FM 10-27

GENERAL SUPPLY IN THEATERS OF

OPERATIONS HEADQUARTERS, DEPARTMENT OF THE ARMY DISTRIBUTION RESTRICTION: Approved for public release; distribution is unlimited.

FM 10-27

CHAPTER 1SUPPLYING THE THEATER OF OPERATIONS

Section IPRE-WAR SUPPLY SUPPORT

WAR RESERVE STOCKSWar reserve stocks are stocks acquired in peace-time to meet the increased military requirementsthat occur when war breaks out. War reservessupport mobilization requirements and sustainoperations until resupply can be established andexpanded. War reserve stocks include decrementedstocks, contingency stocks, and the types of itemsfound in the various theater reserve stocks. AR 11-11cites required stockage levels. An example is pre-positioned materiel configured to unit sets main-tained in oversea areas. Policies and proceduresfor the management of war reserves are describedin AR 710-1.

Pre-Positioned War Reserve StocksIn a theater, the theater commander manages pre-positioned stocks. According to DA policy and guide-lines, war reserve stocks may be pre-positionedoversea, on ships, or in areas within CONUS.

Oversea war reserves. These war reserves arepositioned throughout a potential theater. Theysupport post D-day combat consumption untilsupplies arrive from CONUS or other theater stor-age areas. Most war reserves are positioned in theCOMMZ. A maximum of 10 days of supplies arepositioned in forward deployed corps andTAACOM units for the transition to war. Duringpeacetime, these stocks are controlled by a theaterarmy. At or near the start of hostilities, they arereleased to the corps and TAACOMs where theyare stored.

Supplies pre-positioned on ships. As part of theNear-Term Pre-Positioning Force, the US has char-tered merchant ships which remain on station.These ships will join with the equipment pre-positioned at sea and then proceed to troublespots. Vessels and cargo undergo cyclic inspection

and maintenance to ensure good readiness posture.They can also provide selected sustaining sup-plies for Air Force and Army units.

CONUS war reserves. War reserves are held inCONUS when they cannot be pre-positioned at ornear the point of probable conflict. Reserves maybe held in CONUS depots for a specific force,area, or operational project. They may also be heldfor use as contingency support stocks.

Other War Reserve Materiel StocksThese stocks consist of all other war reserve items.They include Class VII major end items, secondary enditems, and repair parts. These assets will have purposecodes of C, D, or E, as explained in AR 725-50.

DeploymentDuring the early portion of the mounting phase,supplies must be brought up to required levels.Assault forces must be self-sustaining until theywithdraw or link up with ground forces. In theevent of a contingency or airhead operation, divi-sion elements deploy with prescribed amounts ofall classes of accompanying supplies. These sup-plies are taken into the objective area by bothassault and follow-on echelons. Three days ofsupply are desired in the airhead. The minimumsafety level is two days. During the initial phaseof deployment, this is the only source of resupply.Emergency resupply will likely be limited to ClassI, III, and V items. Before beginning an operation,commanders should ensure that--

Equipment shortages are made up. Reserve stocks of critical items are estab-

lished. Priorities are established for issue of float

stocks and other controlled Class II, IV, and VII items.

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Procedures and policies are establishedfor aerial supply of Class I, III packaged, and V items.

Procedures and channels for recovery,evacuation, and disposition of captured or aban-doned items are reviewed.

Data on availability and capability of trans-portation is available.For more details on logistics preparation of thebattlefield, see FM 10-1, Chapter 2.

PRE-POSITIONED MATERIELCONFIGURED TO UNIT SETS

Pre-positioning part of a CONUS-based unit’sequipment in an oversea theater reduces strategiclift requirements. This results in a quicker reac-tion time for a combat unit to meet a contingency.POMCUS items, consisting primarily of ClassVII weapons systems, are located at storage sites,which are manned by a US Army combat equip-ment group.

INITIAL PREPLANNED SUPPLY SUPPORTInitial preplanned supply support is the combat-essential materiel required early in a militaryoperation. Precut requisitions are maintained atCONUS NICPs or TAMMCs. When alerted fordeployment, a unit directs the NICP, MMC, orDAAS to release preplanned increments of 5 to 15DOS. These increments help sustain deployedforces between the time accompanying supplies andpre-positioned stocks are exhausted and demand-supported resupply starts in a theater of operations.For more details, see AR 725-50, Chapter 12.

HOST-NATION SUPPORTHNS is the civil and military assistance providedby host nations to allied forces and organizations.This support may occur in time of peace, transi-tion to war, or war. As a rule, the location of forceson the battlefield determines whether you can useHNS. The rearmost areas are ideal for this sup-port. Corps rear areas and echelons above corpsare more static and lend themselves to HNS. How-ever, in an undeveloped theater, HNS may be usedwherever needed. AR 570-9 has DA policies andresponsibilities for HNS. In the past, US forces

relied on organic support. Today, logisticians mustkeep abreast of agreements on how their allies canhelp support the battle logistically.

AgreementsInternational agreements document commitmentsfor HNS. Through agreements, the host nationsets forth its intent and willingness to support USrequirements. For example, will host-nation civil-ians remain at war reserve storage sites after hos-tilities begin? Is the host nation to retain territo-rial responsibility and control of supply ports, railfacilities, and airspace? It may be that the hostnation will turn over control of MSRs to anothernation or alliance. Host-nation transport could beused to move supplies from seaports to GSUs andbeyond. Support available in a given theater willdepend on the host-nation’s political climate; na-tional laws; industrial development; and military,civilian, and commercial resources. Laundry, tex-tile renovation, and CEB are CSS services which hostnations could provide. These services would, in turn,affect Class II stockage and supply flow procedures.

Reasonably Assured HNSSupport based on signed national agreements,plans, or other acceptable documents maybe con-sidered reasonably assured support. Such supportaffects the size and composition of our forcesupport structure and, in turn, affects deploymentplans, demand forecasts, and supply stockage levels.

Prudent Risk HNSThis is the risk that we accept as to the amount ofsupport which may be provided to US forces.Army staff officers must consider the minimumforce structure needed to meet and remain respon-sive to mission requirements. The theater com-mander, in coordination with HQDA, must deter-mine the types and levels of HNS that can beaccepted without placing mission accomplishmentat an unnecessary risk.

Contingency ContractingSupplies and services may be available in somenations where no HNS agreements are in place.

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Contingency contracting may provide this source.Whereas HNS represents government-to-governmentagreements, contingency contracting is conducteddirectly with local businessmen or firms. Recentexperiences have shown the value of local con-tracting to support the initial deployment phase ofUS forces. All the limitations noted above forHNS remain valid, however; and contingency con-tracting must be considered as primarily a short-term source.

TRANSITION TO WARThe transition phase begins with advance warningof an impending war. It continues until SEALOChave been reopened and the necessary logisticsstructure is in place to sustain war. During thetransition phase, all supplies and logistics func-tions nonessential to the war effort must be elimi-nated. The SSA initiates selective cancellationaction on requisitions deemed nonessential forcombat and unnecessary for individual health andwelfare. For example, certain health and safetyitems, such as toilet paper, though not in the pre-positioned war reserve materiel stocks and notcoded combat essential, must be requisitionedbecause they are essential for health reasons. Pro-cedures for preparing and processing cancellationdocuments are covered in AR 725-50, Chapters 3and 4. Canceling nonessential requisitions lessensthe strain on ADP equipment. It also reduces thenumber of requisitions on CSS units which mustdistribute CONUS war reserves, fill unit short-ages, and equip all forces on deployment alert. Onmobilization day, selected general supplies areremoved from storage and transported to forwardareas. Initially, combat forces must rely on ac-companying basic loads, oversea war reserves,and air delivery of Class IX and maintenance-related Class II items. An emergency airlift ofgeneral supply items, normally shipped by SEALOCand surface transport, will probably be necessary.

Corps Transition SupportForward deployed corps, COSCOM, andTAACOM units stock a maximum of 10 days of

pre-positioned war reserve materiel stocks whichconsist of Class I supplies; selected Class II, III,IV, V, and VII supplies; and Class IX items notdelivered by air. This enables the corps to supportunits through D+10. After these stocks are ex-hausted, the corps requisitions from the TAMMC,which directs the TAACOM to issue from itstheater army area GSUs. These war reserves be-come the corps initial wartime ASL. The corpsthen becomes the source of surface resupply fordivisional and nondivisional DSUs. The corpsalso makes the transition to war with a 30-daysupply of essential, air-eligible, maintenance-relatedClass II, III packaged, and IX items.

TAACOM Transition Support

At the direction of the theater army commander,the TAMMC releases preplanned packages of surface-delivered supplies to the TAACOM. TAACOMGSUs are the main source of surface supply forTAACOM DSUs and for units passing through theCOMMZ. Though managed by the TAMMC, warreserves are stored in TAACOM GSUs. Like thecorps, the TAACOM goes to war with a 30-daysupply of GS, maintenance-related Class II andClass IX items delivered by ALOC. These sup-plies support materiel operating in the COMMZand repair of items evacuated to the rear.

Requisition and Materiel FlowIn peacetime, divisional, COSCOM, andTAACOM DS and GS units are resupplied by DSS from CONUS. During the transition-to-war phase, the units are resupplied from the 30 days of sus-taining theater army stocks in TAACOM GSUs.As required, the TAMMC calls forward preplannedsupply packages from CONUS depots. As thetactical situation changes, the TAMMC may re-quest modifications in these supply packages.

Requests. In the BSA and the DSA, using unitssubmit requests to the supply point run by theirsupporting DSU. If possible, high-priority re-quests are filled, and the DMMC is notified of thefill. All other requests are transrnitted to the DMMC. If

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a request is for a controlled item, the DMMC transmitsa requisition through the CMMC to the TAMMC.

Issue. Supplies are issued from the lowest level. Ifthe item is on hand in a DSU, the MMC cuts anMRO directing the DSU to issue the item. (Mainsupply points may be directed to issue the item toa forward supply point. ) If the item is not on handat a DSU but is on hand at a GSU, the MMC directsthe GSU to issue the item to the DSU.

Requisition. When the item is NOT on hand in theDSA, the DMMC prepares and transmits a requi-sition to the CMMC. When the item is NOT onhand in the corps rear area, the CMMC transmits

the requisition to the TAMMC which queries theTAACOM MMC. When the item is not availableat a TAACOM GSU or DSU, the TAACOM MMCtransmits the requisition to the TAMMC. TheTAMMC transmits replenishment requisitions andany requisitions for items not on hand in thetheater to the appropriate NICP. The NICP cuts anMRO directing a depot to issue the item. In anemergency, the item may be airlifted to the the-ater. However, most general supply items areshipped by surface transport to the theater. Whenpossible, supplies are throughput to DSUs. Otheritems are transported by HNS or transportationcommand assets to a TAACOM GSU. For moredetails and graphics, see FM 10-1, Chapter 5.

Section IISUPPLY SUPPORT DURING SUSTAINED OPERATIONS

WARTIME SUPPLY STOCKAGE LEVELSAdequate stockage levels help the transition towar and ensure sustainability during hostilities.DA prescribes stockage objectives for the theaterin terms of DOS. Initial stockage is based onexpected usage rates. After the war begins, rangeand depth of stockage are adjusted to meet war-time demand criteria. Quantities are computedbased on actual or expected demand, OST, andsafety levels. GSUs normally maintain a wartimesustaining level of 5 to 10 DOS plus OST for allclasses except Class II and IX items to be deliv-ered by ALOC. However, to provide sustainedsupply support, the theater army commander mayallow up to 30 days of critical Class II and IXitems to be stocked.

Direct Support UnitsDSUs at all levels in division, corps, and TAACOMstock an RO for general supplies consisting of a30-day operating level, a 5-day safety level, andactual OST by item. Stockage levels for all otherclasses are prescribed by the theater army com-mander. Stockage levels at corps and TAACOM

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GSUs vary depending on the class of supply. AR 710-2shows the DOS for each class of general supply.

War Reserve Stockage ListThe war reserve stockage list identifies itemswhich are to be maintained as war reserve stocks.The list is used to compute war reserve require-ments essential to sustain combat and to supportsudden mobilization requirements.

DIRECT SUPPORT SYSTEMGeneral supplies, Class II, III packaged, IV, andVII, are distributed through a DSS. This supplydistribution system is described in FMs 38-725-1and 63-4. Under this supply distribution system,supplies are throughput from CONUS wholesaledepots to the requesting SSA. Throughput re-duces the need for an intermediate supplylevel. Theater SSAs supported by the DSS includeDSUs and GSUs. For related automated proce-dures, see the appropriate 38-series TM. Unitssend requests to their SSA. Requisitions are trans-mitted from the SSA to the MMC. They are edited

FM 10-27

for validity and PD. For selected items, theTAMMC screens theater assets to determine ifrequisitions with PDs 01 through 03 and NMCSrequisitions can be filled from assets on handwhich are below the 30-day safety level or warreserve stockage level. If there are safety level orreserve stocks on hand in the theater, the requisi-tions are filled. Partial issues can also be made.CMMCs, TAACOM, MMCs, and TAMMCs trans-mit requisitions to CONUS NICPs. An imagecopy of all transactions is maintained in the LIFdata bank. The inventory control point thentransceives an MRO to the supporting distributiondepot when depot assets are available. An MRO iscut only on assets reported on hand. Consolida-tion and containerization points pack cargo ac-cording to theater distribution plans. Container-ized shipments are then moved to the port ofembarkation. Class IX and maintenance-relatedClass II DSS cargo is transported by ALOC. Allother cargo is shipped to the theater by surfacetransportation. When supplies reach the theaterport, MCCs coordinate with MMCs on routing.Routing instructions are based on transport assets,routes, and the tactical situation. Shipping con-tainers or pallets are then transported to the requi-sitioning SSA or supply point. If possible, ship-ments are routed directly to the requisitioner.Containerized cargo en route at the outbreak ofhostilities may be diverted to the appropriate GSU.

SEALIFT AND CONTAINERIZEDSURFACE DISTRIBUTION

The logistics of rapidly supplying and sustainingforces and other US government agencies de-ployed in areas where little or no pre-positionedmateriel is on hand or where no HNS is assured isstaggering. More than 90 percent of all wartimecargo tonnage will go by sea, regardless of wherethe conflict is. With the exception of Class IX andmaintenance-related Class II items, general sup-plies arrive in the theater through seaports in 20-and 40-foot general cargo containers. Nearly allgeneral supplies are shipped to the theater andtransported within the theater in containers. Closeto 75 percent of Class IV items can be containerized.

Only 20 percent of Class VII items can be shippedin containers.

ContainerizationIntermodal container service is the preferredmethod of shipping DOD-sponsored surface cargo. Container resources of the commercial transporta-tion industry are used when they are responsive tomilitary requirements. When commercial contain-ers do not meet military requirements, DOD-ownedor leased containers may be used. Therefore, Army-owned containers and container-handling equipmentmust be compatible with commercial containerships, transporters, and handling equipment. Ad-vantages in shipping supplies in containers in-clude:

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Shorter time required to prepare shipments.Lower freight cost.Less breakage.Reduced documentation.Less pilferage.Better accountability.Less ADP effort.

Seaport FacilitiesFixed-port terminals provide suitable facilities tooff-load containers and transfer them to inlandtransportation modes. Use fixed-port facilities tothe maximum extent possible. They can dischargemany containers rapidly, are equipped with container-handling equipment, and are located close to in-land transportation hubs. Logistics over-the-shoreoperations can be used with fixed-port operationsif berthing space is limited. See FM 55-17 formore details on terminal operations.

Fixed-port terminals. Equipped with modernMHE, these terminals are usually located at ornear rail- or truck-loading sites. Commercial op-erators handle military container operations atfixed ports. The host nation may continue to oper-ate existing facilities during wartime. For plan-ning purposes, container ships may be dischargedand back loaded at the pier in 24 to 48 hours.Transportation terminal service companies areorganized to discharge and load containers. A

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shore-based crane can pick up and position con-tainers in three varying amounts per day depend-ing on its make. The most efficient cranes canposition as many as 40 containers per hour.

Logistics over-the-shore operations. Extra timeand resources are needed to move containers fromships to and across the beach. Crane ships off-loadcontainers to lighters. Lighters transport cargo toa beach transfer point. Terminal service compa-nies are assigned the mission of discharge, loading,and beach operations. Trailers transport contain-ers from the beach or shore to container marshal-ing areas and long-haul truck-loading points.

Roll-on, roll-off cargo ships. Fully loaded trail-ers maybe driven aboard especially designed cargoships. This type of container ship can transport900 to 1,500 containers. Trailers are hooked up totractors and driven ashore at the oversea terminal.

Supply DistributionMost of the cargo unloaded at seaports will bemoved initially to TAACOM GSUs whose stocksare managed by the TAMMC. Some cargo may betransported to TAACOM DSUs. Whenever fea-sible, supplies should be throughput from seaport ormarshaling areas to corps and division supply echelons.

Container Surface DistributionCommercial and military containers (20 and 40foot) transport supplies from CONUS directly toGSUs in the COMMZ and corps rear area and toDSUs throughout the theater. Part of the 30-dayCOMMZ general supplies may be temporarilystored in containers. Twenty-foot containers areused primarily in intratheater loops between GSUsand from GSUs to DSUs and DISCOM units.High-priority cargo and intensively managed high-cost Class VII items may be shipped in containersfrom CONUS and transported by truck directly toDSUs and DISCOMs. Units have 48 hours to stripand return containers to the transportation system.

Automated Control and SupportThe DA Standard Port System-Enhanced providesautomated support for water terminal operations

during war as well as during peace. It provides manage-ment data on inbound and retrograde shipments. Thetheater army MCA maintains information on thelocation and status of all containers in the theater.It coordinates with the TAMMC on priorities forcontainer shipments and reconsignment.

RAIL NETWORKS ANDINLAND WATERWAYS

Road networks may be inadequate for the volumeof traffic required to move units and sustainmentforward and to evacuate damaged equipment andcombat casualties. Using host-nation rail networksand inland waterways to move a portion of re-quirements can help alleviate potential conges-tion. Movement planners should plan for the use of railand inland water modes when available and feasible.

Rail NetworksThough vulnerable to enemy aircraft, guerrillaactions, and sabotage, rail is the best mode tomove large quantities of supplies and equipmentover extended distances. For more details on railoperations, see FM 55-20.

Inland WaterwaysInland waterways help suppliers move cargo froman ocean terminal to an inland transfer point notaccessible to ships with a deep draft. Using inlandwaterways relieves congested road networks andreduces the number of vehicles required to supplycombat forces. For more details on Army watertransport operations, see FM 55-50.

AIR DELIVERY OF SUPPLIESAir transportation is a flexible and essential ele-ment of the transportation system. It becomesincreasingly important as the intensity, depth,and duration of operations increase. Both theArmy and Air Force provide air transportation.Army aviation in CSS air movement operationsincludes:

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Support for intratheater airlift.Logistics over-the-shore operations.Troop and personnel movements.Aerial preplanned and immediate resupply.

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Movement of critical Class IX and maintenance-related Class II supplies.

Retrograde of reparables.Pre-positioning of fuel and ammunition.

• Movement of low-density and high-costmunitions when time, distance, situation, or con-dition of the roads inhibits ground transportation.Air Force airlift and airdrop supplement the Army’stransportation capability. They can be viable modesfor CSS movement requirements under certaincircumstances. However, they require much longerlead times to plan and coordinate than Army airliftassets. Army aviation assets are allocated by thetheater army, corps, and division commanders tosupport CSS air movement operations. Once allo-cated, these assets are committed by the TAMCA,MCC, and MCO. Air Force aircraft are appor-tioned by the joint force commander. The AirForce provides the aircraft, civil air patrol ser-vices, and the personnel and equipment to load theaircraft. The Army provides the supplies, rigsthem as necessary, transports them to the airfield,and off-loads them from ground transport. TheQM airdrop equipment repair and supply companysupplies airdrop equipment. The light and heavyairdrop supply company prepares supplies for air-drop. FM 10-512 shows how to prepare and rigtypical supply loads of bulk material on platformsfor airdrop.

Airlift RequestsFM 100-27 shows the flow of requests for airlift ofsupplies. FM 55-10 provides detailed request pro-cedures for both Army and Air Force airlift. Re-quest formats vary by oversea command based onstandardization agreements, but generally containthe data elements found on DD Form 1974.

Sling-Load OperationsFM 55-40, Appendix G, describes responsibilitiesfor loading equipment in support of air transportoperations. Supporting unit personnel requisitionslings, A-22 bags, cargo nets, and containersneeded for sling-load operations. The supportingunit selects the pickup zone and provides groundcrews to pack, rig, and inspect loads and to hook

up the loads to the helicopter. It also provides thereceiving unit with derigging and disposition in-structions. The using unit selects the landing zone,derigs the load, and coordinates the recovery of airdelivery items with the supporting unit. The usingunit also inspects and maintains the slings.

Recovery and Evacuationof Air Delivery Equipment

Airdrop operations require special rigging equip-ment to deliver supplies. Air delivery equipmentis expensive, in short supply, and hard to replace.Increased requirements for air delivery dictatethat air delivery equipment be recovered and evacu-ated to the QM airdrop equipment repair andsupply company. Recovery and evacuation priori-ties are listed in TM 10-500-7.

GROUND MOVEMENT OF SUPPLIESMovement control organizations at all echelonsplan the movement of supplies by all surfacemodes. Planning has two parts. First is the devel-opment of the distribution pattern, which consid-ers the location of supported units, supply activities,and transportation units and facilities. Second isthe development of the transportation networkand movement programming to satisfy the dailyprogrammed and unprogrammed requirements.More details on ground movement of supplies arein FM 55-10.

Transportation PlanningTransportation planners must consider the physi-cal transportation network and facilities avail-able, the size and disposition of the supportedforces, and the location of the primary in-theatersupply activities in their plans. They should selectseaports, aerial ports, and rail and road networksto make it easy to distribute personnel and mate-riel into the area of operations. The facilities andnetworks selected must accommodate the expectedvolume of movement. When the facilities or net-works are not well developed, the planner mustinfluence the placement of the supported force andthe location of supply and maintenance activitiesso that the operation can be supported with the

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transportationtransportationfollowing:

resources available. The size of thesupport structure depends on the

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Size of the force to be supported.Expected tonnage to be received and moved.Number of facilities (water ports, aerial

ports, mode transfer points, and trailer transferpoints) used.

Physical size of the area to be supported.

Movements Plan and ProgramThe movements program is a result of movementsplanning. The program is prepared jointly by theMCC and the MMC at each echelon.

The movements plan. The movements plan in-cludes a forecast of movement requirements andthe available transport capability. Both require-ments and capabilities are in general terms. Whenthe plan is coordinated and approved, specifictransportation resources are allocated against spe-cific movement requirements. The movements planthen becomes the movements program. The threemajor logistics levels (division, corps, and TAA)shouldgrams.

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have mutually supporting movements pro-The seven basic steps in planning are:Assessing the distribution pattern.Determining movement requirements.Determining transportation capabilities.Balancing requirements against capabilities.Determining shortfalls.Recommending solutions.Coordinating, publishing, and distributing

the plan.

The movements program. The movements pro-gram period varies with the stability of the situa-tion and the ability of supply and personnel man-agers to forecast their requirements. Forecastsmust be submitted far enough in advance for thetransportation and supply systems to adjust theirresources to carry out the program. A desirablecycle for the program is 14 days, for which there is a firmforecast of requirements for the initial 7-day period anda tentative forecast for the succeeding 7-day period.

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Daily adjustments should be made only for urgentunforecasted requirements.

Movement ControlThe MCC or MCA controls transportation assetsin the theater. The theater army MCA, MCC, andMCO control transportation assets by allocatingand committing available transportation resourcesto satisfy movement requirements. They allocateand commit based on their commander’s priori-ties. Transportation priorities are established byrequired delivery date, the issue priority of thecargo, or by preestablished command priorities byunit or commodity. When movement requirementsexceed capabilities, movement planners requestsupport from higher headquarters.

Movement control teams. MCTs are assigned tothe corps MCC and TAMCA. They are positionedin the corps and COMMZ to allow close andconstant coordination with the units they support.In the corps, MCTs are collocated with each CSG.They also operate in a geographic area or at spe-cific sites to expedite, coordinate, and monitortraffic moving through the transportation system.MCTs process movement requests and arrangetransportation for moving personnel and materiel.They receive and process programmed andunprogrammed transportation requests. They com-mit mode operators for programmed movementsor select the mode for unprogrammed movements.The MCTs support highway regulation by receiv-ing and passing clearance requests for movementon controlled MSRs. They also enforce movementpriorities, monitor container use, and help customers.

Highway regulation. Highway regulation is aresponsibility of the commander having area ju-risdiction. He and his staff plan, schedule, route,and direct the use of highways. The MCC’s high-way traffic division regulates highway traffic.Subordinate highway regulating point teams carryout highway regulation plans. MPs support high-way traffic regulation by performing traffic, strag-gler, and refugee control activities. Regulatedmovements include convoys, oversized or overweightvehicles, vehicles moving by infiltration, and troop

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movements on foot. Responsibilities of the high-way traffic division and its highway regulatingpoint teams include circulation planning, routing,and scheduling of traffic. The traffic plan portraysthe road network and how it is to be used andmaintained. The plan normally includes restric-tive route features; route designations; directionof movement; and locations of boundaries, units,highway regulating points, traffic control points,

and major supply or shipping activities. Traffic isrouted over designated routes to balance the ve-hicle and route characteristics (road surfaces,curves, and bridge capacities) and to reduce trafficcongestion or conflicts. Traffic scheduling is thecoordination of times for movement along speci-fied routes to satisfy command movement priori-ties; minimize delays, conflicts, and congestion;and promote security and passive defense.

Section III

SUPPLY SUPPORT FOR DIFFERENT TACTICAL OPERATIONS

AIRLAND BATTLE DOCTRINEAirLand battle is the Army’s basic operationalconcept for fighting the next war. AirLand battledoctrine emphasizes the need for coordinated airand ground actions. It includes plans for threesimultaneous operations--deep, close, and rear.AirLand battle can enable a well-organized, smallforce to defeat a poorly organized, larger force.The four tenets of AirLand battle are initiative,depth, agility, and synchronization. See Table 1-1.These principles apply to all levels of conflict,including low-intensity conflict which primarilyinvolves peacekeeping and counteracting terroristactivities. For more details on AirLand battle, see

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provide support to AirLand battle by--• Ensuring continued logistical support.

Shifting support to different user unitswithout delay when directed by higher headquarters.

Reacting to any rear area threat.Pushing CSS forward to those who can

benefit most from the overall battle plan.

COVERING FORCE OPERATIONS

The covering force is normally the first groundmaneuver force to make contact with the enemy. Itoperates between the forward edge of the battle

FMs 100-5 and 100-10. QM supply companies can area and the forward line of troops.

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Operational Concept Supply SupportThe purpose of the covering force is to weaken anddelay the enemy as it prepares to attack divisionsand separate brigades in the main battle area. Thesize and makeup of the covering force depend onthe terrain, the mission and mobility of the force,and the number of troops available. As a rule, thecovering force does not have the strength or fire-power to defeat the enemy. Instead, its mission isto disrupt enemy operations by harassing, disor-ganizing, deceiving, and delaying enemy forces.The covering force slows down the attack, givesdivisions and separate brigades needed maneuverspace and reaction time, and provides informationabout the enemy’s strength, location, and direc-tion of attack.

Supply Support

Supply support in the covering force area is pro-vided by forward supply companies. The coveringforce must sustain itself until it is resupplied. Itcarries basic loads of Class I operational rations,Class II and IV items, and Class II and V sup-plies. If there is enough transportation available,more supplies can be moved. If Class III and Vstocks are pre-positioned, transportation assetscan be used for Class II, III, IV, and VII items.Critical Class VII items may be pre-positioned ina “ready-to-fight” condition. Details uncoveringforce operations are in FM 63-1.

CLOSE BATTLE AREA OPERATIONS

The close battle area is between the covering forceand the brigade rear boundary. This is the areawhere heavy fighting takes place.

Operational Concept

The role of our forces in the close battle area is torepel, to counterattack, and to seize the initiativefrom enemy forces. Our forces must be able toshift locations and firepower to stop enemy at-tempts to break into our lines of defense. FM 71-100covers operational concepts used in close battle todefeat enemy forces.

Combat units in the close battle area rely on theirCSS elements and on DS backup units for battlesupport. Corps CSS units can be located in theBSA to support the majority of corps field artil-lery units being employed in the brigade area.Nondivisional combat units get both DS and GSfrom corps CSS units. Corps CSS units providebackup DS and GS to divisions. An FSB employedin the BSA provides DS to each division maneu-ver brigade. FM 63-20 provides information onFSBs. Though based in the DSA, an MSB pro-vides support forward, as required, to includebackup support to the FSB. CSS units that supportthe close battle area must be able to gather anddistribute supplies and equipment rapidly. Theymust perform needed support functions in thebattle area and in corps forward areas. Corpsground and air transportation elements provideresupply and emergency supply deliveries in theclose battle area.

REAR OPERATIONSThe rear operations area of the AirLand battlecovers the area from the brigade rear boundary tothe division rear boundary. The corps rear areagoes from the division rear boundary to the corpsrear boundary. Each echelon has its own area andits own rear operations commander.

Operational ConceptRear area operations may be directed againstthreats ranging from sabotage to airborne or airassault operations. The deputy corps commanderin the corps rear CP coordinates with the RAOC.In the rear area, CS and CSS units are generallygrouped together in bases or base clusters forprotection or to support a specific mission.FMs 71-100, 100-5, and 100-15 explain the coor-dination and services provided by rear area units.These FMs also explain how CSS operations ef-fect the AirLand battle.

Supply SupportSupply points and CSS units are scattered through-out the rear area. In the DSA, an MSB provides DS

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to division units in the division rear. FM 63-21covers the MSB. A CSB supports nondivisionalforces employed in the division sector.Nondivisional units obtain DS and GS from CSGs.Forward CSGs also provide reinforcing DS main-tenance, field services, and GS supply to divisionforces. Depending on the task organization offorward CSGs and CSBs, they could provide GSpetroleum, GS ammunition, and GS general sup-plies to division forces. GSUs provide Class II, IIIpackaged, IV, VII, and IX supply support fordivisional and nondivisional DSUs. Corps unitsand above provide air and ground transportationneeded to deliver new equipment, supplies, EPWs,and other personnel to forward areas. They alsoback haul disabled equipment to a backup DS unitin the corps or to a GS maintenance unit beyondthe corps rear boundary. The rear area may be-come a battlefront just like the forward edge of thebattle area. CSS soldiers must be trained to defend andprotect themselves as well as provide mission support.

CONTINGENCY FORCE OPERATIONSContingency force operations are those conductedwith a rapid response to a sudden crisis. Unitsmust be prepared to deploy rapidly and on shortnotice. HNS may be questionable. Local third-countryforces may be poorly trained and poorly equipped.

Operational Concept

Operations begin with a rapid show of force.Heavy reliance is placed on support from the otherservices. The scope and nature of the operationdetermine the force organization and operations.Forces should be more mobile than the enemy.Commanders should also use economy of force,surprise, and bold aggressive actions.

Supply SupportForce planners have reduced support to the essen-tials. There will be limited or no prestockage ofsupplies. Because of austere base development,DS and GS supply companies are often requiredearly in contingency operations. FM 63-6 covers

logistical support of contingency operations. Supportis divided to provide accompanying and follow-on supplies.

Accompanying supplies. Sufficient supplies mustaccompany the assault force to enable it to sustainitself until it is resupplied. Accompanying andfollow-on supplies for contingency force opera-tions will be uploaded in modular unit-ownedcontainers. They must not exceed the force’s abil-ity to carry and secure them. Supplies are usuallylimited to basic combat loads and a limited num-ber of items critical to the operation. Class IVbarrier and fortification materials are often criti-cal to the initial phases of a contingency operation.

Follow-on supplies. Follow-on supplies must re-plenish combat losses. Airports and seaports maybe few and far from CONUS. How the contin-gency force is deployed will indicate how it willbe resupplied. If the force is deployed by sea, itwill probably carry its initial supplies and beresupplied by SEALOC with critical items pro-vided by air. If the force is airdropped or airlanded,initial supply would probably be by air. Resupplywould be by ALOC until SEALOC and surfacesupply were established. Local transportation net-works may be primitive. Therefore, enough trans-portation units must be assigned to ensure thatairports and seaports do not become clogged withsupplies. Until SEALOC can be established, re-placement of Class VII weapons systems will belimited to those systems which can be recoveredand repaired.

SPECIAL OPERATIONSSO are military operations of a sensitive natureconducted by specially trained, equipped, andorganized DOD forces. These forces are commit-ted against strategic or tactical targets in pursuitof national, military, political, economic, or psy-chological objectives. These operations may beconducted during periods of peace or during hos-tilities. They may support conventional opera-tions, or they maybe used independently when the

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use of conventional forces is either inappropriateor unbearable.

RequirementsSO forces of the US Army have both standard andmission-peculiar supply requirements. More de-tails on SO are in FMs 31-20, 90-8, and 100-25.

Standard supply requirements. Standard supplyrequirements are supported by the CSS GSU taskedto support the theater army special operationssupport command. The TASOSC is subordinate tothe theater or unified SOC or SOTF. All support-ing supply requirements of a standard nature areconsolidated by the ARSOC and forwarded to thesupporting GSU. Certain SO assets, normally psy-chological operations and civil affairs units, aretraditionally attached to infantry, armor, andmechanized units at battalion, brigade, and divi-sion level as well as to corps headquarters. Theseunits receive support for standard supply require-ments directly from the organization to whichthey are attached.

Mission-peculiar supply requirements. Mission-peculiar supply requirements are supported throughSOC or SOTF logistical channels. CSS GSU person- nel furnish the support to the employed SO elements.

Supply SupportAll supply requirements are planned for and coor-dinated by the SO units concerned prior to deploy-ment. Plans for support of unit supply require-ments are approved at the SOC and coordinatedthrough the ARSOC.

Accompanying supplies. Sufficient supplies willaccompany each SO unit to sustain it until the unitcomes under ARSOC subsequent to deployment.Accompanying supplies include those required tosupport unit personnel and organizational needs.These supplies must not exceed organic transportcapability. The unit must acquire and preparesupplies for deployment.Force supplies. These supplies back up accompa-nying supplies. Force supplies include all classesof supplies. Force supplies are planned for by the

units concerned. The ARSOC coordinates andsupervises forward positioning of force supplies.

Reserve supplies. Reserve supplies are primarilyfor emergency use. Reserve supplies are plannedfor by the units concerned. The ARSOC coordi-nates and supervises the forward positioning ofthese supplies.

Follow-on supplies. Follow-on supplies are sup-plies which may be required to support employedSO assets. They include major backup items ofequipment, Class V, and repair parts. They canalso include those supplies anticipated for use byindigenous groups. Follow-on supplies are deliv-ered into the operational area on an on-call or apreplanned basis. These supplies are maintainedat the primary bases of the SO units concerned. Levelsand amounts are determined prior to deployment.

Automatic follow-on supplies. Automatic follow-on supplies are delivered on a preplanned basis attimes and locations coordinated prior to employ-ment of SO assets. Al1 classes of supplies are included.

On-call, follow-on supplies. On-call, follow-onsupplies are delivered upon request to SO assets inthe operational area. They are usually of a contin-gency nature and are delivered when and wherethe using unit requests. On-call, follow-on sup-plies include all classes of supplies and are plannedfor prior to employment.

Routine supply requirements. Routine supplyrequirements are supplies requested and deliveredthrough normal supply procedures. They are initi-ated following deployment. These supplies areissued on a routine basis except in emergencies.The ARSOC monitors routine supply requirements.

AIR ASSAULT OPERATIONSAir assault operations involve using helicoptersto deploy over extended areas. Air assault opera-tions can be conducted anywhere in the worlddepending on weather conditions. More details onair assault operations are in FMs 10-27-2 and 10-27-3.

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Operational ConceptIn air assault operations, supplies, troops, andequipment are moved throughout the battlefield inaircraft, usually helicopters. Air assault opera-tions may involve airlifting units for combat op-erations, shifting and relocating units within thecombat zone, or moving and delivering suppliesand equipment. Airlift in support of air assaultoperations is classified as either CS or CSS, de-pending on the mission and the kind of cargo airtitled.

Request ProceduresRequests for air assault support can start at anylevel of command. There are two types of supportrequests: requests for preplanned, immediate op-erations and requests for emergency airlift combatsupport. Both types are sent through operationsand logistics channels to the commander with theauthority and capability to approve them. FM 100-27and the air delivery information in this chapterexplain each request procedure. The unit request-ing the support is generally responsible for plan-ning, obtaining, and coordinating the supplies andpersonnel to be airlifted.

Supply SupportBecause air assault forces must be able to deployrapidly, they carry only essential supplies andequipment with them. These supplies need to bereplenished frequently. Supplies and equipmentnot needed for survival or combat should be left inthe rear and moved forward when needed. Supplysupport is generally provided by an independentunit with CSS elements attached.Support for ground forces. Ground forces in anair assault operation carry enough essential itemsto sustain them for a limited time. GS items areprovided by CSS units and other ground forces.Routine resupply items should be delivered asclose as possible to ground forces instead of beingstockpiled at a central location. This will helpforces deploy more rapidly and relocate morequickly. Emergency ground force resupply shouldinclude prepackaged, mixed loads so that if theforce gets only a few of the requested loads, it willget a mixture of essential supplies.

Support for the air element. The air element of anair assault operation requires special aircraft repairparts, supplies, and services. Generally, these areprovided by a supporting aviation unit. A forwardarming and refueling point may need to be set upto help sustain the aviation element of the opera-tion. Special needs must be coordinated betweenthe ground element and the aviation force com-manders during the planning phase.

AIRBORNE OPERATIONSAn airborne operation involves moving and deliv-ering forces, supplies, and equipment by air intoan objective area. In addition to being airlanded intocombat, airborne forces can parachute into combat.

Operational ConceptDivisional airborne brigades receive supply sup-port from a forward supply company located ineach BSA. Logistics units from the division basecome under the control of the S&T battalion. Aseparate brigade receives CSS from the brigadesupport battalion. A separate brigade will bea satellite on a support command for CSS.FMs 10-27-2 and 10-27-3 explain the composition andorganization of airborne and air assault brigades anddivisions.

Supply SupportUntil CSS units join ground forces during thefollow-up operation, all supply support for anairborne operation is preplanned by the G4. TheG4’s estimates are based on the three phases ofsupply requirements involved in an airborne operation.

Accompanying supplies. Individual soldiers carrythese supplies into the assault area. They includethe supplies airdropped with the deploying unit.Maneuver units in airborne and air assault divi-sions normally carry a basic load of ammunition,a three-day stock of Class I and III packagedsupplies, and a prescribed load of fast-movingrepair parts. Accompanying supplies are the onlysource of supply during the first stages of theoperation. They include unit, force, and reserve

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supplies. Unit supplies include the basic loads ofammunition and the prescribed loads of the otherclasses of supply. The rigging, loading, recovery,issue, and control of unit supplies are the responsibilityof the airborne unit. Force supplies are bulk sup-plies that act as backup for unit supplies. Forcesupplies include all classes of supply. The S4 ofthe deploying unit is responsible for controllingthese supplies. Reserve supplies are set aside andstored at the division for later use. Also, they areused for special or emergency missions. TheDISCOM is responsible for issuing and control-ling reserve supplies.

Follow-up supplies. These supplies are deliveredby air after the unit has made its initial assault.They help the unit operate until normal supplyprocedures can be set up. Follow-up supplies in-clude all classes of supply. They are generallyprepackaged, rigged, and stored at the beginningof the operation for immediate distribution. Quan-tities are based upon the G4’s estimate of theunit’s daily requirements. The battalion S4 re-quests follow-up supplies for the battalion. Ifmore than one battalion requests follow-up sup-plies at the same time, the commander decideswhich has priority. A two-day level of extra stocks,including Class IV and a small stock of criticalrepair parts, is often kept near the departure air-field. These stocks are delivered automatically oron call. Automatic follow-up supplies are deliv-ered on a preplanned schedule, normally once aday beginning with D+2. The amount delivered isbased on an estimate of the quantities of suppliesused daily by the requesting unit. Automatic follow-up supplies are either airdropped to the unit orairlanded at a central supply point. Because quan-tities are preplanned, they may not include theexact amounts of particular items deploying forcesneed. On-call, follow-up supplies are deliveredto the deployed unit as needed. They are generallyused for emergency purposes or to fill a routinerequest for a specific item. Emergency suppliesmust be delivered within 24 hours. On-call,follow-up supplies of a routine nature are delivered on

a flexible schedule, generally between 24 and 72hours after being requested.

Routine supplies. These supplies are requestedand delivered through normal supply procedures.Routine supply generally begins once a CSS unitis attached to the airborne operation. After routinesupply begins, the airborne unit generally doesnot request follow-up supplies, except in emer-gencies. The DISCOM commander decides whenroutine supply deliveries should begin. He baseshis decision on the tactical situation and the sup-ply status of the division.

LOW-INTENSITY CONFLICTLIC is a political-military confrontation betweencontending states or groups. It is less than conven-tional war and more than the routine, peacefulcompetition among states. It frequently involvesprotracted struggles of competing principles andideologies. LIC ranges from subversion to the useof armed force. It is waged by a combination ofpolitical, economic, informational, and militaryinstruments. LICs are often localized, generally inthe Third World, but contain regional and globalsecurity implications.

Operational ConceptLIC does not describe a specific operation. Opera-tions in a LIC environment are divided into fourgeneral categories: • • • •

Support for insurgency and counterinsurgency.Combating terrorism.Peacekeeping operations.Peacetime contingency operations.

Supply SupportAs a rule, there are not enough logistics and healthservices in a LIC. CSS elements may precedecombat or CS units into the area of operation ormay be the only military force deployed. CSSelements may provide support for US governmentor allied civilian agencies as well as US militaryor allied forces. CSS elements may also providehumanitarian and civic assistance. Because CSSunits must be tailored to fit the assigned mission

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DEEP OPERATIONS

and situation, they must remain flexible. Moredetails on LIC are in FMs 63-6 and 100-20.

RETROGRADE OPERATIONSA retrograde operation is a movement to the rearor away from the enemy. Such an operation maybe forced or voluntary.

Operational ConceptRetrograde operations gain time, preserve forces,avoid combat under undesirable conditions, ordraw the enemy into an unfavorable position.Commanders use them to harass, exhaust, resist,delay, and damage an enemy. Retrograde opera-tions are also used in operational maneuvers toreposition forces, to shorten lines of communica-tions, or to permit the withdrawal of another forcefor use elsewhere. All retrograde operations aredifficult, and delays and withdrawals are inher-ently risky. To succeed, they must be well orga-nized and well executed. A disorganized retro-grade operation in the presence of a strongerenemy invites disaster.

Supply SupportSupply efforts during a retrograde operation mustbe concentrated on the most critical supplies:Class III, V, and IX. The key to providing respon-sive supply support during a retrograde operationis to project force supply requirements throughoutthe operation and to distribute these supplies ac-cording to the projections. When projections aremade, provisions are made to move forward onlyessential supplies. All other supplies are movedrearward to the new support areas. To avoid de-stroying or evacuating supplies unnecessarily inany retrograde action, commanders must controlthe flow of supplies into forward areas. Whencommanders contemplate a delay, withdrawal, orretirement, they should plan for early removal ofexcess supplies and early displacement of logis-tics facilities. By positioning supplies along routesof withdrawal, CSS commanders can simplifysupport and can reduce the enemy’s ability tointerfere with logistical operations. More detailson supply support are in FM 63-6.

Deep operations are operations directed againstenemy forces not in close contact. They are de-signed to influence the conditions in which futureclose operations will be conducted. At the opera-tional level, deep operations include efforts toisolate current battles and to influence where,when, and against whom future battles will befought. At the tactical level, deep operations aredesigned to shape the battlefield to assure advan-tage in subsequent engagements.

Operational ConceptBecause of the relative scarcity of resources withwhich to perform deep operations, they must bedirected against those enemy capabilities whichmost directly threaten the success of projectedfriendly operations. They must be attacked deci-sively, with enough power to assure the desiredimpact. Deep operations include--

Deception. • • •

•

•

Deep surveillance and target acquisition.Interdiction (by ground or air fires, ground

or aerial maneuvers, special operating forces, orany combination of these).

Command, control, and communicationscountermeasures.

Command and control.

Supply SupportThere are two ways to sustain deep operations.The force can carry with it all the resources neededthroughout the mission, or it can be sustained overa LOC. Sustaining deep operations forces dependson the situation. You must consider depth andduration of the operation, the size and organiza-tion of the force, the enemy situation, and theweather and terrain. Sustainment over surfaceLOC has the advantage of the capability to carrylarge tonnages of supplies and equipment to spe-cific destinations. It is less subject to weather thanALOC. A disadvantage is that LOC extend farbeyond the FLOT into territory that is subject toenemy influence and control. Sustainment overALOC has the advantage of being fast and responsive.

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It has the same disadvantage as sustainment oversurface LOC. The LOC must be either temporarilyor continuously secured. This requires temporaryor continuing air superiority or, at least, parity.These conditions require close interservice coop-eration, because much of the airlift capabilitybelongs to the Air Force. More details on supplysupport in deep operations are in FM 63-2.

HEAVY-LIGHT ANDLIGHT-HEAVY OPERATIONS

There are many who will argue that light forces donot have a role on a mid- or high-intensity battle-field against a mobile enemy. History has demon-strated that heavy-light combined arms forces canengage and decisively defeat such a force whenemployed properly.

Operational ConceptThe key to effective employment of heavy andlight forces as a combined arms team is to maxi-mize the capabilities of both parts of the force anduse the advantages offered by each to offset thevulnerabilities of the other within the frameworkof METT-T. Light forces are particularly effectivewhen used as part of the combined arms team.Also, light forces are effective in economy offorce operations and operations with the intent ofdenying terrain to an enemy force. Light forces,

with proper augmentation based on METT-T, allowthe maneuver commander freedom to employ ar-mored and mechanized forces elsewhere on thebattlefield. Light forces can be employed by heavyforces to conduct raids and ambushes, operationsin restricted urban terrain, and rear operations.

Supply SupportHeavy forces use a combination of supply point orunit distribution systems to sustain the force incombat. Light forces are not structured to use thesame system as a heavy force. Heavy-light opera-tions require more logistical planning and coordi-nation for both the heavy and light portions of theforce than independent operations. Logistical plan-ning and coordination for a light force is done atthe brigade level. The light battalion, unlike aheavy battalion, does not have the organizationalstructure or capability to plan for its logisticalrequirements. Requiring a light infantry battalionor company to conduct its own logistical planningand support diverts its attentions and resourcesfrom its primary combat mission. A heavy brigadethat has a light force must be prepared to plan andprovide logistical support for the unit. This in-cludes all classes of support and supply fromcasualty evacuation to food, water, and maintenance.Logistical support for a heavy-light force must beplanned for and pushed to the force. FMs 63-2,63-20,and 63-21 have details on support of heavy-light mixes.

Section IVSUPPLY SUPPORT OF OPERATIONS

IN DIFFERENT ENVIRONMENTS

NUCLEAR, BIOLOGICAL, ANDCHEMICAL OPERATIONS

Threat forces have specialized NBC troops and NBC attacks. FMs 3-3, 3-4, 3-5, and 3-100 haveunits. They also train all of their combat and CS details on NBC individual and collective protec-soldiers in NBC warfare. US forces must be pre- tive measures, contamination avoidance, andpared to fight in an NBC environment. Combat decontamination techniques. NBC warfare willunits cannot fight for long without support. The affect equipment supply routes, supply require-units that provide the support are prime targets for ments, and supply trains.

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Effect on EquipmentThe electromagnetic pulse from a nuclear detona-tion can damage ADP and communicationsequipment that processes supply requirements.Tape disks can be wiped out. Cover critical sup-plies and equipment with tarpaulins, shelter halves,or ponchos to protect them from contamination.Monitor items exposed to contamination beforeuse. Perform partial decontamination of unit equip-ment as far forward as possible. Onlymission-essential surfaces need to be decontamin-ated using on-board decontamination apparatus.Complete decontamination requires the aid ofbattalion decontamination teams or units autho-rized special decontamination equipment. Performcomplete decontamination only when absolutelynecessary. CSS units may need to get replacementequipment if their vehicles and MHE were dam-aged or destroyed during the conflict. Recoveryand salvage operations may be hampered by con-tamination of damaged equipment. The using unitdecontaminates damaged unit equipment partiallyprior to evacuation.

Effect on Supply RequirementsA nuclear blast can crush supplies. Thermal radia-tion can cause fires at supply points. NBC defensecompanies and forward CSS units must stay highlymobile so that they can support units in contami-nated areas on short notice. To ensure mobility,they carry a limited amount of protective items,replacement clothing, bathing supplies, and de-contaminating material. They also maintain a lim-ited ASL. Because of this, supporting units mayneed to stock greater quantities of protective over-garments than authorized in CTAs. As the NBCthreat increases, units often widen the distancebetween supply points and supported units. In-creased distances decrease the chances of morethan one unit being destroyed or contaminated atthe same time. The need for increased distancesplaces added pressure on CSS units in providingsupply support. Once an attack occurs, decon-tamination companies and the units they supportalso require increased deliveries of chemical anti-dotes and protective and replacement clothing and

equipment. FMs 63-1, 63-2, and 63-3 discuss CSSoperations and logistics support in separate bri-gades, divisions, and corps.

Class II. Commanders establish the level of MOPPgear that must be worn. Contaminated protectiveclothing must be burned, buried, or destroyed. Asthe threat of an NBC attack increases, units alsoneed extra quantities of tarpaulins, plastic sheets,and other materials to use as protective coveringsfor vehicles and equipment. Heat from a nuclearblast can melt and deteriorate plastic and rubberitems. CSS units will be called on to provide largequantities of protective and replacement clothingand equipment as well as decontamination materi-als and equipment. Class II items needed fordecontamination operations are listed in tables inFM 3-21. Contaminated items of individual equip-ment that cannot be decontaminated by the soldierusing the individual decontamination kit are de-contaminated by battalion decontamination teams.Contaminated uniforms and other clothing itemsmust be containerized or packaged to prevent thespread of contamination.

Class III packaged. Class III packaged suppliesinclude NBC decontaminates. Other than for suchitems, Class III packaged consumption does notincrease greatly during NBC operations. Heat froma nuclear blast can cause Class III packaged com-bustibles to ignite and lubricants and metalcontainers to melt. Flammable items should bekept separate from other supplies and equipment.Smoke screens generated by vaporizing fog oil inmechanical smoke generators and smoke pots mayreduce the heat and blinding effects of nuclear blasts.

Class IV. Since CSS units are scattered widelyduring NBC operations, there is a greater possibil-ity of theft, sabotage, and enemy attack. The needfor tighter security causes increased requests forbarbed wire, barrier materials, and other fortifica-tion supplies. Units also need more sandbags andbuilding materials to construct emergency sheltersand underground storage areas. After an NBC attack,CSS units supporting decontamination platoons need

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additional construction materials to build sumpsand decontamination sites.

CSS units operating in rear areas have the lowestpriority. MMCs divert supplies from their origi-

Class VI. Decontamination units need large quan-tities of bathing, shaving, and sanitation supplies.As a rule, these types of supplies are part of ClassI ration supplement sundries packs and are distrib-uted with subsistence items. Ration supplementsundries packs are normally low-priority items.Dry shaving powder, scissors, and disinfectantmay be added to the list of necessary Class VIitems. During NBC operations, these items couldbecome mission essential because they help en-sure proper fit of MOPP gear. To maintain troopmorale during sustained war, Class VI suppliesare sold by sales teams or AAFES exchanges setup in the COMMZ or corps.

Class VII. Class VII supplies include protectivemasks and NBC apparatus. Since weapons sys-tems and other Class VII equipment may bedamaged or destroyed during a conflict, consump-tion of Class VII supplies will increase accordingly. Replacement items come from war reserves andoperating stocks. They are issued first to units thatcan reenter the battle the quickest.

Effect on Supply RoutesMain supply routes may be blocked by fallen

trees, rubble, and debris caused by nuclear blasts.Earth-moving equipment may have to be used toclear routes. Alternate supply routes and sourcesare needed. However, alternate supply routes canresult in increased turnaround and increased needfor cargo vehicles. Other units may be using thesealternate routes to relocate to uncontaminated ar-eas. If alternate routes are not passable, some ofthe MSRs may have to be cleared or decontami-nated. This delay increases the OST for all sup-plies and equipment. Supplies may have to beairlifted to forward units. Resupplying by air hasthe advantage of flying over contaminated areas.

Effect on Supply TrainsDuring NBC operations, CSS units give support

first to combat units in forward areas. Next, theysupport CS and other CSS units in forward areas.

nal destinations to forward CSS units. Onlymission-essential supplies and equipment arestocked in the forward CSS units. Resupply tothese forward units is generally done at nightusing unit pile or truck-to-truck distribution so thatthe supplies can be issued as far forward as possible.

SMOKE OPERATIONSOur forces must be prepared to use smoke and tofight in a smoke environment against an enemywho may be better trained and better equipped forsuch operations. Smoke operations are covered inFM 3-50. Chemical smoke generator companiesgenerate smoke by vaporizing packaged Class IIIfog oil.

Operational ConceptSmoke screens support not only combat opera-tions but CSS operations as well. Smoke screenscan help conceal MSRs and mark supply points forair delivery of supplies. By screening our logisticssupport operations and positions, smoke opera-tions increase our battlefield effectiveness.

Supply SupportQM general supply companies, GS; S&S compa-nies, DS; and main supply companies supplychemical smoke generator companies with the fogoil needed to produce smoke.

NIGHT OPERATIONSOften the tactical situation is such that suppliesmust be delivered at night. Since the use of MHEis reduced by darkness, supplies should be pre-pared and loaded on trucks during the day fornight delivery to forward supply points. The sup-ply point external SOP should require supportedunits to send extra personnel to serve as walkingguides and to help load supplies onto the trucks byhand. Blackout procedures in the internal SOPmay require personnel to take the following actions:

Use flashlights that have lens filters.Black out doors and windows of storage

buildings.

• •

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•

•

•

Block light from large tents with salvagetentage.

Use ponchos as blackout flaps on othertents.

Use blackout lights on vehicles and fork-lift trucks.There are several factors to consider when yourunit moves at night. They include the rate ofmarch, vehicle density, and light discipline. In-struct your officers and NCOs on safety precautionsto be followed in a night move. See FM 55-30 formore details on night convoys, including advan-tages and disadvantages.

URBAN OPERATIONSUS forces must be prepared to fight in areas wherebuildings and man-made obstacles block LOC.When soldiers fight in urban areas, buildings andterrain limit the mobility and capabilities of weap-ons systems. Unlike jungles or deserts, urbanenvironments have no recurring physical feature.Units must be prepared to fight in small, moun-tain, farm villages and in densely populated cities.Combat operations are also hampered by civiliansremaining in fighting zones. Units may need toprovide food, shelter, and protection for interneesor refugees. This may require supplies and man-power normally used to support combat activities.Also, security must be tightened when civiliansare near, since sabotage, theft, and intelligenceleaks increase. Buildings, low visibility, civil-ians, and close combat make it difficult to applybasic tactical guidelines. FMs 90-10 and 90-10-1describe how to plan for and conduct operations inurban areas.

Effect on EquipmentCrowded and built-up areas limit the amount ofmovement and the use of combat equipment. Unitsshould rely more on hand-carried or easily trans-ported items. Limit recovery operations to movingdisabled equipment to guarded areas along supplyroutes. Often vehicles and equipment cannot beevacuated because of rubble. Instead, units willhave to rely on increased cannibalization. Units

may be able to get replacement items and partsfrom local civilian manufacturers.

Effect on Supply RequirementsUrban areas may have warehouses, sheds, andbuildings to use for storing and securing supplies.Units should use existing LOC and storage facili-ties as much as possible. This cuts down on theOST and reduces manpower and resources thatwould have been used to construct facilities.

Class II. Increase Class II stocks during urbanoperations to allow for those items that weredamaged, destroyed, or lost.

Class III packaged. Using engineer and generator-powered equipment to clear rubble increases theneed for packaged POL, especially diesel fuel.Units should stock enough Class III packagedsupplies to cover supplies damaged or destroyedby fire or combat and to meet requirements forsmoke screens.

Class IV. Close combat and the need for increasedsecurity operations increase the need for Class IVmaterials. Units need increased amounts of barriermaterials, barbed wire, sandbags, and construc-tion supplies to build shelters and to fortify andsecure buildings and storage areas.

Class VI. There is no marked increase in sanita-tion and health items generated by operations inurban areas. Generally, the amount and type ofpersonal health items contained in Class I rationsupplement sundries packs meet the health andwelfare needs of most units. If additional or dif-ferent personal health items are needed, contact amedical supply support unit. In sustained war,Class VI items might be sold by sales teams orAAFES exchanges to support troop morale.

Class VII. Limited space and mobility in mosturban areas limit requirements for Class VII items.However, units should increase their stocks ofhand-held or portable weapons. In most cases,major equipment cannot be replaced or evacuatedto rear areas for repair. If parts are not available to repairClass VII items, cannibalize severely damaged USequipment or captured enemy items.

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Class X. Requirements for Class X items maydouble or triple during an urban conflict if unitsare responsible for providing clothing, food, shel-ter, and protection for civilians remaining in thebattle area. Because of this, commanders may befaced with the problems of where and how to getthese items, where to store them, and how todistribute them.

Effect on Supply RoutesAs a rule, urban areas have railroads, ports, high-ways, and pipelines already set up. Use them tohelp deliver and distribute supplies and equip-ment. Sometimes supply routes may be jammedby civilian refugees or blocked by rubble. Whenthis happens, you may have to set aside and securesupply routes for military use only. Use air sup-port to help locate new routes. Engineer units canhelp clear them. In emergencies, supplies can beairlifted. However, an airlift or airdrop should bereserved for high-priority or mission-essentialsupplies that will help sustain combat.

DESERT OPERATIONSAs a result of their natural resources and strategiclocations, desert areas are most important. Lim-ited concealment and cover in a desert environmentmake logistics facilities easy targets. FM 90-3 hasdetails on desert operations. It describes how toprepare for desert operations and how CSS unitsfunction in desert environments.

Effect on EquipmentThe desert puts an extra strain on equipment.Engines have a tendency to overheat. Plastics,lubricants, and rubber deteriorate. Dust and sandadd to these problems. Filters require frequentreplacement. Air and fluids expand and contractmore rapidly due to the extreme temperaturechanges. Desert winds can be destructive to largepieces of equipment. The harsh environment re-quires that equipment be carefully maintained.

Effect on Supply RequirementsSupply is vital in the desert, where water is scarceand mobility limited. Long distances betweenunits slow resupply and make LOC vulnerable.

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Units in the desert should keep stocks at higherlevels to cope with increased work loads. How-ever, quantities should not be increased to thepoint that mobility is affected. Units need to makearrangements for unexpected requirements andmission-essential equipment to be moved by air toforward sites.

Class II. Class II consumption increases in thedesert. Clothing exchange may not be possible inthe early stages of a desert operation. In forwardareas, it might not be possible at all. Increasedclothing supplies are needed due to limited CEBpoints. A greater variety of clothing is needed tocope with extreme temperature changes. Clothingrequirements will range from goggles and tropicalwear to sleeping bags and heavy sweaters. In harshrocky terrain, there will be a high demand forfootwear. There is also an increased need for neckscarves and canteens. Extra tents and tarpaulinsare needed to protect equipment from sand. Aneed for items such as tools increases becausethey tend to get lost more easily in the sand.

Class III packaged. The desert heat, dust, andsand increase the need for lubricants, oils, andantifreeze. High winds, dust storms, and air cur-rents rising from hot sands make it difficult tomaintain smoke screens generated from fog oil.However, it is possible to use fog oil to screenartillery positions and reduce muzzle flash in theearly morning and late evening. Make sure motoroils with proper specifications are on hand for ahot desert environment.

Class IV. Requirements for Class IV items, suchas sandbags and lumber, are increased to buildfighting positions in desert operations.

Class VI. There is a high demand for Class VIsupplies, especially for liquids and skin and eyeointments. Soap, toiletries, and disposabletowelettes will be needed for bathing when thetactical situation and water scarcity prevent bathservice. If transportation is limited, Class VI itemsare given low priority. Class I ration supplementsundries packs are needed in a desert environment.Medical units should receive priority for sundries packs

FM 10-27

issue when there is limited transportation space. Insustained war, Class VI items are sold by salesteams or by AAFES exchanges.

Class VII. The intensity of battle regulates thedemand for Class VII supplies in a desert environ-ment. Refrigeration equipment will be needed tomove remains to an area of interment.

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Effect on Supply RoutesMSRs in the desert are possible targets for ambushduring night operations. They are also subject tobeing mined. The following concealment tacticscan lessen the threat to supply routes.

Vehicles should not form a pattern whenstationary or moving.

Vehicles should follow existing tracks sothat the enemy cannot tell how many vehicleshave passed.

All vehicles of a given type should lookalike. This will allow water and fuel vehicles toblend in. Also, canopies will ensure vehicle dis-guise and help protect them from the sun’s heat.

Exhaust systems should be screened toreduce the chance of heat detection.

Noise should be muffled. Doors can beremoved to prevent them from being slammed.

Effect on Supply PointsSupply points that are widely dispersed are vul-nerable to attack by ground and air forces. Theirstocks should be kept as mobile as possible in theevent that rapid displacement is necessary. Stock-piling of vehicles should be kept to a minimum. Asupply point in the desert should be supported byadditional transportation units. This enablesgreater mobility. When supported units move, itmay be necessary to divide supply point opera-tions. Some personnel and equipment may be sentto establish a new position. The rest can carry onoperations at the original location until units moveout. Because supply points are vulnerable to at-tack, emphasize selecting positions that offerconcealment rather than tactical efficiency. Thisis especially true where air defense cover is lim-ited. Camouflage nets, pattern painting, and mud

covering on reflective surfaces help to ensuresurvival. To help conceal desert supply points--

Place stocks irregularly to prevent a defi-nite pattern from being formed and spotted fromthe air.

Follow the local ground pattern. The shapeof the area should not be square or rectangular.

Pile supplies as low as possible, and dig inif possible.

Cover stocks with sand, burlap, netting, oranything that blends with the terrain.

Mix contents of each supply point. Thisprevents a shortage of one item occurring fromdestruction of stocks.

Select a location where vehicles can useexisting trails.

COUNTERGUERRILLA OPERATIONSBecause CSS units stock large amounts of food,ammunition, fuel, and other mission-essentialsupplies, they are prime targets for guerrilla at-tacks. Generally, CSS units are isolated and donot have combat troops assigned for protectionand security. Therefore, CSS troops must performsecurity and defense activities in addition to theirsupport missions. Jungle and mountain terrainsmake it easy for guerrilla forces to attack.

Effect on Supply RequirementsTo lessen the effects of guerrilla attacks, CSSunits are scattered to help prevent mass destruc-tion. They also change locations frequently tomaintain security. Supplies may need to be trans-ported over roads that are not secure. Pack animalsor personnel may be used to transport supplies.Forward CSS units should keep only a minimumof essential supplies on hand. This will give themgreater mobility. It also reduces the number ofpersonnel needed to maintain and protect thestocks. Some supplies can be airlifted to CSSunits. However, airlift should be used only inemergency situations.

Class II. As sabotage and security operationsincrease, units need extra amounts of some Class IIitems. Also, Class II items are highly preferable,

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FM 10-27

JUNGLE OPERATIONSand they will need to be replaced if destroyed. Usesecure radios to communicate so that the guerril-las cannot detect you.

Class III packaged. Class III packaged consump-tion does not increase greatly duringcounterguerrilla operations. CSS units should keepenough stocks of Class III packaged on hand toreplace losses caused by fires or damaged or de-stroyed containers.

Class IV. The need for barbed wire, barrier mater-ials, and sandbags matches the need for tightersecurity. Construction materials may be needed tohelp camouflage supplies and equipment or tobuild decoy items. Engineer support used to buildand repair bridges, sheds, and shelters also increasesthe need for fortification and construction supplies.

Class VI. Since only essential health and sanita-tion supplies are needed during counterguerrillaoperations, there is a decrease in Class VI supplyrequests. Generally, the only Class VI suppliesissued are in the Class I ration supplement sun-dries packs distributed with subsistence. Whenthe tactical situation permits, sales teams orAAFES exchanges sell Class VI items.

Class VII. One of the major aims of guerrillaactivities is to damage or destroy weapons sys-tems. This increases the need for Class VIIsupplies. Forward CSS units may need to rely onother noncombat unit stocks for exchange of ra-dios, small arms, and vehicles. Essential items areissued to units that can reenter battle first. GiveClass VII supplies transportation priority so thatfighting can continue.

Effect on Supply RoutesUse multiple supply routes. This makes it difficultfor guerrilla forces to know where and when to attack.

Effect on Supply TrainsDS units support counterguerrilla operations frombrigade trains. When a division is deployed, CSSunits operate in the DSA. Supply trains providesupplies and services to units in the brigade area.

Jungle regions are potential battlefields. Climate,terrain, and vegetation vary with location. Thejungle environment may include swamps, culti-vated areas, grasslands, or densely forested areas.Dense vegetation, high temperatures, and highhumidity require adjustments in supply supportoperations. Abundant rainfall can slow surfaceresupply operations. Climate and vegetation canrestrict movement, observation, communications,and target acquisition. The degree to which unitsare trained to fight and support in the jungle willdetermine success or failure. FM 90-5 providesguidance on fighting and surviving in the jungle.

Effect on EquipmentLeather, canvas, and rubber are subject to moldand have a tendency to wear out quickly in the jungle.High temperature and humidity may cause equipmentto rot and may aid the growth of bacteria. Equipmentrequires daily cleaning in a jungle environment.

Effect on Supply RequirementsUse unit distribution to deliver supplies directlyto forward companies. Supplies can be movedmore quickly by air from field trains than overland from combat trains. Waterways can also bepart of a transport supply system. However, packanimals or humans are often the only means ofmoving supplies in jungle operations.

Class II. The tropical environment causes Class IIitems to deteriorate rapidly. Use tarpaulins toprotect equipment from the rain. Combat bootsand socks seldom last long. Extra stocks should bestored at supply points. Clothing may requiretreatment with fungicides and might have to beexchanged every five or six days. Wet weatherponcho liners may be needed. Screens and filtershelp keep insects from getting into equipment.

Class III packaged. Since there are only a limitednumber of vehicles forward during jungle opera-tions, supplying Class III packaged items is not agreat problem. Helicopters can supply the forwardpositions with 55-gallon drums of diesel fuel,motor fuel, and fog oil using cargo nets. Protective

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FM 10-27

lubricants, lacquers, and varnishes are required tohelp prevent rust. In jungle operations, require-ments for fog oil increase when tactics call forsmoke measures or smoke screen countermeasures.

Class IV. Construction materials and special bar-rier equipment are heavy and bulky. Using largeamounts of Class IV materials creates transporta-tion problems. Lift helicopters are a practicalmethod of moving these items in a jungle environment.

Class VI. Lotions to protect personnel from insect bitesand poisonous plants are needed in a jungle environ-ment. Personal demand items help to build morale.

Class VII. Major end items need to be protectedfrom a jungle environment. Vehicles need to beinspected frequently. Major end items not in useshould be sent to the rear areas.

Effect on Supply RoutesIn the jungle, supply vehicles are easily ambushed,mined, or booby trapped. Road-clearing and mine-clearing operations should be repeated eachmorning before traffic starts to move. Patrolsprovide security against ambush and attack. Clear-ing vegetation near roads will help prevent ambush.If supply vehicles are ambushed, escort vehicles,combat vehicles, and attack helicopters shouldassist in countering the attack.

Effect on Supply TrainsSupply trains are located in the forward areas.Since most resupply is done by air, the combattrains may be located with the field trains in thebrigade trains area. Combat trains provide rations,ammunition, lubricants, medics, and a mainte-nance element. Field trains provide POL, vehicles,ammunition, rations, and an aid station. Airliftsupply allows fewer supplies to be stockpiled inthe combat trains.

AMPHIBIOUS OPERATIONSAmphibious operations involve assaults fromseacraft or aircraft against enemy shores. Usingsea vessels as bases increases force mobility. Since

forces are gathered aboard ships or in aircraft,there is a less noticeable buildup of troops, sup-plies, and equipment. This gives commanders anedge in choosing where and when to attack. Usinghelicopters and amphibious vehicles to move troopsand supplies from sea bases to attack points requiresdetailed planning and coordination. FM 20-12 de-scribes amphibious embarkation of landing forces.FM 31-12 tells how to plan, prepare, and train foramphibious operations.

Effect on EquipmentWater damage can be a major problem. Properwaterproofing will reduce equipment breakdownand damage. Commanders should set up areas toensure that vehicles and other equipment are re-turned to mission-capable condition.

Effect on Supply RequirementsInitial or assault supplies are carried in amphibi-ous vehicles or helicopters during the assault.These supplies provide initial support for landingforces and operations. Commanders should planon a 5- to 15-day stock of survival and mission-essential supplies. This will allow operations tocontinue until resupply can occur. Weather andsea conditions may hamper resupply operations.Assault supplies should be carefully selected andpacked to allow rapid unloading and distributionand to make the best use of transportation andstorage space. Careful packing will also serve toreduce congestion in beach support areas duringthe early critical stages of the assault. Only lim-ited amounts can be sent as assault supplies.Commanders should ensure that follow-up supplyquantities are increased to make up deficiencies.Resupply levels need to be high enough to lessenthe need for air delivery of emergency supplies.When setting resupply levels, commanders shouldincrease those supplies needed by CSS units aswell as those needed by combat or CS activities.Assault teams submit requests for emergency sup-plies to the division. Emergency supplies areairlifted to the landing area or beachhead or placedon floating dumps.

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Class II. The environment that amphibious forceswill face upon landing determines the need for anincrease or decrease in Class II supplies. In mostcases, units should consider increasing clothingand individual equipment and waterproofing substances.

Class III packaged. The quantity of Class IIIpackaged supplies which units need to stock de-pends on the area in which the amphibiousoperations take place. As a rule, large quantities of55-gallon drums of diesel and motor fuel are needed.Protective lubricants are needed to prevent rust.

Class IV. Units need increased amounts of con-struction materials and barrier equipment duringamphibious operations. Use these materials tosecure the beachheads and build temporary stor-age areas and shelters. Class IV stockage dependson the mission and the number of combat unitsassigned to accomplish the mission.

Class VI. Issue personal demand items as soon aspractical to build up morale. As a rule, these itemsare in Class I ration supplement sundries packsissued with subsistence. If more items are needed,units may contact medical support companies.

Class VII. Salt water can deteriorate and severelydamage Class VII items. Commanders must planfor replacement items for all mission-essentialequipment as well as possible airlift of essentialitems. Units should try to get as many replacementitems and repair parts as possible from cannibalizingcaptured enemy equipment or nonreparable US items.

Effect on Floating DumpsFloating dumps are supply points made up oflanding craft and amphibious vehicles. Shore par-ties depend on floating dumps until enough itemscan be stocked at the beachhead or until resupplyoperations can begin. When landing craft are avail-able, commanders should request them. Their speedincreases mobility. Landing craft are loaded withsupplies and equipment which shore parties needto carry out and sustain operations. There may be 6 to10 floating dumps per assault landing team. Each dump

should carry a basic load of mission-essential andsurvival supplies and equipment. Supplies aredelivered to the shore parties as they are needed.

COLD WEATHER ANDMOUNTAIN OPERATIONS

Cold weather and mountain operations pose aspecial challenge to CSS units. Winter and moun-tain weather increase the time required to performsupply support. Mobility in mountain or coldweather areas is difficult. Proper equipment isvital to successful operations. FMs 9-207, 31-71,and 90-6 provide guidance on mountain and coldweather operations. They describe how CSS unitscan plan for and support operations in this weather.

Effect on EquipmentCold weather, high altitudes, and rough terrainrequire special clothing and equipment. ArmyBDUs and combat boots wear out quickly in rockyterrain. Adequate stocks of clothing must be avail-able to replace damaged and worn-out items.

Effect on Supply RequirementsIt may be necessary to disperse support units inmountainous terrain. Though this reduces vulner-ability, it increases local security and commandand control problems. To ensure a continuousflow of supplies, CSS units must be well protectedagainst ground and air attack. Unit distribution isoften used in mountain operations. Deliver sup-plies as far forward as terrain and weather permit.Communication is limited. Airfields, good roads,and railroads are also limited. Their scarcity ham-pers supply flow. You may need pack animals,tracked vehicles, sleds, and skis to deliver sup-plies. Successful supply operations requireflexibility and advance planning on the part oflogisticians and supply class managers.

Class II. Rugged terrain increases the need forreplacement of clothing, boots, and other personalitems. Cold weather items such as parkas, liners,mitten inserts, sleeping bags, and goggles are alsoin high demand. White coverings or cold weather

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FM 10-27

camouflage nets simplify the camouflaging of troops,equipment, and supplies in snow-covered areas.

Class III packaged. Increased stocks of Class IIIpackaged lubricants, antifreeze, and fuels areneeded. Tanks operating in mountainous terrainneed 30 to 50 percent more fuel and coolant. Fuelcans are frequently required to refuel vehicles inforward areas when terrain conditions restrict theuse of tank and pump units. Class III packagedgoods should be constantly checked for packagewarping and product deterioration resulting fromtemperature changes. Since smoke screens last longerunder extreme cold conditions, less fog oil is required.

Class IV. Using local materials reduces Class IVneeds and demands on the transportation system.Mountainous areas often contain trees which canbe used to erect fortifications and barriers andprepare cold weather shelters.

Class VI. Lip balm and skin lotion are needed.They combat the effects of cold weather.

Class VII. Transporting large end items to for-ward units is difficult in cold weather and mountainousareas. Therefore, emphasize maintenance, repair, and

return to user of such items rather than the use ofreplacement end items.

Effect on Supply RoutesRoutes to and through supply train areas are im-portant when deciding on site selection.Establishing a number of supply routes will helpreduce the amount of traffic and lessen the chanceof enemy attack. Cold weather or a mountainenvironment often provides ideal terrain for en-emy attacks and ambushes on supply route traffic.Enemy units can be dropped by air or can infiltratefrom the rear to seize important road junctions. Itmay be necessary to establish route patrols andobservation posts to secure MSRs. Observationposts along supply routes should have surveil-lance devices to help improve the ability to operatein bad weather and at night.

Effect on Supply TrainsLocate supply trains as far forward as possible. Toincrease dispersion, battalion trains are dividedinto combat and field trains. Combat trains may beset up in valleys or ravines on the near slope of theterrain that the unit is occupying. Keep trainssmall and mobile so they can be relocated quickly.

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FM 10-27

CHAPTER 2MANAGING GENERAL SUPPLY SUPPORT

Section IMANAGERS AND MANAGEMENT OBJECTIVES

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GENERAL SUPPLY ITEM MANAGERSGrouping items into classes and materiel catego-ries enables managers to provide better support toour forces. Position 1 of the materiel categorystructure code on the AMDF identifies who haswholesale managerial responsibility for an item.Item managers for supply Classes II, III packaged, IV,VI, VII, IX, and X are listed in Table 2-1, page 2-3.Item managers must consider a variety of supplydata and supply management areas in the perfor-mance of their duties. In addition to the uniquecharacteristics of the supply class for which theyare responsible, item managers must be concernedwith the following:

Operating levels, safety levels, and ROPs.Criteria to add and retain items in stock.Management controls which may be imposed.Equipment authorizations (Class VII only).Authorized war reserve levels.Projected activity levels and consumption

rates.Capacity of automated systems to generate

demand and asset data.Ability of the using unit to prepare formal

requests.Funding ceilings.

SECONDARY ITEMS MANAGEMENTSecondary items include Class I, II, IV, and IXitems and maps. There are approximately 3.5 mil-lion secondary items in defense supply systems.They amount to approximately 80 percent of allArmy-managed items and about 47 percent of allitems used by the Army. Approximately 300,000secondary items are stocked in CONUS depots.About 90 percent of these items have an annualacquisition value of $5,000 or less.

SUPPLY STOCKAGE OBJECTIVESAR 710-2 prescribes stockage objectives for thetheater of operations in terms of DOS. The theaterarmy commander prescribes levels for the combatzone and the COMMZ. DSUs in the BSA stock anRO of 10 DOS and ROP of 7 DOS. In mobilesituations, divisions may maintain only those sup-plies needed to sustain operations until more suppliescan be delivered. If mobility is not impeded, anadditional small stock of reserve items may bemaintained to cover interruptions in supply sched-ules. DSUs in the DSA, COSCOM, and TAACOMstock an operating level of 30 DOS and an ROPconsisting of a 5-DOS safety level and actual OST.Theater army GSUs maintain 5 to 10 days of all classesexcept Class II and IX items delivered by ALOC.Details on supply levels are in ARs 11-11 and 710-2.

SUPPLY PERFORMANCE OBJECTIVESAR 710-2, Chapter 1, prescribes a series of supplyperformance objectives and management levelsfor SSAs below the wholesale logistics level.Objectives set by AR 710-2 are attainable goalsunder normal operating conditions. Managementlevels are acceptable ranges of performance. Theyare expressed as percentages or upper and lowerallowable limits. Performance NOT in the allow-able range should receive intensive management.The formulas, supply objectives, and manage-ment levels in AR 710-2 have been developed toenable

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managers to monitor the following:Demand satisfaction.Zero balance with due-outs.Inventory accuracy.Materiel release denial rate.Receipt processing.Request processing.

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This is

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Location survey.Mobility index, forward and rear.Excess cycle.Disposition excess indicator.Automated system cycles.SSSC or QSS zero balance.Inventory adjustment rate.High-priority requisition rates.

DS4 Supply PerformanceReport (PCNAGL-C17)

the key management report for measuringsupport provided to customer units. The reportgives the percent of demand satisfaction and num-er of demands. It also gives balance statistics onthe number of ASL lines (less QSS and SSSC). Itlists statistics for each DSU and for the division asa whole. (NOTE: The balance file statistics are a“snapshot” of the ABF as of the date the report isprepared.) A separate page is prepared for ClassIX common, aircraft, and missile items as well asfor Class II, III packaged, and IV. Entries areexplained in TM 38-L32-13. The supply perfor-mance report is a weekly or monthly report.

DS4 Stock Status ReportList (PCNAGL-C21)

The item manager generates this report weekly.The stock status report lists balances for all ASLand non-ASL items and levels computed for ASLitems. This report is the primary source for man-agement and catalog data on ASL and NSL itemswith on-hand balances. Managers may use it toidentify problem areas and imbalance conditions.This includes due-outs with assets on hand, due-outs with no due-ins, zero balances with no due-ins, and excess quantities of unserviceable items

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on hand. Since the DS4 stock status report list isthe basic management document that lists all as-sets on hand, it is essential to continue operationswhen a system failure occurs.

SAILS ReportsThese reports are intended to be produced on amonthly basis and give all supply actions whichoccurred during a specified control period, or as ofthe report’s cutoff date. Separate reports are pro-duced for secondary and PA items and for medical andnonmedical activities. These reports provide statisticaldata required to do the following:

Evaluate the supply activity managementperformance for secondary and PA items.

Evaluate the supply activity performanceagainst established standards.

Evaluate the supply activity support ofauthorized customers and evaluate the supply ac-tivity support from its source of supply.

Determine the supply activity actual workload and identify potential and actual problemsthat may occur in providing required support.

DIRECT SUPPORT SYSTEM AND AIRLINES OF COMMUNICATION

In wartime, DSS and ALOC, described in FM 38-725,provide rigid OST standards for each segment ofthe requisition processing cycle. DSS and ALOCOST objectives are listed in FM 38-725 and inAR 710-2. By knowing the OST objective, therequisitioner can take action to help resolve problemsand to ensure that orders are received within the re-quired time. Requisitioners can send a DSS and ALOCproblem flasher message to the Commander, US ArmyMateriel Command, ATTN: AMCSM-MTS-D, 5001Eisenhower Avenue, Alexandria, VA 22333-0001.

FM 10-27

Section IIREQUIREMENTS FOR GENERAL SUPPLIES

REORDER POINTThe ROP helps managers maintain the RO andavoid out-of-stock conditions. When the ROP isreached, stock replenishment action should betaken. An ROP must be set for all demand-supported items. Managers should check the ROPquantity with the current asset position of an itembiweekly. This check ensures that an item does notreach an unfavorable stock position.

WAR RESERVE REQUIREMENTSClasses I, II, III packaged, IV, VII, and IX andmaps may be included in war reserve stocks. Warreserve levels are computed according to AR 11-11.AR 710-1, Chapter 8, describes basic unclassifiedmateriel management policies and procedures forcomputing war reserve requirements. It also refer-ences classified directives and USAMC plans usedto compute requirements.

General Supply Usage or Consumption RatesThe amount of war reserve stocks that must beprocured and retained is based in part on usage andconsumption rates. Use and consumption rates forchemical items are provided by the Deputy Chiefof Staff for Military Operations. Rates for otherClass II items are provided in supply bulletins andby materiel readiness commands and TRADOC.Expected wartime use of Class III packaged isfound by adjusting current average peacetimemonthly demands. Class IV use is based on thetheater barrier plan. Class VII requirements arebased on wartime replacement factors. Map re-quirements are determined by the S2 or G2 incooperation with the S3 or G3.

Secondary Item RequirementsThe item manager manages secondary war reserveitems until they are issued to the field. Item man-agers are listed in Table 2-1, page 2-3.Procurement appropriation-funded secondaryitems. The materiel readiness commands advise

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oversea commands of the total computed require-ments. They also inform oversea commands whenshortages have been found so that requisitionsmay be placed on the supply system. No requisi-tion funding is required when shortages of theseitems occur.

Stock fund secondary items. Materiel readinesscommands also compute requirements for stockfund secondary items for oversea commands.Oversea commanders must find these requirements.

War Reserve Stockage List

The war reserve stockage list may be used todetermine sudden mobilization requirements. AR710-1, Chapter 8, lists criteria for including anitem on the war reserve stockage list. The listidentifies the commodity manager responsible forthe item and the supply class. Section I of a warreserve stockage list groups items by commoditymanager in LIN sequence. Section II lists POL,expendable items (except ammunition), and itemswithout a LIN. Those items are grouped by com-modity manager in NSN sequence. An “X” indi-cates that the item is authorized for stockage in thespecific command.

CONSUMPTION RATES ANDPLANNING FACTORS

Use consumption rates and planning factors todetermine requirements for a given operation.They can be expressed as ratios, rates, lengths oftime, or consumption quantities. They will varybecause of differences in the types and intensity ofoperations, types of units, force structure, terrain,climate, and geographic area. AR 700-8 cites theproponents responsible for developing basic con-sumption rates and planning factors. The US ArmyCombined Arms Support Command, Fort Lee,Virginia, has primary responsibility for developing

FM 10-27

basic logistics planning factors. The US ArmyQuartermaster Center and School, Fort Lee, Virginia,is responsible for developing logistics planning doc-trine for Class I, II, III, IV, VI, VII, and IX supplies.

SUPPLY AND STORAGE REQUIREMENTSDISCOMs, COSCOMs, TAACOMs, andTAMMCs determine quantities of each item re-quired within their commands. Requirements arebased on tactical plans, demand data, previousexperience, troop strength, supply level or DOS,and item density.

Initial RequirementsSupplies required for the initial period of opera-tions are based on the following:

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TOE.TDA.Equipment modification lists.Authorization documents (CTAs).Troop strength data.Type of conflict (short and intense or

sustained).

Replacement or Consumption RequirementsThese include the supplies needed to keep initial equip-ment at authorized quantities. They replenish itemsexpended, lost, contaminated, or destroyed. Theserequirements depend on the following:

Authorized DOS.Troop strength.Revision of consumption rates or replace-

ment factors.Changes in forces supported.Seasonal and other requirements.

Requirements FormulasFM 101-10-1/2 lists the formulas to use to esti-mate supply, resupply, storage, and supply levelbuildup requirements. Use the formulas when boththe strength to be supported and the level ofsupply or DOS needed are known. Consumptionrates used in the formulas may vary considerably,depending on force structure, mission, area ofoperation, and intensity of combat. These rateswill need to be adjusted to the type of conflict,level of operation, strength of the opposing force,and tactical situation.

Section IIISUPPLY SUPPORT SYSTEMS

DIRECT SUPPORT UNIT STANDARDSUPPLY SYSTEM SUPPLY SUPPORT

DS4 automates routine supply procedures for di-visional and nondivisional units. The system isdesigned for management of Class II, III pack-aged, IV, VII (ORF), and IX items. The DMMCcan manage stocks in 10 DSUs. Nondivisionalunits have a stock control section and storagefacility which uses DS4 procedures and an organicminicomputer to manage DSU stocks.

RequestUnits submit prepunched DA Forms 2765 to theirsupporting DSUs. An initial supply of two

prepunched request cards is provided for eachitem on the unit PLL. Replacement cards areprovided as requests are received. If a prepunchedDA Form 2765 is not available, units must preparethe card manually. TM 38-L32-11, Chapter 3,shows divisional and nondivisional unit supplypersonnel the procedures to request supplies.

ReceiptTM 38-L32-12 has details on how to processreceipts. Non-DSS shipments should be processedaccording to DA Pamphlet 710-2-2. Forward support

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DSUs receive items from main or other forward on DA Form 2765 or DD Form 1348-6. Input cardDSUs on a machine-generated MRO. When the formats are covered in TM 38-L03-21-1. DSUsitem is received and stocked, the MRO is con- and GSUs are provided with prepunched DA Formsverted to a materiel receipt card and returned to 2765 for submission to the MMC. A prepunchedthe MMC or to a materiel receipt card stock con- card is provided each time a request for a recurringtrol section. issue is received from the DSU or GSU.

IssueAs a rule, requests are sent to the supporting DSUor stock control section for routine machine pro-cessing. MMCs may also direct main DSUs toissue replenishment stocks to a supported unit orto a unit supported by another forward or mainDSU. TM 38-L32-12 shows DSU storage person-nel how to process MROs.

Turn-InTMs 38-L32-11, 38-L32-12, and 38-L32-13 de-scribe procedures and forms for processing turn-ins. Using units turn in excess items to the sup-porting DSU that handles the item. The MMC orstock control section identifies excess items in

ReceiptDSS receipt cards are processed according toTM38-L03-19, Chapter 14. TM 38-L03-17, Chap-ter 3, describes procedures used by stock control activi-ties to process receipts. Unit receipt procedures are inTM 38-L03-19, Chapter 7. Documents received withsupport supply shipments may include–

An MRO (DD Form 1348-1).An in-transit data card.An in-transit receipt detail card.A materiel receipt acknowledgment card.A replacement in-transit data card (DA Form

2765).

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forward and main DSUs. Machine-generated IssueMROs direct storage sections to turn in excess The basic issue document is the MRO (DD Form 1348-1).items to higher sources of supply or the division’s The MRO may be marked to show materiel releasemain ASL. Materiel release confirmations are sent confirmation, denial, or reversal. Issue card formats areto the MMC or stock control section to update the covered in TM 38-L03-21-1. Issue procedures are cov-availability balance files. ered in TM 38-L03-17, Chapter 7.

DS4 Contingency ProceduresWhen each day’s processing is completed, thecyclic files at each computer site should be put onbackup tapes. Store this backup set of tapes awayfrom the primary ADP site.

STANDARD ARMY INTERMEDIATE LEVELSUPPLY SUBSYSTEM SUPPORT

SAILS is used to process requirements for generalsupplies at echelons above division. SAILS auto-mates processing for Class II, III packaged, IV,VII, and IX supplies as well as bulk Class III andselected Class VI materiel. System controls per-mit selective management of individual items.SAILS output transactions are compatible with DS4.

RequestTM 38-L03-19, Chapter 4, shows how to prepareand process requests. Supply requests are submitted

Turn-InRecoverable items and supplies are turned inthrough the same channels from which they wererequisitioned. If the situation makes this imprac-tical, the commander may establish a turn-in point.TM 38-L03-17 tells COSCOM DSUs and GSUshow to process unit returns. TM 38-L03-19 coversDSU turn-ins to the stock control activity.

ContingencyAt the end of each day’s processing, all systemfiles at each computer site should be put on tape.The tapes should be stored away from the com-puter site, preferably with a sister computer sys-tem. If one of the computers becomes inoperative,the remaining equipment should be used to per-form essential supply functions (request, receipt,store, issue, and edit). If several computers become

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inoperative, supply actions may be processed on de-vices at storage sites. Supply requirements may befilled or passed to the next supply echelon(TAMMC or CONUS). After the computers arerepaired or replaced, the master files should berebuilt using storage site files.

STANDARD PROPERTY BOOKSYSTEM-REDESIGNED

The SPBS-R is a fully interactive, menu-driven,automated property accounting system. It oper-ates in a centralized or decentralized mode when-ever there is a requirement for property account-ability or asset visibility of major items of equip-ment. SPBS-R can enhance combat readiness,reduce cost, provide instant supply managementinformation, and protect commanders from re-ports of survey by providing accurate records ofproperty accountability. The system also--

Allows DMMC to manage all propertybook accounts for assigned or attached units loadedfor asset visibility support.

Provides asset visibility support to corps,US Army Reserve, and ROTC units and activitieswhen directed by the MACOM.

Provides a consolidated property and hand-receipt listing as required. The system provides 35other output reports and listings for managementof property accountability.

Interfaces with other automated logisticalsystems.

Removes property book records of trans-ferring units and activities from its files by meansof processing a single transaction. Units and ac-tivities being transferred will be provided theirrecords on floppy diskettes. The gaining propertybook team will upload these diskettes.

STANDARD ARMY RETAIL SUPPLYSYSTEM SUPPLY SUPPORT

A standard Army retail supply system will replaceDS4 in divisional and nondivisional DSUs andSAILS at corps and echelons above corps. SARSSwill provide automated stock record accountingand supply management for Classes II, III packaged,

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IV, VII (ORF), and IX throughout the theater ofoperations. It is being designed so that no major—change will be required during mobilization forwar. SARSS is divided into various levels.

SARSS Level IThis level will perform stock record accountingfor division and separate brigade DSUs.

SARSS Level IISARSS Level II is divided into two separate sub-systems. SARSS IIA maintains asset visibilityand directs lateral issues among its subordinatesupply activities. SARSS IIB performs non-time-sensitive functions such as document history analy-sis, catalog update, and stockage levels computation.

AUTOMATED BACKUP PROCEDURESLoss of information hinders the supply mission.Power failures or electromechanical problems cancause ADP equipment outages. ADP equipment orMMCs may be damaged or destroyed as a result ofenemy action. However, units still need supplies,and DSUs still need to supply their supportedunits. Use the following procedures during equip-ment outages.

Short-Term OutageDuring outages of 72 hours or less, units shouldcontinue to follow standard procedures and sub-mit requests to their DSU. In turn, DSUs shouldfollow standard procedures in dealing with theirMMC or stock control section. High-priority re-quests and requisitions should be processed manu-ally as a postpost transaction. DS4 backup proce-dures are covered in TM 38-L32-13. During theoutage period, DSUs should--

Issue stocks to units arriving at the storagesite with high-priority requisitions until all stocksare depleted.

Issue stocks for low-priority requisitionsafter 48 hours. Depending on stockage levels,low-priority transactions may be held until theend of the outage period.

Receive and store all deliveries.

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Prepare paperwork needed to transmit thedata to the MMC or stock control section when theinformation flow is reestablished.

Complete all processing actions previ-ously received from the MMC.

Long-Term OutageDuring long-term outages, supply operations mayhave to be transferred to a similar or replacementsystem or to an alternate MMC using COOP pro-cedures. Machine time can be shared. The MMCor stock control section should run only essentialprocesses. If replacement ADP equipment can beset up, hold input documents that can be delayedto run at that time.

MANUAL SUPPLY SUPPORTIn war, automated supply systems are vulnerableto disruption, damage, and destruction from en-emy action. MMCs are prime targets. The electro-magnetic pulse of nuclear explosions can affectcomputer tape disks. Nothing can be done on thebattlefield to harden equipment against electro-magnetic pulse effects. This problem must beaddressed in the design and manufacturing stage.However, contingency and backup procedures existto ensure continued supply support during out-ages and equipment failures. During short-termoutages, low-priority transactions may be helduntil the end of the outage period. However, high-priority requests and requisitions will have to beprocessed manually. During long-term outages,the MMC may order that requests or requisitionsbe prepared manually until computer operationscan be transferred to an alternate site or untildocuments can be run on replacement equipment.

RequestDA Pamphlet 710-2-1 describes manual requestprocedures for using units. DA Pamphlet 710-2-2tells DSUs and GSUs how to process requestsfrom units. Supply support activities without ADPequipment follow the MILSTRIP in AR 725-50.Units submit requests to their DSU. Requests maybe sent by courier, electrical message, telephone,or radio. DSUs and GSUs send requisitions to the

supporting MMC. AR 725-50 shows how to prepare therequired forms and how to process the requisitions.

ReceiptReceipt and shipping documents should accom-pany received supplies. Using units maintain adocument register and process receipt documentsaccording to instructions in DA Pamphlet 710-2-1.DSUs and GSUs process receipts according toinstructions in DA Pamphlet 710-2-2 and AR 725-50.Each container, package, or document number in acombined DSS shipment should have a corre-sponding DD Form 1348-1, transportation ship-ping document, and materiel receipt acknowledg-ment card. Supplies received from commercialsources usually have an accompanying DD Form 250or DD Form 1155.

IssueAR 725-50 and DA Pamphlet 710-2-2 show how toprocess MROs.NOTE: According to AR 710-2, MROs with PDs01 through 03 and NMCS MROs must be pro-cessed within 24 hours of the time that they arereceived. This is on a seven-day workweek, 24hours-a-day basis. MROs with PDs 04 through 15must be processed within two days on a regularworkweek, regular shift basis.

Turn-InUsing units turn in items to the supply supportactivity that would normally issue them. DSUsturn in excess items to corps GSUs. All otherserviceable or unserviceable reparable, excess itemsare to be sent to a theater collection and classifica-tion point. Combat-loss reports support itemsdropped from property records.Using units. Using units turn in items on DA Form 2765-1.They use the procedures in DA Pamphlet 710-2-1.They use DA Form 2765-1 to turn in items that hadhidden defects and items that were not requested.They turn in salvage items on DD Form 1348-1.

DSUs and GSUs. These units process unit turn-inson DA Form 2765-1, following procedures inDA Pamphlet 710-2-2, Chapter 14. They turn inexcess items to the supply source using DD Form 1348,

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DD Form 1348M, or DD Form 173/1. AR 725-50,Chapter 7, tells how to prepare and process these forms.

WARTIME PROPERTY ACCOUNTABILITYIn times of war or emergency, wartime account-ability procedures may be relaxed. The Secretaryof the Army approves wartime accountability.

Using Unit ModificationsThough property book accounting remains in ef-fect for OCIE, postings do not have to be sup-ported by documents. In addition, hand receipts

are not required. For all other organizational property,property book accounting is reduced to maintaining arunning balance of equipment on-hand. Documentfiles are not required. Instead, on-hand quantitiesare supported by combat-loss reports and dailylogistics status reports.

Supply Support Activity ModificationsThough accounting records and files must con-tinue to be kept, vouchers which support entriesdo not have to be kept after posting is done.Summary accounting techniques apply.

Section IVSUPPLY ASSISTANCE

LOGISTICS INTELLIGENCE FILEThe LIF is an on-line computerized data base. Itcentralizes the collection, correlation, and retrievalof supply and transportation data on Army-sponsoredrequisitions placed on the wholesale logistics sys-tem. The LIF is maintained by the AMC LogisticsControl Activity. The purpose of the LIF is tofurnish supply and transportation pipeline progress of a requisition from the time it is sent through theDAAS to the time materiel is received and postedto the accountable record at the requisitioningactivity. The requisition status, receipt posting,reject customer cancellation, and transportationlift notices are recorded in this file. The LIFprovides complete historical information on eachrequisition. It is used to measure DSS perfor-mance and focus management attention on spe-cific pipeline segments needing improvement. Thedata base does not include Class I or III. Custom-ers may use a number of modes to access the LIFdata base for requisition status. See AR 725-50,DA Pamphlet 700-30, or FM 38-725. Requisitiondata can be provided daily or at a set interval. Youmay send urgent inquiries via DSN or prioritymessage.

SUPPLY ASSISTANCE REQUESTAny command echelon may request assistance onrequisitions with PDs 01 through 08. AR 725-50 tellshow to request such assistance. Figure 2-1, page 2-11,

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shows a sample request on DD Form 173/2. Therequest must not exceed seven document num-bers. The first line of message requests mustcontain the words, “Supply Assistance Request.”Supply sources are the only activities that maysend requests to storage activities. They may re-quest that storage activities--

Check on the status of requisitions.Support requirements in a more timely

manner.Substitute or interchange items.Release or cancel back-ordered requisi-

tions.Divert a shipment.

MANAGEMENT INFORMATIONRESEARCH ASSISTANCE CENTER

CDA provides worldwide “HOTLINE” manage-ment data research assistance. The MIRAC is anextension of the cataloging and data bank serviceoffered by CDA. It is manned by an experiencedstaff oriented to item identification and supplymanagement data problems. Its personnel can helpanalyze problems and obtain solutions on items ofsupply. They can verify NSNs, unit prices, unitsof issue, and other data found in the AMDF.MIRAC personnel answer telephones from 0715to 1545 Eastern time, Monday through Friday. Duringnonduty hours, telephone answering equipment

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calls from worldwide locations. MIRAC personnelrespond to these inquiries the following workday.Replay messages can be recorded on the telephoneanswering equipment for overseas callers who arrangefor this service and who call back after normal CDAduty hours. Call DSN 977-7431 or WATS (717) 770-7431. MIRAC can be reached by electronic mail usingthe MIRAC address at AMC HQ. Include--

Item name and NSN (or description).Reference publication.End item application or manufacturer’s

code and part number.Point of contact and telephone number.Information needed.Complete address, including office sym-

bol, of requesting agency or activity.

REMOTE TERMINAL ACCESSINQUIRY SYSTEM

The RTAIS provides access to users of AMDF andrelated logistics management data. The RTAISpermits over 125 different types of computer ter-minals to directly access the AMDF through vari-ous telecommunications lines. This includes a “1-800” service and the Defense Data Network. Itdoes all this at little or no cost to the user, asopposed to the substantial fees charged by com-mercial vendors providing similar services. Inaddition to NSN, LIN, and reference number in-formation, other types of data such as commercialand government entity and search for characteris-tics data are currently available. Component listdata, hazardous materiel data, inquiry by nomen-clature, inquiry for DIDS data for non-Army NIINqueries, and inquiry for automatic return items areavailable through this system.

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CHAPTER 3PROVIDING CLASS II, III PACKAGED, AND IV SUPPLIES

Section IMANAGEMENT

ISSUE CONTROLSBecause of high cost and the possibility of unfore-seen demands, Class IV items (and some Class II)may be placed under controls not applied to otherclasses of supply. These controls include selec-tive stockage and command approval of itemsbefore they are issued.

Selective StockageThe MMC selects the type and amount of items tobe stocked at supply points. As a rule, these itemsare stocked only after they have been requested aset number of times in a given period. This pre-vents large inventories that would impede mobility.

Command ApprovalIssues must often be controlled if items in shortsupply are to be on hand for priority requests.Expensive, highly technical, or scarce items areoften placed on regulated or command-controlledlists. Items on these lists are critical to a localcommand for an indefinite period. Division com-manders may compose a list of command-controlleditems critical to their command. Command ap-proval is required before an item on this list can beissued. Requests for the item must be sent throughchannels to the commander who made the list. DAprints the lists, and only the commander whoinitiated the list may take an item off the list.

MOBILITY CONSTRAINTSThere are specific mobility requirements that ap-ply to DSUs and their subordinate elements. TheASL mobility index is the percentage of the totalcube of essential stocks that can be transported inone lift with transportation assets that are organicto the DSU. Mobility requirements are in AR 710-2.All ASL items that can be stored in bins must betruck- or van-mounted. DSU forward elements

supporting a brigade (maintenance company orsupply company, FSB) must be able to move 90percent of their ASL items within 30 minutes andthe remainder within 4 hours. All DSU elementssupporting division or large combat units must be50 percent mobile in one lift and must be able tomove the remainder of their ASL by shuttle. Weightand cube data are listed on the AMDF and can beprovided by ADP equipment. If corps transporta-tion assets are not dedicated, DSUs need to re-quest transportation from their battalion. Requestswould then be passed from the DISCOM MCO tothe COSCOM MCO. He coordinates with theDTO who then coordinates with the COSCOMMCT or MCC.

CLOTHING AND TEXTILEREPAIR CONSTRAINTS

The decision on whether or not to repair a clothingor a textile item is based on the total cost to repairthat item. For personal clothing items to be eco-nomically reparable, the cost of repair must not bemore than 35 percent of the cost of the item. Fortextile items, the cost to repair the item must notexceed 65 percent of the cost of the item. Therepair cost includes labor, materials, transporta-tion, and overhead. The theater commander mayneed to publish a repair policy that would relaxthese repair limitations for critical items and itemsin short supply.

PROCUREMENTMost secondary items are procured with stockfunds. A MAT CAT code enables the requisitionerto know if funds are required to requisition theitem. It also identifies the type of funds used toprocure the item locally. A requisition for stock-funded or OMA-funded items requires that the

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requester have OMA funds and the requisitioner item is procurement appropriation-financed. Thishave either OMA funds or stock fund obligation means that it is generally a free issue. The thirdauthority available. An alphabetic character in the position of the code shows whether an item issecond position of the MAT CAT indicates that an reparable or nonreparable.

Section IICLASS II SUPPLY REQUIREMENTS

CLOTHING, INDIVIDUAL EQUIPMENT,TENTAGE, AND ADMINISTRATIVE AND

HOUSEKEEPING SUPPLIESThere are over 100,000 Class II items listed in theAMDF. Class II items include clothing, indi-vidual equipment, tentage, organizational tool setsand kits, hand tools, and administrative and house-keeping supplies and equipment. Parkas, combatboots, general-purpose tents, general mechanictool sets, hammers, file cabinets, and paper towelsare examples of each type. Class II also includesNBC-related items. Class II subclasses are identi-fied in Appendix B. The Defense Personnel Sup-port Center procures and manages most of theClass II clothing and individual equipment usedby the Army.

Authorized Clothing AllowancesCTAs 50-900, 50-909, and 50-970 list basis ofissue allowances for Class II items. Clothing al-lowances for contingency plans and mobilizationmust conform with that shown in the “ActiveArmy-Mobilization” column of CTA 50-900. Theonly exceptions to this are special issue and cloth-ing allowances authorized by special lists or move-ment orders. Mobilization clothing allowancesare mandatory. However, because of existing cli-matic conditions, commanders should use cautionin prescribing full clothing allowances through-out a given command.Discretionary allowances. An additional allow-ance may be authorized by movement orders forthe health and comfort of soldiers assigned duty incertain climatic zones. Parka liners and mitten insertsare examples of discretionary items authorized for

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operations in cold climates. Discretionary allow-ances are listed in CTA 50-900, Appendix I. Theyare issued at the discretion of the major com-mander or major Army subcommander. The au-thority to issue discretionary items may be del-egated to subordinate commands.

Contingency force allowances. When allowancesare considered inadequate for possible deploy-ment to a specific zone of operation, contingencyforce commanders may obtain approval from DAto modify the allowances listed in the “ActiveArmy-Mobilization” column of CTA 50-900. Anadditional canteen and canteen cover for hot desertareas is an example of a special allowance which maybe authorized to meet contingency force requirements.

RequirementsRequirements for clothing and individual equip-ment are based on seven climatic zones. Thesezones are explained in CTA 50-900, Appendix D.Clothing may also be issued on the basis of MOSslisted in CTA 50-900, Appendix F. The theater orcontingency force commander or the FORSCOMor readiness command commander designates thoseitems in the “Active Army-Mobilization” col-umn of CTA 50-900 which are to be worn orcarried and those which are to be transported. Re-quirements for other items of Class II, such as admin-istrative supplies, are based on unit, organization, oractivity needs. CTA 50-970 lists initial issue andinitial stockage levels for expendable and durable

FM 10-27

items. Replenishment quantities must be based ondemands and anticipated requirements.

Consumption RatesIn 1987, FM 101-10-1/2 listed the consumptionrate for Class II as 3.67 pounds per person per day.The rate may vary depending on force size.

BASIC AND OPERATIONALLOAD REQUIREMENTS

MACOMs designate the units which must keepbasic loads of Class II supplies. Basic loads sus-tain operations in combat for a prescribed numberof days. The method for determining the stockagelevel will be prescribed. AR 710-2, Chapter 2,authorizes up to 15 days stockage of expendableCTA 50-970 Class II operational load items tosustain peacetime operations. A seven-day levelshould be enough when operational load items arealso available through an SSSC. Operational loadsupplies may be moved into combat if transporta-tion assets are available after essential lift re-quirements are met.

Responsibility and AccountabilityThe commander is responsible for durable itemsin the basic load. Hand-receipt procedures areused to assign responsibility for durable items butare not required for expendable items. Propertybook accountability is not required for durableand expendable Class II basic load items.

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ReplenishmentBasic load items must be on hand or on order at alltimes. Replenish these items as they are used.

RecordsThough property book records are not kept forClass II durable and expendable items, maintainrecords of demands for basic load items. Docu-ment registers must also be kept, but post only thedocument number, description, quantity, and date.

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Load ListA list of Class II basic load items must be on fileat the using unit. Give a copy of the initial list tothe SSA. Give list changes to the SSA after thefirst and every other periodic review. Prepare anew list for the using commander’s approval, and

send it to the SSA after the second and every otherperiodic review.

INVENTORY REQUIREMENTSAR 710-2, Chapter 2, requires that all items beinventoried at least annually. Inventory Class IIbasic load items during the regular review period.Inventory durable items in Class II operationalloads annually or upon change of responsibility. Inven-tory components when the end item is inventoried.

Property Book ItemsAccount for Class II items on property books.Account for items in the “authorized column” ofauthorization documents when the quantity in therequired column is less than that authorized. Ac-count for CTA 50-900 items (except insignia andinitial and supplemental clothing issued accord-ing to AR 700-84). Account for CTA 50-909 itemsand on-hand or on-request nonexpendable specialtools and test equipment authorized by an MTOE,a TDA, a JTA, or a CTA and which are listed in aTM or which are not separately type-classified.AR 710-2 requires that property book items beinventoried--

Upon receipt. (The receiving person must con-duct a complete inventory.)

Prior to being turned in.When issued on a hand receipt. (The receiving

person must conduct a complete inventory.)Upon change of responsible officer.Upon change of PBO.When directed by the commander.During the required annual property book in-

ventory.During the annual responsible officer inven-

tory.When property books are kept at other than the usingunit level, the PBO may require a cyclic, monthly,quarterly, or semiannual inventory in place of therequired annual inventory. The PBO must conduct anannual inventory of items not issued on hand receipts.

OCIEOCIE must be inventoried when the soldier has beendropped from the rolls, hospitalized, hospitalized for

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more than 60 days (and OCIE was not previously the tactical situation. Requirements for using unitsinventoried), ordered to permanently change sta- to perform inventories cease in wartime. Invento-tion while on emergency leave, or placed in an ries should be taken merely to determine the quan-absent-without-leave status. tity on hand and the condition or status of prop-

erty. However, these inventories do not have to beWartime Inventories documented. If the situation allows, a cyclic in-

Inventory requirements during actual wartime con- ventory may be conducted. Though discrepancies shouldditions depend on the level of organization and be recorded, they do not have to be reported.

Section IIIMAP SUPPLY SUPPORT

INITIAL ISSUESince a large percentage of logistical planning isdone using maps, a major requirement for anyoperation is an adequate supply of maps. Require-ments vary depending on force structure, probableduration of planned operations, quantity of mapstocks set aside for the task force, quantity in unitbasic loads, and anticipated battlefield mobility.The initial issue of maps for three corps (12divisions) ranges from 2.7 to 3 million copies(weighing from 135 to 150 tons). However, theDefense Mapping Agency shipped more than 45million maps (about 2,250 tons) to SouthwestAsia in support of only two corps during Opera-tion Desert Shield. Small- and medium-scale mapsare issued in small quantities to headquarters only.Quantities vary depending on the size and missionof the headquarters. Large-scale maps are thestandard maps normally issued in the main battlearea. Initial issue allowances for large-scale mapsdepend on the type of unit. Small quantities ofjoint ground-to-air operation graphics are issuedto headquarters. Two copies are issued per organicArmy aircraft. One copy should be issued per airdefense artillery fire unit. Road maps are issuedon the basis of one map per vehicle. Limitedquantities may also be issued to unit headquarters.Small quantities of maps and map products areissued to interagency teams, such as law enforce-ment, in support of peacetime contingency operations.

THEATER RESERVE STOCKSFor operations on a mobile battlefield to be effec-tive, topographic data and pre-positioned stocks

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must be available in deployed units. Actualstockage levels vary according to the types ofunits. NATO nations have accepted productionresponsibilities to ensure that preplanned stocksof standard maps are available for interchangebetween allied forces.

Division ReserveThe division reserve may equal one brigade basic load.

Corps ReserveThe corps reserve may equal one division basicload plus an equal amount of blank paper andprinting supplies. A 10-day corps reserve could equal400,000 to 650,000 copies and weigh 20 to 32.5 tons.

Theater Army ReserveThis reserve may equal a five-division basic loadplus an equal amount of blank paper and printingsupplies. A QM map supply detachment assignedto the QM supply company, GS, maintains a 30- to60-day reserve stockage of topographic supplies.A 45-day theater depot reserve could range from 5.4 to9.0 million copies and weigh 270 to 450 tons.

REQUIREMENTSFrom 100,000 to 120,000 copies may be neededdaily to resupply three corps (12 divisions). Thisrequirement is based on the map replenishmentpercentages listed in FM 101-10-1/1, Chapter 6.The formula in Table 3-1, page 3-5, may be usedto estimate map requirements for an operation.

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Replenishment EstimatesReplenishment of small-scale maps is 50 percentof initial requirements. Replenishment of me-dium- and large-scale maps may reach 100 percentof initial requirements.

Operation Plan RequirementsAR 115-11 requires that topographic guidance beincluded in all OPLANs and orders. OPLANsmust include topographic appendixes or sectionswhich describe the map support needed to com-plete a tactical operation. These OPLANs shouldinclude the following:

Size and makeup of the envisioned task force.Initial map issue allowances.Existence, quantity, and currency of map stocks

which have been or will be set aside for the task force.Quantity held by task force units in unit basic

loads.Possible duration of the tactical operation.Degree of allied topographic support antici-

pated.Anticipated map shortfall.Ways to decrease any shortfall. This may

include anticipated support from indigenous govern-mental and civilian agencies.

Deployment phasing and security consider-ations.

REQUISITION PROCEDURESThe DMA publishes catalogs of standard maps,charts, and map products. Catalogs are availabledown to separate-company level. All standardmap products have a unique number that identifiesthe map series, sheet, and edition. Maps may be

requisitioned using ADP systems and the DMA catalognumber as a manufacturer’s part number.

Theater RequisitionA catalog of maps may be prescribed for usewithin a theater. Instructions for preparing re-quests are listed in the catalog or map index. Mapsneeded to support critical situations are requisi-tioned according to MACOM instructions. The S2 orG2 validates requests for nonstandard map products.

Classified RequisitionsAR 380-5 shows how to prepare classified requi-sitions. According to AR 115-11, requisitions formaps must be classified when map indexes indi-cate that a map is classified, when size or nature ofthe requisition indicates a classified operation, orwhen geographic coverage reveals the location ofa classified operation. All classified product req-uisitions and supplies are handled by intelligencechannels. However, GS map supply points storeclassified maps.

Special Map ProductsRequests for special maps and map products gothrough command channels to supporting engi-neer map elements. Special products are thoseitems historically provided to commanders byArmy topographic engineers. These products in-clude terrain intelligence products, analysis andsurveys of all kinds, map overprinting, and over-lays. Special products are produced in response tospecific command requests. These products donot enter the supply system. If the need is greatenough or DMA cannot obtain suitable maps from

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any source, engineer topographic units in the the-ater have the ability to print small quantities ofmaps. Requirements for small-quantity, quick-service map printing is normally validated by therequesting unit S2 or G2. The request is forwardedto the engineer topographic control detachment.This unit coordinates with the MMC to requisitionany standard products to satisfy overprints orother special preparation of map products. If di-rected by local commanders, some engineer-producedspecial products may be assigned local controlnumbers and be stocked and distributed by theGSU map storage site.

REQUISITION ANDDISTRIBUTION FLOW

The DMA provides standard maps. Engineer car-tographic units in the theater update and, as nec-essary, prepare locally unique nonstandard maps.Requisitions for unclassified maps flow throughsupply channels to a QM map supply detachment.Requisitions for classified maps must be sentthrough S2 or G2 channels. The QuartermasterCorps proponent units are assuming the missionfor the receipt, storage, and issue of standard mapsand map products.

Brigade Support AreaUsing units submit requests for maps to theirsupporting forward Class II, III packaged, IV, andVII supply point run by a supply company in the

BSA. These requests are transmitted to the supplycompany in the DSA.

Division Support AreaUsing units in the DSA submit requests to theirClass II, III packaged, IV, and VII supply pointrun by supply company personnel. This companytransmits requests to the DMMC. The DMMCmay cut an MRO directing the issue or prepare andtransmit requisitions to the CMMC. Battalion S2sverify, consolidate, and transmit requisitions forclassified maps to the division G2, who may thensend the requisitions to the corps G2.

Corps Rear AreaIn the corps, personnel in QM general supplycompanies run a corps map supply point. Requisi-tions which cannot be filled in the corps are sentto the TAMMC.

Communications ZoneAll units in the COMMZ submit requisitions formaps through their supporting DSU in the samemanner as units in the corps rear areas. If thetheater is developed enough to have a TAMMC, itacts as the item manager for maps. DMA mayoperate one or more map depots in the area inpeacetime and will continue to operate them inwar. The theater army map depot may be collo-cated with the DMA theater depot. In order tosatisfy requisitions, DMA may procure maps fromallied or other sources or draw from CONUS depots.

Section IVCLASS IV SUPPLY REQUIREMENTS

CONSTRUCTION ANDBARRIER MATERIALS

There are nearly 4,000 Class IV items in the procured by the Defense Construction SupplyAMDF. They range from construction materials, Center of the Defense Logistics Agency.such as nails and lumber, to fortification andbarrier materials such as blackout curtains and Requirementsbarbed wire. Class IV items are often bulky and The GS supply base maintains 4 to 10 days ofare often required in large quantities. They are Class IV supplies plus OST. Requirements foroften under the control of engineer construction orga- items such as bridge equipment are based onnizations. Most Class IV construction supplies are barrier plans. Requests for such items normally

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require command approval. CTA 50-970 authorizesbasis of issue allowances for Class IV items.

Consumption RatesFM 101-10-1/2 sets 8.5 pounds per person per dayas the Class IV consumption rate. When the forceis a corps or larger, the consumption rate usedmust be adjusted to allow for the buildup of stocksto support base development and to repair wardamage to critical facilities. For each of the followingperiods, multiply the 8.5 rate by the factor shown:

Period FactorD-Day to D+30 2.4D+31 to D+60 1.6D+61 to D+90 1.6D+91 to D+120 1.6D+121 to D+150 1.4D+151 to D+180 1.4D+181 and after 1.0

More Class IV consumption rate data are availablefrom the proponents.

BASIC AND OPERATIONALLOAD REQUIREMENTS

Major commands determine which units mustmaintain a basic load of Class IV items for war.Up to 15 days of expendable Class IV operationalload items listed in CTA 50-970 may also bestocked. If transportation is available, operationalload items may be moved into combat. The com-mander is responsible for any durable items.

Responsibility for durable items is assigned on handreceipts. Records of responsibility are not maintainedon expendable items. Since the basic load must beon hand or on order at all times, replenish Class IVbasic load items as they are used. Class IV basicload items are not maintained on property books.Records of demands, however, must be kept onbasic load items. A copy of the initial basic loadlist for Class IV items must be sent to the SSA.Changes found during the first and every otherperiodic review must also be sent to the SSA. Anew list should be prepared for the using unitcommander’s approval and sent to the SSA afterthe second and every other review.

INVENTORY REQUIREMENTSAR 710-2, Chapter 2, prescribes Class IV inven-tory requirements. Basic loads of Class IV sup-plies must be inventoried during the regularlyscheduled review period. Durable items in opera-tional loads must be inventoried annually or uponchange of responsibility, whichever occurs first.Inventories are not required for expendable itemsin operational loads. In war, using units mayinventory unit property to assess status and on-hand quantity. However, units do not need todocument the inventory. SSAs may conduct acyclic inventory if the situation allows. SSA in-ventory discrepancies must be recorded. How-ever, they do not need to be reported.

Section VDISTRIBUTION OF CLASS II AND IV SUPPLIES

DISTRIBUTION OF CLASS II ITEMS MapsMaintenance-related Class II items are distributed There are two separate distribution channels forby ALOC. See Chapter 1. All other Class II items maps. These distribution channels have been dis-are sent by sea or surface transportation. Their cussed previously in this chapter.distribution depends on the type of item.

Clothing and Individual Equipment Other Class II ItemsDS or GS supply units replenish Class II stocks in SSSCs provide expendable Class II items. DSUsthe corps and COMMZ. and GSUs provide nonexpendable TOE items.

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DISTRIBUTION OF CLASS IV ITEMSClass IV distribution is supported by the DSSconcept of direct delivery from one of threeCONUS wholesale depots to a DS or GS unit.Class IV items are distributed by surface means.They are shipped to the theater and then trans-ported by rail or vehicle to a theater army GSU forreplenishment issue.

Controlled ItemsCTA 50-970 durable items must be controlled.Class IV regulated items are controlled throughcommand channels. Users send requests throughintermediate commands to the approving com-mander. The MMC tells the approving commanderif the item is available. After command approval,the MMC issues an MRO for the storage unit totransport the item to the user.

Noncontrolled ItemsRequests for noncontrolled Class IV items aresent to the CMMC. If the items are on hand, theMMC sends an MRO to the supplying unit to issuethe item. When the items are not on hand, arequisition is sent to the TAMMC.

THEATER SOURCES OFCLASS II AND IV ITEMS

The major GS supplier for Class II and IV is theQM general supply company. It also maintains aportion of the reserve stocks. In the heavy orinfantry divisions, the S&S company, MSB, pro-vides Class II and IV supplies to supported unitsin the DSA. The supply company, FSB, providesthese supplies in the BSA. In the light divisions,the headquarters and supply company, MSB, pro-vides supplies in the DSA. The headquarters andsupply company, FSB, provides supplies in theBSA. The S&T company supports separate bri-gades. The S&T troop supports the ACR. The QMsupply company, DS, supports nondivisionaltroops in the corps rear and division areas. Formore details, including the amount of support ineach class, see FM 10-27-2, Chapter 2.

SUPPLY POINTSForward units are supported by forward supply points.The DMMC determines the types and quantities of

items to be stored. Forward supply points gener-ally maintain fast-moving items only. Other itemsare held in the DSA. As a rule, the DMMC sendsan MRO to the supply point directing it to issue anitem. However, if authorized, main supply pointsmay fill high-priority requests, then notify theDMMC of the issue. The number and location ofsupply points may vary. However, a division isusually organized with three forward points andone main point.

Forward Supply PointsThere is a forward supply point in each BSA.These points are operated by elements of theDISCOM, normally by the supply company, FSB.Separate brigades submit requisitions to the bri-gade MMC. Divisions send requisitions to theDMMC. Local policy may require that requests besent through the FSB.

Main Supply PointSupply companies set up a main supply point inthe DSA. This supply point supports divisionalunits in the DSA. It also replenishes stocks inforward supply points in the BSA. Divisionalunits in the DSA send requests to the main supplypoint which, in turn, sends the requests to theDMMC. DS supply companies, corps support bat-talions, set up a Class II, III packaged, IV, and VIIpoint in the division area and throughout the corpsrear area in support of nondivisional forces.Nondivisional units send requests to their sup-porting supply point. The supply point forwardsrequisitions to the CMMC.

Storage MethodsDepending on the tactical situation and transpor-tation assets, supply points may store suppliesusing one or more methods. In the unit pile method,supplies are grouped in piles according to the unitmaking the request. Unit trucks stop at the properpile. The customer loads and signs for the sup-plies. In the item pile method, supplies of one typeare stored in one location. Trucks can then movethrough the supply point for the unit soldiers to pick upeach type of item requested. In the truck-to-truck

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method, supplies are passed directly from thetruck delivering to the main supply point to thetruck that will deliver supplies to forward supplypoints or supported units. This method keeps sup-plies under cover, allows for complete mobility,and saves time and handling. However, it may tieup transportation.

Distribution MethodsSupplies may be distributed by supply point dis-tribution or unit distribution. Though the unitdistribution method is preferred, a combination ofsupply point distribution and unit distributionmay be used to distribute supplies.

Supply point distribution. The receiving unit isissued supplies at a supply point. The receivingunit moves the supplies in its organic vehicles.Unit distribution. The receiving unit is issuedsupplies in its own area. Transportation is pro-vided by the issuing agency.

CLOTHING EXCHANGE SOURCESClothing may be exchanged at clothing exchangepoints, CEB points, or unit supply sections. FM 10-27-2,Chapter 1, lists the sources of clothing exchangein a theater of operations. If exchange facilitiesare not available, clothing may be exchangeddirectly with a DSU. Clothing exchange facilitiesobtain initial exchange stocks and replacementsfor unserviceable items through standard Class II chan-nels. Details on CEB operations are in FM 10-280.

SALVAGE COLLECTION POINTSSalvage is property that has some value beyondthat of its basic material content, is not economi-cally reparable, and can no longer be used for itsintended purpose. Salvage items include itemsthat are discarded, captured, uneconomically repa-rable, condemned, abandoned, and scrapped. Sal-vage collection points are an alternate source ofitems which can be placed back into the supplysystem for reissue. As a rule, the Class II, IIIpackaged, IV, and VII sections operate the divi-sion or brigade collection point. It is often locatednear the maintenance collection point. It receives

all salvage materiel for which maintenance unitsdo not have maintenance responsibility. It re-ceives nonmechanical and nonelectrical items suchas clothing, tentage, and individual equipment. Alarge part of this type of salvage is generated byrecovering unneeded clothing and individualequipment from casualties. Medical clearing sta-tions should return these items to supply channelsfor processing and reissue. A salvage collectionpoint does not receive toxic agents, radioactive materi-als, aircraft, ammunition and explosives, COMSECequipment, and medical supplies. Units should bringsalvage materiel to the salvage collection point.

ReceiptWhen receiving materiel, soldiers at the collectionpoint should check the item and its condition againstthe information shown on the turn-in document.

StorageIdentify, classify, and segregate the items. Sal-vage collection points in the BSA depend onpoints in the DSA for final identification andclassification of items. If you are in the DSA,identify the item using technical publications.Determine if the item is serviceable orunserviceable. Protect serviceable items by usingtents, dunnage, and tarpaulins. Secure the itemsby providing continuous surveillance. Segregateitems in the holding area by serviceable andunserviceable scrap and waste.

DisposalDispose of items based on guidance from theDMMC. In forward areas, use trucks that bringsupplies to the forward supply point to send mate-rial back to the DSA supply point. Send reparableitems to the maintenance shop. Send serviceableclothing and canvas to the laundry and renovationplatoon. The division intelligence officer shouldprovide you with disposition instructions for foreign orcaptured materials. Evacuate unreparable and scrapitems through salvage channels to a property disposalunit. Send a copy of the turn-in document and a copy ofDD Form 1348-1 to the DMMC. Use AR 725-50.

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THEATER REQUISITIONAND DISTRIBUTION FLOW

Figures 3-1, page 3-11, and 3-2, page 3-12, showthe flow of requisitions for Class II, III packaged,and IV supplies not delivered by ALOC during thetransition-to-war phase and during sustained war.During the transition phase, control of theaterarmy pre-positioned war reserve stocks in corpsrear areas shifts to the corps. High-priority re-quests for Class IV supplies and NMCS requisi-tions for Class IV supplies may be filled from in-theater war reserves maintained in corps andTAACOM GSUs. During sustained war, CONUSwar reserves and CONUS depots are used to re-plenish the 30-day sustaining stocks stored inTAACOM GSUs. Maintenance-related Class IIitems other than heavy tonnage items are providedby the ALOC. Certain Class IV items are selectedas controlled items. Requests for controlled itemsrequire command approval before items can beissued. All other Class II and IV items are shippedby ship, rail, or truck.

Brigade Support AreaUsers submit DA Forms 2765 directly to the for-ward supply point. If the supplies are on hand, therequests are filled. Once the supplies are issued,the supply point forwards all requests to the DMMC(or separate brigade or regiment MMC) of the issuetransaction. To maintain mobility, forward supply pointsmaintain minimal stocks on hand. If an item is notavailable at a main supply point in the DSA, theDMMC prepares and sends a requisition to the CMMC.

Division Support AreaDivisional units in the DSA send their requests tothe Class II, III packaged, IV, and VII supplypoint run by the headquarters and supply companyor S&S company. Nondivisional units send theirrequests to the QM supply company, DS. If possible,the supply point fills the request and annotates therequest to notify the DMMC of the issue. It forwards allrequests to the DMMC. The DMMC forwards requestsfor controlled items to the next-higher MMC. For

3-10

noncontrolled items, the MMC performs a searchof its magnetic tapes or disks. If the item is onhand, the MMC cuts an MRO. It sends the MRO tothe supply point in the DSA and a copy to therequester. Depending on organic transportationassets, the supply point transports supplies to therequester or to a forward supply point. Users in thedivision rear usually go to the DSA supply pointto pickup supplies. If the item is not on hand in theDSA, the DMMC prepares a requisition and sendsit to the CMMC. It also prepares receipt cards foreach request. It sends one copy to the requestingunit and one to the supply point. Corps transpor-tation assets usually deliver Class II and IV sup-plies to the division supply point. If the situationpermits, supplies are delivered to the forwardsupply point in the BSA or to the requesting unit.Oversize Class IV loads maybe delivered directlyto the construction site.

Corps Rear AreaNondivisional units in the corps rear area sendtheir requests to the QM supply company, DS,which, in turn, forwards the requests to the CMMC.The CMMC, in turn, forwards requests for con-trolled Class IV items to the TAMMC. The CMMCprepares and transmits daily replenishment requi-sitions to the TAMMC. The quantity ordered mustbe sufficient to fill the RO plus back orders. If theitem is on hand in the corps rear area, the CMMCwill normally cut an MRO directing a QM supplycompany, DS, to issue the item to the requestingunit. If the item is not on hand in the supportingDSU, the MMC may cut an MRO directing alateral issue or an issue from the QM supplycompany, GS. The CMMC coordinates movementrequirements with the CMCC. After the item isissued, the DSU or GSU sends an activity sum-mary back to the CMMC. If the item is not on handin the corps, the CMMC prepares a requisition andsends it to the TAMMC.

FM 10-27

Communications ZoneQM supply companies, DS, support nondivisionalunits in the COMMZ as well as units passingthrough the COMMZ. Units send requests throughtheir supporting QM supply company, DS, to theTAACOM MMC. That MMC submits daily re-plenishment requisitions to the TAMMC. TheTAACOM MMC also transmits requests for con-trolled Class IV items to the TAMMC. TheTAMMC searches its files to determine if thecontrolled item is on hand in a TAACOM DSU orGSU. If the item is on hand, the TAACOM MMCcuts an MRO directing the supporting QM supplycompany, DS, to issue the item to the requestingunit. If the company does not have the item, theTAACOM MMC may cut an MRO directing alateral issue from another DSU or issue from a QMsupply company, GS. If the item is not on hand ina TAACOM unit, the TAMMC prepares and trans-mits a requisition to the appropriate NICP. TheNICP sends requisitions for controlled items tothe TAMMC. That MMC maintains records on 30days of Class II and IV items stored in QM supplycompanies, GS, throughout the COMMZ. Depend-ing on the situation, the TAMMC may cut an MROdirecting a QM supply company, GS, to issue theitem to a QM supply company, DS, in the COMMZor to a QM supply company, GS, in the corps. The

TAMMC may also prepare and transmit a requisitionto the appropriate CONUS NICP.

Distribution Flow from CONUSThe NICP cuts an MRO directing a CONUS depotto release the item. Normally, the item is thenshipped to a QM supply company, GS, in theCOMMZ. Depending on the tactical situation andavailable transportation assets, the item may besent on truck or rail as far forward into the theateras possible. However, surface throughput to DSUsor GSUs is expected only 20 percent of the time.

AUTOMATIC RETURN ITEMSThe automatic return items program expedites theretrograde of selected secondary items in criticalstock positions that are considered as being recover-able. An automatic return items list is distributedquarterly with the AMDF. CDA Pamphlet 18-1-5describes codes on that list. Disposition instructionsfrom commodity managers are not needed for auto-matic return items. Due to their critical asset positions,automatic return items will be returned to CONUSdepots or repair facilities without prior receipt of dispo-sition instructions. Items coded “E” for “expedite”must be returned on premium transportation. Credit isgiven for the return of Army stock find items. For moredetails, see AR 725-50 and AR710-1, Chapter 3.

Section VI

STORAGE AND DISTRIBUTION OF CLASS III PACKAGED SUPPLIES

THEATER SOURCESThe major wholesale supplier of Class III pack-aged is the QM supply company, DS. As a rule,Class III packaged is received, stored, and issuedwith Class II, IV, and VII in a Class II, III pack-aged, IV, and VII section. See page 3-8 for infor-mation on theater sources of Class II and IV items.NOTE: Both the petroleum supply company andthe petroleum pipeline and terminal operatingcompany are authorized FARE. FARE may beused to fill 5-gallon cans, 55-gallon drums, and500-gallon collapsible drums from supplies of

bulk fuel. In this sense, these companies provideClass III packaged supplies. However, since theydo not provide lubricants and oils, they do nothave a true Class III packaged supply mission. Fordetails on the amount of support in the sections ineach of these companies, see FM 10-27-2, Chapter 2.

THEATER REQUISITION ANDDISTRIBUTION FLOW

If lubricants are required in large quantities, sup-port battalions may periodically forecast needs

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FM 10-27

and forward stock status reports from supply pointsto the DMMC. The DMMC then uses these statusreports to compute overall requirements for thedivision. When Class III packaged products areused in small quantities, they are requested orrequisitioned like Class II and IV items. FM 10-1,Chapter 5, details the requisition and materielflow for Class III packaged supplies in a theater.

RECEIPT PROCEDURES

Use advance copies of DD Form 1348-1 to plan forthe receipt of Class III packaged items. After theseitems are received, check containers for leaks,illegible or improper markings, or incorrect pack-aging. Receiving tests are unnecessary if contain-ers have no leaks and markings properly identify theproducts. However, upon receipt of pre-positionedwar reserve stocks of packaged petroleum prod-ucts, reserve storage activities must take samplesand prepare DD Forms 1222 and 1225. Damagedcontainers should be issued immediately and notreturned to the supplier. Containers of positivelyidentified products should be remarked. If thecontents cannot be identified, a sample should besent to the petroleum laboratory.

STORAGE PROCEDURES

Procedures and instructions for storing Class IIIpackaged products are described in MIL-HDBK 201and in FM 10-69, Chapter 16. Improper storagecan lead to contamination of the product becauseof deterioration or corrosion of the container andcan result in a possible fire hazard. Table 3-2,page 3-15, lists storage concerns for packagedproducts. If a gasoline can is leaking or looks asthough it might leak, transfer the product to an-other container. Store only one product in eachstorage section, and store the product so that theoldest is issued first. DOD 4145.19-R-1, Chapter2, discusses covered storage and the use of bins,

shelves, metal pallets (for storage of small lotitems), and racks.

Stacking of Cans and DrumsProvide stacking areas for each product and typeof package. This aids inventory control and cor-rect labeling of products. The layout and size ofthe stacking area are determined by local condi-tions, safety requirements, and container size.Separate stacks of a single product so that the entirestock of one product is not lost during attack or fire. SeeFM 10-69 for more details on stacking.

Storage of PackagedLubricants and Grease

Packaged lubricating oil and grease should gener-ally be stored indoors. When storage buildings areunavailable, packaged lubricants and grease maybe stored outdoors if they are protected by tarpau-lins. DOD 4145. 19-R-1, Chapter 5, provides de-tails for storing lubricating oil, grease, and paint.

InspectionsPlace special emphasis on inspection of petroleumstocks and storage areas. Inspect containers forwar reserve stocks semiannually using statisticalsampling methods. Inspect containers for otherpetroleum stocks. As a part of a quality surveil-lance program, petroleum personnel must periodi-cally inspect the storage areas set up by supply sections.MIL-HDBK 200 prescribes inspection frequencies.

Field MarkingsMark packaged fuels and lubricants in line withinstructions in MIL-STD-290 or according to pro-visions of the procurement contract. Mark con-tainers transported by military aircraft accordingto TM 38-250. To make sure 500-gallon collaps-ible drums used for fuel are not used for water,mark them “FLAMMABLE.” Mark each con-tainer with a standard nomenclature or short identi-fication of the product. The designations authorized forfield use include MOGAS, AVGAS, JP, and DF.

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Loading ProceduresFM 10-69, Chapter 16, has details on loadingprocedures. Products transported by aircraft mustbe packaged and handled according to TM 38-250.Equip transport vehicles with a 10-B-C fire extin-guisher or one of greater capacity. Tie and bracecontainers so that they will not shift or becomedamaged during transit. This means that supplypoint personnel may need to build braces and tofill slack space with planks or dunnage to ensurestacks are stable. Railcar doorways should beprotected with wooden gates. Dunnage should be

placed between tiers of 5-gallon cans and betweentiers of drums.

TransportationMethods for delivering packaged petroleum prod-ucts to dispensing points vary with terrain, tacti-cal situation, type and quantity of product, andtransportation resources available. The products aredelivered in vehicles and tank cars. Petroleum productsthat are stored in drums, cans, cylinders, and pails canbe transported by standard military vehicles or railcars.Air transport should be used as an emergency measure.

Section VIILIQUID AND COMPRESSED GASES

REQUIREMENTSClass III packaged items include liquid and com-pressed gases. The major requirement is for cylin-ders of oxygen, acetylene, and nitrogen gases.Most requirements come from maintenance ac-tivities. Oxygen and acetylene gases are standardmotor pool shop stock items. Repairers requirethese gases for welding and fabrication. Eachwrecker truck carries a bottle of oxygen and acety-lene required to cut through metal in support ofrecovery operations. Oxygen and nitrogen are re-quired to maintain optical sight instruments on tanks.

SUPPLY SOURCEIn peacetime, obtain containers of compressedgases through local purchase. Contractors refillempty cylinders. However, local purchase andcontractor refill may not be possible during war-time. Therefore, cylinders of compressed gasesneed to be shipped full to a theater. In wartime, theQM supply companies supply compressed gascontainers. Submit requisitions through your sup-porting DSU to the appropriate MMC. As Class IIIpackaged supplies, compressed gases are distrib-uted through Class II and IV channels. Section Vdescribes the distribution of Class II and IV supplies.

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HAZARDSGases may be flammable or explosive. Handlewith extreme care. They are compressed in containersunder pressures exceeding 40 to 104 pounds persquare inch. Contact with fire, sparks, or electri-cal circuits can cause the gas cylinder to explode.Such an explosion can be as destructive as a bombexplosion. Continuous exposure to large quanti-ties of some gases can induce a drug-like sleep,irritate the surface tissue of the breathing passage,constrict the respiratory tract, and cause death.Large quantities of nitrogen can cause suffoca-tion. Acetylene, in particular, is extremely flam-mable. Proper protective equipment must be wornwhen entering areas known to be contaminatedwith gases.

IDENTIFICATION MARKINGSGas cylinders must be identified by a color codeaccording to MIL-STD-101. The color code foroxygen is green and for acetylene is yellow. Gasesmust be identified by their proper name, not merelyas “gas.” Flammable gases must be identified asflammable. Filled cylinders must be tagged orlabeled with the stock number of the gas and thestock number of the cylinder. Do not alter ordeface stock numbers and markings stamped on

FM 10-27

gas cylinders. Tags on empty cylinders must be and handling them. All cylinders must be consideredoverstamped “MT.” Do not apply additional full. Therefore, store and handle them with extrememarkings without proper approval. care. Use precautions, particularly with regard to cylin-

STORAGE AND HANDLING der valves, storage separation requirements, and move-PRECAUTIONS ment by MHE. DOD 4145.19-R-1, Chapter 5, has

Due to the hazardous nature of compressed gases, a storage criteria for open-sided and enclosed sheds usednumber of precautions must be observed when storing to store gas cylinders.

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CHAPTER 4PROVIDING CLASS VII SUPPLIES

Section IMANAGEMENT

MAJOR ITEMS MANAGEMENT

A major end item is a final combination of end productswhich is ready to use. Major items are 1 percent of thetotal line items but 80 percent of the total dollar value ofthe Army inventory. Because of their cost and importanceto combat readiness, major items are often controlledthrough command channels. They include aircraft, tanks,trucks, and weapons systems. They represent the largestportion of the Army’s dollar investment. Therequisitioning, procurement, distribution, maintenance,and disposal of these items are intensely managed ateach support level to ensure operational readiness.Worldwide requirements for major items are individuallyspecified, computed, and programmed to meet therequirements of current or future force structures.

Major Item CriteriaTo be classified and managed as a major item, an itemmust meet certain criteria or fall into a category exemptfrom these criteria. The criteria are as follows:

Activity Code. The item must have an appropriation andbudget activity code of “A” through “Q” and be insupply Class VII.

Control Code. Equipment end items must have areportable item control code of 1, 2, or 3.

Other Criteria. The line item must cost $1,000 or more,the total inventory or programmed acquisition amountmust be greater than $900,000, or a DA-level budget linemust be required for the item. The following items aredesignated as major items without having to meet theabove criteria:

All motorized, wheeled, and towed vehicles foruse on highways or rough terrain.

All weapon and missile end items.All aircraft end items.

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All boats or ships with inboard power or with aunit value of $1,000.

All sets, assemblies, or end items which haveone or more major items as components.

Requisitioning ProceduresRequisitioning procedures are outlined in ARs 700-120and 725-50 and DA Pamphlet 710-2-2. There are norequirements to submit requisitions for aircraft, aircraftsubsystems, and selected missile system major items.HQDA distributes these items directly.

Distribution of Major ItemsMajor items are controlled and distributed according tocarefully developed distribution plans and directions inARs 11-11, 11-12, and 700-120. Distribution prioritiesare listed on the DA Master Priority List in AR 11-12.

END ITEM USAGE PROFILESTRADOC develops mission profiles which project dailyusage of selected end items. Usage is based on the initial15 days of combat. Usage is reported as miles driven,rounds fired, or hours flown. These profiles are used formany purposes, including development of Class IXrequirements for combat.

CLASS VII LOSSESA loss is any incident that stops a major end item, suchas a radio, vehicle, or tank from performing its assignedcombat mission. The loss may result from combatdamage, crew failure, or maintenance failure. Loss ratesmay vary. The rate of loss depends on such factors astheater of operations, type of operation, force structure,and intensity of battle. Other factors that effect battlelosses are the ratio of enemy to friendly forces, trooptraining, equipment failures, and terrain obstacles. Tocover such losses, the GS supply base maintains a stock

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FM 10-27

of Class VII items equal to 10 percent of authorized enditems in the corps or TAACOM.

WARTIME REPLACEMENT FACTORSNo two wars or engagements are ever fought underidentical conditions. Environmental conditions varythroughout the world. The rate at which items areconsumed varies according to the intensity and length ofcombat expected. Wartime replacement factors are usedto compute combat consumption and to determine warreserve requirements for some allies. Replacementfactors are based on the type of combat mission and theways in which equipment might be lost in combat(enemy action, abandonment, or pilferage). They alsoinclude a combat-intensity factor tailored to the degreeof consumption expected in each oversea area. Classifiedwartime replacement factors are available from theDeputy Chief of Staff for Operations and Plans, ATTN:DAMO-FDL, Washington, DC 20310-0400.

WEAPONS SYSTEMS REPLACEMENTWeapons systems have a high priority for evacuation,repair, and transportation assets. Critical Class VIIitems are moved to covering force units. Transportationused for backhaul may have to be allocated to movecritical weapons systems to the rear. Weapons systemsreplacements may be issued from pre-positioned warreserve stocks in the corps. Items must be ready for issuewithin a few hours. Weapons systems may also be sentfrom CONUS to a QM heavy materiel supply company,GS. From there, they are normally shipped to thedivision and then by heavy equipment transporter to thebattalion. Though it is not a desirable procedure,motorized weapons systems may be driven under theirown power. The DSA is the primary linkup point forweapons systems and crew. At the linkup, the weaponsystem and the crew are joined and briefed. Weaponssystems must arrive in the DSA in a ready-to-fightcondition. If the tactical situation prevents linkup in theDSA, linkup may occur at QM heavy materiel supplycompanies in the corps. A WSM is normally assigned toeach level of command. The extent of control dependson the level of command. Details are in FM 63-2.

BattalionThe battalion executive officer serves as the WSM. TheS3 recommends allocations for replacement weapons

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systems. Allocation is based on tactical priorities set bythe battalion commander, S1 strength reports on weaponscrews, and S4 reports on available assets. The WSMmatches available end items and personnel to maximizethe number of available weapons systems within thebattalion. Combat loss and asset data are provided in S4logistics status reports. These are updated by spot battle-loss reports.

BrigadeSince the division provides weapons systems directly tothe battalions, the brigade is not normally involved inallocating weapons systems. The brigade executiveofficer may act as the WSM for the brigade.

DivisionThe DISCOM commander designates a WSM for thedivision. He is usually the ADMMO. The DMMCproperty book Class VII section keeps the WSM advisedof the status of weapons systems components. TheWSM must also coordinate with the maintenancemanagement officer regarding the status of items beingrepaired in DS maintenance units. Allocation prioritiesare set by the division commander.

CorpsThe WSM is the COSCOM’s weapons systemsbranch chief. Priorities are set by the corpscommander who normally accepts the prioritiesset by the major unit commanders.

OPERATIONAL READINESS FLOAT

In the light infantry divisions only, the ORF is a pool ofadditional end items or components in DS maintenanceunits. ORF items are issued only when items cannot berepaired in established time limits to meet the supportedunit’s needs. Serviceable ORF items are exchanged forlike unserviceable but reparable end items. The exchangeis a property book transaction. The unserviceable itemthen becomes a float item that requires immediate repair.The item is issued only if the maintenance request has aPD of 01 through 06 and the repair time is expected toexceed maximum allowable repair time limits. Thetheater commander prescribes wartime repair limits.AR 750-1 prescribes ORF policy. Because of thetemptation to misuse ORF assets, AR 710-2 sets

FM 10-27

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restrictions on when these items can be used. Essentially,ORF items cannot be used to replace a supply shortage.

Issue ControlsIssue of ORF items is rigidly controlled. Levels ofcontrol include the--

Theater, corps, or DISCOM commander whoestablishes policies and procedures for control and useof ORF stocks.

Separate brigade or division commander whoestablishes the stockage level within limitations outlinedby higher headquarters.

MMC which maintains the ORF lists.

Nondivisional maintenance company shop officerand SSA accountable officer managing the ORF withinthe policies and guidelines of MACOM commanders.

Stockage CriteriaAR 750-1, Chapter 6, lists ORF stockage criteria. HQDAdecides which items are eligible for stockage. An ORFitem must be a principal item selected for war reservestockage. It must have a line item number and be listed inSB 710-1-1. Commodity commands select end items forORF support. Stockage policy for ORF items differs fromthat for other items. Formulas used to compute wartimerequirements are in AR 750-1 and DA Pamphlet 710-2-2.

Section IICLASS VII SUPPLY REQUIREMENTS

MAJOR END ITEMSClass VII supplies include nearly 9,000 line items.These are authorized by TOEs or MTOEs and CTAs.About 20,000 NSNs for Class VII items are listed on theAMDF. All items are ready for their intended use.

Requirements

Class VII items are stocked and distributed in support ofTOEs for existing forces. The demand for these itemsdepends on the intensity of battle. Replacement is basedon combat losses. The sustaining level for Class VIIsupplies is 10 percent of the authorized end items in thecorps or TAACOM. Requests for additional orreplacement Class VII items are generally based on TOEor other authorization documents. Requests may beprocessed through command channels.

Consumption RatesUse consumption rates when estimating supplyand storage requirements. These requirements mayvary depending on force structure, mission, areasof operation, and intensity of combat. FM 101-10-1/1sets the consumption rate for Class VII at 15pounds per person per day. More current rates maybe available from the Commander, US Army

• • • • • •

Combined Arms Support Command, ATTN:ATCL-OPF, Fort Lee, VA 23801-6000.

INVENTORY REQUIREMENTSAR 710-2 sets policy for inventories at the user and retaillevels. Components must be inventoried when the enditem is inventoried. Additional inventory requirementsare based on events or the type of item.

Event-Oriented Inventory RequirementsItems must be inventoried upon--

Receipt, turn-in, or issue of the items.Change of responsible officer.Change of custody of arms storage facility.Direction of the commander.Annual responsible officer inventory.Annual property book inventory.

Weapons and Serial Number InventoryWeapons must be inventoried monthly by serial number.Also, serial numbers must be compared quarterly withthose recorded on the property book.

Sensitive and Pilferable Item InventoryAll sensitive items other than weapons and ammunitionmust be inventoried quarterly. Items to be inventoried

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Wartime Requirementsare identified with a physical security code of "1" Inventories during wartime must be conducted as timethrough "6," "8," "9," "Q," "R," or "Y." The allows. Any discrepancies found have to be recorded,hand-receipt holder or subhand-receipt holder must but they do not have to be reported. SSAs shouldinventory sensitive items listed on hand receipts or conduct only cyclic inventories. Using units maysubhand receipts. The property book officer must perform inventories to determine quantities oninventory those items not listed on hand receipts. hand and property conditions.

Section IIIDISTRIBUTION OF CLASS VII SUPPLIES

THEATER SOURCESThe QM heavy materiel supply company receives,stores, and issues GS-level Class VII supplies in thecorps and COMMZ. DS supply companies employed inthe division area, corps rear area, and COMMZ provideDS-level Class VII supply. In the heavy or infantrydivisions, the S&S company, MSB, provides Class VIIsupplies to supported units in the DSA. The supplycompany, FSB, provides these supplies in the BSA. Inthe light divisions, the headquarters and supply company,MSB, provides supplies in the DSA. The headquarterand supply company, FSB, provides supplies in theBSA. The S&T company supports separate brigades andthe S&T troop supports the ACR. For more details,including the amount of support, see FM 10-27-2.

THEATER REQUISITIONAND DISTRIBUTION FLOW

Figures 4-1, page 4-5, and 4-2, page 4-6, show therequisition and distribution flow of Class VII itemsduring transition-to-war and sustained-war phases.During the transition phase, combat losses are replacedfrom theater war reserves released to the corps. Duringthe sustained-war phase, stocks from CONUS warreserves and CONUS depots are used to replenish the30-day sustaining stocks in TAACOM GSUs. Duringthe transition phase, MMCs base replenishment DSUand GSU requisitions on anticipated combat losses andcombat-loss reports. During the sustained-war phase,MMCs compute replenishment requisitions based onaccumulated demand history. Because of theirimportance, selected Class VII weapons systems arecontrolled by the TAMMC. All requirements forcontrolled items must go through the TAMMC.

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Requisitions for controlled items flow from the DMMCto the CMMC. CMMCs and TAACOM MMCs forwardrequisitions for controlled items to the TAMMC.

Division Support AreaThe property book officer in the DMMC is the majoritem manager in the division. He redistributes assets inthe division to minimize shortages and requisitions fromhigher sources of supply to fill only those requirementswhich cannot be satisfied internally.

Corps Rear AreaNondivisional units in the corps submit requests forClass VII supplies to their supporting DS supplycompany. This company transmits the requests to theCMMC. The CMMC also receives Class VII requestsfrom divisional MMCs and separate brigade and regimentMMCs. Requisitions for controlled items are transmittedto the TAMMC. Corps DSUs and GSUs do not submitreplenishment requisitions. The CMMC maintainsaccountable records, keeps track of their reorder points,and transmits replenishment requisitions, as necessary,to the TAMMC. The CMMC submits a daily battle-lossreport to the TAMMC for end items issued from the GSsupply base to replace battle losses. It submits requisitionsto the TAMMC to replace Class VII items turned in toechelons above corps for maintenance.Item on hand. If the item is on hand in the QM heavymateriel supply company and is not a controlled item,the CMMC cuts an MRO directing the issue. Dependingon transportation assets, the unit may send one of its ownvehicles to the company to pick up the item. Arrangeother transportation through the corps MCC.

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Item not on hand. When the item is not on handin the supporting QM heavy materiel supply com-pany, the CMMC passes the request to theTAMMC. The TAMMC either directs issue froma TA QM heavy materiel supply company to thecorps QM heavy materiel supply company, or, ifstocks are not on hand, it passes the requisition tothe CONUS NICP. The NICP directs release fromthe appropriate depot, and the depot ships stocksto the CONUS A/SPOE. The A/SPOE passesstocks to the A/SPOD where they are reprocessedand moved by surface transport to TA GSUs forissue to corps GSUs, or they are throughput fromthe A/SPOD directly to the consignee.

Communications ZoneUnits in, or passing through, the COMMZ submitrequests for Class VII supplies to their supporting DSsupply company. That company transmits requests tothe TAACOM MMC. The TAACOM MMC preparesand transmits requisitions for controlled Class VII itemsto the TAMMC. The TAACOM MMC submits dailybattle-loss reports to the TAMMC for end items issuedfrom GS support bases to replace battle losses. The

TAMMC distributes Class VII assets based on thedirection of the theater army commander. Twenty percentof the assets in the COMMZ QM heavy materiel supplycompany are maintenance return items.

Item on hand. If the item is on hand in the support-ing QM heavy materiel supply company and not acontrolled item, the TAACOM MMC cuts an MROdirecting the issue. The TAACOM MCC coordinatesassets used to transport the item to the unit.

Item not on hand. If the item is not on hand, theTAACOM MMC prepares and transmits a requisition tothe TAMMC. The TAMMC controls sustaining stocksstored in QM heavy materiel supply companies assignedto other TAACOMs. Depending on priority, the TAMMCmay direct a different TAACOM’s QM heavy materielsupply company to issue the item to a QM heavymateriel supply company in the COMMZ or corps. Itmay also elect to transmit the requisition to the appropriateCONUS NICP. That NICP directs the issue from aCONUS depot. The item would then be shipped to a QMheavy materiel supply company. About 20 percent ofsuch issues from a CONUS depot would be sent by railor truck to GSUs and DSUs.

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FM 10-27

CHAPTER 5PROVIDING CLASS IX SUPPLIES

Section IMANAGEMENT

IMPORTANCE OF REPAIR PARTSRepair parts make up 92 percent of the total Armyinventory. The number of Class IX items stocked inCONUS or pre-positioned in the theater affects supplyelements and maintenance and aviation units. Mainte-nance units must be able to obtain supplies to supportmaintenance activities. Aviation units deliver suppliesand aid in the movement of supply units. The number,type, and size of supply items to be moved determine thevehicles needed.

AUTOMATED SUPPORTClass IX supply depends on ADP support. Each unithaving a repair parts supply mission receives automatedstock control support. In war, however, ADP systems arevulnerable to disruption, damage, and destruction. Toensure continued support, contingency or backup auto-mated procedures have been developed for DS4, SARSS,and SAILS. If automated support is not available inDS4, item managers should follow manual backupprocedures in TM 38-L32-13. Supply personnel shouldfollow manual procedures in DA Pamphlets 710-2-1and 710-2-2. Because an ADPE outage could result in aloss of records, the document control or stock controlsection should always maintain a backup of all transac-tion files and records.

ZERO BALANCEMajor weapons systems and end items of equipment canbe classified as NMCS. Repair parts may not be avail-able due to zero-balance conditions at a DSU or higherlevel of supply support.

Reasons for a Zero BalanceA zero balance may occur because of--

Excessive OST.Document-processing time.Inadequate ASL depth.Inaccurate inventory.Canceled requisitions.

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Failure to review demand analysis trends inPLLs and ASLs.

DSU’s lack of reconciliation with customersand sources of supply.

Delinquent contracts.Standard Army Maintenance

System ReportsManagers in divisional and nondivisional DS mainte-nance units which operate under SAMS have access tomaintenance control reports. These reports enable shopmanagers, item managers in division and corps MMCs,and battalion commanders and their materiel staff officers toassess NMCS data and identify problem areas. The reportsthat help managers prevent zero balances are listed below.Battalion critical repair parts listing. Managers mayuse this listing to monitor work requests which arewaiting for a given repair part. It helps managersidentify the critical repair parts which require specialmanagement emphasis.Battalion work load status listing. Battalion staff officersor commodity managers may use this listing to followthe current status of a particular commodity or item inthat commodity. Also, they may use it to determineabuse of the priority designator system and to identifyitems which are deadlined for parts.Battalion critical deadline detail listing. This listingcan help managers monitor repair parts requisitionswhich exceed time limits outside parameters.Open work request reconciliation listing. This listingprovides supported maintenance units with status andNMCS data. It can be used to check on work requests ineach maintenance activity.

Management ControlsOne of the most serious management concerns is theinability to obtain required repair parts immediately. To

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help reduce delays and prevent a zero balance,personnel can--

Check to be sure requests and work orders arefilled out correctly.

Follow up repair parts requests.Verify that the correct part has been ordered. If

not, the unit should cancel the request and order thecorrect item.

Verify that the request has been received at theSSA and, if necessary, passed on to the higher source ofsupply. If not, the unit should reorder.

Check the AMDF for an interchangeable or asubstitute NSN. If one exists, personnel should checkthe stock status of that item.

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Determine if the part can be obtained locally orcan be made.

Check on the possibility of using controlledexchange procedures.

Consider a cannibalization point or the DRMOas a source of supply.

Use up-to-date supply manuals and correctPDs and stock numbers to properly identify repairparts on requests.

Check to see if supply specialists have enteredany required advice code on issue and turn-in documents.

Stress the need for follow-up and continual review.Check the SSA to see if a like major item is

available in ORF.

Section IIAUTHORIZED STOCKAGE AND PRESCRIBED LOAD LISTS

THE AUTHORIZED STOCKAGE LISTThe ASL lists items that are stocked at an SSA.The ASL items stocked at the SSA should be fullyuploaded in modular-equipment, deployment-storagecontainers or standard 8- by 8- by 20-foot contain-ers. The numbers of items stocked at SSAs mustbe kept to a minimum so that they can be mobile.AR 710-2, Chapter 1, sets ASL mobility objec-tives for DSUs and their supporting elements.SSAs should review their own ASLs regularly toidentify items which could be deleted. Two typesof ASLs are described below.

Customer Direct Support ASLDSUs maintain these ASLs to support the DSmaintenance mission and the PLLs of supportedunits. These ASLs are based primarily on demand.

Customer General Support ASLCOSCOMs and TAACOMs maintain this ASL forurgent peacetime readiness requirements, for protectionagainst wartime pipeline interruptions (items deliveredby ALOC), and for resupply to customers of items notdelivered by ALOC.

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AUTHORIZED STOCKAGE LIST ITEMSTOCKAGE CRITERIA

Every item on the ASL must be authorized for one of thereasons listed in AR 710-2, Chapter 3. AR 710-2,Chapter 3, describes stockage criteria used to add to,retain on, or delete items from the ASL and lays outpolicies used for computing depth of stockage.TM 38-L32-13 prescribes ASL addition and retentioncriteria for DSUs under DS4. TM 38-L03-19 describesSAILS stockage criteria.

AUTHORIZED STOCKAGELIST CHANGES

The ASL update is a subprocess of demand analysis inDS4. It is used to determine whether items should beretained on deleted from, or added to the ASL. Allchanges are identified on an ASL change list. TM 38-L32-13has more details on processing ASL changes.

STANDARDIZED COMBATAUTHORIZED STOCKAGE LIST

Combat ASLs are available for DSUs. The combat ASLincludes repair parts and components to support DScombat maintenance. The combat ASL will cover allMPLs and demand-supported items on supportedunit PLLs.

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STANDARDIZED COMBATPRESCRIBED LOAD LIST

The combat PLL consists of a mandatory stockage ofrepair parts needed for essential battlefield maintenancefor a prescribed number of days in combat. These loadsmust be able to be moved into combat in one lift withorganic transportation. These loads are also used tosupport peacetime demands.

Prescribed Load ListThe PLL is a list of the authorized quantities of suppliesrequired by a unit to do its daily unit maintenance. Unitsthat are authorized personnel, tools, and equipment toperform maintenance maintain a prescribed load ofrepair parts. Units that regularly support other unitswithout maintenance capabilities include the supportedunits’ equipment in their PLL computations. PLL itemsmust always be on hand or on request. PLLs must be onfile in the using units and in the supporting SSA.

Mandatory Parts ListsMPLs, which are published as DA pamphlets, are usedto standardize the combat PLLs. The MPL is the man-datory portion of the standardized combat PLL. Parts onthe MPL must be on hand or on order at all times.

PRESCRIBED LOAD LISTSTOCKAGE LEVELS

Demand-supported PLL stockage consists of 15DOS based on recurring demands for qualifying items.DA Pamphlet 710-2-1, Tables 8-3 through 8-7, can beused to calculate stockage levels when the total quan-tity demanded during a specific time period is known.These charts are also in TM 38-L32-11. Initial stockagelevels must be calculated for newly activated units, con-solidating units, or units undergoing change. Unit person-nel can usually determine these levels by examiningdemand data from similar units which maintain identicalequipment. If data are not available, units may requesthelp by writing to the Commander, US Army MaterielReadiness Support Activity, ATTN: AMXMD-S,Lexington, KY 40511-5101. For medical equipment

PLL data, write to the Commander, US ArmyMedical Materiel Agency, ATTN: SGMMA-M,Frederick, MD 21701-5101.

RECORDS OF DEMANDSRecords are kept on demands and consumption ofClass II, IV, VIII, and IX maintenance significantparts. Use AR 710-2.

Unit Demand Summary ListingAn automated unit demand summary list PCN AGL-C39,is prepared each month for units using DS4. It shows thenumber of demands and quantity of each item de-manded during the preceding six months. The unitcommander should review this listing for possiblechanges to the PLL.

Manual ProcedureA manual listing of PLL additions, deletions, andstockage levels can also be made on DA Form 2063-R.The PLL clerk records on DA Form 3318 the quantitiesof items demanded and requested by the unit. Instruc-tions for the preparation and use of these forms are inDA Pamphlet 710-2-1. The PLL clerk should enter oneach PLL record the on-hand quantities and storagelocations for all items in the PLL.

PRESCRIBED LOAD LIST CHANGESTM 38-L32-11, Chapter 11, shows unit commandersand PLL clerks how to add, change, or delete PLL itemsusing DS4. DA Pamphlet 710-2-1, Chapter 8, specifiesmanual procedures. In the automated system, a catalogupdate is produced monthly. This list shows changes instock number, unit of issue, and quantity. A PLL changelist, PCN AGL-C35, is produced each quarter. It listsnumbers of demands and quantities demanded. It alsoidentifies changes in PLL quantities, stock numbers,and AMDF data. The commander should review this listfor approval, disapproval, or proposed modifications foreach stock number line entry.

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Section IIISOURCES OF REPAIR PARTS

SHOP SUPPLYShop stocks are demand-supported repair parts andconsumable supplies stocked in a DS or GS mainte-nance activity. Since these supplies are issued to themaintenance unit, they are not part of an ASL. Shopstock supplies are to be used only by maintenance shops.They are not to be issued to supported units. Shop supplyallows maintenance units to keep frequently used repairparts and expendable maintenance supplies on hand. Ithelps maintenance units avoid repair delays and reducesthe number of supply transactions. FM 43-20, Chapter4, describes GS maintenance shop supply operations.The three types of shop stock supply are demand-supported, bench, and program stock. Different proce-dures apply to each type. Manual procedures for shopsupply are described in DA Pamphlet 710-2-2. Auto-mated procedures are covered in TM 38-L03-19 forSAILS and TM 38-L32-11 for DS4.

Demand-Supported Shop Stock SupplyItems are selected for demand-supported stockage whenthey are requested frequently (at least three requests inthe initial 180 days and one demand every 180 daysthereafter). Maintenance personnel request parts andsupplies from the MMC or stock control activity.

Bench Stock SupplyBench stock items are low-cost, consumable repair partsand supplies that are used by maintenance shop repairpersonnel at an unpredictable rate. The maintenance shopofficer decides which items to stock based on howessential the items are to unit repair operations. AR 710-2authorizes both DS and GS units to maintain a 15-and 30-day stockage level of bench stocks. The supply officerhelps the shop officer compute stockage levels for eachitem by using stock records which show the demandhistory for the items.

Program Stock SupplyProgram stocks are those repair parts and mainte-nance supplies stocked by the shop supply section forprogrammed repairs. Program stock is used primarilyby GS maintenance units to support scheduled overhaul

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programs. Use it to support maintenance of componentsor assemblies such as engines and transmissions.Stockage levels should be based on anticipated workloads and demand history from similar overhaul pro-grams. As a rule, stocks are requested six months beforethe start of the program. Retain items only as long asthey are needed for the program. Turn in those notneeded to the SSA as soon as possible.

QUICK SUPPLY STOREThe use of the QSS provides a quick method for supply-ing certain low-cost, expendable items. The purpose ofthe QSS is to simplify accounting, eliminate paperworkand reduce work loads of supply personnel.

Selection and Retention CriteriaOnce an item is selected for QSS stockage, it is no longeravailable to customers from any other source. Items maybe selected for or deleted from QSS stockage based oncertain criteria. To qualify for stockage in a QSS, anASL item must meet all of the mandatory QSS stockagecriteria described in AR 710-2 and DA Pamphlet 710-2-2.Criteria listed in TM 38-L32-13 are only for DSUssupported by DS4. Demand-supported ASL items mustbe reviewed every six months to determine if items canqualify for QSS stockage. Under DS4, items which canbe converted to QSS are identified quarterly. To remainin QSS, items must continue to meet all stockagecriteria. Items must be continually screened for compli-ance. Items should be requested at least three timesduring a 12-month period to qualify for retention. UnderDS4, items which no longer qualify for QSS are identi-fied for return to detailed accounting.

Catalog and ListingThe QSS catalog is produced for units using the manualsystem. It lists QSS items in NIIN sequence. The cataloggives an NSN and the nomenclature for each item. Thiscatalog should be published semiannually and providedto each of the SSA customer units. Under DS4, the QSScatalog is updated every six months by the stock controlsection or MMC. QSS catalogs are provided to DSUs for

FM 10-27

Transportationdelivery to supported customer units. Additional andreplacement copies are available for pickup at the QSS.The QSS listing provides the same information as thecatalog but also gives the location of each item.The listing helps DSU personnel store and locateitems for issue.

Records and ProceduresTM 38-L32-13 explains QSS transactions underDS4. DA Pamphlet 710-2-2, Chapter 12, showshow to prepare forms under the manual system.

CANNIBALIZATIONCannibalization is the authorized removal of parts andassemblies from unserviceable, uneconomically repa-rable, or disposable items or components. The purposeof cannibalization is to recover serviceable repair partsfrom scrap materiel for return to the supply system.Cannibalization is an important source of supply, par-ticularly when the need for the item is critical and therequired delivery date cannot be met through routinesupply channels. Cannibalization supplements repairparts supply and ensures that critical equipment willremain operational.

Cannibalization PointsSupport maintenance units cannibalize at a cannibaliza-tion point. This point is a location where items to bedisposed of are held until serviceable repair parts andassemblies can be removed and returned through thesupply system. Cannibalization points are usually set upat maintenance collecting points operated by collec-tion, reclamation, and exchange units or at the GSmaintenance level. Points are set up throughout thetheater. AR 710-2, Chapter 3, covers the setup ofcannibalization points.

Collection, Classification, and DistributionThe MMC controls cannibalization from the time anitem is recovered until the issue of parts to maintenanceor using units and the disposal of scrap materiel. Recov-ered items are classified according to instructions inTMs, TBs, and directives from MMCs. Classificationindicates whether items are reparable ornonreparable, where repairs can be made, and theextent of needed repairs.

When the situation permits and transportation assets areavailable, the appropriate MMC may direct units toremove unserviceable, economically reparable compo-nents. The units move the parts to a maintenance collect-ing point or a supporting DS maintenance unit in theDSA or forward area of the corps. Vehicles in DSmaintenance units may be used to help recover andevacuate the items. The MMC coordinates with theMCC which arranges for transportation.

AircraftAR 750-1 contains basic policies on cannibalization ofaircraft and aircraft components. Aircraft must not becannibalized until disposition instructions have beenreceived. Authority to exchange aircraft repair parts isgranted only when certain criteria are met.

List of Available ItemsA list of items available at a cannibalization point mustbe published at least quarterly. Cannibalization pointsmaintain stock accounting records. AR 710-2, Chapter 3,and DA Pamphlet 710-2-2, Chapter 18, describe canni-balization point procedures and discuss the recordsassociated with each procedure.

CONTROLLED EXCHANGEControlled exchange is the removal of serviceable partsfrom damaged or disabled unserviceable, but economi-cally reparable, equipment for immediate reuse in re-turning a like item to combat. AR 750-1, Chapter 4,authorizes controlled exchange by using organizationsor support maintenance units. Guidelines for controlledexchange are established at higher headquarters. Oneguideline is that serviceable parts removed in emergen-cies to repair critically needed items must be replaced byunserviceable like parts before evacuation to GS main-tenance units. Unserviceable parts must accompany, butneed not be installed on, the assembly or end item fromwhich serviceable parts were removed. The unserviceableparts should be marked or coded to save inspection timeat other levels. Controlled exchange reduces the timeinvolved in parts procurement. It supports mate-riel readiness by supplementing repair parts re-quirements already on requisition throughout thenormal supply system.

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Using Units

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Using units can perform controlled exchange only whencertain conditions are met. They are outlined below.

The using organization owns or controls all ofthe unserviceable, reparable end items involved in theexchange.

The maintenance effort required to restore all ofthe unserviceable, reparable end items to a serviceablecondition is within the maintenance authority, capacity,and capability of the unit.

Serviceable parts, components, or assembliescould not be obtained on time through maintenanceefforts or supply channels.

The unserviceable, economically reparable enditem was classified as NMCS.

The exchange will immediately restoreone or more unserviceable, reparable end items toa serviceable condition.

Removal of serviceable parts will not degrade toan uneconomically condition any of the end itemsinvolved.

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Controlled exchange is the only reasonable wayto eliminate an adverse effect on the operational readi-ness of the unit.

Prompt action is taken by the organizationto restore the unserviceable end item to a service-able condition.

Support Maintenance UnitsSupport maintenance units can perform controlled ex-change only when certain conditions are met. They areoutlined below.

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Controlled exchange is the only way a service-able item can be provided to a support unit within thetime frame designated on DA Form 2407.

It is approved by the supply officer or mainte-nance shop officer responsible for restoringunserviceable, economically reparable items to a ser-viceable condition. It must also be approved by theoperations officer or commander of the unit which ownsthe end items involved.

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•The maintenance effort required to restore allend items to a serviceable condition is within the

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maintenance authority, capacity, and capability of theunits performing the exchange.

• Required serviceable parts, components, andassemblies cannot be obtained on time through normalsupply channels.NOTE: Controlled exchange on maintenance float itemsis not authorized.

SUPPLY REQUESTSRepair parts can be obtained from several sources.Accordingly, request procedures vary. The referencesand procedures used in requesting supplies depend onthe type, federal supply classification, and catalog statusof the item and on the unit situation.

ReferencesThe preparation and processing of requests depend onwhether the requesting element is a supported unit or anSSA and whether it is divisional or nondivisional. It alsodepends on whether the supply system is automated ormanual. In divisional units and nondivisional DSUs(DS4 automated system), personnel should use TMs inthe 38-L32 series. In GSUs and COSCOM or TAACOMMMCs (SAILS automated system), personnel shouldfollow procedures in the TM 38-L03 series. In themanual system, personnel should follow procedures inDA Pamphlet 710-2-1. Procedures for SSAs in themanual system are in DA Pamphlet 710-2-2.

ProceduresFor the repair parts supply system to work effectively--

Proper procedures must be followed when re-questing, issuing, and storing repair parts.

Follow-up procedures on repair parts requisi-tions must be setup and followed.

All requests for repair parts and turn-ins ofexcess and unserviceable, reparable repair parts must beprocessed without delay.

The authorized quantity of repair parts listed onthe PLL must be on hand or on request at all times.

The recorded location and the actual location ofrepair parts should match.

FM 10-27

Section IVREQUISITIONS AND DISTRIBUTION

DIVISIONSDivisions in the theater receive supplies from manysources. In contingency operations, division elementsdeploy with prescribed amounts of supplies. CombatPLL stocks are sent with the company when it isdetached from the battalion. During the initial phases ofdeployment, these stocks are the only source of resupply.Division units have only a limited capability to carryreserve supplies. They stock repair parts based on theirdemand history, MPLs, and essential repair parts stockagelists. To prevent overstockage in the BSA, the DMMCspecifies the items and quantities of Class IX to belocated there. Determinations are based on the combatPLLs of forward units and on the mobility requirementsof forward support maintenance units. Maintenanceunits in the DSA carry remaining stocks of the divisionClass IX ASL.

Logistics SupportThe DISCOM provides division-level Class IX supplysupport and ADP support for division logistics. Itprovides movement control in support of division logis-tics and coordinates surface transport of supplies. Whenairlift capabilities are not organic to the division orairlift requirements exceed division capabilities, theDISCOM depends on corps medium or heavy helicop-ter units to support emergency logistical requirements.To enable forward deployed divisions to remain mobile,personnel should load and issue PLL and ASL stocksfrom repair parts vans, MILVANs, or stake and plat-form trailers. See AR 710-2, Chapter 1, for ASL mobil-ity standards. To increase readiness to deploy for com-bat, personnel should load combat-essential stocks onvehicles during the alert stage. PLL and ASL stocksshould be uploaded in stake and platform trailers andmodular-equipment, deployment-storage containers or

flat racks. For more details on supply operations in thedivision, see FM 63-2.

Supply ManagementThe DMMC manages the division Class IX repair partssupply system. It develops, approves, and maintains thedivision PLLs and ASLs and requisitions supplies. TheDMMC also determines requirements for deployment. Itdirects the distribution of supplies. It also specifies thetypes and quantities of Class IX to be located in theforward areas of the division. ADP support is providedby the logistics automation systems support office. TheDMMC parts branch provides PLL customer support.Each customer PLL is managed separately. For moredetails on DMMC operations, see FM 63-2.

Common Repair PartsCommon repair parts supply requirements depend on thetypes of divisions and their support organization, thetactical situation, the type of war, and the type of terrainon which the war is being fought. Figure 5-1, page 5-8,shows the flow of repair parts in a division. Maintenancecompanies supply common repair parts in the division.

Missile Repair PartsCritical missile parts remain in the brigade trains area tosupport repair and maintenance activities. Since missileparts are limited, assets must be tightly controlled. Thetechnical supply officer sets priorities and allocates itemsto each brigade area. Missile support companies providemissile repair parts in the division.

Aircraft Repair PartsAircraft should be ready to support combat forcesat all times. Repair parts must be readily availablefor aircraft, avionics equipment, and aircraft arma-ment systems. Aircraft maintenance companiesprovide DS maintenance support to division units,including repair parts supply.

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CE and COMSEC Repair PartsRepair parts, subassemblies, and other items required to area. As a rule, it bypasses the GSU and moves directlyoperate or support COMSEC equipment are obtained from the aerial port to the requesting supply activity.through conventional supply channels. Use MILSTRIPfor this. See ARs 710-2 and 725-50. The CE branch ofthe DMMC accounts for COMSEC materiel. It pro-cesses all transactions in the divisions. Supply supportunits maintain an ASL, including repair parts for CE andCOMSEC materiel. Maintenance battalions supplyCOMSEC Class IX items. Forward supply companiesof the maintenance battalions supply CEWI repair parts.The service support company of the CEWI battalionmaintains the battalion ASL.

CORPS, SEPARATE BRIGADES,AND REGIMENTS

The COSCOM ACofS, Support Operations, establishessupply levels based on directives from higher headquar-ters. He consolidates supply requirements for the corps.Separate brigades maintain only those supply levelsneeded to sustain operations until additional suppliescan be delivered. Each unit in the separate brigade isresponsible for maintaining its own combat PLL andMPL of repair parts. The support battalion’s mainte-nance company provides backup stocks of MPL itemsfor brigade units and other DS-level Class IX supplysupport. At the DS level, repair parts are providedthrough maintenance channels. At the GS level, the QMrepair parts supply company, GS, provides repair partsin response to MROs from the CMMC.

Contingency Corps SupportCSS is austere in contingency operations. However, it isnecessary to deploy sufficient supplies to support andmaintain weapons systems and equipment,

Class IX ALOC supply. ALOC cargo arrives dailyat aerial ports of debarkation. All cargo is thenmoved to the designated SSA regardless of prior-ity designator. Break-bulk points are set up tobreak out individual shipments for delivery di-rectly to each requesting SSA.

Class IX non-ALOC supply. Non-ALOC replenishmentcargo is normally transported by rail and truck fromseaports to corps stockage locations. High-priority non-ALOC cargo maybe airlifted into the corps operational

Other sources of repair parts. Use controlled exchangeto return essential items immediately to a mission-capable condition. Obtain repair parts from cannibaliza-tion of nonreparable major end items and assemblies.

Supply ManagementThe following elements provide supply manage-ment for corps, separate brigade, and regiment units.CMMC. The CMMC provides integrated supply andmaintenance management. The COSCOM AC of S,Support Operations, reviews and analyzes demands andcomputes corps requirements for supply and mainte-nance support. The CMMC then evaluates work loadsand the capabilities of supported supply and mainte-nance units and allocates resources. It coordinatesthroughput distribution policies with the CMMC.FM 54-23 covers the CMMC.Support squadrons. Support squadrons provide supplymateriel management for separate brigades and ACRs.Their headquarters and headquarters companies deter-mine requirements for brigade supplies. They procure aswell as direct the receipt, temporary storage, and issue ordistribution of supplies.Headquarters and headquarters troop. The headquar-ters and headquarters troop provides supply and mainte-nance materiel management for ACRs. It deter-mines requirements and supervises the regiment’sASL and combat PLLs. It also determines ASLmobility requirements.

Common Repair PartsMaintenance companies in the CSB perform intermedi-ate maintenance and provide ASL repair parts to supportunits in the corps rear area. Most of these companies alsoexchange selected items. Repair parts supply compa-nies, GS, are the main supply sources in the corps.Separate AIM brigades, light infantry brigades, airbornebrigades, air cavalry combat brigades, and the ACRprovide additional supply and maintenance support.With the exception of theater army-controlled items, thecorps depends on CONUS for replenishment throughthe DSS or ALOC. If this is not possible, the COMMZ

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can use its safety level to restore corps operatinglevels on short notice. Figures 5-2, page 5-11, and5-3, page 5-12, show the flow of common Class IXitems in the theater. When possible, Class IX ALOCitems are sent directly to the requisitioner in the corps.When this is not possible, supplies are delivered to arepair parts supply company in the corps or COMMZ forsurface shipment to the requesting DS or GS mainte-nance unit. Heavy tonnage items are sent by sea andsurface transport.

Missile Repair PartsRepair parts supply is critical for missile systems. Dueto the high cost of parts, supply procedures generallydiffer from those used in the routine supply sys-tem. There is greater reliance on shipment directfrom CONUS. Several elements supply missile repairparts support. Missile maintenance companies providerepair parts of missiles. They have support maintenanceshops. Maintenance support teams receive, store, andissue line items for missile systems.

Aircraft Repair PartsDivisional AVIM units transmit requisitions for aircraftpeculiar repair parts through the DMMC to the CMMC.Requisitions from nondivisional AVIM units are sentdirectly to the CMMC. If the part is available in thecorps, the CMMC sends an MRO to the repair partssupply company, GS, which sends the part to the AVIMunit. Aviation maintenance companies provide DS re-pair parts. QM repair parts supply companies provideGS repair parts.

Airdrop Equipment Repair PartsThe QM airdrop supply company and the QM lightairdrop equipment repair and supply company supplyDS airdrop repair parts in the corps. For moredetails, see FM 10-400.

CE and COMSEC Repair PartsThe COMSEC Materiel Control System controlsCOMSEC. The Army Communications Command areamaintenance and supply facilities support fixed stationcommunications equipment. COMSEC materiel man-agement sections compute requirements, prepare

requisitions, and process receipts and requisitions. Theycontrol materiel release and distribution and inventoryand account for all COMSEC materiel within the corpsrear area. The CE office at corps headquarters estab-lishes priorities for issue of COMSEC materiel.COMSEC repair parts are provided by the COMSEClogistics support company which maintains the theaterASL for COMSEC. Signal battalions maintain shopstock and exchange items for unit elements. The air-borne special forces group maintains shop stock forsignal equipment belonging to the special forces group.CE maintenance companies provide repair parts to DSmaintenance units. Maintenance battalions and aircraftmaintenance companies maintain shop stock and appro-priate exchange items. CEWI groups maintain shopstock to support organic DS maintenance operations.

COMMUNICATIONS ZONEThe TAACOM supports all units located in or passingthrough a given area in the COMMZ. The ACofS,Materiel, develops policies, plans, and procedures forestablishing and maintaining supply levels and stockagelists. The TAACOM MMC approves additions to ordeletions from stockage lists. It also approves adjust-ments to requisitioning objectives for ASL lines. Thewartime sustaining level for the COMMZ is 30 DOS forALOC items and 7 DOS plus OST for non-ALOC items.ALOC items are usually flown directly from CONUS toDS and GS users. The COMMZ maintains a 30-daysafety level of supplies. Delays in shipments fromCONUS can be absorbed in this time period.

Supply ManagementTAACOM units store and maintain pre-positioned warreserves, other theater reserves, and theater-controlledstocks. The TAMMC manages and controls the alloca-tion of these critical and high-priority stocks.TAACOM. The TAACOM provides DS CSS and inter-mediate GS maintenance and supply to units passingthrough or located in the COMMZ. It provides GSsupply and intermediate GS maintenance to the combatzone. The TAACOM may negotiate directly with gov-ernmental agencies or private individuals in host coun-tries for required supplies by coordinating with thetheater army G5.

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Common Repair PartsTAACOM MMC. The TAACOM MMC provides inte-grated supply and maintenance management. It collects,sorts, analyzes, and acts on supply and maintenancerequests. It receives and analyzes demands for Class IXand computes requirements for supplies and mainte-nance support. It develops and publishes guidance onexchange operations. After evaluating work loads andthe capabilities of supported supply and maintenanceunits, it allocates resources.

COMMZ Supply Support OrganizationOrganization of the supply and maintenance supportoperations depends on the size and composition offorces within the COMMZ and the availability of as-sured HNS. It also depends on the amount of backupsupport required by forces in the combat zone, the natureof planned operations, and the geographic and politicalfeatures of the area. FM 100-16 describes COMMZsupply support operations.

Requisition and Materiel FlowWith the exception of theater army-controlled items, theCOMMZ depends on CONUS for replenishment. Thoughit is not the prime source of supply support to the corps,the COMMZ can replenish the corps when the supplypipeline is disrupted or unanticipated changes occur intheater consumption patterns.

Requisition flow. With the exception of theater army-controlled items, the TAACOM MMC receives andprocesses requisitions for Class IX items. In war, as inpeace, the TAACOM MMC sends requisitions toCONUS NICPs. Requisitions for ALOC itemsbypass the telecommunications center serving theMMC. Requisitions for theater army-controlled itemsare sent to the TAMMC. The TAMMC also controls warreserve stocks (non-ALOC Class IX included).

Materiel flow. Materiel is shipped directly fromCONUS to the corps whenever possible. Otherwise,Class IX ALOC items are sent to the intermediate levelsin the COMMZ. When possible, DSS surface shipmentsof container loads are delivered to the documentedrequisitioner. When this is not possible, supplies aredelivered to DS or GS units.

GS supply support is available through QM repair partssupply companies, GS, TAACOM. DS supply supportis available through DS maintenance companies.

Missile Repair PartsQM repair parts supply companies provide GS repairparts. Maintenance and supply companies and mainte-nance batteries provide DS repair parts.

Aircraft Repair PartsArmy aircraft require a great deal of maintenance.Inadequate maintenance increases the need for suppliesin the COMMZ. QM repair parts supply compa-nies keep the aviation maintenance company inaircraft repair parts.

Airdrop Equipment Repair PartsThe QM airdrop equipment repair and supply companyand the QM heavy airdrop supply company specialize inairdrop equipment, DS, repair parts supply support. Formore details on airdrop supply, see FM 10-400.

CE and COMSEC Repair PartsThe Theater Communications Command (Army) coor-dinates logistical support for assigned and attachedsignal units. The TAACOM MMC provides COMSECmateriel management for the theater army area. It man-ages the maintenance companies assigned to the supportgroups. The Theater Communications Command (Army)signal units maintain a shop stock of repair parts withwhich to perform DS maintenance on organic CE andCOMSEC equipment. DS maintenance units also main-tain a shop stock of CE and COMSEC repair parts. TheCOMSEC logistics support team maintains the theaterASL for communications items. It processes requisi-tions and receives, stores, and distributes all COMSECmateriel, except that shipped directly to supported units.

Marine-Peculiar Repair PartsDue to the low-density and unique characteristics ofmarine-peculiar parts and avionics, they are exceptedfrom demand-stockage criteria. Most user units areauthorized to keep enough parts on the craft to sustain

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Rail Equipment Repair Partsthemselves for 15 days in combat. Marine intermediate HNS is the primary means of providing rail equipmentmaintenance units provide backup supply and and rail maintenance in a theater of operations. If HNSmaintenance support on shore or by means of is not available, GS maintenance rail-operating unitsfloating maintenance support teams. Marine-peculiar can be deployed to the theater. The transportation rail-repair parts are not supplied by a repair parts supply way car repair company and the diesel-electric locomo-company, GS. tive repair company supply rail equipment repair parts.

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CHAPTER 6PROVIDING CLASS VI AND X SUPPLIES

Section IMANAGEMENT

CLASS VI SUPPORT CONCERNSIn peacetime, AAFES manages Class VI items. Uponoutbreak of hostilities, AAFES cargo shipments maybe canceled or diverted elsewhere to free transporters tocarry more critical items. In the early stages of a war,stocks in PXs in the COMMZ and corps rear area maybe turned over to the theater supply system.

Items AuthorizedDuring heavy levels of commitment, the health andcomfort items listed in AR 30-7 might be the onlypersonal-demand items available in the theater. Inmoderate and light levels of commitment, these itemsmight be used from D-Day to D+60. After D+60,AAFES contingency procedures may be put into effect,upon direction of the AAFES commander, to supple-ment items authorized by AR 30-7.

Manning and ResponsibilityExisting PXs in the COMMZ may remain in serviceafter conversion to military manning. Military person-nel may operate exchange retail activities forward ofthe COMMZ. Following conversion to military man-ning, responsibility for exchange operations belongs tothe G1.

TransportationClass VI items must compete with critical assets sent tooversea theaters. Transportation assets may not beavailable prior to D+90. That is when theater stabiliza-tion efforts may be expected to occur in the corps andCOMMZ. Until then, sundries packs would have toprovide minimally essential Class VI items.

Automation SupportThe DS4 automated supply system does not provideClass VI supply support. However, such support isprovided by SAILS.

SUPPORT OF CIVIL AFFAIRSFM 41-10 describes civil affairs operations. Basic poli-cies and procedures for support of civilian populations

•

•

•

•

•

•

are contained in theater or higher-level plans.These plans include estimates of initial require-ments and availability of resources. Commanderswho have been delegated civil affairs authorityshould recommend changes in requirements forsupport of the civilian population. The tacticaloperation commander is responsible for estimat-ing civilian supply requirements, for making allo-cations, and for setting priorities. The G5 has primarystaff responsibility for coordinating matters involvingcivil-military operations. However, primary responsi-bility for the logistics of civil-military operations re-mains with the G4. The supplying of items by themilitary for relief of civilian distress is primarily aconcern of the logistics staff. Distribution of thesesupplies to civilians is a function of civil affairs units.Table 6-1, page 6-2, lists specific civilian supply tasks.The tasks are grouped according to the intensity ofconflict. Some logistics areas require coordination be-tween the G5 and the G4. These areas include:

Consolidated requirements for civilian sup-plies to be furnished from military stocks or requisi-tioned from US stocks.

Plans for the distribution of supplies to civil-ians.

Requirements for insecticides, repellents, androdenticides to protect the health of the civilians.

Disposition of captured enemy supplies whichare adaptable to civilian use.

Availability of salvaged clothing and othersupplies for civilian use.

Requirements for military transportation forcivilian supplies.

PROCUREMENTClass VI and X items are purchased with differentfinds. Each supply class has restrictions on procure-ment.

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Class VI ItemsClass VI items are procured with nonappropriatedfunds. They are procured, stored, and distributed by theDefense Personnel Support Center of the DefenseLogistics Agency. Because of shelf life and rotationalrequirements, sundries packs containing health andcomfort items are normally not prestocked. Instead,items for these packs are purchased and assembled asneeded. The Defense Personnel Support Center re-quires a 120-day lead time to acquire and distributeration supplement sundries packs.

Class X ItemsMost Class X items are stock fund secondary items.Only a few are appropriation-financed principal items.

Many Class X items are nonstandard items (windmillparts, kits, and plows, for example). Some items(lawnmowers, grass seed, livestock salt, and hay, forexample) managed by the GSA are covered by acontract which allows using activities to place an orderdirectly with the vendor. A few Class X items may bepurchased locally. Civil affairs personnel help purchas-ing and contracting officers with local procurement ofsupplies for civilian relief or economic aid. Some ClassX items (animal traps, horse and mule saddles, andharrow disks, for example) are not stocked. Thus, theyhave long lead times. These items are procured onlyafter receipt of a requisition.

Section IICLASS VI

PERSONAL DEMAND ITEMSThere are almost 250,000 Class VI personal demand ornonmilitary items for sale to soldiers and other autho-rized individuals in PXs throughout the world. Ex-amples are shampoo, pens, razors, tobacco, stationery,and chewing gum. Class VI supply is often expanded toinclude catalog sales, comfort items, civilian clothing,and luxury items. Class VI items are not listed on theAMDF. A few health and comfort items may be issuedwhen enlisted members report to a reception station.Issue is generally limited to items that do not requirefitting, such as towels and handkerchiefs.

RequirementsIn early stages of highly mobile and intensive conflicts,there is little leisure time. Therefore, there is little needfor Class VI items. Before full theater development,Class VI items may be restricted to the sundries packitems required for the safety, sanitation, and minimumhealth and comfort of soldiers. Where a PX cannot beoperated, the theater army commander can request thatration supplement sundries packs be supplied. Theauthorization document is AR 700-23. In areas whereexchange activities do not already exist, AAFES willnot be required to provide exchange services earlierthan 60 days after initial deployment (D+60). Wherethere is no AAFES exchange in an area, teams BP and

SUPPLY

BQ may be authorized. Once exchanges are estab-lished, AAFES determines requirements. It then pro-cures, stores, and distributes supplies and operates theresale facilities.

Consumption Rates

Class VI requirements according to FM 10 1-10-1/2 are3.2 pounds per person per day. After D+60, AR 700-23authorizes .56 pound of Class VI supplies per man perday and 1.06 pounds of Class VI supplies per womanper day. The AAFES contingency plan for D+60 cur-rently authorizes 7.29 pounds per soldier per dayduring moderate and light levels of commitment. Noauthorization is made for a heavy level of commitment.More information on Class VI consumption rates maybe obtained from HQ, AAFES, ATTN: AAFES-PL-P,Dallas, TX 75222-6049.

RATION SUPPLEMENTSUNDRIES PACKS

Issue of sundries packs affects requirements for ClassVI health and comfort items. The ration supplementsundries pack (NSN 8940-00-268-9934) is a Class Iitem which contains health and comfort items issuedwithout cost to soldiers during combat operations.

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Items include writing paper, ballpoint pens, disposablerazors, and other personal care items. Female soldiersare authorized additional health and comfort items.These include cleansing cream and tissues, sanitarynapkins and tampons, hand and body lotion, and toiletpaper. For more details on sundry packs and theircontents, see AR 30-7.

RequirementsMACOM commanders determine when ration supple-ment sundries packs are required. They request thatHQDA start acquisition and distribution actions. TheDeputy Chief of Staff for Logistics approves the use ofsundries packs in theaters of operations. MACOMcommanders then submit requisitions for initial andfollow-on requirements. Initial requirements are filledwith bulk Class VI supplies. MACOM commanderscoordinate with AAFES representatives to ensure aninterim supply of Class VI items until ration supple-ment sundries packs become available. Follow-on re-quirements are filled with sundries packs. Sundriespacks are requested on DA Form 2058-R in the samemanner as Class I items. Sundries packs are issued onDA Form 3294-R. Following development of the the-ater, or as the situation permits, the Defense LogisticsAgency assumes responsibility for meeting Class VIneeds in the theater.

Issue ControlsAR 700-23 controls the issue of health and comfortitems. Sundries packs must be requested by the MACOMcommander and approved by HQDA before issue canbe made. Sundries packs are issued only to supportunits or individuals who have been in combat for more

than 48 hours without exchange support, contingencyemergency plans, and combat operations.

Ration AccompanimentUsually the sundries pack is issued with rations untilAAFES can provide Class VI support. Only the MREcontains candy and toilet paper. No other comfort itemsare in operational rations.

SALES TEAMSWhen personal items are not issued free or madeavailable through an AAFES exchange, sales teams BPand BQ may be authorized. Sales teams may be as-signed to the division, corps, or theater army. Salesteam BQ provides sales management and control per-sonnel needed to supervise BP mobile sales teams.Sales team BQ personnel requisition, receive, and storeClass VI items for issue to the mobile sales team. Thatteam provides a mobile outlet for once-a-week retailsale of merchandise and personal items, on a nonprofitbasis, for up to 10,950 authorized personnel. Securityof a soldier’s personal funds may be a consideration inthis type of direct sales operation. The mobile salesteam may also wholesale personal items and merchan-dise to a unit PX. Supplemental transportation neededto distribute supplies must be provided by theatertransportation units. Additional personnel are requiredto load and unload supplies.

STORAGE CONCERNSClass VI items are highly pilferable. Make sure storagecontainers at terminal warehouses and major overseastorage points are locked and guarded. A number ofClass VI items have limited shelf life. Check theseitems for dates. The storage and issue principle of firstin, first out applies.

Section IIICLASS X SUPPLY

NONMILITARY PROGRAM ITEMSClass X items support nonmilitary programs such as There are nearly 500 Class X items listed on theagricultural and economic development. If civilian AMDF. The item manager is the US Army Generalresources in the theater are inadequate, military sources Materiel and Petroleum Activity. Nonmilitary supportmay provide Class X items to the civilian population. items are handled separately from normal military

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requirements. However, they compete with militaryitems for distribution resources. If critical militaryoperations are not impaired, supply of Class X itemsmay be important enough to take precedence over someof the less-essential Army items.

RequirementsCivil affairs staff sections determine requirements forsupplies required for relief of civilians in distress.Following an NBC attack, large quantities of rodenti-cides and insecticides should be needed. Seed, fertil-izer, and domestic animals may be required, also.

Consumption RateMilitary consumption rates are based on military

strength and do not apply to Class X supplies. Instead,requirements are based on population size, geographiclocation, and technological capabilities of the countryinvolved.

SOURCES OF SUPPLYThe principal sources of civilian support are suppliesfrom the local economy, captured enemy stocks, contri-butions from national and international welfare andcharitable organizations, and supplies from allied orUS military stocks. In addition to food, clothing, andmedical supplies, the types of supplies approved forissue from US military stocks include tents, fuel andlubricants, and engineer, communication, and trans-portation equipment. Most Class X items appear with aG_0 or S9C source of supply code on the AMDF.Sources include GSA warehouses, the Defense Con-struction Supply Center, and the Defense IndustrialSupply Center.

REQUISITION AND ISSUE PROCEDURESSupply and distribution plans show responsibilities forreceiving, storing, and issuing supplies for civiliansupport. QM supply companies provide Class X sup-plies only as directed by higher headquarters. Admin-istrative orders and other instruct ions prescribe requisi-tion and issue procedures.

RequisitionRequisitions for military supplies for civilian supportare processed in the same manner as those for all othermilitary supplies. Units tasked to issue supplies to

authorized civilian agencies or groups place the requi-sitions.

IssueDuring military operations, supplies for support ofcivilian affairs operations may be provided on anautomatic basis. Class X issues are regulated. Depend-ing on the situation, supplies intended for civiliansupport may require command approval prior to issue.Make sure that supplies are not diverted into blackmarket channels. As the military situation becomesmore stabilized, issue of fertilizers, seeds, tools, andlumber may help speed up local production of neededfood and shelter. In sustained war, this would have thelong-term benefit of freeing shipping space for otherkinds of supplies.

DISTRIBUTION PROCEDURESProcedures for distribution of Class X supplies arebased on agreements between the supported foreigncountries and the US State Department. Supplies forinternational defense and development operations aredistributed through military channels. Civil affairsunits distribute supplies to civilian users or agencies torelieve distress of civilians in countries in which USforces are present. Class X supplies are usually distrib-uted to the foreign government directly from a termi-nal. Otherwise, delivery follows the same channels asthat for Army general supplies. Supplies may also bedelivered to specified points for issue to local govern-nmental authorities. Public transportation as well ascivilian and military vehicles may be used to move suchsupplies. Civilian vehicles required to transport thesesupplies should be organized into a civilian transporta-tion pool under the supervision of civil affairs units inthe theater area. Minimum amounts of fuel, lubricants,tires, and spare parts may be made available to maintainthe civilian transportation pool.

ACCOUNTABILITYMilitary stocks used for civilian support are accountedfor until issued to civilian agencies. These records providea basis for anticipating future requirements. They alsoensure that supplies are not issued in excess. Civilianagencies are normally required to account for suppliesprovided from military sources and for contributionsmade by allied governments and nonmilitary agencies.

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Appendix ATHE THREAT

REGIONAL THREATSRecent events in the former Soviet Union have virtuallyeliminated the probability of a Soviet-led attack againstWestern Europe. Four of the republics forming the newCommonwealth of Independent States--Russia, Ukraine,Belorussia, and Kazakhstan--retain the capability tostrike the US with strategic nuclear weapons. Indica-tions are that their conventional forces will be consider-ably downsized, modernized, and reoriented towardterritorial defense. Although the threat of strategic at-tack remains a concern, the export of tactical nuclearweapons, nuclear weapons technology, and scientificexpertise from the former Soviet Union to the ThirdWorld is of even greater concern. The potential for USforces being drawn into Third World conflicts to protectnational interests has thus significantly increased. ThirdWorld forces can be expected to be armed with modernweapons. This includes weapons of mass destructionsupplied by the former Soviet Union, China, NorthKorea, and some Western nations. States which have,may be developing, or desire such a capability includeNorth Korea, Iraq, Iran, Pakistan, China, and India.However, they may not be as proficient in modernmilitary war as the former Warsaw Pact nations.

Southwest AsiaOne of the most unstable regions of the world is South-west Asia. This area stretches from the Indian Ocean,across the Persian Gulf and the Middle East, to theMediterranean Sea. Ideological and religious conflicts,nationalism, great wealth and desperate poverty, ex-panding populations and rising expectations, and moremodern military forces make the region unstable. Coun-tries in this region are acquiring advanced conventionalweapons. They also want unconventional weapons,particularly nuclear weapons. Threat forces in the regionmay be the most modern in the Third World. Thesecountries have deployed tanks, jet fighter aircraft, SCUDmissiles, helicopter, and multiple rocket launchers. Allare armed with a variety of conventional and unconven-tional munitions. High cost keeps these acquisitions to

a minimum. The international arms market may makenuclear weapons production technology available to thehighest bidder. The US may become opposed by West-ern technology in this strategically significant region.

Central and South AmericaSocial trends will determine economic, demographic,and political and military events in the Caribbean,Central America, and South America. Governments inthese regions will struggle to contain domestic tensionsand maintain the cohesion of their respective societies.Military operations in Grenada and Panama,counternarcotics operations, and military advisory mis-sions indicate continued Army involvement throughoutthe region. LIC is the dominant military activityin the region. Threats to US forces include terror-ist and guerrilla groups armed with crew-servedweapons, small arms, and shoulder-fired antitankand antiaircraft weapons systems.

EuropeStability depends on the ability of the CIS to surviveeconomically and politically. Economic collapse andwar between the republics are possible. Ethnic strife alsothreatens Eastern Europe stability as it did in the formerSoviet Union. NATO nations may have to intervenewith peacekeeping forces. Opposing forces may be asformidable as those of the former Soviet Union.

PacificMajor changes in the Asian security environment con-tinue to occur. These include the shifting military bal-ance on the Korean Peninsula; the relationship betweenthe US, Japan, and Russia; the growing power of Chinaand India; serious instability in and withdrawal of UStroops from the Philippines; the nuclear arms buildup;and vigorous arms exports to the Third World. Regionalconflicts adverse to US interests may erupt as US forcesare downsized or withdrawn. Regional powers tradi-tionally hostile to US interests include Russia, NorthKorea, and China.

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TERRORISMThe most insidious threat to US security in peace andwar is terrorism. Generally, terrorism has evolved fromideological, political, religious, and ethnic discontentand the narcotics trade. Terrorist threats to US interestscontinue in Western Europe, the Middle East, and LatinAmerica. In Europe, leftist groups continue to attack“Western Imperialism” including the NATO Allianceand the US military presence. In the Near East, the USand Israel are seen as common enemies in the eyes ofvarious subnational and religious groups. In SouthAmerica, economics and ideology are the two principalmotivations for terrorist acts. Narcotics traffickers aredriven by perceived threats to their economic interests.They oppose governments allied to the US. Individuals,groups, and states which view the US presence andinfluence as a threat to their existence and politicalbeliefs will most likely endorse terrorist attacks. ThePacific trade war could dramatically heighten the poten-tial for terrorist activities.

THREATS TO COMBAT SERVICESUPPORT OPERATIONS

Threats to future CSS operations will consist primarilyof Level I and modernized Level II forces equipped withlong-range indirect fire weapons. These weapons willinclude tube artillery and surface-to-surface missilesarmed with both conventional and unconventional mu-nitions. Level III operations will occur only if theopposing forces are capable of conducting deep ar-mored penetrations or large airborne or air assaultoperations in the rear area.

Level ILevel I threats predominate in LIC. They includeinsurgents, drug cartels, and terrorists armed withvarious weapons. Drug cartels have many resourcesto organize, arm, and equip private armies andestablish intelligence networks. Soviet weapons,such as the AK-47 assault rifle and RPG-7 anti-tank rocket, predominate. Homemade mines andbooby traps may also be employed. Level I threatsare also found on the mid-to high-intensity battle-field. These threats range from individual sleeperagents and terrorists to squad-size special opera-tions elements. Specific CSS targets include logistics

command and control, convoys, and storage areas.The enemy may interdict CSS operations through-out the battlefield, especially in the corps supportarea, due to the density of troops forward. Sleeperagents will function as intelligence collectors as well assaboteurs and provocateurs. Fanatical paramilitaryforces may also be encountered operating indepen-dently of conventional forces.

Level IIMid- to high-intensity threats involve countries that useintensive missile and artillery fire strikes to disrupt theenemy’s logistics system. Other threats include tank andmechanized infantry forces; airborne, air assault, andheliborne forces; radio-electronic combat; and NBCwarfare. Attacks by naval infantry forces are also pos-sible within coastal areas.

POTENTIAL THREATWEAPON SYSTEMS

Forces opposing the US Army will generally be equippedwith Soviet tanks, infantry fighting vehicles, or compa-rable weapons of Chinese or Western manufacture.These are inferior to comparable US systems. Withoutmore modern Western technology or a mechanizedpenetration in the classic Soviet style, they pose only amoderate threat to CSS operations.

Tube Artillery SystemsThe primary threats to CSS operations are towed andself-propelled 122- and 152-millimeter systems. Theseprovide a range capability equal to or superior to ourcurrent systems. Despite efforts to control their export,systems meeting these requirements are available on theinternational arms market from Argentina, China, France,Italy, and South Africa.

Multiple Rocket Launcher SystemsMultiple rocket launchers deliver a variety of munitions.This includes chemical and biological agents, fuel-airexplosives, cluster bombs, and antipersonnel mines.The Soviet BM-21 is used in most modernized ThirdWorld countries. Better systems are available fromChina, Iran, Iraq, North Korea, South Africa, Russia,and the United States. These systems generally outrange

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our best counterbattery systems and are thus a signifi-cant threat to the CSS operations.

Ballistic Missile SystemsThe number of short- and medium-range ballistic mis-siles has increased in recent years. These weapons willbe armed with conventional munitions. Chemical andnuclear munitions may also be available to certaincountries. France, Taiwan, China, North Korea, andRussia produce these weapons. They pose a significantthreat to CSS operations.

Precision-Guided MunitionsPrecision-guided air- and sea-launched cruise missileshave proved their worth in the Gulf War. They have topacquisition priority by those countries that can obtainthem. Reports indicate that Iraq recently acquired adefective US Tomahawk missile, will attempt to copy itfor production, and will most likely share thetechnology with other arms-producing Third Worldcountries. Similar weapons systems may soon be

available on the international arms market fromFrance, Germany, and Russia.

SUMMARYThe threat to CSS operations is no longer primarily theformer Soviet Union. The conflict with Iraq demon-strated that Third World countries with the political willand the military power will challenge their neighbors forregional dominance. Forces opposing US military op-erations vary in size, equipment, and proficiency. Theyhave Soviet weapons such as T-62 and T-72 tanks.Artillery systems, the primary CSS threat, are moremobile and outrange our systems. They consist of olderSoviet equipment, such as the 2S1 122-millimeter SPhowitzer, 2S3 152-millimeter SP howitzer, and BM-21medium-range launcher. Stringent controls and highcost limit the acquisition of Western technology byThird World countries. As it becomes available, thistechnology will inevitably reach the Third World, espe-cially in the oil-rich Middle East. Finally, althoughinternational sanctions will prohibit the production ofNBC weapons, the most radical Third World countrieswill continue to obtain them.

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APPENDIX BGENERAL SUPPLY CLASSES

Class I - Subsistence and gratuitous health andwelfare items.

Class II - Clothing, individual equipment, tentage, toolsets and tool kits, hand tools, and administrative andhousekeeping supplies and equipment. Includes itemsof equipment, other than principal items, prescribed inauthorization and allowance tables. Subclasses are A, B,C, D, E, F, G, H, K, L, M, O, P, Q, T, U, W, Y, and Z.

Class III - Petroleum, oils, and lubricants: petroleumfuels, lubricants, hydraulic and insulating oils, preser-vatives, liquid and compressed gases, chemical prod-ucts, coolants, deicing and antifreeze compounds, to-gether with components and additives of such products,and coal. Subclasses are 2, 3, 5, and 6.

Class IV - Construction: Construction materials toinclude installed equipment and all fortification andbarrier materials. No subclasses assigned.Class VI - Personal demand items (nonmilitary salesitems). No subclasses assigned.Class VII - Major end items: A final combination of endproducts which is ready for its intended use and principalitems (for example, launchers, tanks, mobile machineshops, and vehicles). Subclasses are A, B, D, G, K, L, MN, O, P, Q, U, W, Y, and Z.Class IX - Repair parts: Subclasses are A, B, C, G, H,K, L, M, N, O, P, Q, U, and W.Class X - Materiel to support nonmilitary programs (forexample, agriculture and economic development) notincluded in Class I through IX. No subclasses assigned.

SUBCLASSES

A - Air (aviation, aircraft, and airdrop equipment):Class II - Items of supply and equipment in support ofaviation and aircraft. Class III - Petroleum and chemicalproducts used in support of aircraft. Class VII - Majorend items of aviation equipment.B - Troop support materiel: Consists of such items aswater purification sets; shower, bath, laundry, dry clean-ing, and bakery equipment; sets, kits, and outfits (in-cludes tool and equipment sets and shop and equipmentsets for performing unit, DS, GS, and depot-level main-tenance); sensors and interior intrusion devices; topo-graphic equipment and related topographic products asoutlined in AR 115-11.C - Commercial vehicles: Includes wheeled vehiclesauthorized for use in administrative or tactical operations.E - General supply items: Includes administrativeexpendable supplies such as typewriter ribbons, paper,cleaning materials, and other supplies normally referred

to as office supplies. Also includes publicationsdistributed through AG channels.F - Clothing and textiles: Includes individual andorganizational items of clothing and equipment author-ized in allowance tables and tentage and tarpaulinsauthorized in TOE or other media.G - Communications-electronics: Includes signalitems such as radio, telephone, teletype, satellite, avion-ics, marine communications and navigational equip-ment; tactical and nontactical ADP equipment;radar; photographic, audiovisual, and televisionequipment; infrared; laser and maser; electronicsensors; and so forth.H - Test, measurement, and diagnostic equipment:Includes items of equipment used to determine theoperating efficiency of or diagnose incipient prob-lems in systems, components, assemblies, andsubassemblies of materiel.

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K - Tactical vehicles: Includes trucks, truck trac-tors, trailers, semitrailers, personnel carriers, andso forth.L - Missiles: Class II and VII include guidedmissile and rocket systems.

M - Weapons: Includes small arms, artillery, firecontrol systems, rocket launchers, machine guns,air defense weapons, aircraft weapon subsystems,and so forth.

N - Special weapons: Class VII includes weaponssystems which deliver nuclear munitions.

O - Combat vehicles: Includes main battle tanks,recovery vehicles, self-propelled artillery, armored cars,tracked and half-tracked vehicles, and so forth.

P - SIGINT, EW, and intelligence materiel: Includesmateriel peculiar to those mission areas assigned tofederal supply classification 5811 for which the AMCcommander has responsibility. This subclass is identi-fied separately from subclass G because of special-ized supply and maintenance functions performedby a dedicated EW or SIGINT logistics system.

Q - Marine equipment: Includes marine items ofsupply and equipment such as amphibious vehicles,landing craft, barges, tugs, floating cranes and dredges.

U - COMSEC material: This subclass is identifiedseparately from subclass G because of specialized sup-ply and maintenance functions performed through adedicated COMSEC logistics system.W - Ground: Class III includes petroleum and chemi-cal products and solid fuels used in support of groundand marine equipment. Class II and VII consist ofconstruction, road building, and MHE.Y - Railway equipment: Includes rail items of supplyand equipment such as locomotives, railcars, rails, andrail-joining and shifting equipment.

Z - Chemical: Classes II and VII include chemicalitems such as gas masks, decontaminating appara-tuses, and smoke generators.

Class III packaged supplies include the followingsubclasses:2 - Air, packaged bulk fuels: Includes fuels in subclass1 which, because of operational necessity, are generallypackaged and supplied in containers of 5- to 55-galloncapacity, except fuels in military collapsible containersof 500 gallons or less which are considered aspackaged fuels.

3 - Air, packaged petroleum products: Includesaircraft unique petroleum and chemical products con-sisting generally of lubricating oils, greases, and spe-cialty items normally packaged by the manufacturerand procured, stored, transported, and issued in con-tainers or packages of 55-gallon capacity or less.

5 - Ground, packaged bulk fuels: Includes groundbulk fuels which, because of operational necessity, aregenerally packaged and supplied in containers of 5- to55-gallon capacity, except fuels in military collapsiblecontainers of 500 gallons or less which are consideredas packaged fuels.6 - Ground, packaged petroleum: Includes petro-leum and chemical products, lubricating oils, greases,and specialty items normally packaged by the manu-acturer and procured, stored, transported, andissued in containers of 55-gallon capacity or less.

Note: So far as possible, alphabetical subclassdesignations are the same as commodity managercodes contained in such publications as SB 700-20.Moreover, since the AMDF is the prime item datasource for Army-used items of supply and equip-ment, each item is currently being coded usingsupply categories of materiel codes as prescribedin AR 708-1 and transmitted to the field throughthe AMDF Retrieval Microform System.

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FM 10-27

REFERENCES

SOURCES USEDThese are the sources quoted or paraphrased in this publication.

Joint and Multiservice PublicationsDOD 4145.19-R-1. Storage and Materials Handling. 15 September 1979.DOD 4500.32-R, Vol 1. Military Standard Transportation and Movement Procedures. 15 March 1987.FM 100-27. US Army/US Air Force Doctrine for Joint Airborne and Tactical Airlift Operations.AFM 2-50. 31 January 1985.MIL-HDBK 200. Quality Surveillance Handbook for Fuels, Lubricants, and Related Products. 1 July 1987.MIL-HDBK 201. Petroleum Operations. 23 September 1971.MIL-STD-10 1. Color Code for Pipelines & for Compressed Gas Cylinders. 3 December 1970.MIL-STD-129. Marking for Shipment and Storage. 25 September 1984.MI L-STD-290. Packaging of Petroleum and Related Products. 1 August 1985.

Source for MIL-HDBKs and MIL-STDs is Naval Publications and Forms Center, 5801 Tabor Avenue,ATTN: NPODS, Philadelphia, PA 19120-5099

Army Publications(C) AR 11-11. War Reserves (U). 1 June 1985.AR 11-12. Logistics Priorities. 1 February 1982.AR 30-7. Operational Rations. 1 March 1979.AR 30-21. The Army Field Feeding System. 24 September 1990.AR 37-1. Army Accounting and Fund Control. 30 April 1991.AR 115-11. Army Topography. 1 March 1980.AR 380-5. Department of the Army Information Security Program. 25 February 1988.AR 530-1. Operations Security (OPSEC). 1 May 1991.AR 570-9. Host Nation Support. 9 October 1990.AR 700-8. Logistics Planning Factor Management. 15 July 1981.AR 700-18. Provisioning of US Army Equipment. 9 June 1989.AR 700-23. Supply of Health & Comfort Items. 1 November 1981.AR 700-84. Issue and Sale of Personal Clothing. 31 January 1992.AR 700-120. Materiel Distribution Management for Major Items. 1 February 1980.AR 708-1. Cataloging and Supply Management Data. 30 September 1986.AR 710-1. Centralized Inventory Management of the Army Supply System. 1 February 1988.AR 710-2. Supply Policy Below the Wholesale Level. 31 January 1992.AR 725-50. Requisitioning, Receipt, and Issue System. 1 October 1987.AR 735-5. Policies and Procedures for Property Accountability. 31 January 1992.

References-1

FM 10-27

AR 750-1. Army Materiel Maintenance Policy and Retail Maintenance Operations. 20 June 1991.*CDA Pamphlet 18-1-5. Code Reference Guide for the Automated Return Item List (ARIL). 1 September 1983.CTA 50-900. Clothing and Individual Equipment. 1 August 1990.CTA 50-909. Field and Garrison Furnishings and Equipment. 1 June 1989.CTA 50-970. Expendable/Durable Items (Except: Medical, Class V, Repair Parts and Heraldic Items).21 September 1990.DA Pamphlet 700-30. Logistic Control Activity (LCA) Information and Procedures. 17 July 1990.DA Pamphlet 710-2-1. Using Unit Supply System (Manual Procedures). 31 January 1992.DA Pamphlet 710-2-2. Supply Support Activity Supply System: Manual Procedures. 31 January 1992.DA Pamphlet 738-750. Functional Users Manual for The Army Maintenance Management System(TAMMS). 20 June 1991.FM 3-3. NBC Contamination Avoidance. 30 September 1986.FM 3-4. NBC Protection. 21 October 1985.FM 3-5. NBC Decontamination. 24 June 1985.FM 3-21. Chemical Accident Contamination Control. 23 February 1978.FM 3-50. Smoke Operations. 4 December 1990.FM 3-100. NBC Defense, Chemical Warfare, Smoke, and Flame Operations. 23 May 1991.FM 8-10. Health Service Support in a Theater of Operations. 1 March 1991.FM 9-6. Munitions Support in Theater of Operations. 1 September 1989.FM 9-207. Operation and Maintenance of Ordnance Materiel in Cold Weather (O Degrees F to Minus65 Degrees F). 10 August 1989.FM 10-1. Quartermaster Principles. 24 September 1991.FM 10-15. Basic Doctrine Manual for Supply and Storage. 12 December 1990.FM 10-23. Basic Doctrine for Army Field Feeding. 12 December 1991.FM 10-27-2. Tactics, Techniques, and Procedures for Quartermaster Direct Support Supply and FieldService Operations. 18 June 1991.FM 10-27-3. Tactics, Techniques, and Procedures for Quartermaster Headquarters Operations. 30 October 1990.FM 10-52. Water Supply in Theaters of Operations. 11 July 1990.FM 10-67. Petroleum Supply in Theaters of Operations. 16 February 1983.FM 10-69. Petroleum Supply Point Equipment and Operations. 22 October 1986.FM 10-280. Mobile Field Laundry, Clothing Exchange, and Bath Operations. 22 October 1986.FM 10-400. Quartermaster Airdrop and Airdrop Equipment Support Units. 2 November 1984.FM 10-512. Airdrop of Supplies and Equipment: Rigging Typical Supply Loads. 31 August 1979.FM 14-7. Finance Operations. 9 October 1989.FM 19-1. Military Police Support for the Airland Battle. 23 May 1988.FM 20-12. Amphibious Embarkation. 11 June 1987.FM 31-12. Army Forces in Amphibious Operations (The Army Landing Forces). 28 March 1961.FM 31-20. Doctrine for Special Forces Operations. 20 April 1990.FM 31-71. Northern Operations. 21 June 1971.*This publication is not available through normal distribution channels. Submit requests for this publication to Chief, USA MC/Catalog Data Activity, ATTN: AMXCA-BTM. NewCumberland Army Depot, New Cumberland, PA 17070-5010.References-2

FM 10-27

FM 38-725. Direct Support System (DSS) and Air Line of Communication (ALOC) Management andProcedures. 28 September 1990.FM 38-725-1. Direct Support (DSS): Commander’s Handbook. 31 December 1976.FM 41-10. Civil Affairs Operations. 17 December 1985.FM 43-20. General Support Maintenance Operations. 10 November 1989.FM 54-23. Materiel Management Center, Corps Support Command. 28 December 1984.FM 55-10. Movement Control in a Theater of Operations. 22 July 1986.FM 55-17. Terminal Operations Coordinator’s Handbook. 9 September 1990.FM 55-20. Army Rail Transport Units and Operations. 31 October 1986.FM 55-30. Army Motor Transport Units and Operations. 14 March 1980.FM 55-40. Army Combat Service Support Air Transport Operations. 15 July 1971.FM 55-50. Army Water Transport Operations. 7 June 1985.FM 63-1. Combat Service Support Operations, Separate Brigade. 30 September 1983.FM 63-2. Division Support Command, Armored, Infantry, and Mechanized Infantry Divisions. 20 May 1991.FM 63-3. Combat Service Support Operations - Corps (How to Support). 24 August 1983.FM 63-4. Combat Service Support Operations - Theater Army Area Command. 24 September 1984.FM 63-6. Combat Service Support in Low-Intensity Conflict. 21 January 1992.FM 63-20. Forward Support Battalion. 26 February 1990.FM 63-21. Main Support Battalion. 7 August 1990.FM 71-100. Division Operations. 16 June 1990.FM 90-3 (HTF). Desert Operations (How to Fight). 19 August 1977.FM 90-5 (HTF). Jungle Operations (How to Fight). 16 August 1982.FM 90-6. Mountain Operations. 30 June 1980.FM 90-8. Counterguerrilla Operations. 29 August 1986.FM 90-10(HTF). Military Operations on Urbanized Terrain (MOUT) (How to Fight). 15 August 1979.FM 90-10-I(HTF). An Infantryman’s Guide to Urban Combat (How to Fight). 30 September 1982.FM 100-5. Operations. 5 May 1986.FM 100-10. Combat Service Support. 18 February 1988.FM 100-15. Corps Operations. 13 September 1989.FM 100-16. Support Operations: Echelons Above Corps. 16 April 1985.FM 100-20. Military Operations in Low Intensity Conflict. 5 December 1990.FM 100-25. Doctrine for Army Special Operations Forces (SF, Ranger, CA, PSYOP, ARSOA). 12 December 1991.FM 100-26. The Air-Ground Operations System. 30 March 1973.FM 101-5. Staff Organization and Operations. 25 May 1984.FM 101-10-1/1. Staff Officers’ Field Manual-Organizational, Technical, and Logistical Data (Volume 1).7 October 1987.FM 101-10-1/2. Staff Officers’ Field Manual-Organizational, Technical, and Logistical Data PlanningFactors (Volume 2). 7 October 1987.SB 700-20. Army Adopted Other Items Selected for Authorization/List of Reportable Items. 1 March 1991.SB 710-1-1. Standard Study Numbering System and Replacement Factors. 1 October 1991.TB 34-9-25. Code Numbers for the Identification of Fuels, Lubricants, and Allied Products Used by the

References-3

FM 10-27

NATO Armed Forces. 28 August 1978.TM 10-500-7. Airdrop of Supplies and Equipment, Airdrop Recovery Procedures. 17 May 1966.TM 38-250. Packaging and Materials Handling: Preparing Hazardous Materials for Mililary AirShipments. 15 January 1988.TM 38-L03-17. Standard Army Intermediate Level Supply System (SAILS) Storage Operations. 1 January 1989.TM 38-L03-19. Standard Army Intermediate Level Supply System (SAILS): Procedures for Customer. 15 April 1990.TM 38-L03-21-1. Functional Users Manual for Standard Army Intermediate Level Supply Subsystem(SAILS) Formats. Volume 1. 1 September 1978.TM 38-L32-11. Functional Users Manual for Direct Support Unit Standard Supply System (DS4);Customer (User) Procedures (Divisional and Nondivisional). 1 June 1989.TM 38-L32-12. Functional Users Manual for Direct Support Unit Standard Supply System (DS4);Storage Operations Procedures (Divisional and Nondivisional). 31 December 1989.TM 38-L32-13. Functional Users Manual for Direct Support Unit Standard Supply System (DS4): StockControl and Supply Control Procedures (Divisional and Nondivisional). 1 July 1990.TM 38-L32-14. Functional Users Manual for Direct Support Unit Standard Supply System (DS4):Executive Management Procedures (Divisional and Nondivisional). 1 June 1988.

DOCUMENTS NEEDEDThese documents must be available to the intended users of this publication.

DA Form 2028. Recommended Changes to Publications and Blank Forms. February 1974.DA Form 2058-R. Ration Request for Theaters of Operations. March 1977.DA Form 2063-R. Prescribed Load List. January 1982.DA Form 2407. Maintenance Request. August 1988.DA Form 2765. Request for Issue or Turn-In. April 1976.DA Form 2765-1. Request for Issue or Turn-In. April 1976.DA Form 3294-R. Ration Request/Issue/Turn-In Slip. June 1990.DA Form 3318. Records of Demands - Title Insert. January 1982.DD Form 173/1. Joint Messageform. March 1979.DD Form 173/2 (OCR). Joint Messageform (Red). March 1979.DD Form 250. Materiel Inspection and Receiving Report. July 1986.DD Form 1155. Order for Supplies or Services. May 1990.DD Form 1222. Request for and Results of Tests. February 1962.DD Form 1225. Storage Quality Control Report. December 1983.DD Form 1348. DOD Single Line Item Requisition System Document (Manual). June 1986.DD Form 1348-1. DOD Single Line Item Release/Receipt Document. September 1987.DD Form 1348-6. DOD’s Single Line Item Requisition System Document (Manual Long-Form). February 1985.DD Form 1348M. DOD Single Line Item Requisition System Document (Mechanical). March 1974.DD Form 1974. Joint Tactical Airlift Request. April 1975.

References-4

PIN: 056894-000