplies to supported units in thedivision rear. It prepares designated supplies fortransport to the FSB supply points and performssalvage collection point operations for designatedsupply items. It also maintains the division reserve ofthese supplies. See FM 10-27 for details on DSUsupply operations.PETROLEUM STORAGE ANDDISTRIBUTION PLATOONThis platoon establishes and operates the class IIIsupply point in the DSA. It provides vehicles andpersonnel for delivery and dispensing of bulk class IIIto division rear supported units and provides forline-haul transport of bulk class III to the FSB supplycompanies. The platoon is responsible for receipt,storage, issue, quality control, delivery, and dispens-ing of bulk class III in support of the division mission.Platoon HeadquartersThe platoon headquarters plans, directs, and su-pervises the operations of the petroleum storage andissue section and the distribution section. Head-quarters personnel provide status report input to theDMMC for all on-hand and issued bulk class III.They also reconnoiter site locations, provide fuelpoint operations, and provide distribution control offuel delivery assets. The headquarters is normallystaffed with a platoon leader, platoon sergeant, andpetroleum laboratory specialists. Petroleumlaboratory specialists perform fuel inspections andanalyses on petroleum products. These inspectionsand limited tests determine whether petroleumproducts meet prescribed usage and quality controlspecifications. FM 10-72 gives the specific tests thepetroleum laboratory specialists perform.5-14
FM 63-21Petroleum Storage and Issue SectionThe storage and issue section operates bulk classIII storage and issue sites at the main class III point.This section is capable of setting up and operat-ing two sets of FSSP equipment. Bulk fuels arereceived from corps tankers and off-loaded into col-lapsible fabric tanks for temporary storage. Cus-tomer unit vehicles are issued bulk fuels from thesetanks using FSSP equipment and associated pumpsand filter separators. The storage and issue sectioncan set up remote filling station sites by employingthe FARE systems and associated 500-gallon drums.Distribution SectionThis section dutributes bulk fuel to customer unitsin the division rear and to the FSBs using organic5,000-gallon tankers. The distribution section alsohas the capability to establish and operate two mobileroadside falling stations in the DSA. The primaryfunction of the mobile roadside dispensing station isto refuel vehicles transiting through the DSA, not toprovide bulk issues to using units. The mobile fillingstations are normally set up only when the volume oftraffic justifies the service. The normal mix of fuelcarried by the mobile refueling vehicle is diesel on thetruck-mounted tank and pump unit and MOGAS onthe trailer-mounted storage tank. For delivery ofbulk fuel see FM 10-71.CLASS I AND WATER PLATOONThis platoon operates the class I supply point inthe DSA and provides up to five water purificationsites for both the DSA and BSA. The platoonprovides limited potable water distribution byground delivery to a dry water point. Coordinationfor airlift may be required.Platoon HeadquartersHeadquarters personnel plan, direct, and super-vise the operations of the class I and water sections.Personnel may recommend the selection of the site.Some major considerations used in site selection areample water sources, good drainage, level ground,camouflage capability, and accessibility.Class I SectionThe class I section receives, stores, maintainsrecords, prepares for distribution, and issues class Isupplies to division rear units. The section alsoprocesses and prepares rations for transport to theFSB supply companies.Water SectionThis section operates up to five water purificationand supply points. Normal deployment of the sectionis one water point attached to the FSB in each BSAand either one consolidated point in the DSA or twodifferent points depending on the situation and themission. FM 10-52 has more information on fieldwater supply.MAINTENANCE SECTIONThe maintenance section performs unit levelmaintenance for organic equipment of the S&S com-pany and the TMT company. This includes unitmaintenance for wheeled vehicles, trailers, MHE,generators, water purification equipment, fuel han-dling and storage equipment, and related supportmaterial.The maintenance section should be set up in asheltered place where the tools and equipment canbe stored and secured. The site should be locatednear the MSR and have a good road network into andout of the area. The site should provide good coverand concealment and have an area large enough forsome dispersion. As personnel get the maintenancesection set up, the maintenance supervisor shouldplan personnel shift assignments so that operationsand repair of wheeled vehicles can begin. Whilemechanics and repair personnel conduct unit main-tenance, drivers should perform after-operationmaintenance checks and services to ensure materielreadiness.Maintenance management involves making surethat equipment is in constant readiness. It is theresponsibility of each equipment operator to per-form preventive maintenance on his equipment eachday it is operated. PM is the systematic care, inspec-tion, and servicing of equipment to maintain it in aserviceable condition, prevent breakdown, and5-15
FM 63-21ensure maximum operational readiness. More infor-mation on management of maintenance operations isin AR 750-1. Detailed information for descriptionsand explanations of forms and records is in DAPamphlet 738-750.Unit maintenance mechanics perform quarterlymaintenance services on the unit’s organic equip-ment. When they cannot make the repairs, they sendthe items to the appropriate maintenance companyof the MSB.GRAVES REGISTRATION PLATOONThe graves registration platoon will receive, iden-tify, and evacuate remains brought into the DSA andBSA. Search and recovery activities after combatwill be conducted when the tactical situation permits.When the S&S company is augmented, it sets upa collection point in the DSA and sends a team to setup a collection point in each BSA. The DSA collect-ing point receives remains from the BSA and fromunits in the division. The collecting point may alsoreceive remains of allied or enemy soldiers, POWs,and civilians.CEB PLATOONIn the field, troops will require periodic bath andexchange of clothing. The CEB platoon, which aug-ments the MSB S&S company, provides CEB servicethroughout the division. The platoon includes threesections, each of which can operate a CEB point.The location of the three points depends on METT-T.If circumstances permit, a point may be moved as farforward as a BSA.ARID ENVIRONMENT WATER SECTIONThis section augments the supply platoon whenthe division is deployed in an arid environment. Itprovides the capability to store and distribute potablewater for the division and to forward water points inthe BSA.5-16
FM 63-21CHAPTER 6Light Maintenance CompanyORGANIZATION AND MISSIONThe light maintenance company provides desig-nated DS maintenance to division units not sup-ported by the maintenance companies of the FSBs.It provides reinforcing DS maintenance for the FSBsand maintains the division class IX common ASL. Itconsists of a company headquarters, a maintenancecontrol section, communications-electronics supportplatoon, maintenance support platoon, and supplyplatoon. See Figure 6-1.The company performs the following functionsTechnical assistance to division units.Maintenance of an ASL. This includes thereceipt, storage, and issue of common repairparts.Reparable exchange service and operation of aquick supply store for selected repair parts.On-site maintenance support of communica-tions and power generation equipment.Controlled cryptographic item maintenance forall units of the division, less signal and militaryintelligence battalion items.Unit maintenance on C-E, refrigeration, and airconditioning equipment and repair of fuel andelectric components for the heavy maintenancecompany.Transportation of crane and forklifts for theheavy maintenance company.MAINTENANCE PRINCIPLESMANAGEMENTThe maintenance companies (light, heavy, andThis determinationmissile) in the MSB operate on the TOC/LOCone-time decision.is a continuing process, not aTask organizing of units andconcept. This means the maintenance control sec-changes in the number and locations of CS and CSStion is the command control, and communicationsunits require changes in the maintenance configura-center. This section coordinates maintenancetions.priorities with the company commander and MSBsupport operations officer. Together they deter-REPAIR TIMELINESmine which maintenance assets will operate at theWhen equipment becomes inoperable, the ap-DSA base shop, MCPs, and on-site locations.plicable manager must decide whether to repair it on6-1
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FM 63-21site or to recover it to a maintenance activity.Whenever possible, equipment is repaired on site.As a tool, timelines are set to help maintenanceleaders decide where to make repairs. Table 6-1shows sample guidelines. If the time it takes to repairan item once all repairers, tools, and repair parts areon hand exceeds the specified time, decision makersshould consider recovery or evacuation. Times arebased on command policy and METT-T. Users,maintainers, and managers must always bear in mindthat these guidelines must be flexible.CENTRALIZED CONTROLEach maintenance company commander with hismaintenance control officer retains control over allcompany operations even though assets may bedecentralized. They must be aware of both the DSMwork load and available resources. Managers mustavoid having equipment awaiting repairs on one partof the battlefield, while repair assets are idle onanother.BATTLE DAMAGE ASSESSMENTAND REPAIRBDAR are techniques used to expedite return ofa damaged piece of equipment to the current battle.BDA is inspecting equipment to determine the extentof damage, classifying it, and developing a plan ofaction. Priorities for repair of battle damaged sys-tems are usually–Most essential to immediate mission.Reparable in the least time.Reparable but not in time for immediate mis-sion.BDR uses emergency repair to return a system toa full or partial mission capable status. Commandersmay direct use of BDR during combat. Fuel andarmored systems are primary candidates for BDR.When the mission is over, repairers use standardmaintenance procedures to repair the items.CONTROLLED EXCHANGEControlled exchange is the systematic removal ofserviceable parts from unserviceable, economicallyreparable equipment. Use of it must comply with thedivision commander’s published guidance. The endresult is to restore an item to mission capable status.CANNIBALIZATIONCannibalization is the authorized removal ofserviceable parts from unserviceable un-economically reparable equipment. It can be avaluable source of repair parts during combat. Themain purpose of cannibalization is to support areasupply or RX operations. The commander controlscannibalization.METHOD OF OPERATIONSThe light maintenance company operates frommaximum amount of light equipment in the leastthe DSA. It normally colocates with the heavy main-time.tenance company. It has a base shop capability toThe MSB support operations section Coordinatesrepair equipment for which it is responsible. Theobjective of the company is to return to operation thewith the DISCOM support operations branch to ar-range all reinforcing support for the MSB. This6-3
FM 63-21includes evacuation of materiel, emergency needs,and technical help. The support operations sectionmonitors the ASL and PLL levels. It ensures that thecompany maintains proper operating levels. Thesupport operations section also coordinates MSToperations with maintenance companies and sup-ported units.The maintenance support platoon of this companyalong with the C-E support platoon set up andoperate the base of operations. When required, thecompany sends MSTs into the division rear or for-ward to the FSB to provide support consistent withtactical limitations and support capabilities.The light and heavy maintenance companiesoperate the main division MCP. The MCP receivesunserviceable equipment, except aircraft and aircraftitems, from supported units. At the MCP, main-tenance personnel assigned by the maintenance con-trol officer perform large-scale BDA. They may usecontrolled exchange and cannibalization to maximizeoperational systems. All supported units are respon-sible for recovery of equipment. Units bringrecovered materiel to the nearest collecting point.When units cannot recover equipment to an MCP,they should recover items as close as possible to anMSR to await maintenance support. The unit mustprovide or arrange for security. It must also provideaccurate location information to the MCS.During night operations, unless prohibited by thetactical commander, maintenance elements work inlightproof shelters with subdued visible light.Workers may drape tarps and tentage over tank andhowitzer main guns to provide expedient shelters.When available, repairers use night vision devices torepair critical items that they cannot fix in the shelter.They also preposition equipment, tools, and repairparts and mark them for easy use.BDA is difficult. Therefore, recovery vehiclesshould be forward during night attacks. Equipmentshould beat a location which makes assessment easy.Recovery personnel should reconnoiter routesduring daylight so they can rapidly recover vehiclesto the MCP.The supply platoon maintains the division ASL forclass IX supplies (less missile and aircraft). Themateriel section of the DMMC computes andmanages the division class IX ASL.Figure 6-2 shows the flow of class IX supplies. Formost class IX supplies, division units input data toULLS and handcarry floppy disks to the light main-tenance company. The company inputs request datato SARSS-1 and sends requests electronically to theDMMC. The DMMC inputs request data toSARSS-2A and sends requisitions electronically tothe COSCOM MMC.The light maintenance company will issue the itemif it is on hand. If parts are not on hand, the requestis back ordered through the DMMC. The DMMCpasses the requisition to the COSCOM MMC. TheCOSCOM MMC prepares the MRO, back ordersthe item, or passes the requisition to a higher sourceof supply.The light maintenance company notifies theDMMC of receipt from the general support repairparts supply company. The supply platoon stores theitems (for ASL replenishment) or releases them tothe customer if the request was a passing action. Theplatoon uses ASL stocks to replenish an FSB when itreceives an MRO. The platoon also operates an RXactivity and a QSS for low-dollar, consumable sup-plies.See FM 43-12 for more information on main-tenance operations.PLATOON/SECTION FUNCTIONSCOMPANY HEADQUARTERSThe company headquarters is the command andunit maintenance support to elements of the com-control center for the company. It provides thepany. The company commander and the first ser-necessary organization, administration, supply, andgeant plan, direct, and supervise the operation and6-4
FM 63-216-5
FM 63-21Light Equipment Repair Sectionthe employment of the unit. The dicipline, billeting,and security of the company are maintained throughthe command and control system set up by these twoindividuals. The unit maintains its vehicles throughits motor pool operation. It also provides support forthe company through the unit supply element.MAINTENANCE CONTROL SECTIONThis section provides the control, coordination,and overall supervision of DS maintenance shops,MCPs and MSTs. It provides technical inspections,shop supply, job orders, and equipment account-ability.The inspection element is subordinate to themaintenance control section. The technical inspec-tors of this element are responsible for all aspects ofquality assurance, technical inspection, and qualitycontrol for DSM activities of the company. Theyanswer directly to the company commander. Theyalso serve as the nucleus for TI, QC, and BDA teams.MAINTENANCE SUPPORT PLATOONThis platoon provides DSM for the power genera-tion equipment, light equipment, and automotivecomponents. It consists of a platoon headquarters,three power generation repair sections, a light equip-ment repair section, and a fuel and electronic repairsection.Fuel and Electronic Repair SectionThis section is responsible for repair of automo-tive components in support of all maintenance shopsand high-mortality repair parts components in sup-port of the RX mission (less C-E items).Power Generation Repair SectionsThe platoon has three of these sections. Eachsection can conduct limited on-site maintenance. Itcan also supplement the technical assistancecapabilities of other maintenance elements asneeded. The three sections operate under the con-trol and supervision of the power generation tech-nician.This section provides the capability for repair ofquartermaster and chemical equipment. It supple-ments the on-site maintenance and technical assis-tance capabilities of the other elements as needed.COMMUNICATIONS-ELECTRONICSSUPPORT PLATOONThe C-E support platoon provides DS electronicsmaintenance for all COMSEC equipment in thedivision rear area excluding MI and signal battalionitems. This platoon will be responsible for the repairof all user-owned MSE terminal instruments (DNVT,DSVT, FAX, and data terminals). The signal bat-talion performs COMSEC repair for the signal andMI battalions.Radio Repair SectionThe radio repair section repairs all AM, FM, andsingle side band radio systems in the division reararea. It has limited capability of providing dual loca-tion support when employed as an MST. To reinforceFSBs, it can provide personnel and took to repairradios in forward areas.Controlled Cryptographic ItemsMaintenance SectionThe CCI maintenance section operates under thecontrol of the C-E equipment technician. It supportsall division units in the division rear. It provides DSMfor teletypewriter, wire, and special electronic deviceequipment. It can repair the following:Field artillery computers and related equip-ment.Dial/manual central office telephone exchangeequipment.Teletypewriters.TAC maneuver systems.Weapons support radar.Engineering electronic orientation, measure-ment, vision, and detection equipment.6-6
FM 63-21Electronics Repair SectionThis section is responsible for the repair of thedivision ADP equipment. The section inspects, tests,and performs DS maintenance on TACCS com-puters, DAS-3 computers, and related equipment.SUPPLY PLATOONThe platoon headquarters supervises and controlsthe functions of the platoon in support of the MSB’sclass IX supply mission. The platoon maintains thedivision’s main ASL (less missile and aircraft) forclass IX. It operates an RX shop and maintains QSSstocks. The platoon consists of receiving,warehouse/shipping, transportation, and RW/QSSsections.Receiving SectionThis section receives and accounts for all suppliescoming from supply sources, field returns, and ship-ment redirects.Warehouse/Shipping SectionThis section stores supplies and performswarehouse storage operations such as shelf-lifemonitoring, protection from weather, securityagainst pilferage, and the picking of materiel for issuebased on release documents. It also packages andcrates supplies when required.Transportation SectionThe transportation section picks up andtransports materiel from external supply sources,moves it internally among storage locations, anddelivers ASL materiel to maintenance companies ofFSBs. It consists of truck drivers and MHEoperators.RX/QSS SectionThe RX/QSS section provides exchange ofselected reparable items to supported units andreceives, stores, and issues QSS items. Unservice-able reparable accompany requests for reparable.QSS service improves availability of low-dollar, con-sumable items.6-7
FM 63-21HeavyCHAPTER 7Maintenance CompanyORGANIZATION AND MISSIONThe heavy maintenance company provides DSOther support this company provides includes–maintenance to division units not supported by theFSBs. (The company does not maintain medical,Common repair parts support to organicC-E, COMSEC, airdrop equipment, light textiles,platoons and sections.avionics. aircraft armament, missile, and ammunitionLimited recovery help to supported units.items.) The company also provides limited reinforc-On-site and combat system-oriented supporting DSM, less repair parts, for the FSBs. Also, it hasby the maintenance support teams.two teams which provide close-in DS to the cavalryMaintenance principles for this company are thesquadron and the MLRS unit in the division. Thesame as those outlined in Chapter 6.company is organized as shown in Figure 7-1.METHOD OF OPERATIONSEMPLOYMENT AND RESPONSIBILITIESThe heavy maintenance company operates fromthe DSA. The company typically colocates with thelight maintenance company. It has a base shopcapability to repair equipment for which it is respon-sible. The focus is always on returning the system tothe user. The maintenance control officer controlsthe mission of the heavy maintenance shop. He alsokeeps the company commander informed on main-tenance operations.Maintenance support teams from the main-tenance support platoon extend support forward.When repairs are beyond the ability of the FSBs, thecompany may dispatch MSTs to help units in thebrigade sector. The MSTs maybe integrated into theFSB company shops, or they may provide on-sitesupport. MSTs work as close to the site of equipmentfailure as possible. Thisminimizes downtime andincreases equipment availability to the unit.The main division MCP is operated by the lightmaintenance company, the heavy maintenance com-pany, and elements of the missile support company.It is the center for maintenance operations in theDSA. If equipment cannot be repaired in the BSA,it is brought to the main MCP. Equipment beyondthe repair capability of DSA assets is evacuatedthrough the DSA to the Corps. MSTs from theCOSCOM may assist the MSB maintenance com-panies in BDA by recommending disposition forspecific items.7-1
FM 63-217-2
FM 63-21RECOVERYThe service and recovery section of the companyprovides limited reinforcing recovery support forunits in the DSA. Recovery is the process of retriev-ing or freeing immobile, inoperative, or abandonedmateriel. Items are recovered from where they aredisabled or abandoned and returned to operation orto the MCP. There items are repaired, evacuated, orotherwise disposed of. Recovery is performed to—Return immobilized equipment to operation.Retrieve equipment for repair and return touser.Prevent enemy capture.Use enemy equipment for intelligence pur-poses or for US or allied force use.Recovery is initiated by the operator of the dis-abled item. First the operator should attempt repairsand self- or like-vehicle recovery. If the operatorcannot recover the equipment, he requests help fromhis battalion motor officer. The BMO evaluates therequest on the basis of command guidance and theoverall tactical and maintenance situations. He thendevelops a recovery plan. If the unit is in the divisionrear and recovery is beyond the unit’s capability, theunit requests help from the heavy maintenance com-pany.EVACUATIONThe service and recovery section helps evacuateunserviceable from the BSA to the DSA or to main-tenance activities to the rear of the division. Factorswhich affect the amount of evacuation done are thetactical situation, extent of damage, and availabilityof people, parts, and tools.Vehicles taking repair parts or serviceable itemsforward evacuate unserviceable on the return trip.Large and heavy items such as tanks are beyond theheavy maintenance company capability. In suchcases, HETs from the MSB TMT company are re-quired. Support from the TMT company is re-quested through the DISCOM movements controlofficer of the S2/S3 office.Recovery and evacuation principles are coveredin FMs 20-22 and 43-5.PLATOON/SECTION FUNCTIONSCOMPANY HEADQUARTERSThe company headquarters provides command,control, administrative, and logistics support to allelements of the company. It provides technical in-spection support to operating elements of the com-pany. The command element is responsible fortraining, discipline, billeting, and security of the com-pany. The command element has a unit armorer andan NBC NCO. The NBC NCO is responsible forcoordinating and conducting training on NBCdefense at the company level. He also instructs unitpersonnel in NBC operating procedures.MAINTENANCE CONTROL SECTIONMaintenance control section provides the control,coordination, and supervision of the heavy main-tenance shop. This supervision includes technicalinspections, shop supply, job order accounting,equipment accountability, and the administrativeoperations of the maintenance control office. Thissection has a maintenance control office and aninspection element. The inspection element alsoserves as the nucleus for the BDA teams.The inspection element is the technical inspectionand quality control element for the company. Thequality control technician supervises the element.He is responsible to the maintenance control officer.Technical inspectors are responsible to the companycommander for all aspects of quality assurance, TI,and QC for DS maintenance activities of the com-pany. This section has inspectors for wheeledvehicles, engineer equipment, and armament items.7-3
FM 63-21AUTOMOTIVE/ARMAMENT PLATOONThe automotive armament platoon provides basesupport for automotive and armament equipment. Italso provides reinforcing support to the maintenancecompanies of the FSBs.This platoon consists ofautomotive repair, engineer equipment repair, andarmament repair sections.Automotive Repair SectionThe automotive repair section provides base shopcapability for repair of automotive equipment andon-site repair in the division rear. The two key areasof concern are tracked-vehicle repair and wheeled-vehicle repair. Tracked-vehicle repairs center on DSmaintenance on malfunctioning end items, as-semblies, and components. This includes transmis-sions, engines, electrical items, steering controls, andhydraulic cylinders on tracked vehicles. Wheeled-vehicle repairs center on DSM on engine,powertrain, and chassis components of wheeledvehicles; MHE (less propulsion motors on electricMHE); and related items.Engineer Equipment Repair SectionThis section provides base shop support of utility,power, and construction equipment. Repairers per-form DS maintenance on construction equipment.This includes such items as compressors and cranes.Armament Repair SectionThis section provides base shop support forequipment not repaired on site. It performs DSMon fire control instruments, control systems andrelated equipment. This equipment includes laserrangefinders, ground laser-locator designators, andrelated items. This section also performs correctivesupport maintenance on small arms and turret-mounted weapons and mechanisms. It also repairspreviously diagnosed malfunctioning towed weapons.MAINTENANCE SUPPORT PLATOONThe maintenance support platoon has a servicesection and support teams which provide DS main-tenance. One team supports the cavalry squadron ofthe AB. The other team supports the MLRS battery.The platoon headquarters provides command andcontrol of the teams.Cavalry System Support TeamThis team provides DSM to the AB cavalrysquadron. The team normally operates out of thecavalry squadron trains area. It is reinforced withother MSB elements as required. The team canperform DSM on engine, powertrain, and chassiscomponents of tracked and wheeled vehicles. It alsoprovides DSM for turret-mounted weapons andmechanisms, tactical utility and precise powergeneration equipment, and related equipment. Thefield radio repairer inspects, tests, and performsDSM on radios and related items. The team alsoprovides recovery and lift support to the cavalrysquadron.MLRS Support TeamThe MLRS support team provides DS main-tenance support to the division MLRS battery. TheSST is task organized into MSTs for specific opera-tions. The MSTs may include elements of otherplatoons and companies of the MSB.Service SectionThe service section performs machine work repairand metal working repair in support of the DS main-tenance mission.7-4
FM 83-21CHAPTER 8Missile Support CompanyORGANIZATION AND MISSIONThe missile support company provides DS main-tenance support and class IX supply for land combatmissile systems and SHORAD/FAADS systems. Thecompany also provides DS maintenance support forFAAR, MCTNS, associated training support equip-ment, and missile peculiar test measurement anddiagnostic equipment for the division. The companyis organized as shown in Figure 8-1. It consists of acompany headquarters, maintenance control sec-tion, storage/RX section, land combat maintenanceplatoon, and SHORAD maintenance platoon.Figure 8-2 shows a sample of a tactical dispositionlayout. The company is usually deployed in the DSA,but also sends out MSTs.The company also provides–Reinforcement of land combat/MCTNS classIX and RX supply support for FSB maintenancecompanies.Receipt, storage, and issue of class IX suppliesfor land combat, SHOW, and MCTNS sys-tems to support mission shop stock, RX, MSTrequirements, and missile/weapon systems userrequirements.MST support for all systems not organic tobrigades.Technical assistance inspections when re-quested by supported units.QA/QC inspections of system-peculiar equip-ment maintenance and TMDE maintenance.Maintenance principles for this company are thesame as those outlined in Chapter 6.METHOD OF OPERATIONSThe missile support company is organized andThe company also—equipped to provide forward support maintenance,Provides a technical supply source.as well as to operate abase shop in the DSA. MSTsof the missile support company provide limited on-Provides base shop repair for line replaceablesite DS maintenance of malfunctioning equipment,units.to include repair by RX of selected components.Provides line replaceable unit RX for all mis-Malfunctioning components are returned to the mis-sile systems in the division.sile support company base shop by MSTs for repair.8-1162-170O-94-4
FM 63-218-2
FM 63-21Has the TMDE necessary to perform main-Direct support maintenance is performed bytenance as allocated by maintenance allocationmissile support teams, which assist unit main-charts.tainers and the base shop maintenance. TheThe levels of missile support maintenance are asfollows:Unit level is performed by operator/maintainerfor land combat systems and an operator andunit maintainer for SHORAD/FAAD. Unitmaintenance keeps the system operating byisolating and replacing malfunctioning LRUs.base shop repairs defective LRUs by isolatingand replacing defective SRUs.General support/depot maintenance consistsof repairing defective SRUs by isolating andreplacing defective components. RepairedSRUs are returned to the supply system.CONUS depots and contractor facilities pro-vide reinforcement for EAC/depot facilities.8-3
FM 83-21SUPPLYThe missile support company depends on a con-stant flow of repair parts. MSTs operating from theFSB will evacuate their unserviceable LRUs throughforward support maintenance facilities to the missilesupport company. These LRUs are exchanged forserviceable ones. The defective LRU may berepaired by the missile support company by replacingthe defective SRU. Whole systems evacuated to themissile support company for repair normally receivefirst priority for repair effort.The defective SRUs are turned in and evacuatedto the GS/depot maintenance facility in EAC forrepair. The missile support company will requisitiona serviceable SRU through the DMMC. TheDMMC will pass the requirement to the COSCOMMMC.MAINTENANCE SUPPORT TEAMSMaintenance support teams provide support forland combat missile systems, multiple launch rocketsystems, and Vulcan, SHORAD, FAAR systems.The missile support company has an additional mis-sion of fielding BDA teams. This function will nor-mally be accomplished by the MSTs as they performtheir mission.The advantages of moving MSTs to equipmentrather than moving equipment to the base shop are —Reducing equipment downtime.Saving time in transit for large and bulky items.Eliminating damage caused by transportingmajor items.Minimizing security risk in moving classifieditems.Repairing major items without disconnectingthem from the system.Effective MST support depends largely onresponse time, training, and communications be-tween user and support personnel. Before the MSTis dispatched, there must be a fully coordinated effortbetween the maintenance support team and the re-quester. The MST must have vital information con-cerning the scope of the problem before beingdispatched.Such information should includesymptoms of malfunction, anticipated repair parts,identity of requestor unit, location of the unit, andpoint of contact.Prior to team departure, the supported unit main-tenance officer is advised of repairs completed andof unresolved problems. Maintenance forms andlogbook entries are completed. Work order requestsopened on equipment requiring base shop repair willbe closed out and the equipment evacuated by thesupported unit.BASE SHOP OPERATIONSBase shop support in the DSA is provided by theland combat maintenance and SHORAD/FAADSmaintenance platoons of the MSB missile supportcompany. The shop is responsible for the receipt,inspection, control, repair, and coordination ofevacuation of all equipment received from supportedunits. Shop supply may maintain small stocks offrequently demanded items to improve maintenanceresponse.The shop must be laid out to allow freeflow of work and to minimize the required movementof repair parts, tools, and equipment. The main-tenance control officer supervises the overall opera--tions and establishes policy and procedures.Shop procedures will be outlined in the main-tenance internal SOP which should be based onguidance in DA Pam 738-750. An external SOP foruse by supported units should also adhere to thoseguidelines.The management activities vary depending on thesystem available in the division. TAMMS is a manualsystem described in DA Pam 738-750 that prescribesequipment records to be used for controlling theoperation and maintenance of all Army materiel.SAMS, operating on TACCS, replaces otherautomated systems.It automates work order re-quests, parts requisitions, maintenance and supplymanagement, and production of ad hoc maintenanceand supply reports.8-4
FM 63-21PLATOON/SECTION FUNCTIONCOMPANY HEADQUARTERSThe company headquarters provides the neces-sary organization, administration, supply, and unitmaintenance for support of the unit. The head-quarters is typically organized with a command ele-ment, a supply element, and a motor pool element.In addition to the commander, the first sergeant, andvehicle driver, the command element has a tacticalcommunications systems operator/mechanic. Thisindividual installs, operates, and performs operatorand unit maintenance on radio and wire communica-tions systems and equipment.The motor pool element, in addition to workingthe normal maintenance mission, is also capable ofperforming unit maintenance on refrigeration andair-conditioning equipment, multifuel forced-airheaters, high pressure air compressors, gasoline en-gines, and electrical motors peculiar to equipmentsupported. Unit maintenance is also performed ontactical utility and precise power generator sets, lightsets, and power consumption equipment organic tothe missile support company.A key figure in the supply room element is theNBC NCO. This individual conducts and coor-dinates training on methods and techniques of NBCdefense at the company level. He instructs unit per-sonnel in NBC procedures and maintains the unitsoperating efficiency and preparedness in mattersrelating to NBC defense.MAINTENANCE CONTROL SECTIONThe maintenance control section provides con-trol, coordination and overall supervision of main-tenance shops. It provides technical inspections,shop supply, job orders, equipment accountability,and administrative operations of the maintenancecontrol office. This section is organized with a main-tenance control office and an inspection element. Itis the maintenance control office that maintains thecoordination with customer units and higher head-quarters in the accomplishing of the unit’s main-tenance mission. The section maintains the netcontrol station for the missile support company.The inspection element is the inspection andquality control element of the missile support com-pany. It is under the supervision of the maintenancecontrol officer. Technical inspectors are responsibleto the company commander for all aspects of qualityassurance, technical inspection, and QC for the DSmaintenance activities of the company. They alsoserve as the nucleus for QA/QC and BDA teams.STORAGE/RX SECTIONThis section is responsible for receipt, storage,and issue of ASL items. The ASL consists of ap-proximately 3,100 lines of supply including ap-proximately 600 lines of RX items for land combatand SHORAD/FAADS systems. This section alsoprovides-Technical assistance to supported units.Off-loading assistance of incoming shipments.Receipt, storage, and issue of nonstock or fringeitems.Physical movement of items to storage locationand relocating of stock.Issue of parts from stock.The storage element assigns incoming supplies tostorage locations and manages the stock locator sys-tem and document control procedures. Itsafeguards, protects, stores, and preserves suppliesby proper use of dunnage, packing materials, andother storage aids.The RX element receives, stores, and issuesreparable exchange items. It also receives requestsfor issue documents along with the unserviceableitems and accompanying turn-in documents. TheRX element will retrograde unserviceable. The ele-ment performs inventories as directed by the ac-countable officer.LAND COMBAT MAINTENANCE PLATOONThe land combat maintenance platoon is or-ganized with a platoon headquarters, a land combatmaintenance section, and a land combat main-tenance support team section. The platoon provides8-5
FM 83-21personnel for base shop support in the DSA andreinforcing on-site DS maintenance and technicalassistance to supported units in the division rear area.It also reinforces support to the forward brigades. Itprovides control and overall supervision of platoonrepair functions.Land Combat Maintenance SectionThe land combat maintenance section providesbase shop support for land combat and MCTNSequipment within the division to include systemtraining equipment. This section also performs unitand DS maintenance on all system-related test equip-ment.This section provides technical expertise for allmaintenance areas, to include LCSSs, which are theresponsibility of the section. Direct supervision isprovided to LCSS test operations on a 2-shift basis tomeet system requirements. Specialists are providedfor each shift to permit rotation of LCSS manning toachieve maximum testing accuracy and maintenanceof safe testing procedures. These specialists performunit and DS maintenance for all the LCSS test sta-tions.Land Combat Maintenance Support Team SectionThe land combat maintenance support teams pro-vide reinforcing on-site maintenance service in thedivision rear land combat systems and primary sup-port for MLRS. The equipment is identical to thatof the MSTs located in the forward support company.The MLRS MSTs use the concept of automatic testequipment. Unserviceable that cannot be repairedby the MSTs are evacuated to the base shop section.Items are repaired and returned to the user or to RXassets.SHORAD MAINTENANCE PLATOONThe SHORAD maintenance platoon providesbase shop DS repair and maintenance support teamservice for Vulcan and FAAR systems. The platoonis organized with a platoon headquarters, aSHORAD maintenance section, and maintenancesupport team section.SHORAD Maintenance SectionThis section performs base maintenance on allSHORAD/FAADS missile systems in the division.The section also provides gas and battery chargingservices for STINGER trainers. Items are repairedand returned to the user or the reparable exchangeassets.SHORAD Maintenance Support Team SectionThe SHORAD MST section is responsible foron-site maintenance of all Vulcan and FAAR systemsin the division. The MSTs use 1 l/4-ton trucks,equipped with secure FM radios, to travel to siteswhere support is required. MSTs repair unservice-able equipment, using “on-board” spare parts andRX assemblies. They also provide on-equipmentmaintenance for missile system-related power unitsand environmental control equipment.8-6
FM 63-21TransportationCHAPTER 9Motor Transport CompanyORGANIZATION AND MISSIONThe TMT company provides truck transportationMovement of heavy or outsized vehicles andfor distribution of supplies and the movement ofcargo.heavy or outsized vehicles and cargo for the division.Assistance in displacement of division elementsThe company consists of a company headquarters, awith less than 100 percent organic mobility.maintenance section, alight truck platoon, a mediumtruck platoon, and two heavy truck platoons. SeeBackup transportation to other division ele-Figure 9-1 for the organization for the heavy divisionments when their organic transportationTMT company.capabilities are exceeded.The TMT company provides –Emergency unit distribution of class V supplies.Assistance in the coordinated defense of theTransportation of classes I, II, III (P), IV, VII,unit or base area.and IX supplies from the DSA to the BSA.TRANSPORTATION PRINCIPLESThe transportation system is designed to ensurethat all required personnel and supplies aredelivered to the point of need on time. To achievethis goal, several principles must be employed.One principle involves the consolidation oftransportation assets. Units are allocated only theassets that are mission-essential. Other transporta-tion resources are consolidated so that movementcontrol elements can most effectively use the limitedresources available.This concept depends on centralized control ofassets. Within each echelon, there is one focal point.This person or section maintains constant awarenessof transportation requirements and capabilities. Themovements control officer is the focal point for theDISCOM.The transportation system also requires flexibilityand efficiency. The system must be able to providean uninterrupted flow of traffic and to adjust tochanging situations.This principle ties in to thecentralized control concept since the focal point, whois aware of the changing battlefield, must be able todivert assets to the most critical missions. In addi-tion, the system is based on efficient use of resources.Although transfer operations are necessary in some9-1
FM 63-219-2
FM 63-21cases, throughput is the preferred distributionsame destination should be consolidated and move-method. Also, transportation equipment travelingment control elements should maximizeuse of roadempty should always be avoided loads going to thenetworks.METHOD OF OPERATIONSTRANSPORTATION PLANNINGThe motor transport mission to be carried out willdetermine the planning process. Transportationplanning is determining what must be moved, whereand when it must be moved, and the best way to moveit. Proper transportation planning ensures the timelydelivery to planned destinations.The division transportation officer is a member ofthe division commander’s special staff. He works forthe chief of staff or under the administrative super-vision of the division G4. The division transportationofficer provides plans and priorities to the DISCOMcommander, through the DISCOM movement con-trol officer, in planning and controlling the use ofmotor transport resources assigned to the division forlogistics support.At the DISCOM, motor transport availability andcapability are balanced against transport require-ments and priorities. The DISCOM MCO, throughthe MSB support operations section, directs theTMT company to meet given requirements in thefollowing ways:Receiving and screening requests for transpor-tation requirements.Preparing and forwarding documentation tosupport movement.Providing the daily vehicle availability to theDISCOM MCO.Collecting and disseminating current roadnetdata.Collecting and reporting transportation infor-mation.Reviewing transportation capabilities in contextof warning order.Requesting convoy security through S3 chan-nels, if necessary.Receiving and reviewing cargo distribution in-structions.When division logistics motor transport require-ments exceed division transport capabilities, or whentactical deployment generates excessive require-ments, the DTO requests support from the corpsthrough movement control channels. A discussion ofTMT company operations appears in PM 55-30.CARGO VEHICLESVehicles authorized for motor transport vary intype, design, and capabilities. The TMT companyprovides a pool of cargo vehicles which are employeddaily to support division operations. The 5-ton cargovehicles and the container/break-bulk transportsemitrailer combinations are used primarily in acargo or equipment transport role. However, the5-ton cargo vehicles may be used to transport troops.The semitrailer combinations are used in a trooptransport role only in emergency situations.The heavy equipment transport semitrailer, low-bed, is authorized to transport the main battle tank,other tracked or wheeled heavy vehicles, or heavyand outsized cargo items. The 5-ton cargo truckswith mounted tank and pump units and the 1 1/2-tontrailer with tank unit are authorized to provide POLresupply for the TMT company.The drivers in each squad operate assignedvehicles in accordance with daily dispatch orders.They observe rules and regulations governing vehicleoperations, safety practices, and rules of the road.They complete daily operational records, performrequired operator maintenance services, and assistunit personnel in performing unit maintenance onassigned vehicles.9-3
FM 63-21More information on division transportationoperations for the TMT company is in FM 55-2 and55-30.CONVOY MOVEMENTThe motor transport mission to be carried out willdetermine the planning process on how the convoy isto be organized and controlled. Details on convoysappear in FM 55-30.Movement requirements in the division area placea severe burden on the traffic and tonnagecapabilities of the roads. Movement control is car-ried out by use of convoy clearances and the highwaytraffic plan. This plan is a combination of SOPs,directives, regulations, and overlays concerning con-trol of the roadnet.Convoys are broken down into the march column,the serial, and the march unit. Some factors con-sidered when planning for a convoy operation are —Map/route reconnaissance.Start and release points.Halts.Security.Fire support and coordination.Convoy organization.Feeding the troops.Refueling vehicles.More detailed procedures are outlined inFM 55-30.PLATOON/SECTION FUNCTIONSCOMPANY HEADQUARTERSThe company headquarters provides for both theadministrative and logistics functions of the unit. Italso provides command, control, direction, and su-pervision of the operating elements of the unit in theperformance of their mission tasks. The head-quarters is typically organized with command andsupply elements.The command element is the center of command,direction, supervision, and control of the operationalmatters of the company. Maintenance, trainingsupport operations, and administration are key func-tional areas of the company that are directed andsupervised by this element. In addition to ensuringthe company's mission is accomplished, the com-mand element has continual concerns for the healthand welfare of the soldiers of the company.The supply element is primarily responsible forthe requesting, receiving, storing, safeguarding, andissuing of supplies and equipment for internal opera-tions of the company. The supply element is alsoconcerned with the efficiency and preparedness ofthe unit in matters relating to NBC defense as well asthe operational maintenance of all individual andcrew-served weapons organic to the unit.MAINTENANCE SECTIONThe motor pool element coordinates, directs, andsupervises all matters of vehicle dispatch policy andprocedures in the performance of mission opera-tions. This includes coordination with platoons onvehicle repair, maintenance, and availability. Drivertraining is planned and conducted through the motorpool element. This element also prepares and main-tains dispatch and operational records and reportswhich requires coordinating with platoon personnelon vehicle availability and dispatch matters.LIGHT TRUCK PLATOONThe light truck platoon is organized with a platoonheadquarters and three light truck cargo squads.Platoon HeadquartersThe platoon headquarters provides command,direction, control, supervision, and technicalguidance to the platoon in mission operations andadministrative and training matters. The head-quarters also inspects and supervises transportoperations to ensure proper and efficient operationand use of platoon vehicles.9-4
FM 63-21Light Truck Cargo SquadsThere are three light truck cargo squads in thelight truck platoon.These squads provide trucktransportation for movement of general cargo andpersonnel by light truck. The motor transport maybe used for local and line haul of troops and cargo.These squads provide supervisory and operating per-sonnel to operate assigned vehicles in the perfor-mance of mission tasks. The squads ensure that dailyoperator maintenance services are performed andthat operator dispatch records are prepared.MEDIUM TRUCK PLATOONThe medium truck platoon is organized with aplatoon headquarters and three medium truck cargosquads.Platoon HeadquartersThe platoon headquarters provides command,direction, control, supervision, and technicalguidance to medium truck cargo squads performingmotor transport support tasks. The platoon leaderand platoon sergeant coordinate the activities of theplatoon. In addition to the mission requirements,these two individuals ensure that platoon administra-tive actions are completed and that the platoon hasan active training program. A key concern to thesetwo individuals is the maintenance status of theplatoon. There is close supervision with the dis-patcher in the planning and scheduling of platoonoperations. Through the platoon headquarters,there is a continuous inspection and supervision oftransport operations ensuring the proper. and effi-cient operation and use of platoon vehicles.Medium Truck Cargo Squadsmovement of containerized and general cargo, andbulk petroleum products by truck tractor with semi-trailer combinations.HEAVY TRUCK PLATOONSThere are two heavy truck platoons organic to theTMT company. Each platoon is typically organizedwith a platoon headquarters and two HET trucksquads.Platoon HeadquartersThe platoon headquarters provides command,direction, control, supervision, and technicalguidance to heavy truck squads performing motortransport support tasks. The platoon leader plans,schedules, directs, supervises, and coordinates ac-tivities of the heavy truck platoon in mission opera-tions and administrative and training matters. Heworks closely with the dispatcher in planning andscheduling platoon operations.HET Truck SquadsThe HET truck squads primary mission is totransport heavy or outsized cargo by heavy trucktractor-semitrailer combinations.They alsoevacuate disabled heavy equipment. Evacuationnormally starts at the UMCP and terminates at themaintenance facility with the capacity to repair thevehicle. The secondary HET mission is to transportoperational tanks and other heavy equipment overextended distances. This type transport allows com-bat vehicles to arrive at the battle area in goodmechanical condition with fresh crews. Two person-nel, one driver and one assistant driver, constitute anHET vehicle operating team.There are three medium truck cargo squads in theplatoon. These squads provide transportation for9-5
FM 63-21CHAPTER 10Medical CompanyORGANIZATION AND MISSIONThe medical company provides division and unitlevel health service support, medical staff advice, andhelp to units in the DSA that are not otherwisesupported. It also provides evacuation from the BSAand reinforces the FSB medical companies. Thecompany consists of a headquarters, medical supplyoffice, preventive medicine section, mental healthsection, optometry section, treatment platoon, andambulance platoon. See Figure 10-1.Reinforcement and reconstitution of FSB medi-The company provides–Advice and help to the MSB commander andhis staff on matters for conserving the fightingstrength of members of the command; preven-tive, curative, and restorative care; and relatedservices.Triage, initial resuscitation, stabilization andpreparation for evacuation of sick and wounded,and treatment of patients generated in the DSA.Mobile facilities for receiving and sortingcal evacuation assets.Evacuation from unit-level medical elementsand other units in the division rear without or-ganic ambulances and medical support.Emergency and preventive dentistry care andconsultation services.Emergency psychiatric treatment and mentalhealth consultation services. This includes bat-tle fatigue treatment.Division-level medical resupply to division andnondivisional units on an area basis.Patient holding for up to 40 patients able toreturn to duty within 72 hours.Limited laboratory and radiology services fordivision-level treatment.Preventive medicine and environmental healthsurveillance, inspection, and consultation ser-vices for division units.patients.Optometric support limited to eye examina-Mobile facilities to treat patients in the divisiontions, spectacle frame assembly using presur-rear.faced single-vision lenses, and repair services.10-1
FM 63-2110-2
FM 63-21MODULAR MEDICAL SUPPORT SYSTEMThe DMOC, along with the division surgeon, isthe primary division-level HSS planning element. Itdevelops and maintains the medical troop basis toensure task organization for mission accomplish-ment.HSS needs of the division and changes in thetactical situation require coordination between theDMOC and the MSB. The DMOC and MSB inter-act through command and medical channels. Com-munications through medical channels pertain tomedical support operations, coordination, evacua-tion, resupply, and personnel and equipment statusreports. The DMOC interfaces with the MSB S2/S3for employment of MSB medical assets and statusreports on the tactical situation. The DMOC alsointerfaces with the support operations section of theMSB for –HSS planning.Tasking of MSB medical elements.Backhaul of patients using nonmedical vehiclesor aircraft.Corps medical assets attached to the division.The modular medical system standardizes allmedical treatment subunits in the division. For ex-ample, the MSB and FSB treatment squads are iden-tical relative to the functional mission. The MSB maysend modules to the FSB if the FSB cannot handlethe work load in the brigade sector. The modularsystem is oriented to patient acquisition, EMT, initialresuscitation, patient holding, returning soldiers toduty, and patient evacuation. The five modules are –Combat medic. Combat medics provide EMT,routine treatment for DNBI, and preventivemedical service. Medics also instruct nonmedi-cal soldiers on self-aid, buddy-aid, and combatlifesaver functions.Ambulance squad.This squad evacuatespatients throughout the division area andprovides care en route. It can split into twoteams.Treatment squad. This module provides ATMto battlefield casualties. This squad can alsosplit into two teams.Area support squad. This squad provides emer-gency dental care and basic medical laboratoryand X-ray diagnostic support. When the squadis located with a treatment team and patient-holding squad, the three form an area supportsection. This section provides support on anarea basis.Patient-holding squad. This squad can hold andprovide minimal care for up to 40 patients.METHOD OF OPERATIONSPLANNINGThe DMOC with the support operations sectionsExpected areas of casualty density.of the MSB and FSBs and the medical companyMedical resources available.commanders plan medical operations in the division.MSB medical planners concentrate on support in thePlanning must be proactive rather than reactive.division rear, reinforcement of FSBs, and evacuationThe planner must be able to plan for responsivefrom the BSAs. The company XO is the main assis-support to each element supported, or rapidlytant to the commander on the tactical employment ofchange plans if needed. Within their limits, HSSthe company assets. Employment of medical assetspersonnel may have to defend themselves and thein the division depends on —patients under their care. The MSB medical com-pany must be able to defend against a Level I threatThe division commander’s plan.and to survive NBC strikes while continuing toThe anticipated patient load.10-3
FM 63-21support the operation. HSS must be included in rearoperations and area damage control planning.OffenseMSB medical elements should be prepositionedaccording to the division HSS plan and expectedneeds. The DMOC and MSB must continue to coor-dinate HSS as various phases of the offense begin.When the tactical situation or unexpected eventsforce changes to the HSS plan, the DMOC staffaggressively coordinate the changes with the MSBand other medical elements as quickly as possible.DefenseMedical support during defensive operations ismore difficult than in the offense. Casualty rates arelower, but enemy action and the initial direction ofmaneuver to the rear complicate forward acquisition.Increased casualties among medical personnelreduce capabilities.Medical personnel have lesstime to reach patients, complete emergency treat-ment, and remove them from the battle site. Insecureground routes may permit evacuation only periodi-cally. The MSB medical company may need to stayhighly mobile to support areas of high casualty den-sity as the battle develops. The DMOC must dis-seminate threat information on evacuation routes tothe MSB and to all medical evacuation assets. Am-bulance exchange points for ground and air ambulan-ces may help to bypass threat forces or reduceevacuation time.RetrogradeMedical support in retrograde movements mayvary widely. It depends upon the operations, theenemy reaction, and the situation. Firm rules for allretrograde operations are difficult to set, but plan-ners must consider certain factors:Time is extremely important in retrogradeoperations. With less time available, the DMOCand division surgeon must evaluate the capabilityto collect, treat, and evacuate all patients.The enemy may disrupt command, control, andcommunications. SOPs should delineatemeasures to counteract factors impedingevacuation. Evacuating patients directly fromthe BAS to corps hospitals can enhance MSBmobility.Sorting of patients is critical. Planners mustconsider the type of transportation available forevacuation.Seriously wounded patients areevacuated as quickly and comfortably as pos-sible. Proper sorting and rapid evacuation ofpatients lessens the need to set up completemedical clearing stations.When a patient’s condition precludes move-ment or when the patient load exceeds the meansto move them, the tactical commander mustdecide whether or not to leave patients behind.The surgeon must ensure that the tactical com-mander understands the need to reach a timelydecision in this regard. Medical personnel andsupplies must stay with patients left behind.Planners must identify locations for successivepositions. Generally, movement is toward exist-ing medical elements.Initial locations may befarther to the rear than in other types of opera-tions. For continuity of support, medical person-nel occupy and prepare the next rearward loca-tion before closing the forward facility.The rate of movement, the distance involved,and the tactical situation determine the frequen-cy of displacement.MSB medical units mustmove before there is danger of involvement inthe action of forces conducting the retrograde.A rearward passage of lines requires detailedplanning between surgeons of the units concerned.Planning must cover patient collection points, AXPswith corps assets, and class VIII resupply. Medicalelements must remain mobile. This permits theirrapid movement without the need to abandonpatients, The medical planner can help maintainmobility by keeping the aid station free of patientaccumulation. He also can keep the patient load lowby coordinating evacuation with supporting medicalelements and by anticipating increases in patientloads.The medical plan for support of both divisionsduring the passage of lines stipulates that the passingdivision transports its own patients to the rear. It maytransfer critically sick or injured patients to the10-4
FM 63-21division in place to expedite treatment. This tech-Ensuring personnel implement preventivenique preserves the mobility of medical assetsmedicine measures to protect against food,in the division assuming the covering force or defen-water, and vector-borne diseases and environ-sive role.mental injuries.MEDICAL TREATMENT LEVELNIGHT OPERATIONSFour levels of HSS have a direct impact onpatients as they are treated or evacuated from theFLOT to the CONUS base. The MSB medical com-pany has responsibilities at the second level. At thislevel, medical personnel render care at the clearingstation. Here personnel examine the casualty. Theyevaluate his wounds and general status to determinewhether to evacuate him or treat and return him toduty. Personnel continue emergency care, includingbeginning resuscitation, and begin additional emer-gency measures, if necessary. However, they do notgo beyond the measures dictated by the immediateneed.CLEARING STATION OPERATIONSThe medical company treatment platoon operatesthe division clearing station in the DSA. The preven-tive medicine section, mental health section, andother elements may also operate at the clearing sta-tion. During static situations, ambulances may circu-late within the DSA and provide routine sick call,EMT, evacuation, and area medical support. Figure10-2 shows a sample clearing station layout in a fieldenvironment.Clearing station personnel treat seriously ill orwounded patients arriving at the station and stabilizethem for movement. Other functions include –Providing consultation, clinical laboratory, andX-ray diagnostics for unit physicians andphysician assistants.Recording all patients seen or treated.Monitoring casualties when necessary forradiological contamination before medicaltreatment. Details are in FM 8-9 and TM 8-215.Ensuring chemical casualties are properlyhandled. Medical personnel can supervise thedecontamination of patients. However, sup-ported units must augment medical personnel todecontaminate and treat patients.Light discipline requirements affect medicaloperations. Extensive treatment operations requirelightproof shelters. At night, patient acquisition ismore difficult. Units may use a casualty-markingsystem such as luminous tape or filtered flashlights.Limited visibility also slows evacuation. Unitsmay require additional ground ambulances to com-pensate. In the offense, ambulances move forwardwith battalion aid stations. However, ambulancesmust move carefully to avoid signaling the enemy.Units should use predesignated AXPs and patient-collecting points. Air evacuation is difficult. It re-quires precise grid coordinates and prearrangedsignals and frequencies.EVACUATIONThe ambulance platoon of the MSB medical com-pany provides evacuation. This platoon and corps airand ground ambulance assets in the DSA normallyprovide evacuation from the FSMC. The ambulanceplatoon does not have enough assets to move theanticipated number of patients from the FSMCs. Itwill normally require augmentation from the corpsground ambulance company. The medical evacua-,tion battalion provides evacuation from the MSBmedical company to the corps-level hospitals.A point where patients are exchanged from oneambulance to another is an ambulance exchangepoint. Planners normally designate these points as apart of the medical support plan. Tracked andwheeled vehicles carry patients from the BAS to anAXP where the MSB wheeled ambulance take overfor the trip to the rear. Use of AXPs returns evacua-tion assets to their supporting positions faster be-cause the crews are familiar with the road net and thesupported units tactical situation.MASS CASUALTY SITUATIONSMedical planners and leaders must anticipate andmanage mass casualty situations. These situations10-5
FM 63-21will severely tax division and corps medical systems.Planners must develop contingency plans for massWhen possible, the division will shift its resources tomeet these needs. The corps medical brigade/groupmay have to provide additional resources.The keys to managing these situations are the useof on-site triage and EMT teams, effective com-munications, and skillful use of air and ground am-bulances. Rapid buildup of evacuation assets at themass casualty location eases the situation. Also,planning for prompt movement of patients to allavailable treatment facilities helps. This movementdissipates the medical work load by distributingcasualties on the basis the patient’s condition and thetreatment facility capabilities.casualty situations before the battle-begins. Theseplans should include at least the following:Identifying nonmedical vehicles for evacuation.Providing en route medical care on nonmedicalvehicles.Identifying required communications nets andprocedures.Identifying procedures for medical equipmentexchanges.Identifying the sites of medical facilities.CLASS VIII SUPPLYMedical logistics systems provide medical sup-plies, equipment, and repair parts. The DMSO10-6
FM 63-21manages class VIII items. This function includes themanagement of medical maintenance and repair ser-vices for the division.Division units stock two days of medical supplies.The DMSO maintains five days of supplies. Duringthe initial deployment phase each FSMC will receivea preconfigured push-package of medical suppliesevery 48 hours.This continues until the corpsMEDSOM battalion establishes the supply system.The FSMCs also operate class VIII points for unitsin brigade sectors.During deployment, lodgment, and early buildupphases, medical units operate from plannedprescribed loads and prepositioned war reservestockpiles for the applicable LOGPLANs. TheLOGPLANs may also define preconfigured medicalsupply packages tailored to meet the mission. Thesepackages will normally be sent directly to the divisionuntil the MEDSOM battalion sets up line item req-uisitioning. While preconfigured packages were in-tended for use during the initial phase, operationalneeds may dictate continued use in exceptional cases.Division planners must coordinate such support withthe MEDSOM battalion.The DMSO issues from stock on hand or sendsthe requisition to the MEDSOM battalion. TheDMSO coordinates shipment of materiel from theDSA to the forward area with the MCO. Returningmedical evacuation assets may also carry suppliesforward.Trauma and sick call sets make up most of the setsin the division. The commonality of these sets allowsthe supply system to satisfy the division’s major medi-cal resupply need through a simple resupply process.Corps medical logistics units prepackage supplies toreconstitute the sets. Each set has three to five daysof supplies for the heavy division. The bulk of theDMSO’s stocks will consist of these sets. (These setsare anew development. The list of contents is not yetavailable.)The division’s mission, its location, and guidancefrom the division surgeon and the medical materielmanager of the MOC determine the number of daysof supply and additional items for the DMSO tomaintain. The medical materiel manager is the classVIII manager for the division.MEDICAL MAINTENANCE AND OPTICALSUPPORTThe biomedical equipment specialist providesmedical maintenance. The corps MEDSOM bat-talion provides higher lever support.The medical company provides single-vision lensoptical fabrication support. The corps MEDSOMprovides multivision lens fabrication support.PLATOON/SECTION FUNCTIONSCOMPANY HEADQUARTERSDIVISION MEDICAL SUPPLY OFFICEThe headquarters provides command andThis office provides class VIII supply and unitcontrol for the company and attached medicalmaintenance on biomedical equipment for theunits.It provides unit-level administration,division. The functions of the DMSO include–general and medical supply, unit-level biomedi-cal maintenance, and NBC operations and com-Development and maintenance of prescribedloads of contingency medical supplies.munications support. FM 10-14 discusses unitsupply operations. FM 43-5 covers unit main-Management of the medical quality controltenance, and FM 10-63-1 addresses unit GRREGprogram.functions. Chapters 3 and 4 cover C3 considera-Supervision of unit biomedical maintenance.tions for the headquarters.This office also monitors the division medical as-semblage management program. It directly10-7
FM 83-21coordinates LOGPLAN needs for preconfiguredclass VIII packages.AMBULANCE PLATOONThe ambulance platoon headquarters providescommand and control of the ambulance squads. Italso provides communications for the platoon todirect ground evacuation of patients from unitsreceiving area support to the clearing station. Fourambulance squads provide ground evacuation. Theplatoon headquarters normally colocates with thetreatment platoon headquarters for mutual supportand area support taskings. The platoon is mobile inits operations; all of its assets are totally deployed atone time. The platoon normally places one am-bulance team in direct support of each forward sup-port company. Two teams normally support units inthe division rear. The remaining three teams are fortask force operations, reinforcing support, or am-bulance shuttle. Each ambulance carries an MESconfigured for en route care.In mid-and high-intensity scenarios, corps groundambulances evacuate patients from medical com-panies in the BSA to the DSA and beyond. The mainrole of MSB ambulances is to provide area supportof units in the DSA and to reinforce FSMCs.TREATMENT PLATOONThe treatment platoon operates the division clear-ing station. It receives, triages, treats, and deter-mines disposition of patients. This platoon alsoprovides professional services in the areas of minorsurgery, internal medicine, general medicine, andgeneral dentistry. In addition, it provides basic diag-nostic laboratory, radiological, and patient-holdingservices. The treatment platoon has a headquarters,an area support section, and a treatment section.The headquarters provides command and controlof the treatment platoon as well as unit administra-tion and logistics. It also provides the communica-tions to move treatment squads within the AO and tocoordinate further patient evacuation.Treatment SectionThis section consists of two treatment squads.These squads perform routine medical care, triage,and ATM. They are expansion elements of thedivision clearing station.The treatment squads are identical to those of theFSMC and the maneuver battalion’s medicalplatoon. These squads may reinforce or reconstituteother division medical elements. They may also as-sist in direct damage control and mass casualtyoperations. Each squad can split and operate as twotreatment teams for short periods.Each squad employs two treatment vehicles.Each vehicle has a trauma MES and a sick call MES.When not reinforcing other elements, these squadsnormally locate with the clearing station and operatewith the area support section. In support of rearoperations or other special operations, one squadmay serve as a DS element. These squads may besplit into separate teams and used to reinforceFSMCs. For communications, each team uses oneFM radio in its vehicle.Area Support SectionThe area support section forms the division clear-ing station. It has an area treatment squad, an areasupport squad, and a patient-holding squad. Thesethree elements operate as a single treatment unit.They provide both unit and division level support forunits in the division rear. They serve as the primaryMTF for patients who overflow BSA clearing sta-tions. Elements of this section do not reinforce orreconstitute forward medical units.Area Support Squad. This squad provides emer-gency dental services and limited laboratory andradiological services.Area Treatment Squad. This squad is the basemedical treatment element of the division clearingstation. It provides troop clinic-type services andATM for division and nondivisional personnel. Incoordination with the DMSO, it may also providelimited emergency medical resupply of medical unitsin the division rear. For communications, the squadhas an FM tactical radio. It operates the com-pany/treatment platoon net control station andmonitors the MSB command net.Patient-Holding Squad. This squad operates theholding ward facility of the division clearing station.10-8
FM 63-21It has a 40-patient capability. Its main function is toprovide nursing care for patients awaiting evacuationand those admitted for minor injuries or illnesses whoare expected to return to duty within 72 hours. Thisincludes battle fatigue and neuropsychiatric patients.This facility is under the direct supervision of a medi-cal corps officer.DIVISION PREVENTIVE MEDICINE SECTIONThis section ensures personnel implementpreventive medicine measures to protect againstfood-, water-, and vector-borne diseases and en-vironmental injuries (such as heat and cold injuries).Specifically, the section –Performs environmental health surveys and in-spections.Monitors water production and distributionwithin the division area.Monitors the immunization program.Monitors disease and injury incidence to recog-nize disease trends early and recommendpreemptive disease suppression measures.Conducts surveillance of division units to en-sure implementation of preventive medicinemeasures at all levels and to identify healththreats. It recommends corrective action as re-quired.Monitors division level resupply of diseaseprevention supplies and equipment. These in-clude water disinfectants, pest repellents andpesticides.Deploy PVNTMED teams in support ofspecific units or operations as required. Teamsmay operate with FMSCs in BSAs.Investigates incidents of food-borne, water-borne, insect-borne, zoonotic, and other com-municable diseases.Helps train unit field sanitation teams.DIVSION OPTOMETRY SECTIONThis section provides limited optometry services.These include routine eye examination and refrac-tion; spectacle frame assembly utilizing presurfacedsingle-vison lenses; and spectacle repair services.This section normally performs work referred fromunit and division level MTFs.DIVISION MENTAL HEALTH SECTIONThis section is responsible to help the commandcontrol combat stress. It uses sound preventionprograms, maximizing the return to duty rate with farforward care of battle fatigue casualties. Under thedirection of the division psychiatrist, it providesdivision-wide mental health services. The DMHS iscolocated with the division clearing station in theDSA. This section, acting for the division surgeon,has staff responsibility to set policy and guidance forthe prevention, diagnosis, management, and returnto duty of battle fatigue casualties. It has technicalresponsibility for the diagnosis, treatment and dis-position of NP cases, and for the psychological aspectof the surety program.The division psychiatrist advises the division sur-geon on mental health issues and the morale oftroops. He keeps abreast of the tactical situation andplans for BF/NP He assists in patient triage andensures personnel handle BF/NP patients properly.Elements of the section may operate with theFSMCs. Severe cases beyond the ability of the FSBclearing station to manage are evacuated to the DSAas conditions permit.Physical restraints are usedduring transport when necessary. All battle fatiguecasualties are RTD candidates. Those not respond-ing to treatment are evacuated to the corps.Other responsibilities of the section are –Provide education programs and individualcase consultation to unit leaders and medicalpersonnel. Education covers prevention, earlyrecognition and intervention at the unit level forbattle fatigue, substance abuse, suicidal risk, andneuropsychiatric and personality disorders.Provide unit preventive psychiatry (combatmental fitness) plans and SOPs.Maintain contact with supported units andprovide staff planning to predict battle fatiguecasualties.10-9
FM 63-21APPENDIX ADivision Rear OperationsGENERALRear operations are actions, including areadamage control, taken by all units, singly or in aconcerted effort, to secure and sustain the force,neutralize or defeat enemy operations in the reararea, and ensure freedom of action in deep and closeoperations. Since the primary role of the MSB issustainment, nearly all MSB activities involve rearoperations. The rest of this manual deals primarilywith the details of the sustainment function. Thisappendix addresses the other rear operations func-tions.REAR OPERATIONS OBJECTIVESThe objectives of rear operations are to –Secure the rear areas and facilities.Prevent or minimizeenemy interference withcommand, control, and communications.Prevent orminimize disruption of combat support and combat service support forward.Provide unimpeded movement of friendly unitsthroughout the rear area.Provide continuous, unimpeded support todeep, close, and rear operations.Find, fix, and destroy enemy incursions in therear area.Provide area damage control before, during,and after an attack or incident.REAR OPERATIONS PRINCIPLESThe keys to rear operations are sound planning,early warning, continuous OPSEC, and the rapiddeployment of sufficient forces and resources tocounter the threat. Rear operations is a commandresponsibility. The division commander will ensurebattle planning includes consideration for deep,close, and rear operations. Rear operations will bepart of the division’s overall operations, missionanalysis, threat assessment, IPB, resource allocation,and base assessment process.The principle of economy of force means the MSBmust defend itself against attempts to disrupt theiroperations. It must be able to minimize destruction,to reinforce its units, and, if necessary, to gain timeuntil response forces arrive. As discussed below,units will form base defense perimeters to defendagainst the threat. When enemy forces exceed baseand base cluster defense capabilities, response forceswill provide the initial force to close with and todestroy the enemy. If an enemy incursion exceeds thecapability of response forces, tactical combat forcesmust be assigned to neutralize the threat.A-1
FM 63-21Responsiveness is a key to defeating enemy incur-sions in the rear area. This involves the immediatereaction and rapid deployment of sufficient combatpower and area damage control resources to destroythe enemy and to minimize damage. Responsivenessis achieved through –Effective command relationships and com-mand supervision.Reliable communicationsAccurate intelligence.Centralized planning and decentralized execu-tion.Organic mobility of response force.Training and rehearsals.Prior assessment of the capabilities of basesand facilities to withstand enemy attack.This assessment is based on their degree ofexposure and their importance to thedivision’s ability to sustain operations. Thismission-essential vulnerability analysis as-sists the commander in allocating resourcesto protect personnel, supplies, and facilitiesin consonance with their importance to themision.RESPONSIBILITIES AND C2Four activities must be conducted as part of rearoperations:sustainment, movements, terrainmanagement, and security. The mission of thedivision rear CP is to integrate these functions tosupport the commander’s concept and facilitate cur-rent and future operations. In this regard, it worksclosely with the DISCOM commander and staff, whohave primary responsibility for logistics operations.Area damage control is a responsibility of com-manders at all levels. It crosses the four major func-tional areas. For clarity, ADC will be addressedseparately.Typically, the DISCOM commander is desig-nated by the ADC-S as a base cluster commander.His base cluster will normally include the MSB. TheDISCOM command net serves as the primary FMlink between the DISCOM headquarters and theMSB. Multichannel (VHF) links are established be-tween the DISCOM and MSB.MOVEMENTSThe sustainment efforts of the division are madepossible through movement. Required supplies andpersonnel replacements must be moved from thesustainment base at corps and EAC into the divisionrear and forward to support the main battle. Casual-ties and damaged equipment must be evacuated fromthe forward area for prompt treatment or repair andreturned. Movements take place between the for-ward brigade areas, the division rear, the corps reararea, and laterally within the division rear.RESPONSIBILITIESAND COORDINATIONThe planning and coordinating of logistics move-ments within the division rear is the responsibly ofthe CSS cell of the rear CP in coordination with theDISCOM movements control officer and the militaryairlift command air liaison officer. As discussed inChapter 9, the MCO in conjunction with the DTOand MSB coordinates the movement of supplies andmateriel from the DSA to the BSAs and return. Healso coordinates CSS movements between the corpsrear and the DSA, or, in the case of throughput,directly to the BSAs.To control movements in the division rear, therear CP may designate a movements control FM net,require units such as the MSB TMT company toreport convoy start and end times by VHF, or rely oninformation from MP traffic control points orpatrols. The rear CP must be able to stop or shifttraffic between routes, gather information on enemyand route conditions, and respond to requests forhelp from convoys encountering enemy activity.SECURITYLogistics traffic will be a high priority interdictiontarget for threat aircraft, artillery, and unconvention-al warfare elements. In the offense, bypassed enemyA-2
FM 63-21forces will attempt to get supplies by force. Singlevehicles, especially ones moving fuel and ammuni-tion, will be ambushed by unconventional forces.After assessing threat capabilities and intentions,the rear operations commander may dedicate escortsto critical convoys such as those moving fuel andammunition. Escort possibilities include ground es-corts of MPs, combat engineers, or tactical forces;aerial escorts; or ADA systems such as Vulcans andStingers. When resources are scarce, dedicated es-corts may not be practical or possible. In such cases,response forces, air defense, or fire support assetsmay be positioned along the MSR to provide generalsupport. The MSB staff must coordinate convoysecurity with the MCO AND TMT company.DSA MOVEMENTThe DISCOM commander moves MSB units toprovide responsive support to the division and toprovide security for MSB units. Forward movesduring an offensive operation and rearward movesduring a defense or retrograde must be made tomaintain appropriate distances from the FLOT andfrom supported units.As stated in Chapter 1,vehicles should be able to get from the DSA to eachBSA in two hours or less. In addition, MSB elementsthat stay in place for long periods of time do so atgreat risk. Movement is a key component of MSBsecurity. MSB elements must be prepared to moveevery one to three days.The first step in DSA movement is to determinethe new location, what units will occupy it, andwhether all units will move together. An advanceparty of representatives from the moving units, in-cluding MSB elements, should be sent first to con-duct security and NBC sweeps of the new site andestablish initial communications among units.The advance party performs the following tasks:Conduct security sweep of new site to ensurearea is free of enemy forces.Conduct NBC surveys to ensure area is free ofcontamination.Establish LPs, OPs, and dismount points.Establish communications with old locationand notify command of results of sweeps.Facilitate arrival of quartering party.The quartering party consists of representatives ofeach unit and subelement. It prepares the new DSAfor arrival of the main body. It must have enoughassets to perform the following tasks:Increase security by manning key points alongthe perimeter.Establish communications with parent andhigher headquarters.Select locations for unit vehicles, work sites, andtentage.Establish land-line communications among theBCOC, unit CPs, dismount points, LP/OPs, andother critical sites.Select individual and crew-served weaponfighting positions.Position personnel to guide arriving units to themain body from the RP to preselected locations.Position chemical alarms.The main body begins the move as coordinated bythe DISCOM S2/S3 and the division rear CP. Theserials should be planned to move by echelon. Anentire MSB element’s mission capability shouldnever be included in a single serial. However, in-dividual elements should not be too fragmented dueto austerity of communications assets. The first serialor serials should include elements of critical supportpoints. These include MSB assets for classes III, V,and IX critical maintenance; and medical treatment.Movement by echelon is required to providecontinuous support. Personnel at the old sitecontinue to provide support until lead elementsof the MSB establish support points at the newBSA. Echeloning support requires careful plan-ning and thorough coordination. Customers inthe division rear and supported FSBs must knowwhere the new DSA is and when to expect sup-port operations to begin at that site. Supplypersonnel at the old site issue supplies from thereserve stocks already at the old DSA to reduce thestocks to be moved. The DMMC must coordinatein advance with the COSCOM MMC to haveA-3
FM 63-21replenishment stocks shipped to the new site whensupply assets there are ready to receive them. Plan-ners may also have to arrange to stockpile supplies atthe BSA supporting the main tactical effort beforemoving the DSA. This may eliminate breaks in sup-port when transportation assets are being used tomove DSA elements.When possible, elements of the main body closeduring hours of darkness. The quartering partymeets them and guides them to the positions. Workthen follows the priorities set by the commander inthe movement and occupation order. Establishmentof hasty defenses normally has priority over the logis-tics mission. The following is a suggested sequenceof tasks for the main bodyFinalize communications among units.Erect work areas.Camouflage vehicles and installations.Position crew-served weapons.Prepare primary fighting positions.Clear fields of fire and prepare range cards.Emplace wire, mines, and other obstacles andcover them by fire.Select composition of and position for reactionforce.Select and prepare alternate and supplemen-tary positions.Finalize base defense plan depicting baselayout, sectors, fields of tire of crew-servedweapons, obstacle and fire support plans.Implement reconnaissance and surveillanceplan.Emplace sensors and early-warning devices.Prepare protective positions adjacent to workareas.Prepare and rehearse reaction force.Submit base defense, obstacle, and proposedfire support plans to BCOC.Coordinate with adjacent bases.Plan deceptive measures.MSB planners should also plan for hasty moves.These would only be conducted when the battalionis in danger of destruction or has been seriouslycompromised by enemy reconnaissance. The ob-jective of such moves is preservation of essentialpersonnel, supplies, and equipment. As much aspossible, procedures should be covered in SOPs tominimize the time required for planning once themove is required. Plans must be coordinated withthe DISCOM headquarters and the division rear CP.TERRAIN MANAGEMENTThe MSB, like other CSS units, has terrain re-quirements. It must be positioned adjacent to es-tablished air, road, rail, and often, water lines ofcommunication to facilitate mission accomplish-ment. Its positioning must, among other things,simplify the receipt of supplies and materiel fromhigher echelons, the movement of these supplies for-ward, and evacuation, repair, and return of damagedequipment. Terrain also affects mission effective-ness. Any MSB maintenance unit located in a built-up area with adequate power, hardstand, and civilianresources can repair materiel more efficiently than itcould if located in a forest with soft soil. DISCOMmission considerations must be integrated withsecurity and movements considerations when makingterrain decisions.As discussed in Chapter 1, locations of MSBelements in the DSA will vary depending onMETT-T. For example, the medical companyshould not be colocated with other units which maybe prime targets of enemy attacks. Transportationand engineer units are poor choices for collocationsince mission-requirements will mandate large por-tions of these units being away from the base forextended periods. This results in a weakened basedefense capability.MSB elements selected forcollocation in bases must complement each other’sstrengths and weaknesses. Other guidelines to fol-low for locations of elements include the following:Balance the advantages of dispersion (reduceddestruction from a single enemy strike) with theA-4
FM 63-21disadvantages (C3 constraints). In general,though specific situations may dictate otherwise,the DSA can be expected to occupy an areaapproximately 7 to 10 kilometers in diameter.Assets must be dispersed, yet, the MSB elementsmust be close enough and located on defensibleterrain to defend against ground attack.Make supply points accessible to both cus-tomers and transportation assets replenishingthe supply points.Keep class III points away from other suppliesto prevent contamination. They should also belocated at least 100 feet from water sources.Position GRREG and salvage points near theMSR so they are accessible to units and to max-imize backhaul missions of vehicles used forresupply.Locate the class I point near the water pointwhenever water sources allow.Locate medical facilities away from likely targetareas (ATP, class III point, bridges, road junc-tions) but near evacuation routes and an openarea for landing air ambulances.Locate maintenance sites so they are accessibleto customers and evacuation vehicles.Position units with heaviest firepower along themost threatening avenues of approach.SECURITY OPERATIONSSecurity operations enable the MSB to perform itsforemost rear operations function– sustainment.MSB commanders are responsible for the security oftheir units. They must ensure that their units have theknowledge and training required to be proficient inbasic tactical skills.ORGANIZATION FOR SECURITYTo enhance sustainment operations, MSB ele-ments are often grouped together. Typically, allDISCOM elements in the DSA forma base clusterunder the DISCOM commander, though the rearoperations commander is ultimately responsiblefor the composition of bases and base clusters inthe division rear. Factors discussed under the ter-rain management must also be considered whengrouping bases.In addition, units selected forcollocation complement each other. A mix ofweapon systems, adequate planning and super-visory personnel, and varied communications as-sets are required to form a viable base.INTELLIGENCEThough the division rear CP coordinates rearoperations in the division, the DISCOM must beintimately involved in the IPB process. Also, theDISCOM must be involved in IPB because of thevalue of information in sustainment planning andbecause the MSB commander and other CSS com-manders are responsible for the security of theirunits.TerrainThe concept of OCOKA is used to analyze terrain.OCOKA refers to observation and fields of fire, con-cealment and cover, obstacles, key terrain, andavenues of approach.The DISCOM commanderrelies heavily on the rear CP for terrain analysis andpasses information to the MSB. The division is sup-ported by a DS terrain team which provides informa-tion to the G2 for IPB.Line of sight is required in the DSA for radios,ground and air observers’ vision, air defense targetacquisition, and fields of fire for MSB direct fireweapons.Concealment is protection from air and groundobservation. Cover is protection from effects offire. The MSB elements must “dig-in” to thedegree possible using organic and available en-gineer assets. The MSB must determine whatpossibilities the terrain offers to both the friendlyand enemy forces. This analysis is vital to MSB unitsin view of the limited weapons available andnumerous personnel and items of equipment in thearea. In built-up areas, MSB elements are likely toA-5
FM 63-21occupy buildings to maximize cover and conceal-ment. Buildings significantly reduce heat signature.However, planners must consider the road net avail-able for sustainment and security operations.Obstacles are natural and man-made features thatstop, impede, or divert movement. MSB plannersmust be familiar with all existing obstacles and theeffects of removing, overcoming or bypassing them.Weather effects on trafficability also act as obstacles.Any feature that provides a tactical advantage iskey terrain. Whether a particular feature is key ornot varies with the tactical situation. However, fea-tures which may be key terrain features includebridges, fording sites, high ground, choke points, androad junctures.Avenues of approach are ground and air routes bywhich a force may reach an objective or key feature.Considerations for avenues of approach in the rearare their capabilities to support movement and toallow rapid enemy movement into the rear area.WeatherWeather affects mobility and the functioning ofvirtually all items of equipment, as well as the perfor-mance of personnel. Terrain and weather are con-sidered concurrently.Again, DISCOM plannersdepend on the rear CP to pass weather analysisinformation from the division weather team. The fiveaspects of weather that affect planning are tempera-ture and humidity, precipitation, wind, clouds, andvisibility.Threat Evaluation and IntegrationThreat evaluation is a detailed study of theenemy forces. It considers threat organization,tactical doctrine, equipment, and support systems.The DISCOM passes any information it has on thethreat to the rear CP to assist in its evaluation.Truckers from the TMT company and customerscoming into support points are valuable sources ofinformation.Once the threat evaluation is complete, this infor-mation is integrated with weather and terrain factorsto determine how the threat is likely to operate in therear area. Relevant information developed by therear CP is passed to the DISCOM. Base clustersmust ensure that all base commanders understandthe different threat levels and the associated actions.The ROC must also be aware that DISCOM units areneither staffed nor equipped to continue supportoperations at normal levels whale responding to in-creased levels of threat. Support will be degraded.How much it is degraded depends on the threat level.Level I threats are those which can be defeated bybase or base cluster self-defense measures. Theynormally involve the activities of agents, saboteurs,and terrorists.Level II threats are those beyond base or basecluster self-defense capabilities. They can, however,be defeated by response forces, normally MPs withsupporting fires. They normally involve –Diversionary and sabotage operations by un-conventional forces.Raid, ambush, and reconnaissance operationsby small combat units.Special or unconventional wartime missions.A tactical combat force is required to defeat aLevel III threat. Level III threats normally involve –Heliborne operations.Airborne operations.Amphibious operations.Penetration by enemy forces from the mainbattle area.Ground force deliberate operations (for ex-ample, operational maneuver groups withlinkup of smaller airborne and assault units).Infiltration operations.BASESA base is a geographically small, defensible areawith a contiguous perimeter and established accesscontrols. For MSB units, the DISCOM commanderdetermines the position of the base. Elements of theMSB are grouped into bases to enhance their owndefense as well as to jointly support combat forces.Frequently, a MSB company will constitute a base.Normally, the base commander is the senior unitcommander when more than one unit is in the base.A-6
FM 63-21Selection of the base commander should take intoconsideration not only rank, but also branch andexperience. The medical company commander maynot command a base or cluster with nonmedicalunits.The base commander is responsible for preparingthe base defense plan and coordinating with its ap-propriate base cluster operations center, typicallyoperated by the DISCOM S2/3. The base com-mander will establish a base defense operationscenter to operate 24 hours a day. The BDOC isnormally formed from the staff of the base com-mander. If the units occupying the base are less thanbattalion-sized, the base commander will draw per-sonnel and equipment from his own and tenant unitsto form a functional BDOC. The base commanderwill train all personnel in basic defense techniques toestablish a viable perimeter. The commander willdevelop a reaction force. This force is designed forinternal security and reinforcement of the base.Each base must be capable of defending itself againsta Level I threat and delaying a Level II threat untilthe base cluster reaction force arrives. If a base isfaced with a Level III threat, it must take action toprevent critical supplies and equipment from fallinginto enemy hands, defend itself as long as possible,and avoid capture.Whenever possible, the base should be situatedand configured to take advantage of natural andman-made terrain features. The area to be defendedmay vary from high ground with good observationand fields of fire to a highly congested area withbuildings or vegetation obscuring observation andlimiting fields of fire. Both the support mission andsecurity considerations are involved in the position-ing decision. In addition to terrain factors discussedabove, considerations include the following:Dispersion.Cover and concealment.Internal accessibility.Proximity to supported units.Security and defense capabilities.The final selection of a site includes a thoroughground reconnaissance of the site chosen by mapreconnaissance. Tentative locations of base elementsare determined and marked. Sketches of the area areprepared. The BDOC develops the traffic circula-tion plan, OPs and LPs, motor parks, and the basedefense plan. Sketches also show the locations anddirections of fire for any crew-served weapons.Weapon systems in the DSA or BSA for repair shouldbe integrated into the defense plan whenever pos-sible.BASE CLUSTERSBase clusters contain several bases groupedtogether to enhance security and mission ac-complishment. A base cluster normally does nothave a defined perimeter or established accesspoints. Base clusters rely on mutual support amongbases for protection.Mutual support may beachieved through interlocking fires, integrated patroland surveillance plans, or use of reaction forces. Abase cluster reaction force also aids in mutual sup-port. The base cluster commander must designatethe personnel in the reaction force and ensure theyhave sufficient weapons, mobility, and communica-tions. They must be trained to react quickly andappropriately.The DISCOM commander is normally thebase cluster commander for MSB units in theDSA. The base cluster commander establishes abase cluster operations center with assetsprimarily from the S2/S3 section. The BCOCprovides the command and control to plan, coor-dinate, and supervise base cluster operations. Itpositions units assigned to the cluster intobases and designates the base commanders.The base cluster commander is responsible forintegrating base defense plans into a base clusterdefense plans.DEFENSE OPERATIONSAn effective base defense system must accomplishthe following four tasks:Communications.Security of the base. The base and base clustercommanders must establish the necessary defen-sive measures to ensure the security of theirA-7
FM 63-21units. Each commander must apply METT-Tanalysis to determine requirements.Detection. Detection includes the use of dayand night observation devices as well as com-munications, intelligence, radar, and sensorequipment to provide early warning of enemyinfiltration attempts. Chemical and radiologicalmonitoring must also be used. Warning systemsand procedures must be established and under-stood by all personnel. If an attack is unlikely,few people are involved in defensive operations.However, personnel will always man LPs, OPs,and access points. If a threat is probable, defen-sive requirements will disrupt support opera-tions. Alarms should be used to notify all per-sonnel of alert postures. Warning devices in-clude sirens, pyrotechnics, and horns.Delay. MSB units must be capable of engagingand destroying the threat’s progress within theircapability to preclude premature commitment ofscarce response and tactical combat forces.Obstacles covered by director indirect fires slowor canalize movement. The ROC can, with G3approval, authorize mine emplacement in thedivision rear. However, he must ensure aproposed minefield is coordinated with ad-jacent, higher, and subordinate units. He mustalso ensure limitations to friendly maneuver areminimized and all requirements for reportingmarking, and recording are met.Destruction. MSB units should place machineguns and lightweight antiarmor weapons tocover obstacles and avenues of approaches.Grenade launchers mounted on vehicles are ef-fective fire suppression systems that can bequickly be dispatched to threatened areas. If thethreat exceeds the base’s capability, the base maynot prevent breach of the perimeter. Evacuationof critical units may be preplanned andrehearsed for emergencies.TRAININGMSB personnel must be trained in defense prin-ciples and techniques. Training must include use oforganic weapons, communications procedures,emplacement and monitoring of ground sensors,preparation of defensive positions, fire support coor-dination, and NBC defense measures.Individual TrainingAll MSB personnel have a part in base defenseoperations. They may require refresher training inthe following areas:Preparation of individual fighting positions.Camouflage, cover, and concealment.Patrolling and operation of roadblocks andcheckpoints.Limited visibility operations.Cross-training on individual and crew-servedweapons and supporting equipment available inthe unit.Marksmanship, especially night firing, and thepreparation of range cards.LP and OP operations with emphasis onsecurity, sound and light discipline, and report-ing procedures.Emplacement and maintenance of special ob-servation and detection devices such as sensors,flares, and remotely employed sensors.Cross-training in all communications equip-ment available in the unit.Obstacle construction and mine and boobytrapemployment.Use of rally points.Use of individual and crew-served weapons inan air defense role.Operations security.Identification of threat vehicles and equipment.Spot reports using SALUTE format.Fire support requests, coordination, and ad-justment.Target engagement and designation techniques.Identification, marking, and neutralization ofminefield.Unit TrainingUnit training focuses on rehearsal of base defenseplans, continuation of the support mission underlimited attack, and full occupation of defensiveA-8
FM 63-21positions. The DISCOM may ask the rear CP forand the tactical combat force. BDOC and BCOCtraining support from combat units for tactical train-exercises should also be used to train leaders toing and from MI units for OPSEC training.exercise fire support coordination, to test com-Rehearsals should include manning of defensivemunications, and to exercise required coordinationpositions, commitment of reaction forces, coordina-among bases, base clusters, and the rear CP. Re-tion of supporting frees, coordination with adjacenthearsals should be conducted at day and night and inbases, and integration of external support by MPsvarious weather conditions.AREA DAMAGE CONTROLThe division commander provides guidance toplanners on requirements to support the AirLandBattle, including area damage control. The ROC isresponsible for ADC plans to provide necessary sup-port. Planners in the G4 shop and DISCOM ensurelogistics and medical support is available to supportthe division. The DISCOM S2/S3 coordinates direct-ly with the rear CP to ensure that mutual support ofthe commander’s base assessment is within the ADCcapabilities reported to the rear CP in the basecluster defense plans. When ADC assets are avail-able, the rear CP must provide each base with exter-nal support necessary to overcome an attack andreturn to its primary mission.provide continuous support. ADC assets will belimited. In emergencies, assets will likely have to bediverted from other missions. In most cases, baseswill have to use local assets to deal with the situation.MSB base commanders will identify assets avail-able for ADC. Assets will include medical evacua-tion and treatment elements as well as equipmentevacuation and repair, critical supply, and EOD as-sets. Commanders will identify critical supportpoints, to include points that are the sole local sourcesof supplies. They will also assess the base and basecluster capabilities to conduct ADC operations.ADC plans must be included in BDOC and BCOCdefense plans.Effective planning, setting specific respon-sibilities, and use of all available assets to conductADC are necessary to restore operations andA-9
FM 63-21APPENDIX BNBC OperationsDEFENSE MEASURESThreat forces have engaged in sustained efforts tobuild up their combat capability to employ NBCweapons and to survive and fight in an NBC environ-ment. Their forces are large, well-equipped, andwell-trained in NBC operations and defense. In ad-dition to specialized NBC troops, all other threatcombat and combat support forces receive extensiveNBC training. Therefore, it is imperative that MSBpersonnel are capable of operating in such an en-vironment.Contamination avoidance, protection (individualand collective), and decontamination are the basicdefense against NBC hazards. MSB personnel mustbe trained in these defensive measures to minimizethe effects of NBC attacks. FMs 3-3, 3-4, 3-5 and3-100 have details.PLANNINGThe plans-operations branch of the S2/S3 section isresponsible for developing the NBC defense plan. Thebranch reviews the tactical SOP and the DISCOMNBC vulnerability analysis to develop the plan. Theplan must include an NBC defense requirementforecast and a set of priorities for decontamination ofMSB assets. The S2/S3 section also directs preparationfor an NBC attack. It identities backup C2 proceduresand components of and procedures for NBC defenseteams. In developing the defense plan, the branchcoordinates with the following elements:MSB S1 and medical company for medicalevacuation and treatment support.Support operations section for alternatemethods of providing supply, services, and main-tenance support.Communications branch of the S2/S3 sectionfor alternate lines of communication.CONTAMINATION AVOIDANCEThe main defensive measure against NBC hazardsis contamination avoidance. This reduces and some-times eliminates requirements for protection anddecontamination. Measures include–Taking passive measures such as dispersion,cover, concealment, deception, camouflage, andOPSEC.Tasking soldiers to chemical detection andradiological monitoring/survey teams. Theseteams obtain information about contaminationhazards. FM 3-100 covers NBC marking indepth.Limiting contamination spread. Measures maybe taken before, during and after an NBC attackto limit the spread and exposure to other in-dividuals, equipment, and areas. These includeprescribing levels of MOPP.Detecting identifying, and marking. Advancewarning is vital to avoidance. Remote and localautomatic alarms are deployed to provide earlydetection, warning, and identification of NBChazards. The MSB commander is responsible forplacing and maintaining the NBC contaminationB-1162-1700 -94-5
FM 63-21marking signs in the DSA. FM 3-100 covers NBCmarking in depth.Relocating to an uncontaminated area. Un-less the attack consists of a nonpersistentchemical agent, the DSA is generally moved assoon as the tactical situation allows to mini-mize exposure to residual hazards. If thedecision is made to remain in place, the con-tamination hazard must be lessened or avoidedas much as possible. The MSB commanderworks with ROC and DISCOM headquartersto analyze the units’ situations to determine ifimmediate relocation to a clean (uncon-taminated), alternate location is necessary andpossible. He gives primary consideration tothe current tactical situation and protectionoffered by present position. He also considersthe increased exposure to the hazard thatwould be caused by relocation and the pos-sibility of further NBC attack. The degree ofdecontamination required and the impact ofcontinuing to provide support in partial or fullprotection also affect the decision.PROTECTIONThe MSB S2/S3 directs the response to an NBCattack.He is responsible for alerting higher,lower, and adjacent units. He alerts GRREGpoints and aid stations of NBC hazards. He coor-dinates support with and sends all required NBCreports to the DISCOM S2/S3.On the individual soldier level, the best protectionagainst a nuclear attack is to be well dug in with over-head cover. Deeply dug foxholes, caves, tunnels, orstorm drains provide good protection. Most build-ings do not. Basements of concrete or steel framedbuildings may be adequate if available. Personnelshould react immediately to the initial sign of attack,a flash. They drop to the ground or into a foxholeimmediately without trying to move to cover. Theyclose their eyes, put arms near or under their bodies,and keep helmets on. They should stay down untilthe shock wave has passed and returned. Once it haspassed, injuries should be treated and preparationsmade for ensuing fallout. The area should bemonitored and appropriate actions taken. Improve-ments may be made to shelters and food and watershould be placed in protected areas.The basic individual protection against a biologi-cal agent attack is the wearing of the protective maskwith hood attached. The duty uniform and glovesprovide additional protection against bites from vec-tors such as mosquitoes and ticks that carry diseasemicroorganisms.Adequate protection againstbiological toxins such as “yellow rain” requiresMOPP 4.In a chemical environment logistics personnelmust wear MOPP gear for extended periods, whichmay result in lower productivity. All soldiers mustknow the signals and alarms and react to them quick-ly. Detection teams should be designated in advanceto survey contaminated areas.DECONTAMINATIONWhen personnel, equipment, and areas within theDSA have been exposed to NBC contamination,decontamination measures must be taken as soon aspossible.How much decontamination used willdepend on the tactical situation and mission, thedecontamination resources available, and how badlythe DSA has been contaminated. Most items can bedecontaminated with soap and water or decon-taminating apparatus. The same applies to con-tamination with a biological toxin. Radiologicaldecontamination steps are based on results of falloutsurveys, tactical plans, and NBC warnings andpredictions from the division.SUPPORT MISSION IMPLICATIONSWhen enemy uses nuclear weapons or chemical/must be set in advance to ensure effective logisticsbiological agents, unusual demands are placed onsupport during NBC attack. Normally, supply ofthe MSB and other logistics activities. Prioritiesammunition, fuel, food, water, and chemicalB-2
FM 63-21Waterdefense equipment and essential maintenanceare given the highest priorities. These demandsand the measures to counter an NBC attack arediscussed in the following paragraphs.SUPPLYIn an NBC environment, the most critical supplyitems are issued on an automatic basis. Emergencyresupply may be by air. There may be a markedincrease in contaminated supplies. Supplies exposedto contamination must be checked (monitored)before use or issue. Contaminated stocks are normal-ly not issued. Until fully decontaminated, they aresegregated from clean stock. In emergencies, whennot enough uncontaminated supplies are available,certain contaminated supplies may be used. How-ever, contaminated supplies are only issued if theywould give the receiving unit a decisive tactical ad-vantage. Contaminated supplies would be issuedfirst to units similarly contaminated. Only under themost dire circumstances would contaminated stocksbe issued to an uncontaminated unit. The decisionto issue contaminated items is made jointly by theissuing and receiving commanders. Every attempt ismade to avoid unnecessary spread of contamination.Contaminated stocks are clearly marked usingstandard NBC markers.Class IPreplanned resupply is not normally provided tounits operating in or near contaminated areas be-cause units carry enough MREs to conduct opera-tions without daily resupply. Also, emergencynutrients that can be consumed while wearing theprotective mask are issued in an active NBC environ-ment.Rations are stored under protective coverings orin containers to prevent or reduce contamination.Decontamination efforts are limited to removing thecontainers and carton overwrap. Rations that arecontaminated are not normally used. Supportingchemical units and medical personnel can providetechnical assistance. They also give advice on the useof rations.Contaminated water is not issued or used. Waterfrom local sources, such as lakes, ponds, and watersystems, can become contaminated. Therefore,sources must be tested before use. If a water sourceis suspected of contamination, it is marked with NBCmarkers and not used until it is tested, treated with aROWPU if necessary, and determined to be safe touse. Whenever water becomes contaminated andcannot be treated for drinking purposes, it is deposedof in a manner that prevents secondary contamina-tion. The area is marked appropriately. All watertreatment, storage, and dispensing equipment ismonitored frequently for possible contamination.Class IISelected class II items, such as chemical defenseequipment, receive priority of issue to selected unitson an NBC battlefield. Highest priority support isgiven to units located in contaminated areas. Thenext priority is to units that recently left contaminatedareas. The third priority is to units deployed in for-ward areas.Class IIIClass III supply is critical in an NBC environment.More frequent unit moves increase consumption.Emergency resupply of isolated units may be by air.Storage tanks and bladders protect bulk petroleumto a large degree.However, precautions must betaken to reduce contamination on tanks and blad-ders.Class IVSelected high-usage class IV items are providedwith consolidated shipping containers for protectionagainst NBC effects. This reduces handling and al-lows for responsive support. When properly iden-tified, contaminated, or partially decontaminatedclass IV items may be issued. If decontamination isrequired, it is done by the user.Class VAmmunition support elements are responsible fordecontaminating ammunition under their control,though deliberate decontamination may requireB-3
FM 63-21additional support. If the situation requires the issueof contaminated stocks, the standard NBC markerswill be used. After issue, the user performs requireddecontamination.Class VIIIn NBC conditions, corps heavy materiel supplycompanies are responsible for decontamination ofclass VII items before issue. If contaminated itemshave to be issued, the receiving unit is responsible fordecontamination. Prior to issue of contaminateditems, the standard NBC marker will be affixed tothe items. Every effort is made to avoid abandoningclass VII items due to contamination.Class IXContaminated class IX items are normally issuedonly in emergencies. In such cases, items for criticalweapon systems may be issued. Before issue, theitems are marked with the standard NBC markers.Repair parts, especially sensitive electronic parts,must be checked for damage before issue.MAINTENANCEAvoiding contamination of equipment is easierthan decontaminating it.Decontamination is timeconsuming, and it causes corrosion and damage tosome types of equipment. Providing overhead coverfor equipment and supplies will significantly reduceliquid contamination of such materiel.Petroleum products trap chemical contamina-tion. They collect in bolt threads, hydraulic fluids,and closed assemblies. Hence, a vehicle may be safeto drive without MOPP 4, but not be safe to repair.Also, since oil, grease, and dirt degrade the effective-ness of chemical overgarments, mechanics must keepas clean as possible. Wet weather gear helps butcauses heat buildup. As much as possible, main-tenance company elements should operate inprotected areas like underground garages and con-crete buildings.Using units will decontaminate their own equip-ment within their capabilities. Equipment turnedover to maintenance personnel must be as free ofcontamination as the using unit can make it. Whenusing units are not able to decontaminate equipment,they should mark the equipment with the type andthe date/time of contamination.If feasible, theyshould mark the specific areas of equipment con-tamination to alert maintenance personnel of thedanger. They should also segregate contaminatedmateriel.When possible, MSB maintenance per-sonnel segregate contaminated materiel. When pos-sible, MSB maintenance companies operate bothclean and contaminated repair areas.On-site repair and recovery of contaminatedequipment should not be done by uncontaminatedteams. Contaminated equipment will be moved byother contaminated vehicles whenever possible.Otherwise repairs are done in MOPP 4 on con-taminated equipment. Repair may be limited to themost critical items. Monitors should keep track ofthe level of contamination.FM 43-12 has more on NBC maintenance opera-tions.MEDICALA marked increase in the number of persons need-ing medical care, a loss of medical assets, and con-tamination effects will severely tax the MSB medicalcompany capabilities.Advanced stages of MOPPresult in heat buildup, reduced mobility, anddegradation of sight, touch, and hearing. Individualand unit operational effectiveness and productivityare degraded. Medical units will require augmenta-tion commensurate with the threat to continueoperations in an NBC environment.In the case of a nuclear attack, burns from secon-dary fires and casualties from the blast will com-pound the problem caused by contaminated patients.Externally contaminated patients should be decon-taminated as soon as possible. However, if required,lifesaving care must be provided before decon-tamination. Removal of clothes and use of soap andwater will remove most contamination.Biological attacks may be hard to detect. How-ever, MSB medical facilities may help in detection bymonitoring biological warfare indicators such as asudden rise in disease fatality rates or an appearanceof an exotic disease.B-4
FM 63-21All casualties in a chemical fire zone arepresumed contaminated. Due to the vapor hazardof working on contaminated patients, medicalcompany personnel may have to work at MOPP 4for long periods of time, with the associated perfor-mance degradation. The medical company has noorganic decontamination assets. It can handle smallnumbers of contaminated patients. However, masscasualties likely to be created by a chemical attackwill require augmentation with nonmedical troops.The ambulance platoon leader should limit theambulances entering a contaminated area to theminimum amount. Once contaminated an am-bulance is not likely to be spared long enough toundergo deliberate decontamination. Normally,contaminated vehicles will have restricted use andbe confined to contaminated areas.Treatment and evacuation of NBC patients will bebased upon manifested signs and symptoms. SOPwill govern the use of prophylactic measures follow-ing known or suspected biological or chemical agentattack. Following a nuclear attack, individuals whosuspect radiation injury may reach the treatmentfacility to seek medical attention. Suspected nuclearradiation injury alone, without specific symptomsand physical findings, does not justify evacuation.Ordinarily, in nuclear and conventional warfare,burns and traumatic injury will be the basis for earlymedical care and evacuation.Detailed doctrine on medical operations inNBC conditions appears in FM 8-9, TC 8-12, andTMs 8-215 and 8-285.TRANSPORTATIONSupply routes may become contaminated. Thesesupply routes may be used, but personnel will requirethe use of protective equipment. Vehicles used onthese routes will require decontamination. This isvery time consuming and will cause delays in deliveryof cargo. As such, special precautions are taken toavoid contaminated supply routes.NBC reconnaissance and strict traffic controlmeasures will aid in contamination avoidance andlimit the spread of contamination and exposure toother individuals, equipment, and areas. Detoursand rerouting however, increase turnaround timeand more cargo vehicles may be required.Use of Army aviation assets for resupply of for-ward areas may increase on a contaminated bat-tlefield because of the increased need for dispersion.This will be based on METT-T. Resupply by air isoften more effective than ground means because ofthe capability of flying over obstacles and con-taminated areas. An additional mission of all aircraftis medical evacuation. Those assets must beprepared to perform that mission when medicalevacuation assets are overloaded during mass casual-ty situations. Contamination avoidance for transpor-tation is the same as that for supply.B-5162-1700 -94-6
FM 63-21APPENDIX CWeapon Systems Replacement OperationsBATTALIONWSRO provides a doctrinal mechanism to op-reporting, and monitoring of weapon and personneltimize the number of major weapon systems andsystems status at every level. WSRO also requirescrews available to the commander. It calls for desig-establishment of a link-up point where the weaponnation of a weapon systems manager at every levelsystems will be made ready to fight and linked up withfrom battalion to theater army. The WSM uses hisits crew. The link-up point will normally be in theknowledge of unit weapon system shortages andDSA, but this will vary based upon METT-T. Seeavailable assets to fill requirements IAW commandFigure C-1 for an overview of WSRO.priorities. The key to WSRO is the joint managing,DIVISIONThe division provides replacement weapon sytemsdirectly to battalions. Efficient allocation of limitedresources is accomplished by managing weapon sys-tems rather than focusing on personnel and equipmentcomponents separately. At division, the DISCOMcommander will assign a WSM to the DMMC as afull-time position with primary skills in supply andmaintenance management. The individual assignedWEAPONThe primary link-up point for weapon systems isat the MSB S&S company in the DSA. As theweapon system arrives in a read-for-issue state, thecrew need only perform those tasks needed to makethe system ready to fight. This concept recognizesthe fact that the tactical situation may permit a partialwill be the division WSM. The division AG desig-nates a person to be responsible for coordinating,managing, and providing crew members or crew re-placements. This individual will react to the unit’scritical shortages. Ultimate assignment of personneland equipment is based on priorities established bythe division commander.SYSTEMScrew to perform the above tasks and drive the systemto its unit. If the system is being transported to theunit location, crews should move at the same time.However, only complete weapon systems will nor-mally move forward of the DSA.C-1
FM 63-21C-2
FM 63-21The WSM will closely monitor crew assets avail-Replacement crew members can join a system crewable. Available crew members will be returned fromat the maintenance facility and, as part of a crew, canthe unit to the DSA to receive the weapon system andassist in expediting crew maintenance.link up with new crew members. The WSM mustThe corps assumes the linkup responsibility in thecoordinate closely with the maintenance manage-ment officer of the DMMC to verify the status ofevent the tactical situation precludes linkup in theDSA. Linkup would then take place at the corpssystems being repaired in DS maintenance units andthe number of crew members with the system.heavy materiel supply company or its equivalent.OPERATIONSThe MSB S&S company supply platoon (class II,III (P), IV, and VII section) establishes an assemblyarea (class VII supply point) for major end items.This assembly area is normally located adjacent to arail line or the MSR from corps when one is available.The MSB light and heavy maintenance companiesand the replacement detachment are normally lo-cated close enough to the assembly area so thatcoordination between all elements remains quickand dependable. The corps notifies the DMMC thatweapon systems are being delivered to the division bya specific corps unit. In accordance with prioritiesestablished by the division for issue, the DMMCalerts the MSB S&S company, the maintenance com-panies, and the replacement detachment of thedivision AG element. At the same time, the DMMCalso provides this information to the appropriate FSBfor planning purposes.The WSM at the DMMC verifies crew membershortages available in the receiving unit. The AGWSRO representative contacts the replacementdetachment for specific unit replacements and hasthe personnel placed in a standby status, available forpickup by the receiving unit. The WSM contacts theFSB to have crew members of the receiving unitreport to the class VII supply point and to pick upreplacement crew members at the replacementdetachment.Incoming weapon systems are off-loaded at theclass VII supply point by the class II, IV, and VIIsection of the MSB S&S company. This sectionnotifies—The DMMC for property book action. TheDMMC property book and class VII section willimmediately identify the battalion to be assignedeach new weapon system based on divisionpriorities.The replacement detachment for coordinationof the crews with the system.The WSM that the incoming weapon systemshave arrived.The MSB maintenance companies for coor-dination of maintenance support teams whoconduct required system checks with the newcrews.The DISCOM movement control office to ar-range forward HET transportation to the receiv-ing battalion when required.At the same time, the S&S company notifies thesupply company of the FSBs what time the systemswill be delivered to the receiving battalion. The FSBsupply company advises the receiving battalion of theexpected delivery time.C-3
FM 63-21APPENDIX DSupport to Heavy/Light MixesHEAVY/LIGHT OPERATIONSEffective integration of heavy and light forcesmaximizes the capabilities of each type of force byusing the advantages of one type to offset the limita-tions of the other. Not all situations are suitable forheavy/light operations.The force must be matchedto the mission, enemy, and terrain. In consideringintegration of heavy and light forces, planners mustpay particular attention to terrain.Forces are categorized as heavy on the basis oftheir ground mobility. They include mechanized in-fantry, armored, and cavalry forces. Heavy forces arebest employed where battles are fought over wideareas of relatively unrestricted terrain. They seek toengage targets at the maximum ranges of theirweapon systems. Engagements are fast-moving andcover large areas of the battlefield.Light forces provide versatility and strategicflexibility through their capability for rapiddeployment. However, once deployed, lightforces have limited mobility and firepower. Theyrely on concealment and sudden, violent action.Light forces achieve maximum advantage in closeterrain where they cannot be attacked beyond therange of their weapons.In such terrain, they candeny the enemy unhindered movement.The rapid deployability of light forces isachieved in part through an austere support struc-ture. Sustained operations or operations in a highintensity environment will require augmentationof light forces.Planners must understand the differences in sup-port concepts and organizations between heavy andlight forces to build the proper support package.Relationships, responsibilities, and procedures mustbe coordinated and clearly spelled out as the heavy-light force is being developed.SUPPORT DIFFERENCESDue to differences in force structure, equipment,They are functionally organized with S&T, main-and tactical doctrine, the support structures andtenance, and medical battalions. A forward com-doctrine for heavy forces differ from those for lightpany from each battalion is located in each BSAforces.along with a forward area support coordinating offficeThe command and control structure of the lightfrom the DISCOM HHC. Together these companiesDISCOM (except for the infantry division) is fun-and the coordinating office make up the forward areadamentally different than that of the heavy DISCOM.support team. Though the FASCO coordinates theefforts of the FAST, command and control of theD-1
FM 63-21companies is typically retained by the parent bat-talions.Support to any light force being task-organized toa heavy force will require elements of all three func-tional battalions. If the task organization consists ofa light brigade with a heavy division, the associatedFASCO and FXT will accompany the brigade (alongwith additional assets). However, the FWCO officeis not a battalion staff. It has not been staffed withsufficient assets to provide continuous command andcontrol of the FAST for extended periods.Regardless of the command and control relation-ship, information must flow from the deployed unitto the controlling headquarters. This informationincludes:Critical fuel and ammunition requirements.Status of each class of supply.Maintenance requirements and backlog.Class IX requirements and availabiliity.Movement requirements and availabletransportation assets.Availability of medical treatment and evacua-tion assets.Locations of support elements.Status of support personnel.Anticipated support problems.In the area of arming, the major difference be-tween heavy and light forces is in the weapon systemsin each division and the resultant consumption fac-tors. FM 101-10-1 details the consumption factorsfor each type of force. Another difference is in theground transportation assets available for emergencydistribution of ammunition. The light division assetsare much more austere, as discussed further in thisappendix.Until MOADS is fully implemented, there areother differences among divisions in ammunitionresupply. First, the current heavy, airborne, and airassault DISCOMs operate an ATP in the DSA.However, the LID does not. LID elements in thedivision rear will typically have to pick up ammuni-tion at the nearest ASP. In addition, even beforeMOADS is implemented, the LID will rely on loadsconfigured for LID units by the nondivisional DScompany.The major fueling differences among divisionsare also driven by the different types and quantitiesof equipment. Again, the factors in FM 101-10-1reveal tremendous differences in consumption be-tween the light and heavy divisions. As a result,huge differences exist among divisions in assetsavailable for storage and distribution of bulk fuels.Though all divisions rely to some extent onthroughput of fuel to BSA class III points, there areno assets in the LID to provide additional resupplyof forward class III points from the main class IIIpoint in the DSA. Also planners supporting anyelements of the air assault division must take intoaccount large aviation fuel requirements.Variations also exist in distribution techniques,though supply point distribution is the primarymethod used in most situations. In heavy divisions,FSBs will use their 5,000-gallon tankers to provideforward refueling as discussed in FM 63-20. LIDFASTs, on the other hand, must deliver fuel to lightinfantry battalion trains since the battalions do nothave sufficient organic capability to go back to theclass III point and pick up fuel.In the field of maintenance, the concept for theLID is unique. Minimal DS maintenance is per-formed in the brigade sector. The bulk of the DSmaintenance capability in the LID DISCOM is in theDSA. Even there, however, assets are austere.Whereas the heavy DISCOMs have three main-tenance companies (heavy, light, and missile) in theMSB and the airborne and air assault divisions haveheavy and light companies in the DSA, the LID hasonly a main support company in the DSA. To com-pensate for the austerity of its DS maintenancecapability, the LID relies on increased passback toEAD maintenance elements and use of replacementover repair.Although all divisions require DS maintenancereinforcement from nondivisional units, the LID’sreliance is greater than that of other divisions. Twoteams have been designed to accommodate theincreased passback load associated with the LID.The LID maintenance support team and missileD-2
FM 63-21maintenance team are modules assigned to the non-divisional maintenance company. These teams,which may be attached to the LID maintenance bat-talion, must deploy soon after the division does inorder to provide required sustainment.Another unique feature of the LID maintenanceconcept is that for maneuver elements unit main-tenance is consolidated at brigade level. Plannersmust take that into account and ensure unit main-tenance assets accompany light infantry forces lessthan brigade size when they are cross-attached to aheavy force.Like ground and missile maintenance, aircraftmaintenance in the LID differs from otherdivisions. The LID design includes the acceptablerisk associated with an austere AVIM capability inthe division and increased passback to EAD ele-ments. An AVIM team has been designed tohandle the additional passback in the LID. Theother DISCOM with unique AVIM capabilities isthe air assault DISCOM. Due to the number ofhelicopters in the air assault division, the DISCOMhas an aircraft maintenance battalion with twoAMCOs.Fixing the heavy/light force is a significant chal-lenge. Major differences in types and densities ofequipment in the two types of forces results inproblems in class IX and repair capabilities.Heavy/light mixes with LID elements are particularlydifficult to support. The entire maintenance conceptis unique, as discussed above. As a result, assets areextremely limited. In many cases, the relevant LIDmaintenance unit has only one or two repairers in aparticular MOS. So repair capability cannot be splitin thirds to provide support when a light infantrybattalion is detached from its parent brigade or alight infantry brigade is attached or assigned toanother division.As noted above, the characteristic which distin-guishes heavy forces from light forces is groundmobilty. Dismounted infantry in all light divisionshave extremely limited ground mobility. The air as-sault division is designed with significant air mobility,and the infantry division has some organic groundmobility in the form of its armored and mechanizedinfantry battalions. However, all infantry forces weredesigned to be employed in situations that do notrequire substantial ground mobility. The light ele-ment of a heavy/light mix is required to have sig-nificant ground mobility.In the heavy and infantry divisions, the TMTcompany is organic to the MSB. In the other lightdivisions, it falls under the S&T battalion. In alldivisions, the basic mission of the company issimilar. Trucks are used to move general suppliesfrom the DSA to the BSA, transport reserve sup-plies, and assist in displacing division units that areless than 100 percent mobile. However, the assetsto perform the mission vary widely amongdivisions.The support concept for the LID isbased on prepackaged loads being throughput toforward areas. Heavy forces having to supportlight elements will require COSCOM support inpackaging loads (as discussed later) and movingthem directly to forward areas. Light forces ingeneral also rely more on aerial delivery. In addi-tion, the LID maintenance concept of reliance onreplacement forward depends on extensive back-haul of unserviceable components and end items.Another important difference between heavy andlight TMT companies is that heavy DISCOMs haveHETs to move tanks and other pieces of heavy equip-ment around the battlefield and to evacuate themwhen required. Planners must ensure that HETsaccompany any heavy force task-organized to a lightunit.Like fixing, moving the heavy/light force repre-sents a considerable challenge. The two types offorces have very different mobility requirementsand transportation assets. When a light force istask-organized to a heavy one, transportation fortactical and CSS movements must be provided byEAD assets. When a heavy force is task-organizedto a light unit, it must bring with it its share oftransportation assets, including HETs. The lightforce, if it must support a heavy element, will needsignificant augmentation to handle the large re-quirements for such items as bulk fuel and am-munition.D-3
FM 63-21Other differences between heavy and LID suptalion. If a LID element is task-organized to a heavyport concepts include the lack of tracked ambulancesforce, assets to make such deliveries must be in-in the LID, throughput of subsistence from EAD toeluded. Light infantry battalions do not have organicthe class I points in the LID BSAs, and delivery ofassets to go to a water point to pick up water.water to the combat trains of the light infantry bat-SUPPORT TO SPECIFIC MIXESWhen a specific heavy/light mix is developed, thedirecting headquarters designates the commandrelationship. The differences in support conceptsand organizations discussed above must be carefullyconsidered. What follows here is a general discus-sion on several types of mixes the MSB may have tosupport. Command relationship recommendationsare included. However, these are only recommenda-tions. The commander must select the most ap-propriate relationship after considering at least thefollowing factors:The size and mission of the force.The distance of the deploying force from thesupport base of its parent unit.The support capability of the receiving force.This capability is particularly important to con-sider in the case of light forces since the differenttypes have significantly different supportcapabilities.The relationship between the deploying supportelements and the receiving unit.The sources of support for each force.The self-sustaining capability of the deployingforce.In the case of light force elements being task-organized to heavy forces, planners in the MSBmust understand that light fighters are exactlythat – light. The more they have to carry, theslower they move and the smaller the advantageof their relative mobility in restricted terrain.Providing too much support forward involvesconsiderable risk. Light forces do not have theassets to move large quantities of supplies andequipment. The lack of an ability to move sig-nificant amounts of reserve stocks means thatplanners must arrange for rapdly supplyingD-4packages of critical supplies to light units. Thesepackages (which include class IV items such as wire,mines, and survivability items) should be carefullyplanned in advance. The heavy DISCOM supportoperations branch must be involved and coordinatefor support from the COSCOM to configure unitloads (unless preconfigured unit loads configured atEAC are available) and be ready to transport themforward quickly. Coordination also must be made tomeet the light force’s reliance on aerial resupply.HEAVY BRIGADE TO A LIGHT DIVISIONThe OPCON of a division heavy brigade to a lightdivision is a viable option under the following condi-ions:The mission is relatively short (48 hours or less).The parent heavy DISCOM can continue tosupport the mission performed by the remainingheavy division elements.The line of communications from the heavybrigade to the parent DSA is secure and not soextended that the DISCOM cannot meet themovement requirements.The heavy brigade must come with its full comple-ment of support assets from the heavy DISCOM.These assets typically include:The FSB associated with the heavy brigade.Three HETs with drivers from the MSB TMTcompany.Three tankers with drivers from the MSB S&Scompany.The support package may also include a waterteam from the MSB S&S company if the light divisioncannot support the brigade and a maintenance sup-port team with essential ASL items from the MSB
FM 63-21maintenance companies if the heavy division MSBcannot provide responsive support to this limitedduration operation from its DSA location. The MSBresources accompanying the brigade colocate withthe FSB.Attachment of a heavy brigade to a light divisionis the least preferred option for this type of mix. Theattachment relationship requires the light division tosupport the heavy brigade. The major differences insupport doctrine and organizations outlined abovemake the light DISCOM incapable of providing sup-port without significant augmentation. The FSB withsome MSB assets would still accompany the brigadeas discussed above with the OPCON brigade. How-ever, the light DISCOM will require additional assetsto sustain the brigade. The MSB must provide to themaintenance company or companies in the light DSArepairers, tools, parts, TMs, and any other assetsrequired to reinforce the FSB maintenance com-pany.The light DISCOM will also require additionalbulk fuel storage and distribution assets, class IVsupply resources, ambulances to evacuate casualtiesfrom the BSA to the DSA, and other transportationassets. Even with these resources, throughput (espe-cially of class I and III) from corps to the BSA shouldstill be used whenever possible.HEAVY BATTALION TO A LIGHT BRIGADEThe preferred option for mixes at this level is alsoOPCON. In such cases, the heavy battalion taskforce (with a support slice from the parent heavyDISCOM) continues to receive support from theheavy DISCOM, which may require some MSB ele-ments. The key factor influencing this situation is thedistance from the battalion task force to the support-ing FSB. If distances are great, sustainment of thetask force over an extended period will be a substan-tial challenge, particularly in maintenance and classIII and V supply.MSB assets which may have to accompany thebattalion task force might include —Tankers with drivers.HETs with operators.Attachment of a heavy task force to a light brigadeis the least preferred option at this level. A lightdivision forward area support team (or FSB in thecase of the infantry division) is not capable of sup-porting a heavy battalion, even if accompanied by thepackage identified above. The FAST maintenancecompany lacks the capability to reinforce the repaircapability of the MST deployed with the battalion ina number of commodity areas. It also does not havethe ability to assist in the recovery of task force assets.The light division does not have HETs to evacuateheavy equipment or move it around the battlefield.Equipment incompatibilities will complicate class Vand VII supply, and the FAST supply company doesnot have the capability to handle the large amountsof fuel required by the heavy task force. To cross-level assets from the FSB (and MSB) of the parentheavy DISCOM would likely jeopardize its ability tocontinue to support remaining elements of the heavydivision.LIGHT BRIGADE TO A HEAVY DIVISIONLight forces must be employed in sufficientstrength to create a reaction or tactical pause by theenemy.This typically requires light forces to beemployed in division size. However, to capitalize onits advantages in close terrain, a light brigade maybeemployed with a heavy division.If a division light brigade is task-organized to aheavy division the preferred relationship is attach-ment. The reason for this is that the light DISCOMdoes not have the robustness, particularly in move-ment, to support a brigade over extended LOCswhile continuing to support remaining light divisionelements. This is especially true for the LID.The attached light brigade would be accompaniedby assets from the light DISCOM. These assetswould likely include the following:FASCO from the light DISCOM HHC.Forward supply company from the S&T bat-talion.DAO representative from the DISCOM HHC.Forward maintenance company from the main-tenance battalion.Tracked ambulances with drivers.D-5
FM 63-21Forward support medical company from themedical battalion.Assets (repairers, tools, parts) from the DSAmaintenance company or companies of themaintenance battalion (or MSB in the infantrydivision) of the light DISCOM. These willprovide required reinforcing support inseveral repair areas such as wheeled vehiclesand power generation equipment. (However,as noted above, the lack of robustness in thelight DISCOM makes it impossible to providea repair slice for every type of equipment.)Ambulances from the DSA medical companyof the light DISCOM.Water team (if the heavy DISCOM cannot pro-vide water support).Trucks from the TMT company.(NOTE: Instead of the FST elements listedabove, the FSB would accompany a brigade from theinfantry division.)Even with these assets, the MSB lacks thecapability to provide sustainment to the light brigadewithout additional support from nondivisional ele-ments. These would include additional trucks toprovide required mobility and maintenance assets tohandle increased passback. In particular, the MSBwill not have the required class IX to support equip-ment that is unique to or in much higher densities inlight forces, such as 105-mm towed howitzers and60-mm and 81-mm mortars.Assets from the maintenance company/companies normally located in the DSAand the TMT company (as well as the additionalnondivisional trucks) would normally be attached tothe appropriate company of the heavy divisionMSB.LIGHT BATTALION TO A HEAVY BRIGADEThe preferred relationship for such a mix is againattachment. Challenges will be similar to those dis-cussed above. The supporting FSB (with reinforce-ment from its MSB) will be severely stressed if it hasto provide the required mobility, repair capability(including class IX) for light force equipment, classV for light force weapon systems, and water distribu-tion to the battalion if it is a light infantry battalion.Mobility is critical. To enable a light battalion tomove rapidly over long distances as may be requiredin heavy/light operations, the battalion will requireadditional vehicles or aviation assets. Additionalmaintenance and transportation assets should beprovided to the MSB by the COSCOM to sustain thebattalion.OPCON of the battalion to the heavy brigade isthe least preferred option due to the lack of move-ment assets to provide support over long distances.D-6
FM 63-21GLOSSARY-A-AB - aviation brigadeAC - alternating currentADA - air defense artilleryADC - area damage controlADC-S - assistant division commander forsupportadmin - administrationADP - automatic data processingADPE - automatic data processing equipmentADTMC - algorithm-directed troop medical careADSM - automated data systems manualAG - adjutant generalALOC - airlines of communicationAM - amplitude modulatedamb - ambulanceAMC - United States Army Materiel CommandAMCO - aircraft maintenance companyAMDF - Army Master Data FileAO - area of operationsAR- Army regulationarmt - armamentASL - authorized stockage listASP - ammunition supply pointasst - assistantATCCS - Army Tactical Command and ControlSystemATM - advanced trauma managementATP - ammunition transfer pointautmv - automotiveAVIM - aviation intermediate maintenanceAWOL - absent without leaveAXP - ambulance exchange point-B-BAS - battalion aid stationBCOC - base cluster operations centerBDA - battle damage assessmentBDAR - battle damage assessment and repairbde - brigadeBDR - battle damage repairBF - battle fatigueBMO - battalion maintenance officerBMT - battalion maintenance technicianbn - battalionbr - branchBSA - brigade support area-C-C2 - command and controlC3 - command, control, and communicationscav - cavalrycbt - combatCCI - controlled cryptographic itemsCCL - combat-configured loadCS2 - Command, Control, and SubordinateSystem StructureCCT - combat control teamcdr - commanderC-E - communications-electronicsCEB - clothing exchange and bathcen - centralGlossary-1
FM 63-21chap - chaplainCID - Criminal Investigation DivisionCL - classCMMC - COSCOM materiel managementcentercmd - commandCNR - combat net radiosco - companycomm - communicationsCOMSEC - communications securitycon - controlCONUS - continental United StatesCOSCOM - corps support commandCP - command postCS - combat supportCSG - corps support groupCSM - command sergeant majorCSS - combat service supportCSSCS - Combat Service Support ControlSystemCSST - cavalry system support teamCTA - common table of allowancesCTASC - Corps and Theater Automatic DataProcessing Service Center-D-DA- Department of the ArmyDAAS - Defense Automatic Addressing SystemDAMMS-R - DA Movements ManagementSystem-RedesignedDAS - Decentralized Automated ServiceDAS3 - Decentralized Automated ServiceSupport SystemDD Form - Department of Defense Formdet - detachmentDISCOM - division support commanddistr - distributiondiv - divisionDMHS - division mental health sectionDMMC - division materiel management centerDMOC - division medical operations centerDMSO - division medical supply officerDNBI - disease, nonbattle injuryDNVT - digital nonsecure voice telephoneDOD - Department of DefenseDS - direct supportDS4 - Direct Support Standard Supply SystemDSA - division support areaDSM - direct support maintenanceDSS - direct support supplyDSVT - digital, secure voice telephoneDSU - direct supportDSVT - digital, secure voice telephoneDTO - division transportation officer-E-EA - engagement areaEAC - echelons above corpsEAD - echelons above divisionelct - electronicselect - electricEMT - emergency medical treatmenteng - engineerEOD - explosive ordnance disposalEPW - enemy prisoner of warETA - estimated time of arrivalGlossary-2
FM 63-21equip - equipmentevac - evacuationEW - electronic warfare-F-FAAO - field artillery air observerFAADS - forward area air defense systemFAAR - forward area alerting radarFARE - forward area refueling equipmentFARP - forward arming and refueling pointFASCO - forward area support coordinatorFAST - forward area support teamFAWPSS - forward area water point supplysystemfax - facsimileF&E - fuel and electricalFEBA - forward edge of the battle areaFLOT - forward line of own troopsFM - field manual, frequency modulatedFPF - final protection firesFRAGO - fragmentary orderFSB - forward support battalionFSMC - forward support medical companyFSSP - fuel system supply pointfwd - forwardFY - fiscal year-G-G1 - Assistant Chief of Staff, G1 (Personnel)G2 - Assistant Chief of Staff, G2 (Intelligence)G3 - Assistant Chief of Staff, G3 (Operationsand Plans)G4 - Assistant Chief of Staff, G4 (Logistics)gen - generatorGRREG - graves registrationGS - general support-H-HEMTT - heavy expanded mobility tactical truckHET - heavy equipment transporterHF - high frequencyHF-SSB - high frequency single side bandHHC - headquarters and headquarters companyHHD - headquarters and headquartersdetachmentHQ - headquartersHSS - health service supporthvy - heavy-I-IAW -in accordance withICRS - Individually Carried Record SystemIEW - intelligence and electronic warfareIHFR - improved high frequency radiointel - intelligenceIPB - intelligence preparation of the battlefieldiss - issue-J-JP-4 - jet propulsion fuel, type 4JP-8 - jet propulsion fuel, type 8-K-KIA - killed in actionGlossary-3
FM 63-21km - kilometerkw - kilowatt-L-LC - line of contactLCSS - land combat support systemLD - line of departureldr - leaderLEN - large extension nodeLID - light infantry divisionLO - liaison officerLOC - line of communicationlog - logisticsLOGPAC - logistics packageLOGPLAN - logistics planLP - listening postLRU - line replacement unitlt - light-M-maint - maintenancemat - materielMBA - main battle areambl - mobileMCC - movement control centerMCO - movement control officerMCP - maintenance collection pointMCS - maintenance control section; maneuvercontrol systemMCTNS - man-portable common thermalnight sightmech - mechanized, mechanicmed - medical; mediumMEDLOG-D - Medical Logistics –DivisionMEDPAR-D - Medical Patient Accounting andReporting – DivisionMEDSOM - medical supply, optical andmaintenanceMES - medical equipment setMETT-T - mission, enemy, terrain, troops, andtime availablemgt - managementMHE - materials handling equipmentMI - military intelligenceMLRS - multiple-launch rocket systemMMC - materiel management centerMOADS - maneuver oriented ammunitiondistribution systemMOGAS - motor gasolineMOC - medical operations centerMOPP - mission-oriented protection postureMP - military policeMRE - meal, ready-to-eatMRM - maintenance reporting and managementMRO - materiel release orderMSB - main support battalionMSE - mobile subscriber equipmentmsl - missileMSR - main supply routeMSRT - mobile subscriber radio-telephoneterminalMST - maintenance support teamMTF - medical treatment facilityMTOE - modification table of organizationand equipmentGlossary-4
FM 63-21-N-NATO - North Atlantic Treaty OrganizationNBC - nuclear, biological, chemicalNC - node centerNCO - noncommissioned officerNCS - net control stationNICP - national inventory control pointnos - numbersNP - neuropsychiatricNSN - national stock number-O-OCOKA - observation, concealment and cover,obstacles, key terrain, and avenues ofapproachofc - officeoff - officerop - operatorOP - observation postOPCON - operational controlOPLAN - operation planOPORD - operation orderops - operationsOPSEC - operations security-P-PAC - Personnel and Administration Centerperim - perimeterpers - personnelPERSTAT - personnel statuspetrl - petroleumpkg - packagedPL - phase limePLL - prescribed load listpln - planplt - platoonPM - preventive maintenancePOL - petroleum, oils, and lubricantsprev - preventionPS - power supplyPSS - personnel service supportPsyop - psychological operationspt - pointPVNTMED - preventive medicinePWIS - Prisoner of War Information Systempwr - power-Q-QA - quality assuranceQC - quality controlQSS - quick supply store-R-RATT - radio teletypewriterRAU - radio access unitrec - receiverep - repairrcvy - recoveryRD - replacement detachmentRMC - remote multiplexer combinerRO - requisitioning objectiveROC - rear operations commanderROWPU - reverse osmosis water purification unitRRD - replacement regulating detachmentGlossary-5
FM 63-21RTD - return to dutyRX - reparable exchange-S-S1 - Adjutant (US Army)S2 - Intelligence Officer (US Army)S3 - Operations and Training Officer (US Army)S4 - Supply Officer (US Army)SALUTE - size, activity, location, unit, time,and equipmentSAMS - Standard Army Maintenance SystemS&S - supply and serviceS&T - supply and transportationSARSS - Standard Army Retail Supply SystemSCC - supply control centerSCOTT - single-channel objective tacticalterminalSDS - storage and distribution systemssec - sectionSED - special electrical devicesSEN - small extension nodeSGT - sergeantship - shipmentSHORAD - short-range air defenseSIDPERS - Standard Installation/DivisionPersonnel Systemsig - signalSINCGARS - Single-channel ground andairborne radio subsystemSMFTS - semi-trailer mounted fabric tanksSOI - signal operation instructionsSOP - standing operating proceduresp - specialistSPBS-R - Standard Property BookSystem– Revisedspt - supportsqd - squadSRU - shop replaceable unitSSB - single side bandSST - system support teamSTAMIS - Standard Army ManagementInformation Systemstor - storagesup - supplysupv - supervisorsvc - serviceswbd - switchboardsys - system-T-tac - tacticalTACCS - Tactical Army Combat ServiceSupport Computer SystemTACMS - tactical missile systemTAMMC - theater army materiel managementcenterTAMMIS-D - Theater Army Medical Manage-ment Information System —DivisionTAMMS - The Army Maintenance ManagementSystemtech - technicalTI - technical inspectiontm - teamTM - technical manualTMDE - test, measurement, and diagnosticGlossary-6
FM 63-21equipmentTMT - transportation motor transportTOC - tactical operations centerTOE - table of organization and equipmentTOW - tube-launched, optically tracked, wire-guidedtp - telephoneTRADOC - United States Army Trainingand Doctrine Commandtrans - transportationtrk - trucktrkmstr - truckmastertrmt - treatmentTRP - traffic regulation pointTWDS - tactical water distribution system-U-UCMJ - Uniform Code of Military JusticeULC - unit-level computerULLS - Unit-Level Logistics SystemUMCP - unit maintenance collection pointUMT - unit ministry teamUS - United States-V-V - voltVA - Virginiaveh - vehicleVHF - very high frequency-W-WIA - wounded in actionWSM - weapon system managerWSRO - weapon system replacement operationswtr - water-X-XO - executive officerGlossary-7
FM 63-21ReferencesREQUIRED PUBLICATIONSRequired publications are sources that users must read in order to understand or to comply with thispublication.Field Manuals (FMs)63-2-2Combat Service Support Operations: Armored, Mechanized and Motorized Divisions71-100Division Operations100-5Operations100-10Combat Service SupportRELATED PUBLICATIONSRelated publications are sources of additional information. They are not required in order to understandthis publication.710-2750-1168720282765-1Army Regulations (ARs)Supply Policy Below the Wholesale LevelArmy Materiel Maintenance PoliciesDepartment of the Army Form (DA Form)Notice of Delegation of Authority Receipt for SuppliesRecommended Changes to Publications and Blank FormsRequest for Issue or Turn-InDepartment of the Army Pamphlets (DA Pares)738-750 The Army Maintenance Management System (TAMMS)Department of Defense (DD Form)567Record of Search and RecoveryReferences-1
FM 63-213-33-43-53-1008-99-610-1410-2710-5210-63-110-6810-6910-7110-7210-28012-616-520-2243-543-1255-255-3063-163-2063-22100-27101-5Field Manuals (FMS)NBC Contamination AvoidanceNBC ProtectionNBC DecontaminationNBC Operations NATO Handbook on the Medical Aspects of NBC Defensive OperationsAmmunition Service in the Theater of OperationsUnit Supply OperationsGeneral Supply in a Theater of OperationsField Water SupplyGraves Registration HandbookAircraft RefuelingPetroleum Supply Point Equipment and OperationsPetroleum Tank Vehicle OperationsPetroleum Surveillance: Laboratories and KitsMobile Field Laundry, Clothing Exchange, and Bath OperationsPersonnel Administration in the AirLand BattleThe Chaplain and Chaplain Assistant in Combat OperationsVehicle Recovery OperationsUnit Maintenance OperationsDivision Maintenance OperationsDivision Transpiration OperationsArmy Motor Transport Units and OperationsCombat Service Support Operations-Separate BrigadeForward Support BattalionHeadquarters and Headquarters Company, and Division Materiel Management Center,Division Support Command Armored, Mechanized, and Motorized DivisionsUS Army/US Air Force Doctrine for Joint Airborne and Tactical Airlift OperationsStaff Organization and Operations101-10-1 Staff Officer’s Field Manual-Organizational, Technical, and Logistical Data Planning FactorsReferences-2
FM 63-21Technical Manuals (TMs)8-215Nuclear Handbook for Medical Service Personnel8-285Treatment of Chemical Agent Casualties and ConventionalMilitary Chemical InjuriesTraining Circulars (TCs)8-12Use of the M51 Shelter System by Division LevelMedical UnitsReferences-3
FM 63-21INDEXIndex-1
FM 63-21Index-2
FM 63-21Index-3
FM 63-217 AUGUST 1990By Order of the Secretary of the Army:CARL E. VUONOGeneral, United States ArmyChief of StaffOfficial:THOMAS F. SIKORABrigadier General, United States ArmyThe Adjutant GeneralDISTRIBUTION:Active Army USAR, and ARNG: To be distributed in accordance with DA Form 12-11 E,requirements for FM 63-21, Main Support Battalion, Armored, Mechanized and Motorized Divisions(Qty rqr block no. 1229).U.S. GOVERNMENT PRINTING OFFICE: 1994 O-162-170
PIN: 059526-000