This chapter provides doctrine for sustainment of air and missile defense operations. Combat service support (CSS) is the process of planning and executing the sustainment of forces in support of military operations. It includes the functions of supply, transportation, field services, maintenance, health service support, personnel, and facilities.
7-3. DLA, GSA, and AMC receive and fill requisitions from force-projection forces, forward presence forces, and CONUS-based forces. However, forward presence and force-projection forces receive priority of support. All classes of supply are delivered to the theater through inter-theater lines of communications (LOC). Strategic logistics functions are performed in CONUS within the theater base, or are coordinated through the theater support command (TSC) or logistics support element (LSE) in the COMMZ.
7-4. Logistics assistance representatives (LAR) from the US Army Aviation and Missile Command (AMCOM) are assigned to most ADA battalions and brigades. They serve as technical advisors on maintenance and supply, and provide a direct link to the AMC support base. ADA units also can expect to have direct contact with contractors on select systems to expedite maintenance, repair part identification, and resupply.
7-6. The LSE is a multifaceted organization that supports military operations. It is largely a civilian organization that deploys at the request of the supported operational commander to perform doctrinal AMC missions forward on the battlefield or area of operations. AMC mans the LSE headquarters with personnel possessing the required skills. It uses a flexible combination of military, DOD civilian, and contractor personnel that allow it to alter its mission and size based on METT-TC. In addition, Army wide volunteers, attached units, and HNS may augment the LSE.
7-7. The logistics support element’s primary mission is to enhance readiness through unified and integrated application of USAMC’s logistics power projection of CONUS-based technical capabilities to deployed units within any theater of operation. Primary capabilities are technical assistance, supply, and maintenance. The footprint that the LSE places in a theater is based on METT-TC and the desires of the CINC. With required augmentation and resources, the LSE can perform any logistical support mission assigned. Unique skills include depot maintenance, oil analysis, calibration of test equipment, ammunition surveillance, release of prepositioned strategic stocks, material fielding, technology insertion, and battle damage assessment.
7-8. The LSE operates as far forward as possible. Operating forward on the battlefield minimizes the evacuation of critical reparable parts from the theater of operations and reduces the flow of replacement material.
7-10. Normally, echelons-above-corps elements conduct operational activities. Commanders at the operational level establish and coordinate support functions to allow tactical commanders to focus on battles and engagements. The TAAMDCOORD exercises operational support responsibilities by recommending priorities for allocation of logistics functions to all ADA units in the theater. He plans and coordinates the theater CSS support for ADA units, and ensures missiles and repair parts are allocated to the corps and EAC ADA brigades according to the JFLCC's priorities.
7-14. CSS planners anticipate requirements to push forward the right support. This minimizes the need for improvisation. Anticipation requires constant coordination between the operations and CSS staffs.
7-17. Combat operations and support operations can vary in intensity. Combat operations may enter periods of relative inactivity but CSS operations are continuous in nature. Commanders use every opportunity to increase sustaining capabilities. When the pace of combat activity diminishes, units reconstitute their capabilities. Continuity of support with a responsive CSS system increases the probability of operational success.
7-20. Commanders and planners continually review planning factors and consumption rates, maintain asset visibility in transit, and revise CSS planning estimates. The use of contracted services, and coalition or host nation assets to overcome CSS shortcomings can allow ADA units to continue operations in spite of austere CSS support. Logistical improvisation will often spell the difference between success and failure of operations.
Figure 7-1. Theater Support Structure
7-23. Corps and below bring their own dedicated support structure to the theater. When support requirements exceed their capabilities, the ASCC augments them with selected operational-level CSS organizations. He may further organize these operational support organizations into an operational-level support command. It uses a materiel management center (MMC) to manage supply and maintenance and a movement control agency to provide theater-level movement management.
7-24. The ASCC will establish a theater logistics base within the COMMZ during most contingencies. The logistics base contains APOD, SPOD, and the CSS facilities to support operations within the theater. Protection of the theater logistics base is usually a high priority for the EAC ADA brigades.
7-25. Within the COMMZ, the operational-level support command provides support to units within or passing through the AO on an area basis using area support groups (ASG). The ASG provides repair parts and GS maintenance support to the DS maintenance companies attached to each HIMAD battalion. Maintenance and supply management for the ASG is provided by the operational-level CSS material management center (MMC).
7-26. CSS in the early part of a force-projection operation will be packaged into the force itself. CSS for stability and support operations also require CSS packages integral to the ADA force.
7-27. A corps support command (COSCOM) provides CSS support in the corps area. Corps support groups provide CSS support on an area basis to units located in the corps rear area, and to non-divisional units operating in the division area. COSCOM units also provide GS and backup DS to divisional units. A COSCOM MMC supports each corps. The missile-munitions division of the MMC manages system peculiar maintenance and supply for ADA systems.
7-28. Division support command (DISCOM) is tasked to provide logistical support to all organic elements of the division. It may also provide support to non-divisional units operating in the division area. A main support battalion (MSB) provides logistics support in the division support area (DSA). Forward support battalions (FSB) support each maneuver brigade. These elements provide logistical support for units in the division rear and forward areas.
7-30. Logisticians anticipate requirements through development of a CSS estimate. They must be aware of the significant differences between the current logistics status and anticipated logistics status. Current and projected status can be identified using CSS estimates of higher headquarters.
7-31. The G4 or S4 and G1 or S1 gather data throughout the planning process to help anticipate CSS requirements they will need for sustaining the force for the next mission. The focus must remain on the following:
7-34. The focus during planning is personnel readiness and maintenance of unit strength. The G3 or S3 provides the G1 or S1 an OPORD, OPLAN, and FRAGO that stipulates the task organization information necessary for identifying command and control relationships. This information is used to accomplish the following:
7-35. The G1 or S1 consistently seeks personnel readiness information from subordinate units, maneuver brigade S1s, aid stations, higher headquarters special staff, and personnel systems reports. The G1 or S1 analyzes all available data and information and provides the commander a personnel estimate reflecting the unit's current combat capabilities, projected future capabilities, and requirements in terms of personnel service support. It starts with the comparison of an organization's personnel strength against its requirements or authorizations and ends with a personnel readiness assessment and appropriate recommendations to the commander. It must consider the impacts of present personnel strength; any critical military occupational specialty and skill level shortages; projected casualties; morale of soldiers; unique circumstances impacting on personnel readiness that may not be captured in data; and impact of commander's transportation or communications priorities. Personnel service support cannot be provided without transportation and communications.
7-37. AMC, through AMCOM, provides ADA missiles to the theater according to production and stock constraints, threat assessment, and priorities established by the theater commander. ADA units are authorized basic loads of ammunition, expressed in rounds per weapon, or numbers of missiles, to sustain them in combat until they can be resupplied. The ASCC normally establishes a unit's basic load based on mission, the types and numbers of weapon systems, transport capability, and the time necessary to effect resupply.
7-38. To determine the requirement for a specific operation, units develop a required supply rate (RSR) for each type of ammunition. The operations officer (G3 or S3) prepares the RSR during preparation of the command estimate. The RSR is expressed in rounds per weapon per day, or missiles per day.
7-39. Missile RSR are forwarded, reviewed, and consolidated at each level in the ADA unit's chain of command, and provided to the TAAMDCOORD. He develops a theater RSR for each type of ADA missile and provides that information to the ASCC headquarters. At ASCC headquarters level, the G3, G4, and the commander review the requirements and availability of ammunition. Based on this review, the commander establishes the controlled supply rate (CSR) which is the actual authorized rate for resupply. Once the theater commander establishes the CSR, it is forwarded to the TAAMDCOORD. The TAAMDCOORD, after consulting with the G3 and G4, allocates the CSR to the corps and EAC ADA brigades based upon the JFC's priorities. Those ammunition items for which the CSR is less than the RSR will normally be identified in the appropriate CSS annex.
7-41. Initial allocation of fuel is based on estimates prepared and submitted by the ADA unit G4 or S4 using experience and standard planning factors. These estimates must consider special factors that include terrain, weather, and the unit's mission. The estimates are forwarded to higher headquarters where they are refined, consolidated, and forwarded to the next higher headquarters. At corps ADA brigade or division level, they are forwarded to a COSCOM or DISCOM. At EAC level the estimates are forwarded to the operational support MMC.
7-43. Maintenance efforts to repair non-operational ADA systems are the focus of commanders and logisticians at all levels during the period preceding the planned operation. Battalions and brigades monitors repair activities of batteries and provide assistance as appropriate. Battalion and brigade commanders augment battery maintenance personnel by providing maintenance staff officers, contractor personnel, LAR, and DS or GS contact teams to assist with repair operations.
7-44. Logisticians maintain visibility of repair parts throughout the theater, and cross-level parts routinely to repair non-operational systems. In addition, LAR can assist in providing status of high-priority parts requisitions that have been passed to the NICP, and can coordinate to have the parts expeditiously shipped to the theater by ALOC. When maintenance personnel are unable to repair ADA systems expeditiously, commanders consider the use of operational readiness floats (ORF) to replace the faulty equipment. As a last resort, controlled substitution of parts and major assemblies can be used when authorized by the commander.
7-46. Components of transportation involve the physical modes of transportation; the process of planning, allocating, and controlling movement; and the operation of terminals. All units that require external transportation support must know their source of transportation support in the area they operate. In the division, it is the DISCOM movement control officer. In the corps and COMMZ, the source of support is a movement control team (MCT) collocated with a port, terminal, CSG, or ASG. They coordinate transportation mode support to ADA units, and obtain clearance for the move.
7-47. ADA units must evaluate their transportation posture on a continuous basis. Plans should identify requirements for external transportation and must be coordinated with the MCO or MCT in their geographical area. Movement officers must be proficient in planning their support requirements and completing the necessary transportation support requests and movement bids. FM 55-10 provides detailed guidance on procedures for obtaining transportation support and conducting movement planning.
7-50. The S4 is the logistics officer. He maintains equipment status and coordinates with direct support units for contact team assistance and equipment repair or replacement. The logistics officer works closely with the battalion or brigade maintenance officer to coordinate maintenance of both system and conventional equipment. The S4 is also responsible for brigade or battalions supply actions. The logistics officer maintains status of all areas of supply, but focuses on the adequacy of missiles, ammunition, fuel, food, water, and repair parts.
7-52. The S1 must ensure that expeditious and accurate casualty and strength reporting continues and personnel replacements are processed quickly and efficiently. He must also ensure all soldiers receive mail, postal and financial services, and MWR services, regardless of the unit dispersion and complex support relationships inherent to air defense artillery units.
7-53. The Army's PASR system accounts for soldiers and civilians; reports other strength-related information; and updates command databases at all levels. Information gained throughout PASR provides readiness and personnel managers the details necessary to analyze personnel strength as a component of combat power.
7-54. The casualty system focuses on recording, reporting, verifying, and processing casualty information from unit level to HQDA, notifying appropriate individuals, and providing casualty assistance to next of kin. Casualty operations include casualty reporting, casualty notification, casualty assistance, line-of-duty determination, reporting status of remains, and casualty mail coordination.
7-55. A replacement management system moves personnel from designated points of origin to ultimate destinations and coordinates individual training at each replacement center, company, or section as determined by METT-TC. Replacement management is the physical reception, accounting, processing, support, equipping, training, and delivery of military and civilian personnel. This includes replacement and return-to-duty (RTD) soldiers. It does not include the decision-making process associated with determining distribution and PRM. For the first 60 days of a contingency deployment, HQDA may push replacements to the theater based upon the strength of the deployed force and projected casualties. As ADA replacements arrive at the POD, the ASCC personnel operations center, with recommendations from an ADA personnel liaison team from the TAAMDCOORD, assigns them to either an EAC ADA brigade or to one of the corps for assignment to an ADA brigade or divisional ADA battalion. The replacements then move from a theater personnel replacement company to an appropriate personnel replacement company in the corps area for further processing and movement to the division replacement section and eventually to the appropriate ADA S1 section.
7-57. The S4 submits a requisition, using DA Form 581, to the division ammunition officer (DAO) in a divisional ADA battalion. The DAO consolidates resupply requirements, and passes them to the corps MMC (CMMC). Corps ADA battalions submit their DA Forms 581 through the brigade S4 to the CMMC. The CMMC then directs the issue of the required ammunition from a supporting corps storage area (CSA) or ammunition supply point (ASP). The battalion S4 dispatches vehicles to the CSA or ASP to pick up the ammunition. Unit distribution is used by the S4 to resupply the batteries.
7-58. In EAC battalions, the S4 submits the DA Forms 581 to the brigade S4. Requests are consolidated by brigade and forwarded to the operational-level support command MMC. The MMC then directs issue of the required ammunition by a supporting theater storage area (TSA). As in the corps area, supply point distribution from the TSA using organic ADA battalion vehicles is the normal method of supply. A battalion uses unit distribution to resupply firing batteries. ADA units must plan for ammunition transfer points within the immediate vicinity of current and proposed unit positions.
7-59. The CMMC or operational-level MMC can coordinate throughput of ammunition from the TSA or CSA to the firing battery using theater or corps aviation or truck transport in an emergency. The brigade or battalion commander may also direct cross leveling of ammunition between subordinate units to quickly resupply a battery that has unexpectedly expended its basic load.
7-61. The ASCC petroleum group and its subordinate units move bulk fuel, either by pipeline or bulk carriers, to corps and EAC petroleum supply-companies. Medium truck companies (petroleum) then transport bulk fuel to an ASG, CSG, or a divisional supply company, which then provides fuel on an area basis.
7-62. Issue of bulk fuel to battalions and batteries is normally on a supply point distribution basis. Unit fuel tankers receive fuel from the nearest Class III supply point established by an ASG, CSG, MSB, or FSB. In case of an emergency, the MMC can direct that fuel be throughput directly to the requesting battery using aviation or petroleum transportation assets.
7-64. Maintenance in ADA units begins with the operator and supervisor. Operators perform preventive maintenance checks and services (PMCS) and monitor equipment status during operations. When faults are discovered, operators use embedded self-diagnostic aids to isolate the fault. Operators and organizational maintainers perform replacement of line replaceable units (LRU) or printed circuit boards, and perform adjustments as authorized by the equipment's maintenance allocation chart.
7-65. When the operators or organizational maintainers identify an LRU or circuit board as unserviceable, they obtain a replacement from the unit prescribed load list (PLL) and install it into the major end item. They then perform diagnostic or operational checks to ensure proper system operation. Unserviceable LRU and circuit boards are job ordered to the supporting DS maintenance company's repairable exchange activity. The DSU sends the items to corps assets to be diagnosed by the IFFTE system and repaired. The DSU then receives the repaired items back for repairable exchange (RX). The supply support activity of the DS Maintenance Company provides repair parts supply support using supply point distribution.
7-66. A maintenance company (DS) will be attached to HIMAD battalions to provide dedicated conventional and missile maintenance and supply support. A missile system DS and GS maintenance section will either be organic to the battalion direct support maintenance company or will be attached from a DS and GS missile maintenance company assigned to an ASG or COSCOM. SHORAD batteries receive conventional DS maintenance and supply support from a DS maintenance company assigned to an ASG, CSG, or DISCOM. A missile support company attached to an ASG, CSG, or MSB provides DS and GS missile maintenance and supply support.
7-67. The ADA battalion LRC monitors equipment status and repair actions. It coordinates cross leveling of repair parts and tracks the status of high-priority repair parts requisitions. When battery maintainers are unable to isolate an equipment fault, or when higher echelon maintenance is called for, the LRC coordinates for DS or GS, LAR, or contractor support. When projected equipment downtime is excessive due to lack of repair parts or the need to evacuate the equipment for higher echelon maintenance, the LRC recommends the use of ORF, controlled substitution, or cross leveling to restore operational capability. The decision to use any of these three measures must be made by the commander.
7-69. Motor transport is normally the primary transportation means used to support the force. However, airlift can be an important mode of transportation for emergency resupply of fuel and ammunition, and movement of high-priority repair parts or maintenance teams. Within the corps, immediate requests for air movement are passed through command channels to the division or corps G3. At EAC, requests are forwarded to the operational-level support command G3, which passes them to the ASCC movement control center.
7-77. Public affairs officers plan and conduct proactive command information programs to keep soldiers informed of events in their AO as well as at home. PAO also plan and conduct aggressive media relations that help tell the Army story and build public support for Army operations.
7-80. Echelon II care is provided by area support medical companies in the corps and EAC. Care at this level consists of evaluation of patients' status and establishment of priority for continued evacuation. Emergency care, to include resuscitation, is continued, and additional emergency treatment is initiated, if necessary.
7-81. Echelon III care is provided by combat support hospitals in the corps. These hospitals are staffed and equipped to provide resuscitation, initial wound surgery, and postoperative treatment.
7-82. Echelon IV care is provided by general and field hospitals at EAC. These hospitals are staffed and equipped for general and specialized medical and surgical care and reconditioning rehabilitation to quickly return soldiers to duty.
7-87. Reconstitution plans must take into account the situation, degraded units' conditions and missions, and the expected intensity of future operations. Reconstitution plans should cover the following:
7-89. Commanders continually assess the ability of their unit to perform assigned missions. Their staff officers keep the commander and their next higher level of command informed on the following:
7-90. Normally, the commander one echelon above approves reorganization. Brigade commanders approve the reorganization of their battalions. Subordinate battalion commanders approve the reorganization of their batteries. If the battle command of the unit undergoing reorganization remains viable, command lines remain the same.
7-93. CSS personnel and air defenders share responsibility for force protection of CSS complexes. The CSS commander develops air and missile priorities, which are integrated into the theater’s priorities. The AMDCOORD coordinates the employment of available air and missile defense assets to protect the maximum number of priority assets. Defensive fires provided by ADA, along with the self-defense measures employed by CSS units, combine to defeat enemy air and missile attacks directed against theater CSS.