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DEPARTMENT OF THE ARMY FIELD MANUAL.
THE LOGISTICAL
rcMi A0ND
HEADQUARTERS, DEPARTMENT OF THE ARMYJULY 1959
FOREWORD
Field Manual 54-1, The Logistical Command, is published forthe use of all concerned. This field manual reflects the missions,capabilities, and organization of logistical command headquarters.Although staff organizations of logistical commands are pre-sented, it is emphasized that the commander has wide latitudein organizing his command and staff in the manner best suited toaccomplish the assigned mission under the specific conditions,time, and place in which it is employed. The logistical commandis designed as a flexible unit capable of being tailored to a widevariety of missions.
Developments in the tactical and technological fields, new con-cepts of operation, and organizational changes in the Army willmake modifications of this manual necessary. Recommendationsfor changes should be forwarded to the Commandant, UnitedStates Army Command and General Staff College. (See AR 310-3for desired format of recommendations for corrections andchanges.) Recommendations for changes to the basic logisticalcommand TOE's will be forwarded to Headquarters, United StatesContinental Army Command. They should be based on the antici-pated wartime missions of the commands, and they should not bepeculiar to a single theatre of operations.
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*FM 54-1
FIELD MANUAL HEADQUARTERSNo. 54-1 DEPARTMENT OF THE ARMY
WASHINGTON 25, D. C., 13 July 1959
LOGISTICAL COMMANDS
Paragraphs PageCHAPTER 1. INTRODUCTION ................................................. 1-5 2
2. MISSIONS, FUNCTIONS, ANDEMPLOYMENT .................................................. 6-17 7
3. ORGANIZATION ...................... ................. 18-23 14
4. ADMINISTRATIVE SUPPORT AND BASEDEVELOPMENT PLANNING ........................ 24-25 29
SECTION I. Administrative support planning .......................... 24-28 29-33II. Logistical planning .................................................. 29-32 34-37
III. Troop requirements planning ................................ 33-39 37-42IV. Base development ................................................... 40-45 42-49
CHAPTER 5. ADMINISTRATIVE SUPPORTOPERATIONS ................................................... 46-60 60
SECTION I. General ............................................................ 46, 47 60-51II. Operational responsibilities .................................... 48-51 51-66
III. Administrative support functions ........................ 52-60 66-109
APPENDIX I. REFERENCES .......................................................... 110
II. STANDING OPERATING PROCEDURE ................ 113
III. TYPICAL PLANNING SEQUENCE-JOINTOVERSEA OPERATION .................................. ........ 112A
IV. INSTRUCTING AGENCIES ANDAGENCIES FOR COORDINATION .............. ........ 118
V. BASE DEVELOPMENT PLAN .......................... ........ 121
VI. TYPICAL TECHNICAL SERVICE TROOPUNITS NORMALLY ASSIGNED WITHINTHE THEATER COMMUNICATIONSZONE ........................................ ............ ........ 128
INDEX
* This manual supersedes TC 54-1, 12 August 1957, including C 1,30 December 1957.
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CHAPTER 1
INTRODUCTION
1. Purpose and Scopea. This manual provides guidance on the organization, employ-
ment, and operation of logistical commands, and is intended forthe commander and staff of all separate headquarters exercisingcommand of a theatre army logistical command, a base or advancelogistical command, or similar headquarters.
b. The manual is based on policies prescribed in AR 10-14, prin-ciples and procedures of administration as contained in FM 100-10,and the duties of staff officers in general and the principles ofstaff action as set forth in FM 101-5. Detailed data required by astaff officer of a logistical command are contained in FM 101-10.Techniques of operation for each technical service in the field, insufficient detail for purposes of technical service staff officers of alogistical command or in units of these Services, are furnishedin field manuals concerned with individual technical services. (Seeapp. I)
c. The material presented herein is applicable to both nuclearand nonnuclear warfare.
2. Definitionsa. Logistical Command. A logistical command is an adminis-
trative support organization composed of a TOE HeadquartersCompany and such service units as may be. assigned or attachedto execute specific administrative support missions. It may be aug-mented by tactical units for rear area security. There are threetypes of logistical command headquarters (types A, B, and C)each of which is designed to command and control an administra-tive support force of a given size. See chapter 2 for statementsof the missions which may be assigned.
b. Headquarters and Headquarters Company, Logistical Com-mand. Headquarters and Headquarters Company, LogisticalCommand, is an Army table of organization and equipment(TOE) organization designed to exercise command functions inthe execution of the mission of a field army logistical command,a base logistical command, an advance logistical command, an areacommand, or, with suitable augmentation, a theatre army logisti-cal command.
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c. Administrative Support. This term embraces all assistancegiven to troops in the management and execution of all militarymatters not included in tactics and strategy. This assistance con-sists of appropriate staff planning, personnel management, in-terior management of units, provision of all types of supplies, andthe provision of such services as transportation, maintenance, andcommunications.
d. Theater Communications Zone. The Theater Communica-tions Zone is that portion of a theater of operations between therear boundary of the theater of operations and the rear boundaryof the combat zone. It provides the area for operation and defenseof the supply, evacuation, transportation, service, and other ad-ministrative agencies required for rendering support to the com-bat zone.
3. Characteristics of the Logistical CommandThe logistical command is a flexible organization formed by
assigning or attaching required technical and administrativeservice units to a TOE headquarters which is designed to directand control the assigned or attached units in various administra-tive support missions. Tactical units may be assigned for reararea security. The logistical command is a tailored grouping ofservice units and may operate in both the combat zone and thetheater communications. The composition of a logistical commanddepends on its mission. The headquarters of a logistical commandprovides a nucleus for the command. It furnishes the organiza-tional structure and a minimum number of trained logisticiansand administrative personnel who can develop the standing oper-ating procedures and plans upon which the organization is to bebased. The logistical command is designed to have a capability ofaccomplishing missions which vary widely in scope, and it can beaugmented with personnel necessary to insure the effective ac-complishment of the assigned mission. This capability to expand,contract, or modify its organization to meet the requirementsdictated by varying missions is a valuable characteristic of thelogistical command.
4. Policies(From AR 10-14)
a. The basis for the organization of logistical elements of majoroversea commands is the operational mission of the command inthe event of hostilities.
b. A TOE logistical command is the basic headquarters elementof all appropriate logistical operations.
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c. When the size of the operation requires that two or moresubordinate Logistical Commands of a theater Army LogisticalCommand be established, separate TOE logistical commands areestablished as the nuclei thereof, as well as for the theater ArmyLogistical Command headquarters itself.
d. Missions occasioned by requirements peculiar to the area ofoperations, or the peacetime mission, are carried out by the estab-lishment of augmenting subsections.
e. Augmentation of TOE logistical commands is normalllyaccomplished on authority of the theater commander by provisionof 500-series TOE teams, by allocation of theater bulk allotmentspaces, or both.
f. Indigenous personnel may be employed at the discretion ofthe theater commander. In general, they do not occupy key TOEpositions and are employed, where possible, on those missions thatwill not be vital in the event of hostilities.
5. Conditions of Conflict and Operational Environmenta. General.
(1) The mission, organization, and functions of the logisticalcommand are applicable to both large and small theatersof operation. In addition, the logistical command has aninherent flexibility permitting expansion, contraction, ormodification of its organizational structure in order tomeet the requirements dictated by varying missions.
(2) Although certain basic principles exist which governthe administrative support of land forces in the conductof war, their application varies widely in the spectrum ofmodern conflict. It is essential, therefore, that the exist-ing, probable, or possible wartime conditions be care-fully scrutinized to determine their effect on the perform-ance of administrative support of land force operations.
(3) National agreement in regard to provision of indigenousresources for administrative support of a US force maybe expected to vary widely depending upon the form ofconflict pertaining to the deployed force. Similarly, thegeographical locale, scale of use of nuclear weapons,and the many other factors which create the variables inoperational environment become considerations whichaffect the administrative support of a force. Conse-quently, the commander must continuously analyze hismission in light of operational conditions. Basically, hemust consider the condition of conflict as well as theoperational environment visualized.
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b. Impact of nuclear warfare upon administrative supportoperations.
(1) The advent of nuclear weapons requires that particularemphasis be placed upon the protection of facilities andinstallations, and upon the flexibility and mobility in theadministrative support system. The enemy can be ex-pected to launch nuclear attacks against administrativesupport installations which constitute profitable targets.Proper planning and execution serve to minimize theeffects of such attacks. In order to provide continuousand effective support, administrative support organiza-tions and systems must be flexible. Maximum flexibilityis dependent upon adequate communications and trans-portation means and upon adequate numbers of properlylocated and dispersed installations. Plans must includeprovisions for the use of alternate channels of serviceand supply, and emphasis must be placed upon the abilityto maintain the flow of supplies rather than relying pri-marily upon a buildup of stocks. However, essentialstocks may be dispersed or prepositioned close to thepoints of anticipated consumption in sufficient quantityto enable survival based on local resources during periodsof isolation of an area or disruption of communicationsand/or transportation to the area.
(2) The nuclear threat dictates that, in general, the locationof administrative support installations and facilities inbuilt-up areas be avoided. The administrative supporteffort must be divided into alternative channels for eachtype of support. Plans must include provisions for re-establishing the original channel after it is interrupted,or for rapidly diverting the logistical effort into alternatechannels. As a .general rule, supplies of any one typeshould not be concentrated in a few points, but shouldbe as widely dispersed as the supply mission permits,both in storage and in movement.
(3) Plans for the use of an area for the location of an ad-ministrative support installation or facility should bemade only after an analysis of the vulnerability of thearea has been completed. Camouflage and dummy posi-tions (when dummy positions are authorized by appro-priate headquarters) should be used whenever possibleto reduced the probability of the actual installation beingsubjected to a nuclear attack. The effects of such attackscan be reduced through the proper arrangement of thematerial being stored; the attainment of maximum dis-
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persion consistent with control; taking advantage ofterrain features; utilizing such protection as barricades,revetments, and underground shelters; and adequaterear area damage control planning and operations.
(4) There is an increasing requirement for the dispersion,duplication, and protection of storage facilities to pro-vide passive defense against the effects of nuclear weap-ons. Dispersion and duplication of storage facilitiesshould be accomplished to the degree required by enemycapabilities and within the limits permitted by the mis-sion of the supply agency. The following factors mustbe considered in determining the degree of dispersionbetween, or the number of major administrative supportinstallations in the theater communications zone:
(a) The yield and number of nuclear weapons whichthe enemy is capable of delivering.
(b) The nature of the terrain, to include manmadefacilities (mines, caves, tunnels, etc.)
(c) The dispersion permitted by the capability of theorganizational structures of the service unitsavailable to operate the administrative supportinstallations, the number of service units avail-able, the transportation net, and the availabilityof local civilian labor.
(d) The reduced efficiency resulting from dispersedadministrative support operations.
(e) The calculated risk the commander is willing toaccept.
(f) The disposition of other troops in the theatercommunications zone.
(g) The tactical situation of the supported force.(h) The degree of protection provided by engineer or
troop effort to personnel and supplies of theinstallation.
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CHAPTER 2
MISSIONS, FUNCTIONS, AND EMPLOYMENT
6. GeneralA logistical command is an administrative support organiza-
tion composed of a TOE Headquarters and Headquarters Com-pany and such technical and administrative service units as maybe assigned or attached to execute specific administrative supportmissions. It may be augmented by tactical units for rear area se-curity. A logistical command headquarters provides the nucleusfor a tailored organization capable of accomplishing missionswhich vary widely in scope under diversified operational envi-ronments. The types and numbers of subordinate units in a logisti-cal command depend on the mission of the logistical command.
7. MissionThe primary mission of a logistical command is to provide
administrative support to combat forces. The principal operatorsare the attached or assigned technical service units which actuallyprovide administrative support. In a logistical command, the pur-pose of staff activities is to coordinate and supervise activitiesof the principal operators which in this case are the technicaland administrative service units. The staff officers having primarydirectorate staff supervision over the administrative supportoperations of the technical service operators thus become the cen-tral figures for staff activities. The primary mission is adminis-trative support and all other activities are either in support ofthe primary mission or secondary to it.
8. FlexibilityThe inherent flexibility of the logistical command organization,
plus the availability of the three separate types (see ch. 3) per-mits the assignment of a trained, organizationally sound head-quarters of appropriate size to administer technical and adminis-trative type units required for the accomplishment of the admin-istrative support mission. By adjustment of its troop list, thelogistical command can proceed from one mission to anotherwithout varying its basic organic structure.
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9. ObjectivesRegardless of the type of logistical command employed, or the
units comprising the technical and administrative service trooplist, the primary consideration in developing an integrated organ-ization is that it must be capable of providing responsive andeffective support of the proposed operation. A corollary to theprimary consideration is that continuous and uninterrupted sup-port must be insured by providing alternate means. This becomeseven more important under conditions of nuclear warfare. Theorganization must develop a high state of training in order toperform its duties with efficiency and economy; make maximumutilization of all resources, including specially trained and skilledpersonnel of the technical services; be able to provide command-ers and staffs with accurate, up-to-date logistical and technicalinformation at any time; be able to formulate accurate andauthoritative supply requirements and to integrate the mainten-ance requirements with supply requirements; be administrativelyself-sufficient and capable of operating independently, whenrequired; develop organizational and operational procedures whichare capable of rapid transition from peacetime to wartime use,or from one situation or environment to another of vastly differentscope and magnitude.
10 SecurityThe commander of the logistical command is responsible for
the security of his area and will, within his capability, take appro-priate action against all security threats. He must coordinatehis plan with the rear area security and rear area damage controlplans of adjacent commands.
11. EmploymentA logistical command of the appropriate type (A, B, or C) and
composition may be employed to provide administrative supportto tactical forces in any type of war and in any operationalenvironment. The type of logistical command headquarters re-quired is determined by the size of the force it must control andthe scope of the intended operation which it is required to sup-port. Logistical commands will be utilized to execute specificadministrative support missions. A logistical command may beassigned any of the missions discussed in the remainder of thischapter.
12. Theater Army Logistical Command (TALOG)a. Mission. The mission of the theater army logistical com-
mand is to provide administrative support, except personnel
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replacement and civil affairs, to all U.S. Army forces locatedin the theater, and to such theater navy, theater air force, allied,and other forces as directed.
b. Functions. The functions performed by the theater armylogistical command include-
(1) Provision of intersectional communications service.(2) Procurement, receipt, storage, maintenance, and dis-
tribution of supplies and equipment.(3) Provision of intersectional transportation service.(4) Operation of facilities for the maintenance, repair, and
salvage of equipment.(5) Provision of intersectional pipeline service.(6) Construction, repair, and maintenance of roads, rail-
roads, bridges, buildings, and other facilities essentialto military operations.
(7) Provision of medical service to include evacuation andhospitalization for the sick and wounded.
(8) Evacuation, processing, and employment of prisoners ofwar within the provisions of existing agreements andtreaties.
(9) Training of troop units and individuals assigned or at-tached to the theater army logistical command.
(10) Provision of military police services and traffic controlwithin the theater communications.
(11) Procurement of real estate.(12) Provision of rest camps, leave facilities, and welfare
and recreational programs and facilities.(13) Chaplain services.(14) Army exchange service.(15) Army postal service.(16) Legal and judicial services.(17) Claims service.(18) Finance and accounting services.(19) Provision of Automatic Data Processing System
(ADPS) services, as required.(20) Rear area security and rear area damage control within
the theater communications zone.(21) Provision of graves registration services.(22) Territorial control of the theater communications zone.
13. Advance Logistical Command (ADLOG)a. Mission. The mission of the advance logistical command is to
furnish administrative support, except personnel replacementsand civil affairs, to forces in the combat zone, including U. S. Armymissile commands in support of allied ground forces. To accom-
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plish this mission, advance logistical commands are provided asrequired to meet the support requirements of the combat forcesto be supported in any given situation. A possible basis of alloca-tion is one per U. S. field army and one per allied army author-ized support from U. S. Army sources. The successful accomplish-ment of this mission requires that the advance logistical commandnormally be located contiguous to the rear boundary of the fieldarmy it supporting, and that it possess sufficient mobility tomaintain this relative position as the supported field armydisplaces.
b. Functions. The commander, advance logistical command,is responsible for the performance of the following functions:
(1) Acquisition, receipt, storage, and distribution of thesupplies and equipment required to sustain the combatoperations of the supported field army.
(2) Provision of direct support and general support main-tenance facilities.
(3) Provision of transportation service, other than intersec-tional.
(4) Construction, repair, and maintenance of highways,railroads, bridges, buildings, and other facilities essen-tial to the conduct of military operations. However,repair and maintenance of railroads used for inter-sectional service is a responsibility of the intersectionalservice.
(5) Provision of communications service, other than inter-sectional.
(6) Provision of medical service, to include the evacuationof patients from the medical installations and facilitiesof the supported field army.
(7) Evacuation from the combat zone, processing, and em-ployment of prisoners of war within the provisions ofexisting agreements and treaties.
(8) Rear area security and rear area damage control.(9) Provision of military police service and traffic control.
(10) Acquisition of real estate essential to the conduct of mili-tary operations.
(11) Training of troop units and individuals assigned orattached to the advance logistical command.
(12) Chaplain services.(13) Army exchange service.(14) Army postal service.(15) Legal and judicial services.
10 AGO 186B
(16) Claims service.(17) Finance and accounting services.(18) Provision of ADPS service, as required.(19) Provision of administrative support to using units
located in or passing through the advance logisticalcommand area.
(20) Such additional functions as may be assigned by thecommander, theater army logistical command.
14. Base Logistical Command (BALOG)a. Mission. The principal mission of the base logistical com-
mand is to provide direct support to one or more advance logisticalcommands. It also supports units located in its zone of respon-sibility and furnishes materiel and services directly to a fieldarmy at the request of an advance logistical command, or asdirected by TALOG. Since base logistical commands are estab-lished within the theater communications zone on an "as required"basis, their number is dictated in large measure by geographicaland operational considerations and not necessarily on the basisof providing one base logistical command for each advance logisti-cal command in the theater. To accomplish its mission of pro-viding support, the base logistical command should be situatedas dictated by geography and transportation nets so as to be ina position to continue this suport for the maximum forwarddisplacement of the supported commands. The establishment oflogistical agencies between the base and advance logistical com-mand is not contemplated. As the advance logistical commandsdisplace forward to points beyond which the provision of directsupport from existing base logistical commands is no longerfeasible, these latter commands should be moved to more advan-tageous locations, and unnecessary installations should be prompt-ly phased out of the logistical support system.
b. Functions. The commander, base logistical command, isresponsible for the performance of the following functions withinhis area:
(1) Acquisition, receipt, storage, and distribution of sup-plies and equipment required to provide direct supportto the advance logistical commands operating in directsupport of the combat zone.
(2) Provision of direct and general support maintenance,except for such specialized maintenance facilities andoperations as may be assigned to and under control ofthe intersectional services operated by the theater armylogistical command.
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(3) Provision of transportation service, other than inter-sectional.
(4) Construction, repair, and maintenance of highways,railroads, bridges, buildings, and other facilities essen-tial to the conduct of military operations. However,repair and maintenance of railroads used for inter-sectional service is a responsibility of the intersectionalservice.
(5) Provision of communications service, other than inter-sectional.
(6) Provision of evacuation and hospitalization of sick andwounded in accordance with procedures established bytheater army logistical command.
(7) Provision of ADPS service, as required.(8) Evacuation, processing, and employment of prisoners
of war within the provisions of existing agreementsand treaties.
(9) Rear area security and area damage control.(10) Provision of military police service and traffic control.(11) Acquisition of real estate essential to the conduct of mili-
tary operations.(12) Training of troop units and individuals assigned or at-
tached to the base logistical command.(13) Provision of rest camps, leave facilities, and wefare and
recreational programs and facilities.(14) Chaplain services.(15) Army exchange service.(16) Army postal service.(17) Legal and judicial services.(18) Claims service.(19) Finance and accounting services.(20) Provision of administrative support to using units lo-
cated in or passing through the base logistical command.(21) Such additional functions as may be assigned by the
commander, theater army logistical command.
15. Area CommandsAreas may be created as commands directly subordinate to any
designated headquarters. Even when the theater communicationszone is divided into advance and base logistical commands, it maybe desirable for the commander to retain direct control of certainactivities not directly concerned with the support of the combatforces, especially in the case of small, geographically isolatedareas for which he is responsible and which cannot satisfactorilyreceive direct control and supervision through a BALOG or
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Theater Army .4dministrativeDaS S oTheater Army. Adminrastr e JNoint Theater Army Component of Support Elements of
DatesSrety ofDef e Thear Navy, Air Force Commands Force Theater Joint Force Army Component ofTheater Joint Force
Directive to - Conferencesinitiate plann anni(planning guidance)-- vfor campaign tstimates
Decisions RecommendationsConceptsStudies
Campaign plan
ApprovalInstructions toimplement operation Conferences
within campaign (planning guidance)
_Planning Direct planning Direct planningdirectives c p arti cipation _ participationBase development
Base development Direct planning Detailed
planning directive participation planningDesignated planningstarts
Outline plans
Designated planningstarts
Planning guidanceand directive - -
Outline plansDesignated planningstarts
Final operation plan
Theater base devel-opment conference
Outline plans
Final plans.Service portions ofbase development
plans -.a* - Joint force portion
of base develop-ment plan.
Outline plan
Blase development
plan
Operation order
Final operationand administrativeplans
tion an -administrative
Final operation andadministrative plans
Final operation andadministrative plans
tDates vill vary.
Planning guidance as indicated in this sequence includes guidance given by the commander to his staff and that given to subordinate commanders
as a basis for planning.
NOTE: This chart is dimplified by omission of details of the Navy and Air Force planning in order that the overall planning sequence of primary
interest to the army administrative support elements may be shown. It is important to note the extent of planning involved and the concurrent aspects
of the cycle.
APPENDIX III
TYPICAL PLANNING SEQUENCE-JOINT OVERSEA OPERATION
ADLOG commander. When area commands are created, they willbe controlled and administered by a suitable command headquar-ters. Normally, an area command provides only rear security,damage control and local administrative support necessary forthe conduct of military operations within the area under its con-trol. When a major administrative support mission is assignedto an area command, the composition of the logistical commandheadquarters and the area troop list must be appropriatelyaugmented.
16. Area RehabilitationA logistical command headquarters may be assigned the mis-
sion of administering and rehabilitating an area in which civilmeans are inadequate because of natural disaster or militaryactions.
17. Separate Logistical CommandThe field army or corps may be employed as a task force on an
independent mission where the support normally provided by thetheater army logistical command will not be present. A separatelogistical command is employed when the field army or corps isoperating on such an independent mission. The separate logisticalcommand consists of a logistical command headquarters and suchassigned and attached technical and administrative service unitsrequired to furnish administrative support which otherwisewould be furnished by the supporting theater army logisticalcommand. This command is normally attached to the field armyor corps and performs administrative support functions other-wise furnished by theater army logistical command, theaterarmy civil affairs, and theater army replacement command.The administrative support elements within field army orcorps are not included in the separate logistical command, butare normally retained under the direct command of the fieldarmy or corps commander.
AGO 186B 13
CHAPTER 3
ORGANIZATION
18. GeneralThe logistical command headquarters is organized and staffed
to command, control, coordinate, and direct the administrativesupport operations performed in accordance with the missionassigned. Three types of logistical command headquarters, withsimilar organizational structures and capabilities, have been de-signed to perform the missions discussed in chapter 2, as follows:
a. Headquarters, Logistical Command A-to exercise commandof an integrated organization ranging in size from 9,000 to 15,000troops. When provided with these units, the command can furnishadministrative support to a combat force of approximately 30,000troops.
b. Headquarters, Logistical Command B-to exercise commandof an integrated organization ranging in size from 35,000 to60,000 troops. When provided with these units, the commandcan furnish administrative support to a combat force of approxi-mately 100,000 troops.
c. Headquarters, Logistical Command C-to exercise commandof an integrated organization ranging in size from 75,000 to150,000 troops. When provided with these units, the commandcan furnish administrative support to a U. S. field army oran allied army group.
19. Headquarters, and Headquarters Company,Logistical Command C
The commander, logistical command C, is provided with adeputy commander and personal, coordinating, technical, andadministrative staff officers to assist him in discharging his re-sponsibilities. As indicated in figure 1, the coordinating staffofficers are divided into seven divisions, each of which is chargedwith staff responsibilities in one of the following areas: comp-troller, personnel, security, plans and operations, services, supplyand maintenance and civil affairs. The functions of these sevenstaff divisions are enumerated in d below.
14 AGO 1S6B
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AGO 16B 1
a. Functions of the Commander. The functions of the com-mander include-
(1) The command of all troops assigned or attached to thelogistical command, except as otherwise specified. Forexample, troops assigned to an intersectional servicecommand remain under the command of their parentheadquarters.
(2) Responsibility for the accomplishment of the adminis-trative support and territorial control missions assignedto the logistical command, rear area security and areadamage control, and for the operations of the forcesrequired to accomplish these missions. He is concernedprimarily with providing rapid, effective, and continu-ous support to the combat forces and to other supportedelements as directed. The discharge of this responsibilityinvolves-
(a) The anticipation and determination of the needsof the combat forces and other supported forcesfor administrative support in order that suchsupport may be provided expeditiously.
(b) The preparation of plans, policies, and procedures,under the terms of guidance promulgated byhigher headquarters, for the administrative sup-port of forces supported.
(c) The furnishing of advice to the next higher head-quarters with respect to the ability of the logisti-cal command to sustain current and projectedoperations.
b. The Functions of the Deputy Commander. The functionsof the deputy commander, logistical command, are-
(1) To assist and advise the commander.(2) To represent the commander as authorized and required.(3) To supervise the planning and conduct of rear area
security and rear area damage control and to coordinatethese activities with the subordinate area commandersand their staffs.
(4) To supervise the administrative support of the logisticalcommand.
c. Functions of the Chief of Staff. The chief of staff of alogistical command is responsible for the normal chief of stafffunctions as provided for in FM 101-5. In addition, he exercisesgeneral supervision over the administrative support operationscenter.
16 AGO 186B
d. Functions of the Coordinating Staff Officers.
(1) Common functions. The directors perform the follow-ing common functions:
(a) Assist and advise the commander and the chief ofstaff.
(b) Formulate policies and prepare broad plans andprocedures in consonance with the policies anddirectives received from higher headquarters.
(c) Coordinate and supervise the execution of plansand the implementation of plans by subordinatecommanders to the extent necessary to insurecompliance with the overall plans and policiesof the logistical command commander.
(d) Coordinate and exercise staff supervision over thetechnical and administrative staff sections inactivities pertaining to their respective areas ofinterest.
(2) Functions of the comptroller. The comptroller exercisesstaff supervision over activities pertaining to-
(a) The employment of financial resources and thecontrol of funds.
(b) Budgeting, to include the preparation and justifi-cation of estimates, and the distribution and ap-plication of funds.
(c) Accounting, to include fiscal, cost, and propertyaccounting, as applicable.
(d) The performance of audits for which the com-mand is responsible.
(e) The analysis of organizations and procedures, asrequired, and the provision of management engi-neering services to improve the command.
(f) The collection, analysis, summarization, and inter-pretation of statistical data; the preparation ofstatistical reports and publications; and the utili-zation of statistical standards.
(g) The control of reporting systems within the Com-mand to include the administration of the reportscontrol system and the preparation of standardreporting procedures.
(h) The establishment within the command of systemsfor the review, analysis, testing, and evaluationof command programs, and the integration of thereview and analysis of such programs andactivities.
AGO 186B 17
(3) Functions of the director of personnel. The director ofpersonnel exercises staff supervision over activities per-taining to-
(a) Management of personnel as individuals, bothmilitary and civilian; manpower control; person-nel records and reports; and replacements for thecommand.
(b)-Discipline, law, and order to include troop conductand appearance, the control and disposition ofstragglers, and the handling of prisoners of war.
(c) The administration of labor management policieswith respect to non-U. S. civilian and prisonersof war labor to include the maximum effectiveutilization of available indigenous labor, the utili-zation of prisoners of war and non-U. S. civilianemployees, and the execution of policies regard-ing working conditions, rations, wages, allow-ances, and similar matters for non-U. S. civilianlabor.
(d) Graves registration service.
(4) Functions of the director of security. The director ofsecurity exercises staff supervision over activities per-taining to-
(a) Intelligence activities within the logistical com-mand to include the collection, processing, anddissemination of information of intelligence value;the supervision of intelligence training; counter-intelligence operations; the conduct of securityinvestigations; and the supervision of militaryand civil censorship activities.
(b) The preparation of standing operating proce-dures, directives, and plans for the provision ofplant or industrial type security against pilferage,rear area security and area damage control withinthe area of responsibility for the command; andthe coordination and supervision of area damagecontrol operations.
(5) Functions of the director of plans and operations. Thedirector of plans and operations exercises staff super-vision over activities pertaining to-
(a) The preparation of current and long-range plans,procedures, policies, and programs pertaining tothe operations and functions of the logistical com-mand.
18 AGO 186B
(b) The organization of the logistical command, to in-clude the compilation and submission of thephased troop basis for the logistical command tohigher headquarters.
(c) The selection and allocation of service troops bytypes and numbers required to support the mis-sion of the logistical command.
(d) The supervision and planning of movement ofservice units between the major subordinate com-mands of the logistical command.
(e) The recommendation of priorities to govern theallocation of weapons, munitions, and equipmentin short supply within units of the logistical com-mand.
(f) The conduct of inspections of units, installations,and activities within the logistical command.
(g) The supervision and planning for training of sub-ordinate units.
(6) Functions of the director of services. The director ofservices exercises staff supervision over activities per-taining to-
(a) The acquisition, allocation, administration, anddisposition of fixed installations and facilities andreal estate.
(b) The construction, rehabilitation, maintenance andrepair, and provision of utilities for facilities andinstallations within the logistical command's areaof responsibility.
(c) The establishment of a medical support system toinclude hospitalization and evacuation of the sickand wounded.
(d) Communications operations.(e) The control of movements to include the transpor-
tation of units, personnel, and supplies via water,rail, highway, air, and pipeline, as appropriate.
(f) The local procurement of services, to include theallocation of the means of production and localresources within established theater army policies.
(7) Functions of the director of supply and maintenance.The director of supply and maintenance exercises staffsupervision over activities pertaining to-
(a) The determination of supply requirements forsupported forces and the logistical command.
AGO 186B 19
(b) The requisitioning, receipt, storage, distribution,and documentation of supplies and equipment.
(c) The allocation of weapons, munitions, and equip-ment in short supply within the logistical com-mand in accordance with the priorities establishedby the director of plans and operations.
(d) The collection and disposition of excess, surplus,and salvage, and captured enemy materiel.
(e) The maintenance and repair of supplies andequipment.
(f) The local procurement of supplies and equipmentfrom local resources within established theaterarmy policies.
(8) Functions of the Director of Civil Affairs.The director of civil affairs exercises staff supervisionover activities pertaining to-
(a) Liaison with the Theater Army Civil AffairsCommand.
(b) Support of theater civil affairs command in pro-viding U. S. Army goods and services to localpopulation.
(c) Logistic support of theater civil affairs unitswithin the command.
(d) Civil affairs activities within authority grantedby higher headquarters.
(e) The procurement of local goods, services, realestate, and labor to support the military effort, inaccordance with policies and procedures estab-lished by the theater army commander.
e. Functions of the Technical and Administrative Staff Officers.
(1) Common functions. Technical and administrative staffofficers of the logistical command perform the followingcommon functions:
(a) Serve as advisors to the commander and his staffin all matters pertaining to their respective serv-ices.
(b) Exercise direct technical supervision over theactivities of their respective services throughoutthe logistical command.
(c) Prepare and promulgate plans, policies, and pro-cedures for the performance of their assignedactivities.
20 AGO 1fi6B
(d) Assist in troop basis planning, the determinationof requirements, the preparation of requisitionsto cover the requirements of supported forces andthe logistical command, and procurement withintheir respective areas of interest.
(e) Maintain centralized supply and stock control forall items supplied by their respective services.
(f) Conduct technical and administrative inspectionsof the units assigned or attached to the logisticalcommand, and conduct similar inspections forsupported units as directed by higher headquar-ters.
(g) Advise the logistical command commander as tothe recommended allocation of controlled andregulated items of supply.
(2) Specific functions. Technical and administrative staffofficers of the logistical command perform the specificfunctions and duties enumerated in FM 101-5.
f. The Administrative Support Operations Center (ADSOC).
(1) General.
(a) The ADSOC is a facility established within theheadquarters of logistical commands and otherappropriate headquarters to provide commandersand their staffs with timely and complete informa-tion upon which to base decisions and planning.It operates under the general supervision of thechief of staff.
(b) The ADSOC is the logistical counterpart of thetactical operation center, providing an effectivemeans for the assembly, collation and interpreta-tion of logistical information needed for planningand command decisions. It does not perform anyactual logistical operating but receives fromoperating agencies information which can beeffectively utilized within the headquarters. Ex-amples of data that might be included are-status of items in critical and short supply, specialweapons information, status and location of re-serves, location of logistical installations, andmovement requirements and capabilities.
(c) An ADSOC normally will be established at theheadquarters of TALOG, BALOG, and ADLOG.
AGO 186B 21
COMMANDERLOGISTICAL CCMMAND
CHIEF OF STAFF
COORDINATING' STAFF TECHNICAL ANDOFFICERS AIMINISTRATIVE STAFF
(DIRECTORS) OFFICERS
ADSOC......................................... ..................................... .
REPRESENTATIVESREPRESENTATIVES OF
OF _ TECHNICAL ANDCOORDINATING AIMINISTRATIVE 1STAFF OFFICERS SERVICES STAFF
OFFICERS
ADPS
SERVICE CENTER I
Other S dLogistical Subordinate CML MED ENGR ORD QM SIG TCActivities Commands
(Technical Service and other operating agenciessuch as Stock and Supply Control Activities)
LEGEND
ADSOC ................ControlServiceCoordination andInformation
Figure 2. Administrative support operations center (ADSOC).
(2) Organization.(a) The ADSOC usually consists of three distinct, but
operationally interrelated, parts (see figure 4).The following description of the ADSOC of alogistical command can be related to any com-mand utilizing an ADSOC.
1. Coordinating staff representatives.Each of the coordinating staff sections of alogistical command, except the Comptrollerand civil affairs, has full-time representa-tion within the ADSOC. Further represen-
22 AGO 186B
tation will be provided as required. The rep-resentatives are responsible to their respec-tive directors within the logistical com-mand.
2. Technical and administrative services repre-sentations.
Each of the technical services, as well asthe provost marshal and adjutant general,has full-time representation within theADSOC. Other administrative services willbe represented as required. Although phys-ically located within the ADSOC, these rep-resentatives are directly responsible totheir respective chiefs of service within thelogistical command.
3. Automatic data processing system (ADPS)service center.
a. This center is a service facility which pro-vides central data processing facilities forthe headquarters. It does not exercise com-mand or operational control over other ele-ments of the ADSOC. All ADPS equipmentallocated to the headquarters is operatedby this facility. Provision will be made forstandby of alternate facilities.
b. The Center would also provide computerservice to nearby operating agencies bymeans of local communication and simpleinput-output devices.
c. ADPS is not a prerequisite for the func-tioning of an ADSOC. It greatly facilitatesoperations and permits the processing of agreat volume of information, but an ade-quate volume of statistics and data can beassembled and collated manually or withthe aid of simple business machine devicesif the scope of feeder information is care-fully selected.
(3) Functions and activities for staff operations.(a) ADPS service center.
1. Receives and transmits administrative supportrequirements and experience data.
2. Processes requirements and information as pro-gramed by the headquarters staff sections.
AGO 186B 23
3. Collates and disseminates supply control data,and retains such data for use in future planning.
4. Analyzes administrative support activities as re-quired.
5. Provides to the representative of the Director ofSecurity information required for the coordina-tion of rear area security, rear area damage con-trol and radiological activities, to include thecomputation of fallout patterns.
6. Stores a great variety of information which canbe extracted rapidly upon demand.
(b) Coordinating staff representatives.These representatives coordinate the activities ofthe technical and administrative services repre-sentatives and develop data and recommendationsconcerning operations and planning for their re-spective staff agencies. In addition, the representa-tive of the Director of Security performs much ofthe planning, coordination, and direction of reararea security, rear area damage control, and radio-logical activities.
(c) Technical and administrative services representa-tives.
Each of these representatives processes and ana-lyzes data concerning the current operations of thelogistical command within his branch area of re-sponsibility. They act as the representatives of thechief of technical service during planning and oper-ating conferences. Chiefs of technical staff sectionsare advised of problem areas.
20. Headquarters, and Headquarters Company,Logistical Command B
Organization of the headquarters, logistical command B isshown in figure 3. It is the same as for headquarters, logisticalcommand C, except as follows:
a. The chief of staff is also the deputy commander.
b. The comptroller is included only when required by the mis-sion, and when specifically authorized by the Department of theArmy.
c. The director of security, plans and operations performs thefunctions listed previously for the director of security and thedirector of plans and operations.
24 AGO 186B
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d. The director of civil affairs will be provided on an augmentation basis as required. Normally, in peacetime, civil affairs activi-ties will be handled by a civil affairs branch under the directorof plans and operations.
21. Headquarters, Logistical Command AOrganization of the headquarters, logistical command A, is
shown in figure 4. It is the same as for headquarters, logisticalCommand B, except that the director of services, supply and main-tenance performs the functions listed for the director of servicesand the director of supply and maintenance.
22. Subordinate Unitsa. The subordinate units of a logistical command may include
any or all of the following:(1) Branch depots and general type field depots.(2) Area commands.(3) Intersectional service commands.(4) Other logistical commands.(5) Tactical units required for area security missions.(6) Technical and administrative service units.
b. Within the logistical command organization, technical andadministrative service brigade, group, and battalion headquartersmay be assigned or attached to command subordinate operatingelements of a particular technical or administrative service (Seeapp. VI). Integration of the operations of the various technicaland administrative services is accomplished in the headquarters,logistical command. However, this does not preclude local co-ordination between units or delegation of authority for coordi-nated action. Integration of the operations of the various technicaland administrative services may also be accomplished by sub-ordinate headquarters.
c. Positive control of administrative support activities is vitalunder the dispersed conditions of nuclear warfare. However, thecommander, while retaining control of his operations, must grantsubordinate commanders maximum latitude and self-sufficiencyin the accomplishment of their missions.
23. Variations from TOE Strenth and Organizationto Meet Special Conditions
a. Logistical commands are flexible organizations capable ofperforming, under varying circumstances, administrative supportmissions which vary widely in scope. This flexibility is based pri-marily on the fact that a balanced service force tailored to per-
AGO 186B 27
form a specific mission is assigned or attached to the logisticalcommand. As changes in the scope of the mission occur, changesare made in the service force. Three different size headquartersunits are provided by TOE, depending on the mission and numberof service troops involved. The commander has latitude in organ-izing his headquarters in a manner best suited to accomplish theassigned mission under the specific conditions, time, and placein which the command is employed. The staff is tailored as re-quired within the environment in which it is to operate. It shouldbe recognized that a single pattern of staff organization may notbe effectively applied to all logistical command staffs for all situa-tions. Augmentation of the headquarters of a logistical commandin both numbers and rank may be required to meet a specific sit-uation. This augmentation may consist of expanding the head-quarters by adding personnel to one or more staff divisions toprovide for an increased level of operations in established divi-sions, or by adding a completely new staff division to performa function not provided for by any existing staff division. Thesource of these personnel may be a specially trained team fromthe 500-series TOE, from the theater bulk allotment as a table ofdistribution (TD) allowance, or from both. Missions occasionedby requirements peculiar to the area of operations or the peace-time mission are carried out by the establishment of augmentingsubsections.
b. The cellular team of the 500 series TOE's are designed toprovide small, trained teams capable of accomplishing a givenmission. The types of team available are so varied that a teamor combination of teams can be selected to accomplish virtuallyany augmentation task which is too small for a company size unit.
c. TD augmentation has been the traditional method of expand-ing a command headquarters to provide for an amplified mission,but this method requires a relatively long on-the-job training andindoctrination period to transform the TD augmentation into awell-trained, smoothly operating team. A TD augmentation isflexible, since any number of combinations of strength increasesare possible because individuals are the basis of the augmentation.
d. If the proper type of logistical command headquarters isinitially chosen for a mission, it should seldom be necessary toreduce the headquarters strength, since the principle of minimumstrength was used in the development of each TOE. Reducedstrength figures are provided to adapt the TOE to lesser require-ments for personnel and equipment during prolonged noncombatperiods and for a limited period of combat.
28 AGO 186B
CHAPTER 4
ADMINISTRATIVE SUPPORT ANDBASE DEVELOPMENT PLANNING
Section I. ADMINISTRATIVE SUPPORT PLANNING
24. GeneralThe sequence of events for administrative support planning
follows the pattern as described in FM 101-5. Administrative sup-port planning must be carried on concurrently with, or in somecases prior to tactical planning at all echelons. Contingencies mustbe anticipated and adequate steps taken to ensure the uninter-rupted flow of adequate supplies and services to supportedunits. Planning and execution are facilitated by close personalcontact and coordination between corresponding staff officers ofthe headquarters logistical command and of the supported forces.
25. Theater Organizationa. For operations in a theater, it is frequently necessary to
establish joint forces. A typical organization of theater of opera-tions is shown in figure 5.
b. With the great amount of planning required in a theater, aplanning organization in theater headquarters is highly desirableto insure that planning and current operations can be carriedout concurrently. Each theater may have a different organizationfor this purpose as dictated by theater missions, allied participa-tion, and numerous other factors.
26. Planning DocumentsThe more important planning documents used and the sequence
in which they are prepared are shown in figure 6. Sample formatsfor documents used in planning are contained in the referencelisted.
Standing Operating See Appendix IIProcedure
Logistical Estimate See Form 4, appendix II toFM 101-5.
Operation Plan See example 11, appendix IIIto FM 101-5.
AGO 186B 29
Administrative Order See form 8, appendix IV toFM 101-5.
Administrative Order, See example 26, appendix IVAdvance Section. to FM 101-5.
Logistics Annex to See form 10, appendix IV toOperation Plan or Order. FM 101-5.
Periodic Logistics Report See from 17, appendix V toFM 101-5.
Base Development Plan See appendix V.
Secretary aofDefense
I Strategic Navyn d_ CmTheater Strategic AirForces Headquarters Forces
TheaterForceNavy Air 'efense ArmyComponent Command Component Co onent
Administrative Commini AdministeministrativeSupport Elements Elements Support Elements Support
Elements emen Elements
JInt '- JII IIao I
Component Component 0 Component
I Combat Combat AdCominnbatElements Elements AOSuppo Elements
LEGEND
Command-- Direct coordination and cross-service support
0-0-0 Administraotive support.
Figure 5. Organization of a typical theater of operations.
30 AGO 186B
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~~~~S OP ~RS D OP L R JCDRS I OP E VAI AEST o0 EST S -ILAN IN N V M.I T ADMIN S
NC E ' \ ORDER IE LOG ,D N LOG V 0
EST PLAN N
CIVIL e/ CIVILAIRS AAIRS
EST MN
Figure 6. Sequence of planning documents.
27. Enemy Capabilities for Employment of Nuclear,Chemical and Biological Weapons
Enemy capabilities for employment of nuclear, chemical, andbiological weapons must be evaluated in the light of the missionof the command. With the increased range of delivery systemsand destructive power of mass destruction and mass casualtyweapons, no area in the theater of operations will be free from thethreat of attack.
a. Action to be taken by the commander of the logistical com-mand to avoid or minimize the effects of these weapons is deter-mined after considering the mission of the command, enemycapabilities, and the means available to accomplish this mission.This includes the establishment of clear lines of authority, com-munication and the preparation of detailed plans for rear areadamage control, including careful target analysis of proposedsites for installations. The operation plan and layout of the ad-ministrative support areas will be greatly influenced by a studyof these factors. The full art and skill of the administrative sup-port commanders are required to arrive at a solution which mini-mizes risks without at the same time necessitating inefficientoperations, wasteful use of manpower, and excessive use of stocksof supplies. A more detailed discussion of rear area security andrear area damage control planning is contained in paragraph 49.
b. Measures to be taken to minimize vulnerability to nuclear,chemical, and biological attacks are-
(1) The establishment of clearly defined command lines andstaff relationships.
AGO 186B 31
(2) Adequate dispersion of administrative support installa-tions. Sufficient dispersion must be provided betweeneach installation to prevent the loss or severe damage tomore than one installation from a single nuclear weapon.
(3) Adequate intelligence, warning, and reporting system.(4) Habitual practice of such passive measures as utiliza-
tion of cover and concealment and deceptive measures.Underground facilities such as tunnels, caves, etc., shouldbe used wherever available. Underground shelter shouldbe constructed to provide cover for personnel and criti-cal items of supply within the capability of the availableengineer troops to construct. Also the shielding effectof natural terrain features must be utilized to the maxi-mum.
(5) Thorough vulnerability analysis of all installations isrequired during planning to insure minimum vulner-ability.
(6) Alternate plans for continuation of administrative sup-port. These include-
(a) Alternate headquarters and communications fa-cilities and an established succession of command.
(b) Duplicate supply and stock control records locatedat other stock control centers.
(c) Provision for standby facilities (water terminalsand undeveloped ports, beaches, hospitals), orprovision of installation capacity in excess of nor-mal requirements, which will permit expansion ofoperations in the event of loss or damage of likeinstallation.
(d) Duplication of supply and service installations,insofar as resources will permit, in order to avoidthe total loss of any one type of supply or essentialservice. For example, provision for multiple gen-eral depots in the advance section.
(e) Utilization of beaches in the ADLOG and fieldarmy areas to insure continued support to the fieldarmy in the event of disruption to the water ter-minals and beaches in BALOG, or the line of com-munications from ADLOG to the combat zone.
(f) Development and utilization of all means of trans-portation and terminal facilities, including air, toinsure flexibility and alternate means in the eventof disruption to a water terminal of the transpor-tation system.
32 AGO 186B
(7) Organize the area for area damage control and assurancethat all units are trained and equipped to execute areadamage control missions. Planning and the applicationof area damage control measures prior to enemy nuclearattacks will minimize the effects of those attacks. Promptexecution of area damage control operations will alsofacilitate the reestablishment of the administrative sup-port functions which become disrupted by nuclear at-tacks.
c. Administrative support installations must not present re-munerative targets. However, dispersion among installations can-not be permitted to such an extent as to jeopardize the accomplish-ment of the administrative support mission. Installations are dis-persed based on the nuclear capability accorded the enemy.
(1) Dispersion between major installations is based on-(a) Number, yield, and delivery systems of nuclear wea-
pons available to the enemy.(b) Nature of the terrain and size of the usable area.(c) Availability of units and civilian labor.(d) Possible resultant loss of control and inefficiency due
to dispersion.(e) Whether or not the loss of supplies or services of any
one installation is within acceptable limits. There mustbe dispersion of balanced stocks.
(f) Avoiding a critical density of installations in any givenarea.
(g) Availability and capability of communication andtransportation means.
(2) Normal dispersion within installations should be themaximum consistent with efficient operations. It dependslargely on the usable area, including facilities and work-ing or storage space, and the availability of units, equip-ment, and civilian labor.
28. Relationship with Other Major HeadquartersThe theater army logistical command bases its plans on those of
the major forces supported and coordinates with every majorheadquarters in the theater which derives support from the the-ater army component or contributes support thereto. Its relationswith theater, theater navy, theater air force, and theater joint airdefense command headquarters on policy matters are conductedthrough theater army headquarters. The theater army logisticalcommand headquarters works directly with the field army or other
AGO 186B 33
supported force and the appropriate naval and Air Force adminis-trative support agencies for routine support matters. It'handlesroutine administrative support matters directly with the Armyadministrative support element of a joint force if one exists in thetheater, but receives guidance from theater army headquarters onpolicy matters pertaining to the joint force. The theater armylogistical command commander, functioning under the policies andprocedures established by Department of the Army and theaterarmy headquarters, conducts the routine operations of theaterarmy administrative support with zone of interior (ZI) agencies.The theater army logistical command receives instructions fromor coordinates with the major headquarters shown in appendix IV.
Section II. LOGISTICAL PLANNING
29. GeneralAll elements of administrative support planning (personnel, in-
telligence, operations, logistics, and civil affairs are vital to thesuccessful accomplishment of the assigned mission. However,because of its critical nature, logistical planning may be in manycases a determining factor as to whether or not a particular opera-tion can be supported. The method and procedure involved in pre-paring the logistical estimate and plan will be discussed in the fol-lowing paragraphs. The same sequence is applicable to any typeof administrative support planning, be it personnel, intelligence,operations, logistics, or civil affairs.
30. Supply PlanningA key element of logistics planning is supply planning. A lo-
gistics officer must keep himself continuously informed of supplylevels and major supply problems of other commands in order toinsure maximum economy in utilization of supplies and to effectcoordinated action that will further the operation as a whole. Par-ticular emphasis must be placed upon-
a. Efficient use of transportation.
b. Reduction in the multiple handling of supplies.
c. Reduction in order and shipping time.
d. Elimination, or reduction to a minimum, of requirementsthat do not contribute directly to the progress of combat opera-tions.
e. Maximum and efficient utilization of manpower.
f. Economy in the use of supplies and equipment.
g. Reduction in nice-to-have and improbable contingency items.
34 AGO 186B
h. Simplification of work to include the latest mechanical meth-ods for handling supplies and electronic devices for supply control.
i. Establishment and maintenance of minimum supply levels.
j. Establishment of alternate means to provide a support andto obtain flexibility.
k. Increased mobility of installations.
I. Rear area security and area damage control.
m. Dispersion of units and installations.
n. Placing supply installations in most favorable locations rela-tive to the transportation net.
31. The Logistical EstimateThe planning activities in a logistical command parallel those of
other theater army agencies and are covered in FM 100-10 and FM101-5. Planning documents of particular interest to a logisticalcommand are the logistical estimate, logistical plans, and the ad-ministrative order. The Logistical factors on the accomplishmentsof the mission or on the contemplated courses of action of the ?command, and it serves three broad purposes:
a. It is used to determine whether the contemplated tacticaloperation can be supported.
b. It serves as the basis for recommending one logistical courseof action as the best for carrying out the mission.
c. It brings to the commander's attention limiting features andthose problem areas requiring command action.
32. Logistical PlansLogistical plans are based on the logistical estimate, to include
modifications resulting from the continuing aspects of the esti-mate, additional information received from other sources, andsubsequent decisions made by the commander. They are used toannounce these decisions for planning purposes and/or imple-mentation on order. Information on the following is essential inthe development of logistical plans:
a. The Overall Tactical Plan and Scheme of Maneuver. Admin-istrative support planners must be advised of the basic tacticalconcept of the operation early in the planning stages. After de-velopment of a planning schedule to meet the ultimate objective,plans are prepared to support the tactical units in accomplishingthat objective. Logistical considerations have often altered ordictated tactical concepts of operations. Constant coordinationbetween tactical and administrative support meets the require-ments of the tactical plan.
AGO 186B 35
b. Supported Troop Strength and Equipment Density. Sup-ported troop strength and density of major items of equipmentare governing factors in the preparation of the troop requirementsfor the technical services and administrative units necessary tosupport the operation. Supported troop strength and equipmentdensity must be determined as early as practicable in planningsupport for combat operations, and thereafter must be subjectedto minimum fluctuation. Without a reasonable idea of the numberand types of troop units, armored and other vehicles, gun tubes,etc., to be supported, transportation requirements (water, land,air, pipeline, and terminal facilities), replacement and consump-tion materials, reserve tonnages, personnel replacements, hospi-talization, and other service requirements cannot be computed.
c. Transportation. The logistical planner requires knowledge oftransportation requirements and capabilities to plan the supportfor a contemplated operation. Rail, highway, inland waterway,pipeline and air capacities must be adequate for movement ofsupplies and equipment to supported troops in amounts needed,including replacement and consumption requirements and buildupof authorized reserves. Operational planning groups must makeknown their esimated requirements as early as possible and thelogistical planner must match these requirements against knowntransportation capabilities. If reliable planning data are not avail-able, estimates must be made based on all information available.Transportation planning data must include the following:
(1) Lift requirements for military personnel, including med-ical evacuation equipment, and supplies, also for thecomparative lift to meet the needs of allies, the indigen-ous economy, and relief.
(2) Number, types, and characteristics of ships and a phasedschedule of their availability.
(3) Terminal capacities in both the mounting and objectiveareas.
(4) Number, types, and characteristics of aircraft available.(5) Airfield capacities available in the mounting areas and in
the objective area.(6) Highway, rail, pipeline and inland waterway capacities,
including operating equipment.(7) Conditions of water terminals, beaches, railroads, high-
ways, inland waterways, and airfields, and constructiontroops and materials available for rehabilitation.
d. Use of Existing Facilities in the Objective Area. Advanceplanning for administrative support includes consideration ofavailable sites for depots and service installations in the objective
36 AGO 186B
area. Existing facilities should be used when feasible. Factorswhich govern the location of these installations include ability tosupport the operation, defensibility, dispersion, and accessibilityto the existing transportation net. The possibility of destructionof facilities selected for use must be considered and alternate plansprepared. All of these have an important bearing on requirementsfor engineer support. Plans must provide for construction troopsand materials, barrier plans, acquisition of real estate, and repairsand utilities services. The plan will provide for the procurementof available civilian supplies, facilities, and services for use by ourforces in consonance with national objectives.
e. Labor. Both local civilian and prisoner of war labor arevaluable sources of manpower and plans should be made for theirfull utilization. Local attitude and expected reaction toward mili-tary occupation have a definite relationship to anticipated use ofcivilian and prisoner of war labor. In many instances, it may benecessary initially to depend primarily on military personnel forlabor. Later, as the local attitude is properly developed, and asprisoners of war become available, maximum use of non-U. S.military personnel should be made in type B service units and civillabor units. Prisoner of war labor should be used to the maximumconsistent with U. S. policies, ratified international treaties, con-ventions, and the rules of land warfare.
f. Troop Basis Planning. A balanced logistical support forcemust be provided and a sound command structure organized toexercise economy of force in accomplishing logistical support tocombat forces. Considerable improvisation may be necessary.
Section III. TROOP REQUIREMENTS PLANNING
33. GeneralLogistical commands, except for the headquarters and head-
quarters company, have no fixed composition and there is noformula to apply nor table to consult that will show exactly howone should be organized, or exactly how many and what kind ofunits are necessary to perform the many missions with which itmay be charged. There are several fundamentals which, if ana-lyzed properly in light of the situation, will indicate proper meth-ods of employing the data contained in FM 101-10 and appropriateTOE for developing satisfactory troop requirements for a lo-gistical command.
34. Factors Affecting Service Troop PlanningMany factors influence the number and type of service troops
required to support any given operation. These factors must be
AGO 186B 37
considered in determining to what extent the logistical commandshould be supplemented in order to carry out an administrativesupport mission. Principal factors are-
a. Number and type of troops to be supported, their mission,and the extent of service support to be rendered them.
b. Quantity, types, and distribution of equipment.c. Extent of construction required.d. Climate and terrain.e. Status of industrial development and local resources within
the area of operations.f. Size of the geographical area of operations.g. Attitude, availability, and capabilities of local civilians and
prisoners of war.h. Capability and limitations of technical service units.i. Enemy capabilities. The nuclear capability of the enemy is a
major consideration in planning troop requirements since it is acontrolling factor in determining the degree of dispersion re-quired in the administrative support areas.
35. Fundamentals Affecting Troop Requirements PlanningEach of the factors listed in paragraph 38 is variable, and the
troop planner must continuously analyze requirements to designthe service force to fit conditions imposed by the situation. What-ever the conditions, the following three basic fundamentals mustbe intelligently applied.
a. A force balanced against operational requirements.b. Sound command structure.c. Economy of force.
36. Troop Basis, Troop List, and Table of Distribution (TD)Definitions
a. Troop Basis A troop basis is a planning document whichsets forth a major command's troop requirements by numbers andtypes of units, designations, organizations, strengths, locations,assignments, grades, and branches, within a personnel ceilingprescribed by higher headquarters. An approved troop basis con-stitutes a major commander's authorization for personnel andequipment (TOE and TD units).
b. Troop List. A troop list is any list of military units or indi-viduals. Generally, a troop list will contain the designations of allthe units in the command's area, or all units served by the com-mand's machine records unit. Such a list may include units located
38 AGO 186B
in the area but not assigned to the command, such as attachedallied units. An approved troop list does not necessarily constitutea troop basis.
c. Table of Distribution (TD) Unit. A unit organized frompersonnel authorized by a table which prescribes a distribution ofpersonnel for units and installations organized under a bulk al-lotment. TD units may be organized or discontinued within cur-rently auhorized bulk personnel allotments. The grades of indi-viduals assigned to TD units are contained in the overall gradedistribution authorized to the organizing authority. Equipmentfor TD units will be authorized by applicable tables of allowances(TA).
37. Basic Steps in Troop Requirements Planninga. The following general steps are essential to the accomplish-
ment of sound troop requirements planning:(1) Determination of the functions of tasks to be performed.(2) Determination of quantitative workload.(3) Selection of type of operating units with the required
capability.(4) Calculation of number of operating units required.(5) Provisions for command and control.
b. The accomplishment of the steps listed in a above requiresa detailed study of the overall mission by each technical and ad-ministrative service in light of its repsonsibilities and the factorswhich affect the performance of support functions.
38. Troop AvailabilityThe determination of troop availability is based on several fac-
tors. These factors are the troop requirement of the command, theoverall troop ceiling set by higher headquarters, and availabilityof specific type units. Technical service estimated requirementsare submitted, consolidated, and revised as necessary by eachagency to come within the prescribed ceiling. Troop requirementsare coordinated to keep them within the overall ceiling and yethave a balanced force that can perform its mission. If the overalltroop ceiling is definitely fixed, such as in an amphibious operationwhere shipping is limited, any change in the requirements of oneagency must be balanced by the necessary changes in other agen-cies. However, the overall ceiling may be changed when, as a re-sult of detailed planning, it is found that a change is justified.
39. Phases of Troop Requirements PlanningTroop requirements planning passes through three phases-
AGO 186B 39
estimation, calculation, and modification. The first step must beaccomplished with few, if any, tangible figures. Each successivestep is developed with more concrete and more accurate datathan the preceding one until a balanced, sound troop list is evolved.It is important to note, however, that while the three phases arediscussed separately below, the requirements of fast-movingwarfare will often require that various aspects of several phasesproceed concurrently.
a. Phase I Planning-Estimation. The initial step in the de-velopment of troop requirements must be accomplished with littlespecific data, often no more than a brief statement of the overallstrength of the force to be employed or the number of divisionsaround which it is to be built. Each planner must employ broadexperience factors such as division and wing slice, troop density,equipment density, replacement and consumption factors, andsimilar information. For example, when the total troop strength isunknown, it can be estimated by using appropriate division andwing slices. From this figure and from the basic vehicle densityfactors, the number of vehicles in the force can be estimated.Other data are derived in a similar fashion. The margin of errorwill depend on the accuracy of factors employed. Factors repre-senting best available experience should be used, and the planneris cautioned against changing them unless he has the experienceand background to make such changes valid.
b. Phase II Planning-Calculation.(1) Phase II planning begins when phase I estimates are re-
ceived from all arms and services in the form of initialtentative troop lists. Troop strengths and equipment listsfor the force can be derived from these initial lists, whichshould be more accurate than the estimates used toinitiate planning in phase I. The margin of error be-tween the initial tentative lists and those finally accepteddepends not only upon the adequacy of the planningfactors and guidance available to the troop requirementplanners, but also upon the experience, aptitude, andjudgment of the individual planner. Branch strengthsin relation to the total force strength should be com-pared with currently accepted percentages and should becompatible with existing support requirements.
(2) When the consolidated intial troop list is available, eachplanner should review the list and decide, based on thenew information from the consolidated list, whether hisnext revision will increase or decrease and to what ex-tent. The predictions of each planner should be appraised
40 AGO 186B
for accuracy, and a recalculation of the first revisedtroop list should be made as a result of these predic-tions. This information should then be furnished allplanners so that each will be aware of direction andlimits of changes which are to be applied.
(3) When this information is available, phase II planningcontinues with the preparation of revised estimates byeach branch representative. The division slice and otherfactors suitable only for initial estimation are discardedin favor of actual (or adjusted) figures extracted fromthe initial lists. Several revisions may be necessarybefore all arms and services lists are brought into bal-ance with each other. Intelligent adjustment and carefulprediction at each successive planning stage will reducethe number of revisions necessary to arrive at a calcu-lated balanced troop list to complete phase II.
c. Phase III Planning-Modification.(1) The consolidated troop list produced in phase II provides
a balanced force, each element of which is capable ofperforming its mission without augmentation. Modifi-cations, adaptions, or alterations dictated by policy, bycommand direction, or by conditions peculiar to thetheater under consideration in phase I or phase II.
(2) Substitution of civilian labor for military personnelshould be made at this stage. At the same time, lists ofclass IV equipment to be issued for the use of the civilianlabor forces must be prepared.
(3) The substitution of civilian labor for military personnelimmediately throws the troop list out of balance and itmay require several revisions such as those made inphase II to restore it to balance. Various services willbe affected differently. The impact on the ordnance trooplist is relatively small since the equipment density doesnot change significantly, but the impact upon the medicaltroop list is great since medical service is provided pri-marily on the basis of military strength. Other servicesare affected to greater or less extent depending on thechange in military strength and equipment required.
(4) It may be argued that since substitution of auxiliarylabor in phase III causes an imbalance and makes sev-eral additional revisions necessary, consideration shouldbe given to effecting the substitution earlier in the plan-ing. This would simplify matters for services, such as
AGO 186B 41
medical, interested primarily in military strengths; butit complicates matters for those services which mustprepare lists of class IV equipment for the labor force.If the labor force is planned concurrently with the mili-tary forces, the class IV equipment lists must be includedin each step and revised accordingly. This unduly com-plicates and delays the steps in planning for all services,and may introduce greater degrees of error in each step.The decision as to which procedures to follow is madeby the chief of the planning group, but the various tech-nical service representatives should present to him theadvantages and disadvantages of each method and makean appropriate recommendation in each case. It shouldalso be observed that troop requirement planners arefamiliar with military troop lists habitually use themas the basis of comparison to evaluate specific plans. Itis important that 100 percent military troop lists beestablished initially against which augmentations andcomparisons may be made.
(5) Frequently, arbitrary personnel ceilings are imposedupon the technical and administrative services. Theseshould not be applied until phase III since the reductionin strength may not be proportional for all services orfor all units within a service. Further, only if the fullmilitary strength required to accomplish a mission isknown can the effects of a reduced strength be ade-quately appraised and reported to the head of the plan-ning staff and force commander.
(6) Final distribution of troops by area and determinationand location of depots and other major installations isaccomplished in phase III. If this is done tentatively foreach troop list prepared in phases I and II, the finaldetermination is simplified since each planner becomesincreasingly aware of the deployment of the troops ofother arms and services throughout the theater andprogressively adjusts his own distribution to meet theprobable load.
Section IV. BASE DEVELOPMENT
40. Generala. Base development is the improvement and expansion of the
resources and facilities of an area to support current and futureoperations of air, sea, or land forces, or combinations thereof.
42 AGO 186B
It provides the framework for the administrative support of com-bat forces deployed in accordance with strategic war plans.
b. The most efficient development and operation of overseasbases in time of war requires the complete integration of theaterstrategic and administrative support planning and the exerciseof coordination by the theater commander. It requires participa-tion in planning by all elements of the command. Only by combin-ing the skill and judgment of a large number of planners workingtogether can the theater commander foresee the requirement formen, materiel, and equipment to construct, operate, and maintainthe facilities supporting joint operations.
c. The base development plan is a detailed plan and serves thefollowing purposes:
(1) Informs all concerned as to the intent of the theatercommander in the construction and operation of bases.
(2) Is a basis for determining the number, kind, and datesof arrival of the necessary troops to construct and oper-ate installations in the base.
(3) Is the theater directive to the theater supply agenciesto prepare requisitions and ship supplies, equipment, andtroops in the proper amount and priority to build andequip the base.
(4) Is the theater directive to undertake the construction ofthe base. It thus precludes the dissipation of effort onlow priority areas.
(5) Fixes dates by which commanders may expect to havecertain facilities such as airfields, hospitals, harbors, anddepots available for operation.
(6) Allocates space on the ground to the various agenciesand installations in a manner best suited to the planof overall operation of the base.
41. Responsibilities for and Purposes of BaseDevelopment Planning
a. The theater commander is responsible for all base develop-ment planning in the theater. The purpose of this planning is toachieve a broad development of theater resources in accordancewith the theater strategic mission and operational plans, and toestablish base facilities in objective areas to support combat orother operations. Planning by various echelons is carried on con-currently under the coordinating direction of the theater com-mander. The theater commander reconciles any conflicting re-quirements of the various agencies involved in the execution of
AGO 186B 43
the plan and insures that adequate means are available to im-plement the plan.
b. The theater staff may be required to enter into details ofbase development planning. However, detailed planning is theresponsibility of lower echelons of command.
c. Responsibility for the development of a base may be dele-gated by the theater commander to the theater army, navy, orair force commander in instances where the interest of one ofthese components is exclusive or predominant.
42. Planning ProceduresThree general phases, each culminating in the specific document,
make up the sequence of base development planning. These in-clude-
a. Base Development Study. During the early or strategicphase of the planning cycle, studies of potential areas for basedevelopment are undertaken by the theater headquarters. Nor-mally, upon receipt of instructions to implement a specific opera-tion, a base development study is prepared in more detail to coverthat operation, including the feasibility of base developmentaspects. It includes the concept of the operation as it affects basedevelopment, the forces involved, target dates, and the broad ad-ministrative support requirements and implications of the pro-posed base development. The form for the study is not prescribed.It must be tailored to meet the requirements in each case.
b. Base Development Planning Directive. Following the basedevelopment study and when detailed planning for the operationis undertaken, the theater commander issues a base developmentplanning directive. This directive may transmit to the Servicecommanders and commanders of joint forces copies of the basedevelopment study and includes other details, preliminary esti-mates, and instructions upon which specific planning can be based.There is no prescribed form, but the directive may-
(1) Allocate responsibilities for specific projects and func-tions to the respective services.
(2) Specify completion dates and priorities for projects.(3) Promulgate construction policy specifically applicable to
the contemplated operation.(4) Designate areas allocated for specific purposes for in-
clusion in the general layout plan.(5) Indicate the command structure and designate major
commanders charged with base development.
44 AGO 186B
(6) Indicate applicable standing operating procedures anddirectives which govern preparation of the plan.
(7) Direct submission of data and recommendations by lowerechelons for inclusion in the plan.
c. The Base Development Plan. The base development plan isthe product of concurrent planning by Service commanders andcommanders of joint forces accomplished in accordance with theplanning directive. It sets forth clearly the base facilities to beprovided and the operating and service functions to be performed.Is is compiled and published by the theater headquarters and maybe issued as an annex to the operation plan, as an appendix to thelogistical plan, or it may be issued separately in parts to facilitateconcurrent planning. (See app. V.)
43. Basic Planning ConsiderationsBase development planners should weigh carefully the following
basic planning considerations:
a. Mission. The mission assigned a base serves as the basisfor establishing the extent of development and the schedule ofreadiness for the facilities which are included in such develop-ment. Only those installations which are essential for fulfillmentof the mission should be authorized.
b. Degree of Permanency. Plans should provide for only theminimum facilities necessary for fulfillment of the mission con-sistent with safety, health, and morale of the using forces, andprotection against the elements. Bases located in primitive localesrequire most careful consideration in this respect. If permanentutilization of the base is anticipated, initial development is plannedfor later incorporation in permanent base development.
c. Limitations on Personnel, Supplies, or Equipment. The thea-ter commander usually has at his disposal only limited resourcesin manpower, supplies, and equipment, and because unloadingcapacities in objective areas are limited, strict control of ship-ping is established. Base development planning should conformto those limitations which are established by overall tactical andadministrative support considerations. In planning the most effi-cient prosecution of base development with the available resources,it should be appreciated that men, supplies, and equipment areclosely related. Although all means at the disposal of plannersshould be expoited, the possible effect on future operations shouldnot be overlooked.
d. Estimated Phased Population. To prepare the base devel-opment program, it is necessary to make estimates of troop popu-
AGO 186B 45
lation at successive stages in the development of the base. Theseestimates should list the major units and accompanying specialunits, and include both combat and service troops of all servicesconcerned. Initial estimates are revised to conform to troop listsas they become known, and the recapitulation of troops is statedin the final plan.
e. Natural and Local Resources. Every effort is made to de-velop natural and local resources of an area to provide maximumeffective support of military operations. Any exploitation whichconserves personnel, supplies, equipment, or time is given con-sideration. Estimates should, insofar as possible, be based onfact. Utilization of local civilian and prisoner of war labor is in-cluded in this consideration.
f. Area Available for Development.(1) Areas suitable for the various base installations in the
objective area, particularly in the immediate landingarea, and in the vicinity of water terminals and beaches,are usually restricted in size and number. If the basedevelopment involves more than one Service, considera-tion must be given to the allocation of areas to eachService for support of the activities for which it isresponsible. If the requirements of the Services are inconflict, the theater commander evaluates the require-ments of each Service and allocates areas so as to ensurethe most effective overall development of the base area.
(2) When information of the objective area is incompleteand the location of certain highest priority installations,such as airfields, cannot be indicated definitely, the basedevelopment plan and general layout plans should pro-vide that all suitable sites found be reserved for the useof the Service concerned until released for other use.As a corollary, each Service makes early reconnaissanceand releases all unsuitable sites at the earliest possibledate.
(3) The possibility of the need for future expansion shouldbe considered in studying available areas and in select-ing sites.
g. Priority of Development.(1) The determination of priorities for the development of
bases is an intricate task which involves compromise andreconciliation between operational and administrativesupport considerations. After dates of operational readi-ness have been established, the base development plan-
46 AGO 186B
ners insure that construction forces and supplies areprovided in the objective area in accordance with re-quirements. Partial use of incomplete base facilities isusually necessary even though construction efficiency isthereby lowered and there is attendant delay in finalcompletion. Priority for the development is establishedby balancing operational requirements against the con-struction program. While flexibility should be providedfor contingencies, decision on major changes should bereserved to a command level which avoids hasty changesbased on limited consideration of the factors concerned.The senior commander ashore must have authority tomake necessary changes in the base development planto reflect the tactical situation and physical conditionspresent in the objective area.
(2) Factors which may govern development priorities in-clude-
(a) Urgency of meeting special operational require-ments.
(b) Ease or difficulty of accomplishing individual con-struction tasks for reasons other than enemyopposition.
(c) Anticipated interference from enemy operations tocertain construction efforts.
h. Unloading of Base Development Personnel, Supplies, andEquipment. Estimates of terminal capacity available for un-loading base development personnel, supplies, and equipment areessential in determining the extent of the developmnt possible inany given time. Further consideration must be given to the avail-ability of facilities to accommodate these personnel, supplies, andequipment.
i. Base Development Problems for any Future Operation.(1) Those problems which are essentially geographical.(2) The problems posed by the development of new weapons.(3) The problems arising out of a new concept of time.
The tempo of modern war demands a speedup of opera-tions.
(4) The development of new engineering techniques, newhigh speed construction methods, new materials, andimproved design.
(5) The development of new-type transportation and ma-terials handling techniques.
AGO 186B 47
(6) The major problems related to the mobilization andtraining of manpower to insure the availability of tech-nical abilities for base development.
44. Essential Elements of Base Development PlansAlthough it is not possible to prescribe universal items for all
theater commanders to include in base development plans, listedbelow are essential elements which should be considered by theplanners.
a. Basic Planning Considerations.
b. Command and Administrative Organization, Assignment ofForces, and Command Relationships. Preliminary organizationalcharts should be incorporated in the original base developmentplan. The commander of the base should maintain an up-to-datefunctional chart or functional manual for the base. Specific com-mand authority lines and areas of coordination must be clearlydelineated.
c. General Layout Plans.(1) The allocation of areas to Services by the theater com-
mander is incorporated in general layout plans which ac-company the theater base development planning direc-tive. When modified to incorporate the recommendationsof the separate Services, the general layout plans areissued as an annex to the base development plan.
(2) Area boundaries should be defined clearly indicating thelayout within the boundaries. Thus, local commandershave sufficient freedom of action to permit maximumexploitation of conditions found within the allotted areas.However, when known desirable features exist, tenta-tive sites should be indicated.
(3) Topographic maps including offshore hydrography aremost desirable. Overlays to such maps and to ordinarytopographic maps normally are adequate for general lay-out plans, and their use expedites preparation of thebase development plan.
d. General Supply and Maintenance Organization and Installa-tions.
e. Ammunition, Guided Missile, and Nuclear Weapons LogisticOrganizations and Installations.
f. Utilities, Roads, and Natural Resources.g. Water Terminal and Beach Facilities.h. Transportation.
48 AGO 186B
i. Signal Communications.
j. Airfields.
k. Navy Installations.
1. Medical Facilities.
m. Miscellaneous Facilities.
n. Recapitulation of Troops by Phases.
o. Pertinent Directives and Publications.(1) Reference, in base development plans, to policy direc-
tives which cover such matters as general priorities,construction standards, responsibilities for control ofconstruction, and prohibitions or restrictions on the useof critical resources, avoids repetitious matter and per-mits concentration on matters peculiar to the particularoperation.
(2) If there is any likelihood that copies are not readily avail-able to all units concerned, important basic directivesshould be reproduced as tabs to the base developmentplan.
p. Instructions Relative to Reports to be Submitted.
q, Instructions Relative to Means for Accomplishing Change ofPlans.
r. Construction Priority Schedule.
45. Forms of the Base Development PlanDuring World War II, there was no set form for the base devel-
opment plan. The outline used by Army planners in the Pacificand in Europe differed considerably and both approached theproblem differently than did the Navy. Yet the same essential ele-ments were to be found in the base development plan of everyassault operation. There is no prescribed form for a base devel-opment plan established at this time. However, a type form adapt-able to use by logistical commands is given in appendix V.
AGO 186n 49
CHAPTER 5
ADMINISTRATIVE SUPPORT OPERATIONS
Section I. GENERAL
46. GeneralThe operations of the logistical command are as outlined in
chapter 3, this FM, other pertinent FM's (see app. I), or as pre-scribed by proper authority. Whatever the roles, the closest liaisonmust be continuously maintained with the supported forces. Theinitiative for establishment of contact must be from the support-ing to the supported force. Liason officers are exchanged with themajor supported commands to establish and maintain close con-tact with corresponding staff officers of those commands. Thisin no way reduces the necessity for frequent contact between sup-ported and supporting commanders. The primary mission of thesupporting commander is to provide the supported commanderwith adequate, continuous, and timely support. It is toward thisaim that the supporting commander devotes his main effort.Since all military operations are dependent upon administrativesupport, the commander of the logistical command must be con-tinually cognizant of the long-range and short-range plans of thesupported commands. Therefore, it is essential that plans for theoperation and for administrative support be prepared concur-rently. The commander of the logistical command must everguard against complacency and any tendency to permit opera-tional arrangements to become static. He must be alert to thenecessity for constant planning for future operations and thetimely adjustment of facilities, stocks, and services for the ade-quate support of such operations.
47. Functions of Administrative Supporta. Administrative support functions performed by a logstical
command in the accomplishment of its mission include supply,transportation, maintenance, construction, labor, medical evacua-tion and hospitalization, personnel, and local civil affairs. Thesefunctions are discussed in detail in section III.
b. In addition to the functions of administrative support per-formed by logistical commands, other areas of operational inter-
50 AGO 186B
est include communications, rear area security, and area damagecontrol. These are discussed in section II.
Section II. OPERATIONAL RESPONSIBILITIES
48. GeneralOperational responsibilities of the logistical commands nor-
mally include rear area security and area damage control andcommunications. These are discussed in the succeeding para-graphs.
49. Rear Area Security and Area Damage Controla. General.
(1) The greater threat of attack by enemy saboteurs, infil-trators, guerillas, and airborne attacks, and longerrange, more lethal weapons against the administrativeinstallations and lines of communications poses a seriousproblem to the Theater Army Logistical Command com-mander or his major subordinate commander. Also, theavoidance and control of damage from nuclear attacks onrear area facilities is a problem new to warfare. In ad-dition, commanders must be prepared to minimize theeffects of enemy chemical and biological attacks.
(2) The logistical command commander is responsible forthe security of his assigned area and for area damagecontrol operations. In the exercise of these functions, thecommander utilizes the troops assigned to his command.This organic capability is supplemented by civilian per-sonnel and facilities when available. In addition, whenrequired by the situation, combat units must be avail-able to reinforce the rear area security capability.
(3) Although the troops assigned to the logistical commandmust be utilized in the execution of rear area securityand area damage control operations, such utilizationmust be carefully coordinated and evaluated to insureminimum disruption of the primary mission of the com-mand, i.e., the administration support of the combatforces.
b. Command and Staff Control. A single structure for controlis established by making the deputy commander, logistical com-mand, responsible for the general supervision of the planningand conduct of rear area security and area damage control. TheDirector of Security provides the necessary representation in theADSOC to prepare the rear area security and area damage con-
AGO 186B 51
trol plans to provide staff supervision over their execution. Inaddition, the ADSOC provides the necessary operations center,communications means and warning system.
c. Rear Area Security.(1) The objective of rear area security operations in the
theater communication zone is to minimize the effect ofenemy interference with administrative support opera-tions in support of the combat forces. It is concernedprimarily with enemy actions such as airborne raids,attacks by infiltrated units, attacks by guerilla forces,and sabotage.
(2) In general, rear area security plans provide for thefollowing:
(a) Coordination of local security of installations andunits.
(b) Relief of attacked installations and units.(c) Route patrolling and convoy escort.(d) Surveillance of possible bases of operations for
guerillas and infiltrators.(e) Denial of possible drop and landing zones.(f) Finding, fixing, and destroying enemy forces op-
erating in the rear areas.(3) Normally, service units are responsible for plant or
industrial type security against pilferage as well as pro-viding the local security of their own installations.When required, additional forces must be made avail-able to assist in the accomplishment of rear area securitymissions other than local security. Tactical units in thereplacement stream or in theater army reserve may beassigned the emergency mission of rear area security inthe theater communication zone, and should proceed onorder to execute planned rear area security missionsbeyond the scope of the local actions which can be per-formed by troop units assigned to the theater army logis-tical command or its subordinate elements. When soordered, these tactical units should be temporarily as-signed to Theater Army Logistical Command or placedunder the appropriate area commanders for the execu-tion of their rear area security missions.
d. Security of Lines of Communications.
(1) Within the combat zone, the security of lines of com-munications for intersectional service operations is the
52 AGO 186B
responsibility of the field army commander having con-trol of the area concerned. The security of these inter-sectional service lines of communications is coordinatedbetween commanders of the field army and the theaterarmy logistical command.
(2) In the rear of the combat zone, the local security of thelines of communications for intersectional service opera-tions is the responsibility of the commander of the thea-ter army logistical command. The theater army logisticalcommand commander coordinates and executes this re-sponsibility through the commanders of his subordinateadvance logistical commands, base logistical commands,and area commands, as appropriate. The threat of enemyairborne attacks, guerilla action, infiltration, and sabo-tage in the rear areas requires that all personnel bethoroughly trained and capable of engaging in effective,coordinated combat operations. Security plans should bebased upon the employment of all military and appro-priate indigenous forces located in the rear areas.
e. Area Damage Control.(1) Area damage control in military operations consists of
those measures taken to minimize the immediate effectsof mass destruction attacks or natural disaster as an aidto the reestablishment of administrative support. Eachcommander must be concerned and must insure that heis prepared to meet this threat. The use of ADPS tocollect, compute, and transmit data and instructions willgreatly facilitate the implementation of planned meas-ures.
(2) Area damage control measures may be considered in twophases. Phase I consists of those measures taken in ad-vance of an enemy attack in order to avoid or minimizethe effects of such incidents. Phase II action consists ofthose measures taken after an enemy attack or Vaturaldisaster occurs to restore control, save lives, isolate dan-ger areas, and initiate salvage operations to preventfurther loss. The action taken under Phase I will de-termine to a large degree the effectiveness of the opera-tions conducted in Phase II. Phase I will provide for thefollowing as a minimum:
(a) Clear lines of authority and responsibility downto the lowest unit.
(b) Adequate communications and warning systemsto include fallout warning.
AGO 186B 53
(c) Proper dispersion within and between installa-tions continuously planned and executed.
(d) Preparation of necessary plans and SOP, to in-clude the reporting of information required forpost-strike analysis.
(e) Organizing, equipping, and training of all per-sonnel in rear area damage control operations.
(f) Appropriate use of cover and concealment.(g) Allocation, control, and full utilization of avail-
able transportation net and equipment, to includealternate plans.
(3) Phase II operations consist of the following:(a) Rapid assessment of the damage and its immedi-
ate action on operations.(b) Control of personnel and traffic.(c) Fire prevention and fire fighting.(d) First aid and evacuation of casualties.(e) Protection against chemical, biological, and radio-
logical hazards.(f) Emergency supply of food, clothing and water.(g) Explosive Ordnance reconnaissance and disposal.(h) Initiation of salvage operations.
(4) Each unit and installation commander prepares to mini-mize and control damage within his own unit area. How-ever, in the event of serious damage to his unit area hewould be unable to cope with the situation and wouldrequire outside assistance. All units must be preparedto lend assistance to other units and installations whichhave suffered serious damage. Under general supervisionof the deputy commander, the director of security willdetermine what units or elements of units will be pre-pared to render the required assistance after evaluationof the overall mission.
(5) In area damage control operations the term incident isused to signify the occurrence of damage resulting froma single enemy weapon or from a natural disaster. Eachscene of damage or each incident will be placed underthe control of an "area damage control party" providedby the service units in the area to supervise the areadamage control operations thereat. Area damage controlparties are provided by the service units in the area, pre-ferably by the various technical service battalion head-
54 AGO 186B
quarters since they have only a supervisory mission toperform. However, the parties may be provided by acompany-size unit. Area damage control parties will con-sist of an incident officer (commander), one or moreofficer assistants, and sufficient enlisted personnel to ac-complish the following:
(a) Establish and mark an incident post, or CP, atthe scene of damage. (Incoming area damage con-trol squads and other personnel reporting to thedamaged area will be directed to report to theincident post.)
(b) Determine the extent of damage and the amountand type of assistance required. Command all areadamage control squads dispatched to the dam-aged area and supervise all area damage controloperations thereat.
(c) Provide such necessary administrative support asemergency food, water, and clothing.
(d) Coordinate with the medical personnel in treat-ing and evacuating casualties.
(6) The SOP will prescribe the composition of area damagecontrol parties and designate the units which will pro-vide them. When an incident occurs, the commanderconcerned will dispatch an area damage control partyto the damaged area to assume responsibility for subse-quent operations. Responsibility for probable targetareas, such as a major installation, should be designatedin advance so that the area damage control party com-mander can reconnoiter his area of responsibility andbecome familiar with the layout of the installation, loca-tion of critical areas, etc., before the damage occurs.
f. Pre-Strike Analysis and Actions (see TC 101-1).
(1) In general vulnerability studies on the heat, blast, andradiation effects of nuclear weapons against friendly per-sonnel and materiel will furnish the basis for damagecontrol planning in the theater administrative zone.
(2) In order to facilitate those measures which must betaken when nuclear explosion occurs in the theater com-munications zone, response time must be reduced to aminimum. Specifically, this can be accomplished to alarge degree by a system of prestrike fallout predictions,which is based on observed meteorological data. Within
AGO 186B 55
the communications zone, the provision of meteorologicaldata for fallout prediction is a responsibility of the sup-porting Air Weather Service (AWS) organization.
(3) Prestrike fallout predictions reduce response time by. enabling staff agencies to plan alternate supply and
evacuation routes, to select survey routes, to maintainadequate communications, and generally to give properdirection to Phase I control measures.
(4) A prestrike fallout prediction should be prepared by theradiological center of each ADSOC as often as newwind data are received, since weather conditions mayvary from place to place within the theater administra-tive zone. In addition to weather information, pre-strike prediction requires up-to-date intelligence ofenemy capabilities.
g. Post-Strike Analysis and Radiological Survey.(1) As soon as a nuclear explosion occurs in the theater
communications zone, or adjacent thereto, an immediatepost-strike analysis must be made to determine whetheror not fallout will occur and, if so, the predicted pathof the fallout. The post-strike analysis consists of de-
-termining ground zero, time of burst, height of burst,yield of the weapon, and the meteorological conditionsin the area. Post-strike analysis, fallout prediction, andfallout warning are accomplished in the radiologicalcenter (RADC), which is an element of ADSOC, andare considered a part of the overall area damage controlfunction.
(2) The predicted path of the fallout becomes the basis forwarning the units and installations in the affected areaso that they can take appropriate action either to takecover or evacuate the area. This information in alsoutilized by area damage control parties in selectingroutes over which to move to the area of immediatedamage. Incident officers must have this information sothat they can select incident posts outside the predictedfallout area. The same information must be flashed tothe military police so they can seal off the fallout areaand prevent other personnel from entering. Many livesmay depend upon accurate and timely fallout predictionand dissemination of the information as well as therapid execution of damage control operations.
(3) Although fallout prediction can serve as the immediate
56 AGO 186B
basis for warning and for area damage control opera-tions this prediction must be confirmed and refined byradiological survey. All units in rear areas must beequipped with radiological instruments so that they canmonitor for radiological contamination and conductradiological survey as required. Radiological survey isconducted by survey parties operating on foot or utiliz-ing ground means of transportation, and survey partiesutilizing fixed or rotary winged aircraft.
(4) Radiological survey must be accomplished prior to theinitiation of area damage control operations to determinewhether the area is safe to enter or to determine thestay-time for limited entry to rescue and evacuate casual-ties. Decontamination of critical installations or parts ofinstallations may be undertaken within the capabilitiesof available personnel to do so. However, decontamina-tion operations are expensive even when attempted on alimited scale.
50. Communicationsa. General. Responsibility for providing communications in
the theater of operations is placed as follows:(1) The theater army commander is responsible for the pro-
vision of communications services for army elementsand certain supporting USAF activities within thetheater. He delegates executive responsibility for com-munication services within the combat zone to thevarious field army commanders and for such serviceswithin the area to the rear of the combat zone to thecommander, theater army logistical command.
(2) The theater army signal officer is charged with formula-tion and promulgation of plans, policies, procedures andguidance for the installation, operation and manage-ment of communications services within the theater.
(3) The commander, theater army logistical command, inaddition- to responsibility for communications servicesin the area to the rear of the combat zone, is givenexecutive responsibility for tying these services intothose within the combat zone. He is also responsible forproviding communications service from the theater topoints external to the theater. The signal officer, theaterarmy logistical command, as a technical staff officer,plans, supervises installation of, and manages the opera-tion of these communications services.
AGO 186B 57
(4) The communications services for which the commander,theater army logistical command, is responsible may begrouped functionally as follows:
(a) Long lines services. Communications serviceswhich are intra-theater in nature and transcendorganization boundaries. These provide the longdistance trunking service between all points inthe theater communications zone and to the com-bat area.
(b) Local communication services. These providelocal trunking and terminal communications facili-ties with which the user has immediate contact.
(c) Special purpose communications services. Com-munications services which are not general innature but are established to meet specializedneeds.
(d) Nonelectronic communications services. Theseare communications services which do not employelectronic equipment as transmitting agencies andwill include-
1. Local and long distance signal messenger servicefor the transmission of documents and other com-munications (except mail) which are not suit-able for transmission by electronic means.
2. Pictorical services, including photography andtraining film service.
(5) To achieve the objective of providing adequate, reliable,secure and responsive communications services, the signalofficer, theater army logistical command, makes the fol-lowing organizational and functional arrangements:
(a) To provide long lines services a communicationsintersectional service is organized. This agency,consisting of engineering, construction, opera-tions and maintenance personnel and equipment,is charged with the installation, operation andmaintenance of all communications trunking serv-ice between major communications switchingcenters within the zone and with connecting thetrunking system to that of the field army in therear of the combat zone. Because of the require-ments for alternate routing, dispersion of facili-ties, and reliability of service, an area-type net-work must be established. This network, or
58 AGO 186B
trunking system, will usually consist of an ar-rangement of radio-relay, cable, and open-wiresystem, both military and civilian, as may beappropriately engineered. The principal featuresof the system are-provision of alternate en-trances for all principal groups of users, provisionof sole-user as well as common-user facilities, highcircuit capacity and reliability, and ability towithstand the shock of disruption of routes andswitching facilities without serious curtailmentof service. The Communications IntersectionalService is assigned to TALOG and operates underthe direct supervision of the signal officer of thatcommand.
(b) To provide local communications services, re-sponsibility for installation, operation, and main-tenance of such service on a geographical basis ischarged to ADLOG's, BALOG's, and to AreaCommands. In those instances where area com-mands are not organized in BALOG their re-sponsibility for provision of local communicationservices is absorbed by BALOG. In the eventADLOG and BALOG are not contiguous and anintervening area command is not established, thecommunications requirements for this area willbe the responsibility of TALOG. Local service isprovided by the responsible command to all userswithin the geographical limits of the command.
(c) To provide special purpose communications serv-ices, personnel and equipment are placed at thedisposal of the signal officer, TALOG. Since theareas covered by most of such services do notfall within geographical or organizational sub-divisions of the zone, but are more intersectionalin nature, supervision of these services by thatindividual is proper. In those cases when thequantity of special purpose communication serv-ices is large and varied, it may be necessary toestablish an agency under the control of thesignal officer, TALOG, to manage their installa-tion and operation.
(d) Nonelectronic communications services are pro-vided as follows:
1. Long-distance messenger service is provided by
AGO 18sB 59
the communications intersectional service be-tween major communications centers and switch-ing points operated by that agency. Local mes-senger service is provided within fixed geographi-cal areas by the agency which provides otherlocal communications services.
2. Pictorial service within the zone will be providedon a geographical basis by ADLOG's and areacommands in a manner similar to local com-munications services.
b. Communication Intersectional Service(1) The communication intersectional service installs,
operates and maintains the theater long-lines communi-cations system. This system extends from the beach orair-head forward into the rear of the field army zones.It is made up of an integrated system of units operatingsignal centers, subcenters and switching centers, inter-connected by multi-axis, multi-channel wire, radio andradio relay links and extension facilities.
(2) The functions of the communications intersectionalservice are as follows:
(a) The provision of the theater long-lines communi-cation system forward to interconnect into thefield armies' communications systems.
(b) The provision of all trunk circuits between thetheater communications system and the signalcenters of major headquarters or area commandslocated to the rear of the field armies.
(c) The provision of terminal facilities required tointegrate the U. S. theater army into the world-wide communication network emanating from thezone of interior.
(d) The provision of intersection circuits requiredfor data transmission and all other intersectionalcommunications requirements.
(3) Command relationships. Units operating the intersec-tional communication service remain directly assignedto TALOG. The signal officer, TALOG, has operationalcontrol over all personnel, units, installations and facili-ties assigned or attached for the accomplishment of theintersectional communication service mission. He advisesand submits recommendations to the TALOG com-mander regarding the most effective utilization of signal
60 AGO 186B
communication facilities and resources. He is responsibleto the TALOG commander for the execution of plans,policies and directive which pertain to intersectionalcommunication service and operations as they are pro-mulgated by the theater army logistical commander.He maintains close and continuous liasion with thearmies, army groups, advanced logistical commands, andother supported forces within the theater.
(4) Concept of Operations. Since the long-line communica-tions service must provide commercial-grade trunkingfacilities for many types of service, their installation,operation, and maintenance must approximate best com-mercial standards.
(a) Installation of the network is accomplished on acarefully engineered basis. While radio-relay willbe the most-employed method of transmission, fullconsideration must be given to the use of wirefacilities. Maximum utilization of existing civilfacilities must be made, even though they requiresome rehabilitation. Requirements for sole-user aswell as common-user circuits must be includedand the network must provide for multiple routesand multiple entrance and exits for all major cen-ters and subcenters. The engineering of the sys-tem will be accomplished at the headquarters ofthe communications intersectional service. Instal-lation and maintenance of the system will beperformed by signal corps units assigned to theintersectional service and located strategicallythroughout the theater.
(b) Continuity of service is provided by employmentof carefully drawn procedures for automatic orsemiautomatic channel switching in case of circuitdisruption. Operationally, the system will be madeup of-
1. Major centers located at intersections of the net-work. Here are provided facilities for entranceinto and exit from the network, complete circuitand channel switching facilities, tape relay tele-typewriter facilities, and dispatch stations forlong-distance messenger service.
2. Switching centers, located along routes of the net-work but not at an intersection. Here are pro-vided network entrance and exit facilities and a
AGO 186B 61
minor tape relay center. These may also be dis-patch points for the theater long-distance mes-senger service.
3. Subcenters, located between intersections of thenetwork and not on a route. These are located toserve as many installations and activities aspossible, and provide network entrance and exitfacilities, minor tape relay centers for teletype-writer service, and dispatch points for theaterlong-distance messenger service..
c. Local Communication Service
(1) Mission.Local communication services provide communicationswithin areas, major headquarters and installationslocated to the rear of the combat zone.
(2) Functions.(a) The provision of terminal facilities required to
integrate the area served into the theater com-munication system established by the communi-cation intersectional service.
(b) The provision of communication local trunk cir-cuits to units located within the local area ofresponsibility.
(c) The provision of communication facilities andservice for the headquarters of the area of organi-zation to which assigned.
(d) The provision of communication circuits to unitsof intersectional services located within the localarea.) Pipeline, highway, railway, etc.).
(3) Command Relationships.The Signal Officer, Area Command, ADLOG, or BALOGis charged with provision of the local communicationservices and operates under the technical control of theSignal Officer, TALOG. The Area Command SignalOfficer has operational control over all personnel, units,installations and facilities assigned or attached for theaccomplishment of the local communication servicesmission.
(4) Organization.The local communication service is organized alongfunctional lines with units staffed and equipped tofacilitate the accomplishment of their assigned missions.
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(5) Concept of Operations.
(a) Each subdivision of the administrative area to therear of the field armies is assigned communica-tions service units to provide the necessary inter-connections between major commands and unitsof this subdivision and the communication systemof the intersectional communication service.
(b) When the subdivision consists of several depotcomplexes or other installations requiring signalfacilities beyond their organic capability, signalunits will be assigned to augment these facilities.
(c) The local communication service will provide therequired facilities to interconnect the users ofspecial purpose communications systems, (suchas highway, pipeline and railway) into the inter-sectional communication system to provide thelong line facilities required.
(d) Each major headquarters which does not havean organic communication facility to provideinternal communications will be provided a signalunit to install, operate and maintain the facilitiesrequired.
d. Special Purpose Communications Services. In addition tonormal long-distance and local communications services availableto and used by all activities within theater communications zone,there exist requirements for special-purpose communication facili-ties, used by specific organizations in the conduct of their opera-tions. In every case where these facilities can possibly be provided,in part or in full, through local or intersectional services, thisshould be done. However, engineering and other considerationsmay dictate the provision of separate facilities. The followinggive an indication of the types of services which may be required:
(1) Point-to-point radio circuits provide direct voice andteletypewriter service between major headquarters andinstallations within the theater. These types of radiocircuits may also be operated as emergency back-up tothe communication intersectional service.
(2) Communications services for press and morale servicesmust be provided, but will rarely follow command orgeographical lines.
(a) Depending upon the availability of commercial orother civilian facilities, communications servicesfor press copy may have to be provided from the
AGO 186B 63
combat zone and from each major headquartersin the area behind the combat zone to TheaterHeadquarters. Again, depending upon availabilityof commercial or other civil facilities, circuits mayhave to be provided from a Theater Press Centerto the Zone of Interior. In cases when special cir-cuits are required, separate operating units underdirect supervision of the Signal Officer, TheaterArmy Logistical Command, will operate such cir-cuits.
(b) Morale communications services include thoseprovided for Red Cross, entertainment broadcastservice, and abbreviated (EMF) cable service fortroops. The Signal Officer, Theater Army Logisti-cal Command, is charged with providing suchservices as required.
(3) Communication service for Army Aviation Air TrafficControl is required in the interest of flying safety andproper management of Army Aviation operations. Thefacilities required will be point-to-point voice and tele-type service between army airfields not otherwise served,navigational aids en route and at army airfields, and insome instances, ground-air communication channels. Toinsure uniformity, the responsibility for installation andoperation of such facilities is placed on the Signal Officer,Theater Army Logistical Command, who acts in co-ordination with appropriate Army Aviation Officers.
(4) Installation and maintenance functions connected withspecialized communication services for railway, highwayand pipeline operations, being intersectional in nature,are the responsibility of the Signal Officer, TALOG. Hecarries out this responsibility in coordination with theTransportation Officer, Theater Army Logistical Com-mand, for railway and highway service, and with theQuartermaster, TALOG, for pipeline service.
(a) Railway communications services are providedfor each railway operating division and to connectthe operating divisions. The requirements are fortelephone service between the division dispatcherand each way station, teletypewriter service be-tween adjacent division dispatchers, and voiceradio between trains, sections of trains, andswitching yards. At each division headquarters,facilities are provided to connect the railway
64 AGO 186B
system into the intersectional service. Operationof the equipment for this service within the mili-tary railway system is by personnel organic tothe transportation corps Railway Service.
(b) Military highway communication services areprovided for highway regulation and vehiculartraffic control along principal military highways.The system is comprised of base radio stationslocated as necessary along the highway so as topermit continuous radio contact between highwayregulation points, vehicles en route, isolated trafficcontrol points, and base stations. Base stationsare connected into local or intersectional com-munications systems as may be most convenient.Signal Corps personnel operate base radio sta-tions.
(c) Military pipeline communications services areprovided for each pipeline district. Requirementsexist for telephone service between each districtdispatcher and all district pumping stations andteletypewriter service between adjacent districts.
51. Automatic Data Processing Systems (ADPS)a. General. Major administrative headquarters, such as
TALOG, BALOG, and ADLOG will be equipped with AutomaticData Processing Systems to meet the requirements for fast andaccurate data processing. The hardware to perform this functioninitially will be of commercial design but will be replaced by itemsof the FIELDATA family of equipment as these items becomeavailable. Those headquarters having a large data processingrequirement will organize their data processing capability into anADPS Service Center. The responsibility for the technical opera-tion of this equipment will be charged to the Staff Signal Officer.Alternate methods must be provided to insure that operations willnot be disrupted in the event that the ADPS Service Centerbecomes inoperative.
b. Administrative Applications of ADPS. Functional areas inwhich Automatic Data Processing Systems can be most effectivelyapplied are supply, evacuation and hospitalization, transportation,and personnel. When applied to these functions Automatic DataProcessing serves only as a management tool. Responsibility forthe functions remains with the technical service concerned.
c. FIELDATA Equipment Family. The FIELDATA equipmentfamily is built around mobile general purpose digital computers
AGO 186B 65
and data processing equipment which will operate in a Theater ofOperations environment. The equipment will have a high degreeof reliability under severe field conditions and is adaptable to awide variety of applications.
d. Limitations of ADPS. Commanders and their staff shouldbe aware of the limitations of an Automatic Data ProcessingSystem. The system requires skilled operational and maintenancepersonnel. Shortage of these personnel will limit the usefulnessof the system. Each application requires a thorough and detailedsystem analysis. The development of detailed operational instruc-tions for the computer requires many manhours. Charges in thetype of data to be extracted or changes in the method of process-ing require reprogramming of the computer and are time-consuming.
Section III. ADMINISTRATIVE SUPPORT FUNCTIONS
52. GeneralAdministrative support provided by the logistical commands
will normally involve the functional areas discussed in the suc-ceeding paragraphs.
53. Supplya. General.
(1) Supply operations in an oversea theater include allactions and activities involved in the determination ofrequirements, acquisition or procurement, storage, allo-cation among users, and distribution to users of allmaterial.
(2) Requisitions or requests are used to indicate unit needsor requirements. Requisitions may be submitted in theform of formal requisitions, strength reports, statusreports, expenditure reports, or other similar means.Requests or reports may be transmitted by electrical orother means. The orderly flow of supplies and equipmentthrough the distribution system is regulated and con-trolled principally by the proper and timely submissionof requisitions and the preparation of supply movementprograms.
b. Responsibilities for Supply.
(1) The theater commander is responsible for insuring thatall forces in the theater are adequately and properlysupplied. Generally, each Service is responsible for fur-
~~~~~~~~~66 ~~~~~AGO 18eB
nishing its own supply support except as otherwise pro-vided in common and cross-servicing agreements. Thetheater commander allocates supplies among the Services,if such action is necessary to accomplish the theatermission.
(2) The U. S. theater army commander is responsible forsupplying all U. S. Army forces in the theater and sup-porting the U. S. Navy, U. S. Air Force, and other forceswith Army items as directed by higher headquarters. Hedelegates responsibility for the operation of the theaterarmy supply system to appropriate major subordinatecommanders, retaining responsibility for the prepara-tion of overall supply plans and policies for the guidanceof all subordinate commands. His directives establishpolicies regarding priorities for the allocation of re-sources among the major subordinate commands oftheater army. This is normally accomplished through theissuance of policy directives covering the several classesof supply. However, the allocation of specific items maybe required when the nature or critical status of the itemor items so dictates. The U. S. theater army commanderalso arbitrates differences which may arise betweenmajor subordinate commands with respect to the pro-vision of supply support, and conducts inspections of thesupply activities of these major subordinate commandsas required.
(3) Theater army logistical command.(a) The TALOG commander is responsible for the
determination and submission of theater armymaterial requirements. Forecasts are made in ad-vance to ensure that supplies and equipment canbe obtained when required to support plannedoperations and to maintain authorized supplylevels. Responsiblity for issuance of broad plans,policy and guidance to the commander, theaterarmy logistical command, and the field armiesor army groups regarding supply matters is re-tained by the U. S. theater army commander.Guidance furnished by theater army includes thephased troop basis to be supported, normal allow-ance authorizations, project and special authoriza-tions, and reserve authorizations. Review andapproval of project requirements is retained bythe U. S. theater army commander. In addition,
AGO 186B 67
he reserves final approval of the balancing ofmaterial requirements with lift tonnages madeavailable to him by the theater commander.
(b) The TALOG commander, is responsible for thetimely requisition of supplies from the zone ofinterior or other sources to support operation andto maintain balanced theater army supply levels.This is accomplished by the technical service staffofficers of the theater army logistical commandwho maintain theater-wide inventory control oversupplies of their respective services. The U. S.theater army commander furnishes the com-mander, theater army logistical command, withinformation on planned operations in sufficienttime to permit acquisition of required supplies byrequisition.
(c) The TALOG commander is responsible for pro-viding logistical support to the field armies andother designated major commands and to his owncommand in accordance with the directives andpolicies of the U. S. theater army commander. Heis responsible for establishment and maintenanceof the theater army stocks and the operation ofthe theater army inventory control system. Neces-sary elements of the theater automatic data pro-cessing system are under his control for thispurpose. In addition, the commander, theaterarmy logistical command, suballocates suppliesbetween his major subordinate commands, arbi-trates differences between them, and providescommand supervision over their supply activities.
(d) The receipt, storage, and distribution of all sup-plies, except receipt and distribution of bulk POL,are decentralized to the base and advance logisti-cal command, and area commands operatingdirectly under theater army logistical command.Receipt and distribution of bulk POL by pipelinethroughout the theater is centralized in the POLintersectional service which operates under thedirect control of the theater army logistical com-mand quartermaster.
(e) Supply control and stock control responsibilitiesare assigned within theater army logistical com-mand as indicated in figure 7.
68 AGO 186B
(4) Base logistical command.
(a) Although the base logistical command is normallythe initial point for the receipt of supplies fromCONUS, supplies may be shipped direct from thezone of interior to aerial terminal elsewherewithin the theater. Frequently, delivery will bedirect to aerial terminals located in the forwardareas which will permit by-passing of the baselogistical command.
(b) The ADLOG commander is responsible for sup-porting designated advance logistical commands.He may be directed to support field army supplyinstallations and area commands operatingdirectly under the theater army logistical com-mand. He also provides supply support to allArmy units and designated units of other Serviceslocated within the base section.
(c) The receipt, storage, and issue of supplies withinbase logistical command is normally performedby technical service (branch) depots. The require-ment for reducing vulnerability to enemy nuclearattack dictates maximum exploitation of all exist-ing beaches and water terminals and may resultin use of relatively remote or isolated beaches andwater terminals. In this event, a small general-type field depot may be established as opposed tothe normal use of branch depots. In such cases,the commander of the field depot will becomeresponsible for the receipt, storage, and issue ofthe supplies entering his depot in the same manneras the commanders of field depots in advance logis-tical commands. Supply points and direct supporttechnical service units may also be utilized asrequired for support of units within the base logis-tical command; these may be a part of a depot.
(d) Each technical service staff officer in the baselogistical command headquarters maintains stockcontrol over the various classes of supply forwhich he has responsibility as illustrated in figure7. These technical service staff officers also receivedemands from the advance logistical commands,take supply action thereon, and submit stockstatus data to TALOG as required. Depots of thebase logistical command receive, store and issue
AGO 186B 69
supplies, maintain stock control (simple recordsof the amount and location of supplies on hand)of depot stocks and submit stock status reportsto the technical service staff officers in BALOGheadquarters as required. (The performance ofthe aforementioned functions is facilitated by theuse of the ADPS equipment available in theADSOC of BALOG headquarters and in the depotADPS Service Center).
(5) Advance logistical command.(a) The commander of the advance logistical com-
mand is responsible for providing timely and effec-tive support to a designated field army. This sup-port is normally accomplished on a wholesalebasis. The commander is also iesponsible for pro-viding supply support to all Army units anddesignated units of other Services located in theadvance section.
(b) The receipt, storage, and issue of supplies withinthe advance logistical command is normally per-formed by small general-type field depots. Medi-cal supplies will be stored separately from non-medical supplies as necesary to qualify the medicalsupplies for protection under the Law of LandWarfare as set forth in FM 27-10. Technical serv-ice operating units assigned or attached to fielddepots provide general and direct supply supportto using units within the advance logistical com-mand for all supplies except those normally issuedto users by direct support maintenance and supplyunits.
(c) Each technical service staff officer in the advancelogistical command headquarters exercises supplyfor which he has responsibility as illustrated infigure 7. These technical service staff officers alsotake supply action on extract requisitions receivedfrom ADLOG field depots, submit replenishmentrequisitions to the appropriate technical servicestaff officer in BALOG headquarters, and submitstock-status data to TALOG as required. ADLOGnormally relays demands from the combat zonefor classes I, III (bulk), and V supplies in themanner shown in figure 7. The advance logisticalcommand provides supply and maintenance sup-
70 AGO 186B
port for the combat zone and for troops in theadvance logistical command area through general-type field depots which are normally provided ona basis of three per supported corps of approxi-mately four divisions. Each field depot consistsof technical service supply and maintenanceoperating units and is responsible for receipt,storage and distribution or issue of all classes ofsupply. Field maintenance responsibilities of thefield depot are described in paragraph 55d. TIefield depot commander is responsible to the come-manter; advance logistical command for thed-
--- and maintenace su rt of a specified s-7'-rTF~ -fEth-ciinbar zone. he advance logisticalcommand technical service staff exercises techni-cal supervision over field depot operations. Fielddepots of ADLOG receive requisitions from sup-ported elements, issue supplies in accordance withADLOG plans and policies, maintain stock con-trol (simple records of the amount and locationof supplies on hand) of depot stocks and submitextract requisitions and stock-status data to theappropriate technical service staff officers inADLOG headquarters as required. (The perform-ance of the aforementioned functions is facilitatedby the use of ADPS equipment available in theADSOC of ADLOG headquarters and in the depotADPS Service Center). Demands from the combatzone for tonnage supplies (classes I, III (bulk),and V) which have a reasonably predictable rateof consumption are relayed by the field depotthrough the ADLOG technical service staff toBALOG (classes I and V) and TALOG (classIII (bulk) for through-put distribution to thecombat zone.
c. Levels of Supply.(1) Supply levels for oversea commands currently are pub-
lished in AR 11-8 and AR 710-26. These levels are ex-pressed in "days of supply." After conversion into quan-titative units, the supply levels prescribed by higherauthority constitute the overall stockage objectives of theU. S. theater army command concerned. The U. S.theater army commander is responsible for the determi-nation of supply levels for subordinate commands
AGO 186B 71
(theater army logistical command and field armies).
(2) In establishing supply levels within oversea commands,consideration is given to the following factors:
(a) The overall levels prescribed for the theater armycommand by higher authority (these levels arelimiting primarily from the standpoint that theyrepresent the maximum stockage authorized. How-ever, stockage at levels lower than those author-ized by higher authority would be warranted onlywhen the reliability and promptness of resupplyfrom CONUS are of a high order).
(b) The locations of subordinate commands.(c) Applicable order and shipping times.(d) Character and relative importance of the combat
missions of the tactical units being supported.(e) The vulnerability of supply installations.
(f) The estimated reliability of the resupply capa-bility.
(g) Estimated wartime requirements for those typesof materiel that receive little or no peacetimeusage but which can be expected to experienceincreased demand under combat conditions.
(h) The requirement for mobility.
(3) The stock level for the field army is set at a level suf-ficiently low to facilitate required mobility and, normally,it is restricted to items consumed at a reasonably pre-dictable rate. Stocks maintained within field armysupply installations include operating levels of class I,and fast-moving items of classes II, III (oils, greasesand lubricants), IV, and V on a selective stockage basisto support daily consumption. Reserve stocks of classI and class III (packaged) are maintained for emergencyissue only. Normally, major items of equipment otherthan those kept in maintenance floats are not stockedin field army depots but are obtained directly from depotsin the advance logistical command, as required.
(4) Advance logistical command normally maintains a 15day level of all classes of supply for back-up stocks offast-moving field army stockage list items, primarystocks of slow-moving and bulky field army stockage listitems, and fringe items authorized in the system whichrelate to field army maintenance needs. The remainder
72 AGO 186B
of the authorized theater army stocks are normallycarried in branch depots of the base logistical commands.
(5) The number of days of supply committed to a theatersupply system can be reduced by increasing the speedwith which requisitions are prepared and transmittedand by increasing the speed and reliability of replace-ment shipments. Similarly, supply levels at variousechelons within the theater can be reduced by increas-ing the speed of transmission of requirements, by speed-ing up the flow of supplies, and by improving reliabilityof the distribution system. Optimum use of ADPS andmodern communications equipment will enhance theattainment of these objectives.
d. Local Procurement.(1) Procurement from local resources within a theater is
utilized to the fullest extent in order to save time andtransportation and to conserve U. S. national resources.Whenever possible, supplies such as subsistence, POL,and construction materials should be procured locally.Local supply resources may be exploited through pur-chase, requisition, or confiscation.
(2) The U. S. theater army commander retains only mini-mum functions with respect to local procurement. Thesefunctions are generally confined to the establishment ofbroad plans and policies and coordination with collateralcommands and local governments. All other phases oflocal procurement are decentralized to the theater armylogistical command.
(3) Within the theater army logistical command, local pro-curement operations are performed by appropriate tech-nical service staff officers. These operations include thedetermination of requirements, development of sources,preparation of specifications, preparation and dissemi-nation of inspection procedures, and the actual procure-ment of supplies. Procurement operations of the varioustechnical service staff officers are coordinated and super-vised by the director of services, who is also responsiblefor the preparation of lists of items authorized for localprocurement and for the allocation of local supply sourcesand production facilities among the technical services.
e. Wholesale distribution.(1) The POL intersectional service distributes bulk POL
directly from tank farms in the base logistical command
AGO 186B 73
area to storage tank in the ADLOG area or the field armyarea.
(2) Field army requirements and schedules for all supplies,including bulk packaged POL, are transmitted to desig-nated advance logistical command field depots. ADLOGfield depots normally fill demands for stockage classes IIand IV supplies. Field depots normally relay extractdemands to the ADLOG staff for nonstockage classes IIand IV items and for tonnage supplies (classes I, III(bulk), and V) for through-put distribution fromBALOG. Although the ADLOG field depot at times willship from their own stocks, they will, to the maximumextent practicable, arrange for the filling of class I, III(bulk), and V requirements of the field army by request-ing through routings of these supplies from BALOG,by-passing ADLOG field depots. Requirements for re-plenishment of stocks in ADLOG field depots are trans-mitted by the ADLOG headquarters to BALOG head-quarters as indicated in figure 7. Transportation for theforward movement of supplies to field army supply instal-lations or divisions is the responsibility of the trans-portation intersectional service.
(3) The threat of the administrative support system beingsubjected to nuclear attack necessitates that provisionsbe made for the incorporation of alternate supply con-trol centers. These alternate centers are furnished therecords and facilities required to enable the supplycontrol system to be reestablished in the shortest possibletime.
f. Retail distribution. Retail supply support of army and otherdesignated units within the base section is provided by retail issuesections of the technical service depots, general depots, technicalservice supply points, and technical service direct support main-tenance and supply units.
g. Regulated and Command-Controlled Items.(1) Regulated items. Department of the Army publishes
lists of regulated items for all technical services whichare applicable world-wide. Normally these lists are inthe form of supply bulletins. Regulated items are usuallyscarce from a national standpoint, costly, or of a highlytechnical or hazardous nature. An item on the regulateditems list can be deleted only through action by Depart-ment of the Army. The theater commander, through
74 AGO 186B
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command channels, must exercise close supervision ofissues on individual requests to insure proper distribu-tion in accordance with existing priorities. Requisitionsfor items on a regulated items list must be processedthrough command channels. Intervening headquartersmay recommend the issue priority only for those unitsunder their control. The theater commander will de-termine at what command levels various items can beapproved for issue. For example: certain type regulatedoffice machines could be approved for issue at the fieldarmy level while a highly costly, scarce, or technicalpiece of electronic equipment might require theaterarmy approval before issue could be made.
(2) Command-controlled items. In addition to regulateditems, commanders at all echelons may control otheritems which are in short supply or critical in nature. Inso doing they normally publish controlled items lists ordirectives which require the same general proceduresfor obtaining such supplies or equipment as for regulateditems. Items are put on, or deleted from, locally con-trolled items lists only by the commander who publishedthe lists. Normally recommendations for additions ordeletions to the theater list will be made by TALOG tothe theater commander.
54. Transportationa. General. It is normal for theater army to be charged with
significant responsibilities for the provision of surface transporta-tion support to air and naval components of the theater forces.The specific details of such responsibilities are subject to jointagreements and the directives of the theater commander. Thecreation of an efficient transportation system in a theater ofoperations requires the observance of the following basic prin-ciples:
(1) The transportation service must be organized to accom-plish the regulation and operation of the various modesof transportation must be capable of being integratedwith each other to accomplish the movement mission.This precludes decentralization to the point where eitherthe various modes of transportation or the transporta-tion networks of separate area commands can be operatedwithout regard for the intersectional transportationrequirements.
(2) The transportation service must serve the theater as a
76 AGO 186B
whole. A high degree of flexibility is necessary in orderthat transportation capabilities may be diverted, con-centrated, or allocated as the strategic and tactical situa-tion demands. Furthermore, such flexibility is essentialto insure the continuity of transportation support in theface of enemy attacks. The integration and flexibilityrequired are achieved through centralized direction andmeans. It is important, however, that the transportationcontrol of the system and decentralized operation of theservice in the theater develop its own functional patternof organization.
(3) The requirement for centralized control and decen-tralized operations of a transportation system and themany factors that must be considered in making a deci-sion dictate the utilization of automatic data processing.Each item or piece of data can be proposed, weighted,put into the system, and the system programed to issueinstructions to every element of the transportation net-work. If it is necessary to adjust an established move-ments program, the computer can indicate to manage-ment which item should not be shipped or which itemhas next highest priority and should be moved.
(4) The transportation service must be organized to takefull advantage of the modes available. Units operatingeach mode of transportation are organized into battal-ions and groups to facilitate operational command of theservice. Centralized control and coordination of allmodes of transportation and transportation movementsare accomplished by the theater army logistical com-mand transportation officer. The transportation activi-ties normally organized in this manner are highwaytransport, military railway, inland waterway, and trans-portation movements. Collectively these are consideredas the transportation intersectional service.
(5) BALOG is normally provided with the necessary trans-portation capability to accomplish its responsibility forthe movement of supplies from terminals to BALOGdepots. Through-put transportation of supplies fromterminals to ADLOG or the supported Field Army isaccomplished by the TALOG transportation intersec-tional service. BALOG, ADLOG and area command re-quirements for local short-haul transportation is accom-plished by transportation units assigned to these com-mands. Centralized control of this transportation is
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accomplished by the staff transportation officer who nor-mally exercises operational control over the transporta-tion units.
b. Movements.
(1) Movements must be controlled and fitted into an inte-grated overall movements plan to avoid congestion andconfusion along the lines of communications, cross-hauls,back hauls, and unnecessarily long hauls, to attain theutilization of transportation equipment and facilities totheir full capacity.
(2) Control of movements is exercised only to the extentnecessary to insure accomplishment of required move-ments.
(3) The objective of transportation movements is the man-agement of the movement capability to insure that per-sonnel and supplies are moved when required, in thequantities required, and between the point of originand destination required to support military operations.To accomplish this objective, movements plans mustinsure-
(a) Determination of movement requirements.(b) Determination of capabilities of available trans-
port.(c) Determination of capabilities of actual and po-
tential users to ship and receive traffic by alltransportation modes or a combination of modes.
(d) The most effective use of all available means oftransportation.
(e) The expeditious execution of movements author-ized by competent authority.
(f) The allocation of workloads to transportationunits in accordance with their respective capa-bilities.
(g) Close coordination among the various agenciesoperating the modes of transportation.
(h) Coordinated action by shippers, receivers, and air,highway, rail, water, and/or terminal serviceunits.
(i) The supervision of movements en route.(j) The use of maximum through-transportation to
minimize handling en route to the consumer.
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(4) Following are the agencies involved and their responsi-bilities:
(a) Shipping agencies prepare estimates of their fu-ture movement requirements; assemble person-nel and equipment required to accomplish loadingin advance of the arrival of transportation equip-ment; identify shipments to facilitate movementby transportation personnel; prepare requireddocumentation; load transportation equipmentrapidly and in accordance with the requirementsof the shipments and of the transport servicesconcerned; confine loading of a transportationunit whenever possible to one commodity con-signed to a single destination; load transporta-tion equipment to capacity consistent with oper-ating conditions.
(b) Receiving agencies unload and release transpor-tation equipment promptly; accomplish requiredtransportation documentation; provide the per-sonnel and equipment required for unloading uponthe arrival of transportation equipment.
(c) Air, highway, railway, inland waterway, andterminal transportation units accept movementcommitments from personnel authorized to allo-cate movements capacity; make available thegreatest possible movement capacity and operatetransportation equipment at the maximum speedcompatible with the capacities and limitations ofsuch equipment and consistent with operatinglimitations imposed by higher authority; conductand maintain liaison with the appropriate mili-tary police organization authority to insure, withregard to highway movements, that highway reg-ulation and military police traffic control areproperly coordinated.
(d) The theater army logistical command transpor-tation officer allocates movement workload tosubordinate transport units in accordance withtheir capabilities and the types of personnel andsupplies to be transported; provides the meansfor shippers to obtain an allocation of movementcapacity by establishing necessary procedures;provides essential information regarding assignedworkloads to the transport units; maintains con-
AGO 186B 79
stant liaison with shippers, the transport services,and receiving agencies to insure coordinationamong these elements and to insure the accom-plishment of the transportation mission; con-ducts continuous studies to develop sufficientmovements capacity to meet movements require-ments; insure that a continuous movement flowcommensurate with movements requirements andcapacities is attained; and provides means forthe continuity of documentation while suppliesand equipment are en route.
(5) Responsibility for movements functions within the thea-ter army logistical command is discharged by the TALOGTransportation Officer.
(6) Within the theater army logistical command, the capa-bilities of all modes of transportation (except petro-leum pipelines and terminal commands operating waterterminals and beaches in the base or advance logisticalcommand) are determined by the theater army logisti-cal command transportation officer who has operationalcontrol over units providing the transportation inter-sectional service.
(7) The theater army logistical command transportationofficer is responsible for effecting movements into thecombat zone and retains operations control of the inter-sectional transport services to their most forward pointof delivery. Coordination of movements is effected asnecessary with the transportation officer of the fieldarmy.
(8) Requirements for transportation are furnished the thea-ter logistical command transportation officer by all usingagencies. These requirements are forecast as far in ad-vance as practical in order that the transportation move-ments organization of TALOG transportation staff mayprepare a movements plan. Through matching the move-ment requirements with transportation capabilities, amovement program is developed which will provide anefficient and effective transportation service. A move-ment program is an instrument by which shippers, re-ceivers, and transport services are advised of the sched-uled daily movements. To be practical, this movementprogram must be limited to a period of time sufficientlybrief so that changes will be minor.
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(9) The movement program is a regulator of transportation.It is not self-implementing. Transportation equipmentfor each movement must be requested by the shipperthrough the transportation movements organization inthe field. For those movements not contained in themovement program, a request must also be submittedthrough the transportation movements organization.In turn, the movements personnel will obtain an alloca-tion of transportation capability. Such nonprogramedrequests will be allocated transportation, if justified,and at that time will be handled in the same manner asa programed move.
(10) Transportation movements personnel in the field exer-cise no command authority over any of the transportservices. Their primary function is to act as agentsfor the users and operators of transport services andfor the transportation movements services and for thetransportation movements staff. They insure that therelationship between users and operators is so coordi-nated that the movement programs, directives, and poli-cies of higher commands are complied with, and thatmaximum utilization of movement capability is obtainedfrom available facilities and equipment. They may servea single installation or they may serve a group of in-stallations, depending on the workload generated andavailability of communications. They are placed in thefield to assist the transportation officer of the theaterlogistical command in his capacity as program directorin discharging the following responsibilities:
(a) Planning and programming transportation move-ments.
(b) Accomplishing movements.(c) Establishing such regulatory measures as may be
required in order to accomplish the mission.
(11) Air, truck, rail, pipeline, and inland waterway trans-portation will be used as available in an integrated sys-tem of transportation.
(12) Movement plans of the transportation officer, theaterarmy logistical command, must anticipate serious dis-locations of service by nuclear attack in one or moretransportation systems, and must provide alternativeswhich integrate combinations of transportation capabili-ties to satisfy movement requirements. Movement plans
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must provide a control system which will respond im-mediately to remedy the effects of breaks in the trans-portation systems. Regardless of the method of trans-portation employed, each shipment must be planned insuch a manner that its loss will not creat a critical short-age of any one item of supply.
(13) The theater army logistical command transportationofficer requests the director of services to establish prior-ities or allocate additional means when a shortage oftransportation exists in the transportation intersectionalservice.
(14) Procedures for preparation and use of transportationdocumentation for shipment and control of supplies andpersonnel en route should be uniform and contained ina command directive. Transportation documentation isprepared by the shipper at the point of origin. When ashipment is transferred from one mode to another, theshipment should proceed on its original documentation.However, when the transfer requires the splitting of ashipment, originally listed on one transportation docu-ment, new documentation will be required. New docu-mentation must cross-reference the original documentso that the shipment identity will be preserved. Distri-bution of transportation documentation is the responsi-bility of the transportation officer at the point of origin.
c. Terminals.
(1) General.(a) A terminal is essentially a transfer point, rather
than a terminus, for traffic. Its operation must,therefore, be kept as fluid and flexible as possible.The terminal is a point at which cargo or person-nel is transferred from one mode of transporta-tion to another. The facilities through which theseoperations take place should not be used as ware-houses except under the most execeptional cir-cumstances.
(b) The mission of a terminal is to-1. Control, operate, and maintain terminal facili-
ties.2. Accomplish the physical handling of all cargo
within the terminal, including the loading andunloading of vessels, rail cars, trucks, andother types of cargo conveyers.
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(c) Rail, highway and inland waterways terminalsare operated by the transportation intersectionalservice units. Water and beach terminals are op-erated by the appropriate base logistical com-mand or advance logistical command. Pipelineterminals are operated by the POL intersectionalservice.
(2) Water terminals and beaches.(a) Water terminals and beaches are the means of
entry into an oversea theater of operations forthe bulk of materiel and personnel required inthe conduct of a military operation. The baselogistical commander (or advance logistical com-mander, if appropriate) is responsible for overallcontrol and operation of all water terminals andbeaches, to include anchorages, piers, wharves,aerial tramways, hardstands, and transient fa-cilities and areas incidental thereto.
(b) The theater army logistical command transpor-tation officer in coordination with the base or ad-vance logistical command(s), determines the spe-cific water terminals and beaches to which ves-sels will be assigned for unloading. Wheneverpossible, vessels are berthed at the water terminalor beach which will minimize congestion of thetransportation net and utilize the most directmeans for shipment of the cargo to its destination.
(c) The arrival of shipping at water terminals mustbe controlled to minimize ship concentrations andpossible loss of shipping by enemy attack. The dis-charge and loading of ships at water terminalsshould take place at dispersed points within thearea so as to minimize the loss of ships, person-nel, and cargo as a result of enemy attack. Rapidterminal clearance must be emphasized, and de-pots and other installations not essential to actualterminal operations should not be established inthese areas.
(d) Terminal commands of the base or advance logis-tical command(s) actually operate the waterterminals and beaches. The responsibility for dis-charging all shipping and clearance of this cargofrom the terminal area is accomplished by theseterminal commands.
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(e) Representatives of the BALOG transportationofficer notify receiving BALOG depots of themovement of cargo from the water treminals andbeaches.
(f) In the development and operation of the waterterminals and beaches, the BALOG transporta-tion officer effects coordination with the follow-ing agencies:1. Theater navy for transmission of berthing
and vessel dispatch instructions.2. The engineer of the base logistical command
for water terminal and beach construction anddevelopment and for the clearing of harbors.
3. All technical service staff sections of base logis-tical commands for notification of the arrivalof cargo and the evacuation of materiel fromthe theater.
4. The surgeon of base logistical command for theevacuation of patients.
(g) Vessels loaded in the zone of interior are coveredby manifests which document the entire cargoaboard. The port of embarkation dispatches themanifests to headquarters, theater army logisti-cal command, to insure receipt in the theaterprior to the arrival of the cargo. The transporta-tion officer, theater army logistical command, incoordination with the operational staff divisionsat headquarters, theater army logistical command,and with the base or advance logistical command,as appropriate, determines the location(s) wherethe cargo is to be discharged. The manifests areassembled into sections by technical service andclass of supply for distribution to the agenciesconcerned.
(3) Air terminals.(a) The theater army logistical command commander
is responsible for the control and operation ofArmy functions at air terminals. These includefacilities, army units, and equipment availableor provided for the supply, transportation move-ments management, and loading and unloadingaspects of Army air transport operations, and thesubmission of manifests to interested technical
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service units of the advance and base logisticalcommands for cargo destination instructions basedon previously established priorities. The AirForce is responsible for loading and unloadingArmy cargo transported by Air Force aircraft.
(b) Army functions discharged at air terminals bytransportation movements personnel of the trans-portation intersectional service units include thefollowing:1. Calling personnel and cargo forward to meet
regularly scheduled flights.2. Clearing Army cargo from the air terminal.3. Insuring that Army cargo moves in priorities
assigned.4. Providing means for continuity of transporta-
tion documentation.5. Liaison with the Air Force.6. Coordinating patient evacuation movement
with appropriate command surgeon.(c) Air terminals may be located within area com-
mands intermediate between the base and advancesections. If the size of the operation warrants, atransportation terminal command may be estab-lished to handle this operation. Air terminals mayalso be located in the advance section.
(4) Inland terminals.(a) Inland terminals are those inland intransit points
where supplies are-1. Transferred from one mode of transportation
to another.2. Held temporarily while tractor-trailer inter-
change and driver relief are effected.3. Collected from other points to make up a trans-
portation unit for reshipment.(b) Responibility for the operation of inland terminals
is discharged by the transportation intersectionalservice units.
d. Rail Service.(1) Operation of the theater army railway system is a re-
sponsibility of the military railway intersectional serviceunder technical direction and operational control of thetheater army logistical command transportation officer.
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(2) The operation of the system requires that the transpor-tation intersectional service railway unit-
(a) Determine and coordinate schedules.(b) Issue regulations for loading cars.(c) Prescribe standards of maintenance for tracks
and equipment.(d) Maintain records of the various types of cars and
motive power in order to insure its proper dis-tribution to meet peak demands.
(e) Supervise or coordinate the functions of thoserailways operated and maintained by local civil-ians in the support of military operations.
(3) The construction and major rehabilitation of militaryrailway right of ways are responsibilities of the engineerunits of the base and advance logistical commands andseparate area commands. Operational maintenance ofthe military railway right-of-way is the responsibilityof the transportation military railway intersectionalservice units.
(4) The maintenance of railway operating equipment is aresponsibility of the theater army logistical commandand is discharged by units of the transportation militaryrailway intersectional service. It includes-
(a) Motive power (locomotives).(b) Rolling stock (passenger, tank, and freight cars).(c) Special equipment, such as pile drivers, cranes,
and railway maintenance equipment.(5) Rail transportation systems present profitable and vul-
nerable targets at materiel and personnel transfer pointssuch as marshalling yards and large railroad terminals.the crowding of such facilities with rolling stock mustbe avoided. Tunnels, deep cuts and fills, and bridgesare particularly vulnerable. Plans must be prepared forrestoring, rerouting, or substituting alternate types ofservice in the event of successful enemy attacks againstthese critical points.
e. Highway Service.(1) The TALOG transportation highway intersectional serv-
ice is responsible for controlling and operating a generalhauling service comprising a pool of military motor ve-hicles. These vehicles are engaged in theater army-widesupport and are not assigned to subordinate commands.
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(2) The transportation highway intersectional service com-mand unit formulates and coordinates plans for the utili-zation of the services' motor transport resources andprovides for the integration and supervision of the oper-ation of indigenous highway transport facilities used inthe administrative support of military operations.
f. Inland Waterways.(1) The transportation inland waterway intersectional serv-
ice units are responsible for the operation of all militaryinland waterway systems throughout the theater, withthe exception of those waterways which have both theirpoint of origin and point of termination in the combatzone.
(2) Terminals operated in support of the inland waterwaysystem are the responsibility of the transportation inter-sectional service units.
g. Air Transportation Service.(1) Based upon the requirements stated by using agencies,
the theater army logistical command requests the thea-ter army commander to make necessary airlift availablefor administrative support operations. Allocation of liftcapacity to the theater army logistical command is madeby theater army headquarters.
(2) Movement of army cargo and passengers, except medi-cal evacuees, to and from airfields is the responsibility
of the theater army logistical command transportationofficer.
(3) Relationships with users of air transportation serviceand the required coordination between elements of thetheater army logistical command and field armies arethe responsibility of the transportation officer, theaterarmy logistical command.
(4) Coordination with the Air Force on flight schedules,space at airfields, etc., is accomplished directly betweenthe transportation intersectional service units and thedesignated Air Force representative.
h. Pipelines.
(1) The operation of pipelines in the theater is a responsi-bility of theater army logistical command. This respon-sibility is dischargfied by the POL intersectional serviceunder the operating control of the theater army logisti-cal command quartermaster. Construction of pipelines
AGO 1asB 87
and related facilities is accomplished by the TALOGEngineer.
(2) The POL intersectional service operates bulk petroleumdispensing equipment; operates off-vessel dischargingand loading bases, including dock manifolds; and ar-ranges for the transmission of bulk petroleum productsthrough the pipeline system.
(3) The theater army logistical command transportationofficer, in coordination with the TALOG Quartermaster,provides for all movements, except by pipeline, of bulkpetroleum products, including the scheduling of ship-ments where necessary with the Navy (Military SeaTransportation Service), the Air Force (Military AirTransport Service), and commercial agencies; and pro-vides railroad, highway, and inland waterway operatingservices to implement approved plans for the supply anddistribution of petroleum products. Packaged productsare handled through the depot system.
55. Maintenancea. Definition. Maintenance is the care taken and work done
to keep any item of materiel or equipment in specified serviceablecondition. Thus, maintenance of materiel includes inspection,testing, servicing, classification as to serviceability, repair, ap-proved modification, and reclamation. Maintenance is a serviceprovided to reduce requirements for new resupply items to a mini-mum. Thus the requirements of supply dictate the priority of themaintenance effort.
b. Command Maintenance Responsibilities. It is the responsi-bility of all commanders to enforce maintenance discipline andit is imperative that all maintenance procedures be guided by theprinciples of supply economy. Aggressive and positive actions willbe taken to insure that combat effectiveness is retained withoutexpensive and unnnecessary over maintenance of equipment.
c. Technical Service Responsibilities. Within the army in thefield each technical service having supply and maintenance re-sponsibilities fulfills them with supply and maintenance unitsorganized under appropriate Tables of Organization and Equip-ment. These units are so organized as to provide the supply sup-port and the maintenance effort required by the army in thefield. Within the command structure supply and maintenance bat-talions contain direct and general support Supply and Mainten-ance (S & M) companies for employment in the field army area.Depot companies and other specialized units, as well as direct
88 AGO 1a88
and general support S & M companies, are provided when thebattalions are employed in the theater army communications zone.Direct and general support S & M companies carry specified levelsof supply (end items, components and repair parts) and containthose maintenance skills required to accomplish assigned supplyand maintenance mission. The technical service direct supportsupply and maintenance units are the using units' source contactfor all supplies and for all maintenance support beyond that au-thorized to be accomplished by the using unit.
d. Field depot responsibilities. Within ADLOG, the field depotis responsible for furnishing both maintenance and supply sup-port for a specified portion of the combat zone. Each field depotis provided maintenance and supply units of each technical servicewho receive, store and issue classes II and IV supplies, and per-form field maintenance of their respective service supply items.
e. Interrelationship of Maintenance and Supply. Planning forsupply and maintenance must be concurrent, closely integrated,and realistic with respect to current consumption rates. An in-adequate maintenance organization imposes an increased require-ment on the supply system. Conversely, the inability of the supplysystem to replace unserviceable items of equipment requiresgreater maintenance effort within the theater in order to returna larger portion of these items to the distribution system. Theextensive damage and destruction of equipment which will resultfrom enemy nuclear attack dictates the placing of special empha-sis upon the interrelationship of maintenance and supply. Propermaintenance of equipment increases its period of economical use-fulness, reduces supply requirements for new replacement equip-ment, and conserves funds and other resources for other purposes.Technical services with supply missions depend heavily upon main-tenance to repair and recondition unserviceable material forreturn to user, return to stock, and (to a lesser extent) to fabri-cate parts.
f. Categories of Maintenance.(1) Organizational maintenance. Organizational mainten-
ance is that maintenance which is authorized to be per-formed by, and is the direct responsibility of command-ers of, organizations using the equipment. It includespreventive maintenance and minor repairs performed byindividual users and crews and by specially trained per-sonnel of the using organization.
(2) Field maintenance. Field maintenance consists of directsupport maintenance and general support maintenance.
AGO 186 89
(a) Direct support maintenance. Direct supportmaintenance is that maintenance performed byspecialized technical service maintenance and sup-ply units operating in close support of using or-ganizations. Its principal function is the repair ofequipment for return to users or the issue of areplacement item.
1. Direct support maintenance for theater armylogistical command units and designated unitsand installations of other commands locatedin the theater administrative zone is providedby the respective technical service units of thebase and advance logistical commands, or areacommanders operating directly under the thea-ter army logistical command.
2. When a direct support maintenance and supplyunit cannot repair an item within a reasonableperiod of time, a replacement item is immedi-ately issued to the using organization on adirect exchange basis. Direct support main-tenance and supply units carry a small stockof replacement exchange items for this pur-pose. Items requiring maintenance beyond thecapabilities of direct support units are evacu-ated to the nearest general support facilityof the appropriate technical service units.
S. An additional, but important service, providedby direct support maintenance and supply unitsis technical assistance and the instruction ofpersonnel of using units in the performanceof organizational maintenance. This service, ifaggressively carried out, enables unit com-manders to maintain their equipment in ac-ceptable standards of serviceability and ma-terially reduces the workload of higher eche-lons of maintenance.
(b) General support maintenance. General supportmaintenance is that maintenance performed byspecialized technical service maintenance unitsoperating in support of direct support mainten-ance units. Its principal function is the repair ofequipment for return to stock and distributionof equipment and repair parts to direct supportunits.
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1. General support maintenance for theater armylogistical command units and designated unitsand installations of other commands locatedin the theater communications zone is pro-vided by the appropriate technical service unitsof the base and advance logistical commands.
2. General support units of the advance logisticalcommand receive unserviceable equipmentwhich is beyond the repair capabilities of fieldarmy maintenance units. Equipment requir-ing echelons of repair assigned to general sup-port units is assembled in collecting points,classified and shipped to general support main-tenance units for repair. General support re-pair for return to user is performed only inspecial cases involving critical operational re-quirements.
(3) Depot maintenance. Depot maintenance is that main-tenance performed by specialized technical service main-tenance units and consists principally of the completereconditioning of equipment for return to depot stocks.
(a) Because it requires relatively fixed installations,depot maintenance, if performed in the theater,is confined to the base logistical commands. Thisechelon of maintenance is the responsibility of thebase logistical command technical service units.It is performed by depot maintenance units as-signed to the base logistical commands, or by con-tractual arrangments with civilian concerns, orboth. Materiel repaired in depot maintenance isreturned to stock through technical service supplychannels. Depot maintenance is curtailed in over-sea areas in time of war.
(b) Materiel of a highly technical nature, the repairof which requires skills and facilities not avail-able in the theater, is evacuated to the zone of theinterior, in accordance with policies establishedby Headquarters, Department of the Army.
(4) The categories listed above are not synonymous withthe echelons of maintenance described in appropriatemaintenance allocation charts. Organizational mainten-ance for many items of equipment may encompass thefirst through the fourth echelon; direct upport mainten-ance may perform second through fourth echelons; and
AGO 186B 91
general support at times includes third through fifthechelons. The maintenance criteria developed by thechiefs of technical services for each item of equipmentand contained in the maintenance allocation charts pro-vide Department of the Army guidance for the TheaterArmy Maintenance Support Plan. This plan will assignechelons by item to organizational, direct, general sup-port maintenance units as well as stipulate what specificrepairs will be performed by units at depot maintenancelevel.
g. Objectives of Maintenance. The objectives of maintenanceinclude the prevention of equipment failure by timely and ade-quate preventive maintenance service in using organizations; theearly detection and correction of incipient or actual equipmentfailure at the lowest practical echelon of maintenance; and themaximum reduction of requirements for new equipment, consis-tent with the tactical situation and the economical use of man-power, supplies, and transportation.
h. Principles of Maintenance.(1) Direct support maintenance is performed as far forward
as is consistent with the tactical situation, the time avail-able, the capabilities of personnel, and the availabilityof repair parts and tools. It is often more desirable tomove maintenance personnel to the equipment than it isto move the equipment to maintenance personnel. Tosatisfy this requirement, on-site repair service may beprovided with repair parts and special equipment.
(2) Each field maintenance unit is authorized a supply ofmaintenance exchange stocks (major items), repairparts, assemblies, and tools commensurate with its main-tenance responsibilities. No echelon performs the workof a higher echelon to the neglect of its properly as-signed functions.
(3) Maintenance units are disposed laterally and in depthto offer the best possible service to the equipment beingsupported, consistent with the dispersion required bythe threat of enemy attack. Maintenance units remainsufficiently close to the units being served to enablethem to provide direct support.
(4) General support maintenance units are dispersed later-ally and in depth in close relationship with the directsupport units which they support. This dispersion ofgeneral support units must be consistent with reduced
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transportation requirements for the evacuation of un-serviceable equipment as well as the resupply of service-able equipment. The displacement and dispersion of gen-eral support maintenance units must be consistent withthe threat of enemy attack and their vulnerability todestruction by nuclear weapons.
(5) Repair parts and supplies directly related to mainten-ance will be distributed through technical service main-tenance and supply units from branch depots in the BaseLogistical Command area. Issues of these items to usingunits will be made by maintenance units with direct sup-port maintenance responsibilities.
(6) Heavy maintenance shops and facilities, once established,remain in operation in the same locality as long as prac-ticable without sacrificing service to supported units.
(7) A system of recovery and evacuation is established forthe equipment of each technical service. This systempermits the evacuation of an item from the using unit tothe echelon at which it may be repaired and returned tothe user, repaired and returned to depot stocks, or sal-vaged. In the instance of items having high scrap value,the ultimate destination may be the zone of interior.The employment of mobile repair parties constitutes adeparture from the evacuation procedure. When timeis essential and personnel, tools, and equipment are avail-able, these mobile repair crews may be sent forward tomake on-the-spot repairs.
(8) Organizations and DSU's must expected to be the solesource of maintenance under certain conditions of nu-clear or rear area attacks. What cannot be repaired with-out general support assistance will be made serviceableby cannibalization or evacuated.
i. Plans, Policies, and Procedures. The technical service staffofficers of theater army, under the general staff supervision of theG4, recommend broad plans, policies, and procedures for the main-tenance and repair of materiel in theater army. After approval bythe theater army commander, these plans and policies are pub-lished in the form of theater army maintenance directives. Thea-ter army technical service staff officers exercise staff supervisionover the execution of theater army maintenance directives, andinsure that these directives are followed.
j. Maintenance Management. Every technical service staffofficer charged with a responsibility for maintenance must con-tinuously balance requirements against resources. The decision
AGO 186B 93
of when to evacuate an item and to whom it should be evacuatedmust be prescribed for every unit. The "who" and "when" canbe determined on a recurring basis as equipment densities, main-tenance support strength, parts availability and the tactical situa-tion vary.
k. Inspect and Repair Only as Necessary (IROAN). The In-spect and Repair Only as Necessary (IROAN) concept which hasrecently been adopted for the overhaul of vehicles (AR 750-2300-8) will be the goal at all echelons of maintenance for all typesof equipment. This requires the continued use of all functionalparts, regardless of evidence of wear, to the maximum limits oftheir designed life. Likewise, equipment components and assem-blies that perform effectively and satisfactorily will be retainedin service and not disassembled in a search for defects that maynot exist.
1. Theater Army Maintenance Requirements. Theater armytechnical service staff officers determine the maintenance supportrequirements of theater army, recommend the allocation of main-tenance units to major subordinate commands, formulate broadplans for the provision of support, and provide staff supervisionover the execution of these plans. Overall coordination and super-vision are the responsibility of the theater army G4.
m. Salvage and Cannibalization. The salvage of recoverableitems of mechanical equipment is accomplished only at the gen-eral support and depot maintenance levels. Determination is madein consonance with policies established by field army and TALOGand its subordinate commands. At direct support units and highersupport levels nonstockage list items are obtained by recoveryfrom unserviceable uneconomically repairable major items onhand to the maximum possible extent. Maintenance effort is notexpended on disassembly of unserviceable major items and returnof their serviceable components to stock unless there is a demon-strable need for the items in the supply system.
n. Movement of Materiel. Maintenance units are assigned re-sponsibility to determine the need for evacuation, or movementof materiel throughout the maintenance system. The actual move-ment of materiel will be accomplished by any means available,including the transportation intersectional services and organicrecovery and evacuation equipment.
o. Command and Technical Maintenance Inspections. Technicalservice units, under the ADLOG, BALOG, and area commandtechnical service staff officers, perform technical maintenance in-spections and assist in command maintenance inspections withinthe theater army logistical command.
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56. Constructiona. General. The term construction embraces, but is not lim-
ited to, the following activities: construction, maintenance, repair,and rehabilitation of structures, roads, pipelines, inland water-ways, railroads, airstrips, roadblocks, defensive works, andutilities.
b. Impact of Construction upon Military Operations.(1) Construction capability is a major factor in maintaining
the mobility of field armies. The ability to concentrateconstruction means rapidly to overcome obstacles createdby nature, or by enemy action, provides the U. S. armiesin the field, including their administrative support, in-creased mobility.
(2) Tactical and administrative support concepts for nu-clear warfare include increased mobility and dispersionof forces and installations. These concepts have a directinfluence on the type and scale of construction providedin the theater of operations. The following are someof the considerations imposed by nuclear warfare on con-struction support:
(a) The construction of shelters for the protectionof critical installations, personnel, and suppliesfrom the effects of nuclear weapons, includingradioactive fallout.
(b) Extensive camouflage of critical administrativesupport installations.
(c) An increase in minimum essential static antiair-craft and antimissile defense installations for es-sential areas.
(d) An increase in the construction of secondary andaccess roads to serve dispersed installations andfacilities.
(e) An increase in requirements for the provision ofminimum essential multiple transportation facili-ties to include airfields, beaches, and obstaclecrossing sites.
(f) Increased demands for indigenous constructionlabor in dispersed areas.
(g) An increase in the requirements for MSR con-struction.
(3) The nature of the conflict and the operational environ-ment are the major factors in determining the theaterconstruction policy.
AGO 18B 95
c. Responsibility for Construction. Broad plans and policiesfor construction in the theater are established by the theatercommander. They are based on coordinated planning by con-struction representatives of theater army, navy, and air forces.The theater army commander establishes policies, standards,priorities, and scales of construction in accordance with the basedevelopment plan for his subordinate echelons based upon recom-mendations of the theater army engineer. In turn, the theaterarmy engineer furnishes staff supervision in the execution oftheater army construction directives pertaining to all aspects ofconstruction. The commander, theater army logistical command,is responsible for army construction throughout the theater com-munications zone. He exercises this responsibility through thecommanders of the base and advance logistical commands andseparate area commands.
d. Planning and Supervision.(1) Within U. S. theater army headquarters, planning and
staff supervision of engineer construction is the respon-sibility of the theater army engineer. Major staff co-ordination is effected with the theater army G4, andliaison with the Air Force is also effected for require-ments, acquisition, priorities, and materials. Plans forconstruction are based upon requirements generated atsubordinate echelons. Only very broad planning guid-ance, theater army-wide in scope, is initiated by thetheater army engineer. He exercises his staff respon-sibility through technical channels by the exchange ofinformation, and through command channels in theform of orders and directives. Based upon current plans,the availability of both military and civilian constructionsupplies, the availability of civilian labor and construc-tion capability, and the approved priorities for construc-tion, the theater army commander allocates constructiontroops and materials to subordinate echelons.
(2) The commander, theater army logistical command, isresponsible for planning the construction required byarmy units located in the theater communications zone.He is assisted in this planning function by the com-manders of the subordinate base and advance logisticalcommands and separate area commands. The theaterarmy logistical command commander is responsible forutilizing the construction means available to him inaccordance with the broad plans, policies, standards, andscales established by the theater army commander. Heassists the field army construction effort, to the maxi-
96 AGO 186B
mum extent possible, in accordance with policies andpractices established by the theater army commander.
(3) Interzonal construction requirements common to theaccomplishment of the missions of both the combatforces and the theater army logistical command isnormally accomplished by the theater army logisticalcommand commander through the commander (s) of theappropriate supporting advance logistical command(s).The field army engineer coordinates directly with theengineer of the supporting advance logistical command.
(4) Area commands operating directly under the theaterarmy logistical command are responsible for construc-tion within their area of responsibility on a basis similarto that of a base and advance logistical command com-mander within the base or advance section.
57. Labora. General.
(1) The labor function of administrative support includesthe use of personnel resources within theaters of opera-tions to further the military effort. The labor functionis normally concerned with the procurement, manage-ment, and utilization of labor available from militaryservice units, allied civilians, U. S. civilians, prisonersof war, enemy civilians, refugees, and displaced persons.
(2) The need for manpower in modern warfare requires toplevel decisions to establish and maintain the properbalance between the Army Forces and the productiveforces of a nation. Technological ability to wage war isexceeding the capacity to deliver the implements of warto the fighting front. Because of limited manpowerresources and to assist in rehabilitation of occupied areas,commanders are responsible for mobilizing and utilizingcivilians to the maximum extent feasible for the per-formance of tasks not concerned directly with combatoperations.
b. Current Policies and Considerations.(1) Sources. In a theater of operations, labor normally is
available from quartermaster service units, allied civil-ians, U. S. civilians, prisoners of war, enemy civilians,refugees and displaced persons. Labor is both static andmobile and includes professional and skilled, as well asunskilled, personnel.
(2) Planning. To release as many military personnel as
AGO 18Bs - 97
possible for combat duties, plans must make maximumuse of all sources of labor consistent with operational andsecurity requirements. Planning for administrative sup-port of combat forces must provide for the maximumutilization of all categories of labor to effect manpowereconomy. Planning for operations in any geographicalarea must include an estimation of the available non-military manpower and its utilization for the supportof the combat forces to reduce manpower requirementsfor service support operations.
(3) Type B units. Type B units are quasimilitary organiza-tions which conserve manpower and provide a uniformmethod of integrating non-U. S. military personnel intoa work force. They utilize personnel other than militaryto fill noncritical spaces in the unit. Such units are com-posed of the necessary equipment and a qualified militarycadre. They normally are provided administrative sup-port by U. S. forces. The scale of pay and extent ofsupport are determined by the theater commander.
(4) Impact of nuclear warfare on availability of local labor.The civilian population of an area may be considered bythe enemy as a possible target for mass destructionweapons. The employment of, or threat to employ,nuclear weapons may cause panic in the civilian popula-tion. The effect could well be to decrease the civiliansupport of military operations. Maintaining a localcivilian labor force may be complicated by civiliansavoiding probable target areas, such as troop concen-trations and critical administrative support installations.It may become necessary to furnish limited U. S. en-gineer support to civilians. Mobile labor forces may berequired to provide for emergency support of such criti-cal military installations. However, local labor is em-ployed to meet "on site" requirements insofar as practi-cable.
(5) Law of Land Warfare. The United States is a party tothe Geneva Conventions of 1949 relative to the treat-ment of prisoners of war and the protection of civilianpersons in time of war. Provisions of these treaties per-taining to the employment of prisoner of war labor arecontained in FM 27-10. Guidance on the employment ofnonrepatriated persons is contained in FM 27-10.
c. Responsibilities.(1) The theater commander is responsible that combat effec-
98 AGO 186B
tiveness and overall military efficiency are not diminishedby employing military personnel for work which can beperformed by other sources. Responsibilities related tolocal civilian labor include agreements with the nationalgovernment concerned; procurement, transportation, con-tracts, accounts, and records; administrative support inin some areas; establishment of rates of pay and workingconditions; medical arrangements; and the organizationand administration of labor companies and pools. Thetheater army logistical command commander implementsthe established policies and applies them to Army opera-tions. He may be required to provide the Air Force andthe Navy with certain service in connection with theutilization of civilian employees.
(2) The base logistical command commander arranges withlocal governments concerning procurement and distribu-tion of labor, publication of detailed uniform wage scales,and conditions of employment. Initially these arrange-ments may be made by using services and units underannounced theater policies, but should be centralized asearly as practicable in the major areas concerned. Ad-ministration and supply are decentralized to using unitsunder the guidance of an overall policy from the theaterarmy commander. In any case, the responsible agencycoordinates with the civil affairs authorities on the over-all policies for procurement of civilian labor and makesthe necessary contact with civil authorities for localprocurement.
(3) At base and advance logistical command headquartersthe director of personnel is charged with the responsi-bility for the development of policy, organization, andprocedures for the overall employment of all types oflabor, to include the allocation of labor to subordinateunits.
(4) The directors of civil affairs at base and advance logis-tical command headquarters are responsible for the de-velopment of policy for the procurement of civilian per-sonnel and coordinate with local officials in all matterspertaining to civilian labor.
(5) The provost marshals of the base and advance logisticalcommands are responsible, through the M. P. POW Com-mand, for organizing prisoners of war into labor unitsand for guarding them at all times, except when they arebeing employed as laborers outside the prisoner of warenclosure. The using units furnish necessary guard
AGO 186B 99
augmentation for prisoners of war while they are em-ployed as laborers.
(6) When labor pools are organized, the Quartermaster Corpsnormally is responsible for their operation. However,any technical service may be given this responsibility.Labor pools can be employed efficiently at installationssuch as ports, depots, and rail terminals. When laborpools are utilized, all unskilled labor including military,civilian, and prisoners of war sources should be includedin the total availability of labor.
(7) Staff supervision of U. S. civilian personnel employedin oversea theaters is the responsibility of the personnelofficer in the headquarters of the employing organization.Normally, such personnel are skilled laborers and arenot included in a labor pool.
58. Medical Evacuation and Hospitalizationa. General
(1) The mission of the theater army medical service is tocontribute to the maintenance of effectiveness of allsupported forces. Its major effort is directed toward theevacuation and hospitalization of patients from the fieldarmies, and the provision of medical supplies to thatforce. A second requirement is that of providing com-plete medical service to administrative support and otherU. S. Army troops in rear of the battle area.
(2) Medical service is continuous. It is interzonal and inter-sectional in character, interzonal in the respect that theefficiency of its operation depends upon the coordinationestablished and maintained between the medical servicesof the combat and communications zones, and inter-sectional in that treatment of fixed hospitals and theevacuation of masses of casualties in the communicationszone normally cannot be limited to sectional boundaries.Although it is normal in a large theater to decentralizeoperations to the section (ADLOG and BALOG) com-manders, it is essential that adequate control of suchoperations be exercised by the commander, theater armylogistical command. Decentralization of control of medi-cal operations to ADLOG and BALOG commanders isnormally limited to those activities which do not inhibitthe operation of the medical service of the theater armylogistical command as a whole. The commander, theaterarmy logistical command, normally retains central con-trol of construction standards for fixed hospitals; the
100 AGO 186D
general location, relocation, opening and closing of fixedhospitals; and the mass evacuation of casualties withoutregard to sectional boundaries.
(3) Normally, the surgeon, theater army logistical command,is authorized operational control of all medical units ofthe theater army logistical command which are notassigned or attached to an advance logistical command,a base logistical command, or other subordinate com-mand.
b. Evacuation and Hospitalization. The evacuation of patientsfrom the combat zone and their treatment within the theatercommunications zone is a responsibility of the commander, theaterarmy logistical command. The system for evacuation and hospitali-zation must be designed as an integrated system to relieve combatunits of their sick and wounded, and return such personnel toduty status as rapidly as possible.
(1) Evacuation. Evacuation planning must anticipate andprovide for utilization of alternate transportation means.Maximum use of aircraft should be made. The extent ofreliance on air evacuation must be tempered by the sus-ceptibility of this means to interruption by weather,enemy action, or reallocation. Ground means of evacua-tion must be available and medical facilities so disposedas to permit continuous medical service. Close coordina-tion must be maintained between the surgeons of logisti-cal commands and the surgeons of supported elements.This coordination normally is maintained through theestablishment of medical regulating sections by the com-mand surgeons concerned. (See FM 8-10.)
(2) Hospitalization. The extent to which hospitalization isprovided in the theater army logistical command is de-pendent, in large measure, upon the facility with whichpatients can be returned to duty status and upon thereliability of evacuation from the theater army logisticalcommand. The period of time elapsing between the dis-charge of a patient from a hospital and his return in thecombat zone is obviously greater when the hospitaliza-tion is provided in the zone of interior rather than inthe theater of operations. If this time differential is sub-stantial and the differential in the logistical cost to thetheater is acceptable, a sufficient number of hospitalsshould be assigned to the theater army logistical com-mand to permit the treatment and return to duty of agreater percentage of patients within the theater. Thisfactor may have an effect, depending upon the intra-
AGO 186B 101
theater transportation available, in echeloning generalhospitals forward in the theater communications zone.If evacuation from the theater army logistical commandis not reliable, sufficient hospital capacity must be pro-vided to absorb the number of patients accumulated asthe result of any interruption in the system. Medicalunits in direct support of the field armies must remain asmobile as the field armies they are supporting, and shouldtherefore be limited to field (or evacuation) hospitalsand holding companies. General hospitals should, as arule, be disposed in the rear areas because of the timerequired for preparation and the relative permanence oftheir installations. Where lines of communications areextended, and ground evacuation is relied upon, generalhospitals should be echeloned forward as soon as prac-ticable. The geographical grouping of general hospitalsas hospital centers promotes efficiency of operation.However, unless the commander has reasonable assur-ance that such centers will not be subject to attack,adequate dispersion between hospitals making up thecenter should be maintained to avoid presenting to theenemy a lucrative nuclear target.
(3) Flexibility. The theater army logistical command mustprovide the requisite degree of flexibility for its ownoperations as well as for those of the field army medicalservice. While subject to great fluctuation in patientinput, the latter can meet an increased influx of patientsonly by evacuating a greater portion of them to thetheater army logistical command. The theater army lo-gistical command is not able to acquire a similar flexi-bility at the expense of the zone of interior. It must,therefore, be provided with sufficient evacuation andhospitalization means to make it capable of handling anabnormal number of patients for a short period. Thisreserve must consist of evacuation units, supplies, andhospital facilities. It should be distributed throughoutthe theater communications zone, and is best maintainedby permitting the facilities involved to operate normallyat well below maximum capability, rather than by hold-ing a number of units in an uncommitted status.
(4) Impact of nuclear warfare. The problem of being pre-pared to cope with widely fluctuating numbers of patientsis greatly increased under conditions of nuclear warfare.The employment of nuclear weapons against friendlytroops may produce very large numbers of patients in
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a given area in a very brief period of time. The rate atwhich these casualties are produced is of particularsignificance since it affects medical capabilities for pro-viding treatment. This consideration is a major factorin determining the theater army evacuation policy.Medical installation and facilities must be so located thatthey are not susceptible to destruction by enemy nuclearattacks directed at other installations in the theatercommunications zone.
c. Area Medical Service. In addition to supporting the fieldarmies, the theater army logistical command must provide medicalservice for its own assigned and attached units. This is accom-plished through the medium of dispensaries and field or stationhospitals, together with ambulance units to provide the necessaryevacuation. The station hospital, because of the time required forits establishment and the relative permanence of its installation, isnormally located in base logistical commands rather than in theadvance logistical or separate area command. Since the theatercommunications zone is subject to recurrent damage from enemyaction, the dispensaries and aid stations constitute the firstechelon of medical support. It may be necessary, therefore, tosacrifice a certain amount of economy which might otherwise begained through the consolidation of these facilities in the interestof providing a grid-like coverage of the areas of military popula-tion.
59. Personnela. General.
(1) The personnel function of administrative support in-cludes personnel replacement, personnel services, andother activities related to personnel as individuals.
(2) Personnel replacement is concerned with the procure-ment, reception, classification, distribution, training, andassignment of individual and unit replacements requiredin the maintenance of personnel strengths of combat andsupporting forces within theaters of operations.
(3) Personnel services are those administrative supportactivities concerning personnel as individuals providedprimarily to assist the commander in attaining and main-taining good morale within the command. The termpersonnel services normally includes rest and leave,rotation, decorations and awards, army postal service,exchange service, finance service, chaplain services,special services, and welfare services.
AGO 186B 103
(4) Other administrative support included in the personnelfunction are such activities as prisoner of war opera-tions, discipline, law, order, and graves registration.
b. Personnel Replacement.(1) Personnel replacements, both unit and individuals, are
provided to logistical commands operating in the theatercommunications zone by the theater army replacementand training command. Requisitions for shortages areforwarded through command channels to theater army.
(2) The logistical support of the units of the theater armyreplacement and training command is provided by thetheater army logistical command. Sufficient transporta-tion must be made available to the theater army replace-ment and training command to meet normal transporta-tion requirements for the continuous, orderly movementof replacements to the forward areas.
(3) When a logistical command operates the field army baseor a small undivided theater communications zone, itmay be assigned the additional mission of providingpersonnel replacements. In such circumstances, replace-ment units are assigned or attached to the logisticalcommand.
c. Personnel Activities and Services.(1) General. The type and extent of personnel activities and
services support provided within theaters of operationare dependent upon the operational environment, formof conflict, scale of employment of nuclear weapons, andthe necessity and feasibility of furnishing the support.The activities and services listed in the following para-graphs normally are performed within theaters of opera-tion on an area basis.
(2) Rotation. The theater army logistical command unitsprovide a base for rotation of personnel within a theater.The purpose of rotation is conservation of manpower.Individuals with the greatest combat exposure can berotated, with minimum retraining, by assignment topositions in the theater communications zone before theybecome physically or mentally exhausted. The vacanciesto which such personnel are assigned are created bycasualties, administrative losses, and reassignment tocombat units of personnel from theater army logisticalcommand units.
(3) Recovery and disposition. The theater army logisticalcommand operates the office for the theater to maintain
104 AGO 186B
data of the recovery and burial status of dead and miss-ing, to coordinate search, recovery, identification, andburial operations; to supervise the establishment andmaintenance of all temporary cemetaries; and to serveas a clearing point for recovery and disposition informa-tion for all field elements. The theater army effects depotis operated in the theater communications zone. Per-sonal effects of all deceased personnel are forwarded tothe depot for shipment to the personal effects depot inCONUS. The theater army logistical command assumesresponsibility for cemeteries established by the fieldarmy when the army rear boundary is displaced forwardof the location of the cemetaries.
(4) Prisoners of war. The theater administrative zone is thefinal processing point for prisoners of war in the theater.The Military Police POW Command is the TOE unitutilized, within the theater army logistical command, forthe purpose of evacuating, processing, custody, andhandling of prisoners of war. The theater army logisti-cal command relieves combat forces of custody of pris-oners of war at the request of the combat units.
(5) Recreation and leave areas(a) Recreation centers usually are located in the
theater administrative zone in cities or suitablearea, a reasonable distance from areas of activecombat. They are established to provide rest andrelaxation for personnel on leave, pass, or tem-porary duty. The theater army logistical commandcommander establishes and supervises the opera-tion of recreation centers. Allocations of quotasto army troops in the theater is the responsibilityof the theater army commander.
(b) Leave areas are established for the purpose ofaccommodating large numbers of military per-sonnel on leave or pass and offering numerousfacilities for rest, recreation, and entertainment.Operating policies and responsibilities are thesame as for recreation centers.
(6) Discipline, law, and order.(a) U. S. military prisoners. The theater Army Logis-
tical command operates confinement facilities forU. S. military prisoners and relieves the combatforces of these prisoners at the request of thecombat forces and within the prescribed policies
AGO ISOB 105
of the theater Army commander. The type ofprisoners confined in these facilities normallyinclude those who have been tried and whosesentence does not include a punitive discharge orwho are potentially restorable to duty. The pri-mary purpose of these facilities is the trainingof U. S. military prisoners for return to duty. Allother U. S. military prisoners normally areevacuated to CONUS.
(b) Control of individuals. Military police control thecirculation of individuals and effect the return ofstragglers to include deserters, and AWOL's tomilitary control. In addition, -military policeenforce laws, regulations and orders and appre-hend, within the scope of their authority, indi-vidual offenders. Crime prevention and suppres-sion is an integral part of the military policeeffort.
(c) Security. Military police service provides for theprotection of personnel and property. Security isprovided for installations and activities to includethe prevention of pilferage of equipment andsupplies in transit and storage.
(7) Personnel services.(a) Postal service. The mission of the Army-Air
Force Postal Service is to extend the services ofthe Post Office Department to all units of theU. S. Army and U. S. Air Force, regardless oflocation. In the theater of operations, the Armyand/or Air Force operate the entire system, de-pending upon which service has primary interestin the theater or which service has been delegatedpostal responsibility.
(b) Exchange service. The mission of the Army andAir Force exchange service is to supply militarypersonnel and other authorized persons witharticles of necessity and convenience not providedby government issue, and to gain profits for dis-tribution to welfare activities not covered byappropriated funds.
(c) Welfare services. The American Red Cross pro-vides service for members of the Armed Forcesin theaters of operations in accordance with itsFederal charter. The Army Emergency Relief
106 AGO '186B
extends financial aid to personnel of the Army ofthe United States and their dependents. The ArmyRelief Society is a separate organization foundedspecifically to assist needy widows and orphansof Regular Army personnel. All of these agenciescombine with organic means to provide welfareservice in the theater.
(8) Finance service. The finance service provides for thepayment of military personnel and other persons and themaintenance of banking facilities and pay recordsthroughout the theater of operations. The personnelservices provided by the finance service are a componentof the integrated accounting system which has beendesigned to integrate appropriations, expenditures, andfinancial accounting for all assets, liabilities, revenues,and costs of operation.
60. Civil Affairsa. General. Civil affairs comprise those relationships between
military forces and the local population and its governmentusually involving assumption by the military commander ofauthority or functions normally the responsibility of the civilgovernment or other nonmilitary organizations. In occupiedcountries or areas, the military commander may be required toassume complete legislative, executive and judicial authority(military government). In friendly areas, the commander mayassume lesser degrees of authority as provided for in treaty oragreement, express or implied.
b. Objectives.(1) Support of military operations (primary mission during
combat).(2) Fulfillment of obligations arising from treaty, agree-
ment, or custom of warfare.(3) To further national policies.(4) Transfer of responsibility from the military commander
to a civil agency.c. Mission of the Theater Civil Affairs Command. The theater
civil affairs command exercises, for the theater army commander,the required degree of control over the government, inhabitants,and the lands and properties which are placed under his jurisdic-tion and which he exempts from the control of field armies. Theextent of civil affairs operations performed by each command andthe degree of control required are governed by the type of civilaffairs in effect.
AGO 186B 107
d. Civil Affairs Operations. In order to carry out the functionsdetailed in the field manuals of the 41-series, civil affairs detach-ments of varying sizes are stationed in towns and cities through-out liberated and occupied territories, and in areas providedfor in civil affairs agreements. Logistical commands will berequired by the theater army commander to provide considerabletroop labor and supply support to needy liberated or conqueredforeign nationals. The logistical command director of civil affairsmaintains liaison with the theater civil affairs command in allcivil affairs matters, to include the expenditure of logistical com-mand personnel and material resources in accordance with localcommand and theater army policies. The logistical commanddirector of civil affairs conducts all necessary liaison with thetheater civil affairs command concerning the procurement ofsupplies, real estate, and local labor to support the logisticalcommand mission.
e. Civil Affairs Support.(1) Although the basic objectives of civil affairs in the
theater communications zone are the same as in thecombat zone, there is more emphasis on furtheringnational objectives in the war. The principal objectivesnormally are the political and economic rehabilitation ofthe area, with emphasis on the return of the country'sgovernment to the country's agencies as soon as possible.In addition, civil affairs supports economic rehabilitationto utilize local resources for military use and make thecountry self-sufficient at the earliest possible date.
(2) The degree of control of the civilian population is lessin rear of the combat zone. The populace must return tohomes and jobs and be able to move about sufficiently torehabilitate the local economy, to provide a labor forcefor reconstruction and for military needs, and to achievea degree of political freedom which furthers U. S.national policies.
(3) When the theater communications zone is located in apolitically hostile area, the restrictions imposed approxi-mate those imposed in the combat zone, except that thelocal economy must be rehabilitated to provide a degreeof self-sufficiency. In areas where civilians are openlyopposed to our efforts, precautions must be taken toinsure that they do not interfere with support operations.At the same time, it is important that action be initiatedto improve the attitude of the local populace.
108 AGO 1861
(4) As a matter of national policy in developing betterrelations with the people, military forces assist in therehabilitation of the country to include feeding, clothing,and supplying the minimum essential needs of the popu-lation. Priorities are established for the rehabilitationof hospital, utilities, and other operations essential to thewell being of both civilians and troops. Local resourcesare used to the maximum extent but may require supple-mentation with military and imported civil affairs sup-plies. The reindoctrination of the enemy civilian popula-tion is accomplished by such practices.
AGO 1856 109
APPENDIX I
REFERENCES
1. Field Manuals
FM(0) 3-5 Tactics and Techniques of Chemical, Biologi-cal, and Radiological Warfare
FM 1-100 Army AviationFM 3-8 Chemical Corps Reference HandbookFM 3-9 Staff Chemical OfficerFM 5-5 Engineer Troop UnitsFM 5-6 Operations of Engineer Troop UnitsFM 5-15 Field FortificationsFM 5-20 Camouflage-Basic Principles and Field
CamouflageFM 5-21 Camouflage of Fixed InstallationsFM 5-23 Field Decoy InstallationsFM 5-25 Explosives and DemolitionsFM 5-30 Engineer IntelligenceFM 5-34 Engineer Field DataFM 5-35 Engineers' Reference and Logistical DataFM 5-36 Route Reconnaissance and ClassificationFM 5-162 Engineer Construction Battalion and GroupFM 5-188 Engineer Topographical UnitsFM 8-5 Medical Units, Theater of OperationsFM 8-10 Medical Service, Theater of OperationsFM 8-55 Medical Field Manual, Reference DataFM 9-1 Ordnance Service in the FieldFM 9-2 Ordnance Corps Logistical DataFM 9-3 Ordnance Direct Support ServiceFM 9-4 Ordnance General and Depot Support ServiceFM 9-5 Ordnance Service in the FieldFM 10-7 Quartermaster Organization and Operation in
DivisionsFM 10-10 Quartermaster Service in Theater of Opera-
tionsFM 10-17 Quartermaster Organization and Service in
Army and CorpsFM 10-60 Supply of Subsistence in a Theater of Opera-
tions
110 AGO 186B
FM 10-63 Handling of Deceased Personnel in Theatersof Operation
FM 10-64 Quartermaster Class II and IV Supply inTheater of Operation
FM 19-5 Military PoliceFM 19-10 Military Police OperationsFM 19-25 Military Police Traffic ControlFM 19-40 Handling of Prisoners of WarFM 19-90 The Provost MarshalFM 21-5 Military TrainingFM 21-30 Military SymbolsFM 27-10 The Law of Land WarfareFM 30-5 Combat IntelligenceFM 41-5 Joint Manual of Civil Affairs and Military
GovernmentFM 41-10 Civil Affairs/Military Government Opera-
tionsFM 55-6 Transportation Services in the Theater of
OperationsFM 55-10 Movement Control in the Theaters of Opera-
tionFM 100-5 Field Service Regulations; OperationsFM 100-10 Field Service Regulations; AdministrationFM 101-1 The G1 ManualFM 101-5 Staff Officers' Field Manual: Staff Organiza-
tion and ProcedureFM 101-10 Staff Officers' Field Manual: Organization,
Technical, and Logistical Data
2. Technical ManualsTM 5-250 Roads and AirfieldsTM 5-260 Principles of BridgingTM 5-295 Military Water SupplyTM 5-310 Military Protective ConstructionTM 5-350 Military Pipeline SystemsTM 5-360 Port Construction and RehabilitationTM 5-370 Railroad ConstructionTM 11-486-2 Electrical Communication System Engineer-
ing: TrafficTM 11-486-6 Electrical Communication System Engineer-
ing: Radio
3. RegulationsAR 10-14 Organization and Functions-Logistical Head-
quarters
AGO 186B 111
AR 75-15 Responsibilities and Procedures for ExplosiveOrdnance Disposal
AR 115-12 U. S. Army Requirements for Air WeatherService Support
AR 115-10/ Weather ServiceAFR 105-3AR 320-5 Dictionary of United States Army TermsAR 320-50 Authorized Abbreviations and Brevity Codes
4. MiscellaneousDA Pam 310 Military Publications Indexes
seriesATP 110-300 Army Training Program for Headquarters
and Headquarters Company, LogisticalCommands, Type A, B, C
TC 9-2 Ordnance Class V SystemTC 101-1 Prediction of Fallout and Radiological Moni-
toring and SurveyST 55-175 Transportation Corps Reference HandbookTOE 54-1RTOE 54-1 Headquarters, Logistical Command ATOE 54-2R Headquarters Company, Logistical Com-
mand ATOE 54-101R Headquarters, Logistical Command BTOE 54-102R Headquarters Company, Logistical Com-
mand BTOE 54-201R Headquarters, Logistical Command CTOE 54-202R Headquarters Company, Logistical Com-
mand C
112 AGO 186B
APPENDIX II
STANDING OPERATING PROCEDURE
Type Standing Operating Procedure-Headquarters, LogisticalCommand
(Classification)Logistical CommandLocationDate
PART ONE-ORGANIZATION AND FUNCTIONS
Section I. APPLICATION
In this section, give the purpose and scope of the standingoperating procedure and applicability of procedures prescribed.
Section II. ORGANIZATION
By organizational charts show the organization of the logisticalcommand and the headquarters logistical command.
Section III. FUNCTIONS
1. A general paragraph should explain the composition of themajor elements of the headquarters, i.e., command and staff; thepurpose of the headquarters; and the broad responsibilities andfunctions of commanders and staff officers.
2. By succeeding paragraphs, list the specific responsibilitiesand functions of each staff section and subordinate element of thecommand.
PART TWO-STAFF OPERATIONS
Section I. COMMAND AND STAFF RELATIONSHIPS
By separate paragraphs, outline the primary relationshipsbetween various elements of the logistical command and betweenthe logistical command and higher headquarters, adjacent, andsupported units. The following must be clearly delineated:
1. Command and technical channels.
(Classification)
AGO 186B 113
(Classification)(Short title identification)
2. Dual responsibilities such as one individual being both acommander and a staff officer.
3. Responsibility for liaison and coordination with higher,lower and adjacent commands.
4. Cooperation and coordination between staff sections.
Section II. INTELLIGENCE
This section outlines the responsibilities for and describes theprocedures for, all matters pertaining to intelligence operationsin the command.
Section III. ESTIMATE, PLANS, AND ORDERSThis section outlines the responsibilities for, and describes the
procedures for, preparation of various estimates, plans, andorders.
Section IV. SECURITY
This section outlines the responsibilities for rear area securityand rear area damage control for all elements of the command.This may be done by reference to the appropriate annex of theSOP or operation plan.
Section V. LOGISTICS
In this section, detailed procedures should be given coveringsupply, transportation, services, labor and medical evacuation andhospitalization. This section is closely related to the administrativeorder and many aspects covered in the SOP need not be repeatedin the administrative order. However, appropriate reference tothe SOP should be made. The details of logistical operations willnormally be spelled out in the various technical services annexesand only the appropriate reference need be given in the mainbody of this paragraph.
Section VI. PERSONNELIn this section, detailed procedures should be given concerning
all aspects of personnel management and operations. The follow-ing should be covered:
1. Strengths, records, and reports.2. Replacements.3. Discipline, law, and order.
(Classification)
114 AGO 186B
(Classification)(Short title identification)
4. Prisoners of war and civilian internees.5. Graves registration.6. Morale and personnel services.7. Personnel procedures.8. Civilian employees.This section is closely related to the personnel paragraph in the
administrative order. The more complete the SOP the less thedetail required in the administrative order.
Section VII. CIVIL AFFAIRS
This section should give complete and detailed procedures per-taining to civil affairs activities to include civil supply, evacua-tion, transportation, real estate, labor, natural resources, con-trol of civil population, travel, curfew and other restrictions,public health, law and order, public information, governmentadministration, displaced persons and refugees, finances, pricecontrol, rationing and civil defense.
Section VIII. ADMINISTRATION
This section covers details pertaining to internal administrativematters not covered in other sections of the SOP. Activities suchas the following may be included here: postal service, recordsmanagement, correspondence, printing and publication, mis-cellaneous reports, staff procedures, staff records, maintenanceof daily journals, policy files, command reports, uniform regula-tions, office hours, reports control, forms control, office services,courier and messenger service, handling of classified correspond-ence, fiscal and financial activities, inspections and investigations,and other miscellaneous administrative functions.
Section IX. COMMAND AND SIGNAL
This section covers such activities as the location of commandpost and special instructions and reports not covered in otherparts of the SOP. Also included are special instructions concern-ing signal communications which are not contained in the signalannex, standing signal instructions, and signal operationsinstructions.
Commander
(Classification)
AGO 186B 115
(Classification)(Short title identification)
Annexes:Annexes to an SOP facilitate the use of the SOP and preserve
brevity, completeness, clarity, and simplicity within the mainbody of the SOP. By using annexes information that is limitedin scope or technical in application can be excluded from themain body of the SOP. Subject matter in an annex need not berepeated in the main body of the SOP. However, appropriatereference should be made to the annex. The use of annexes alsofacilitates use of the SOP by permitting a larger printing anddistribution of the annexes than of the main body plus all annexes.This technique is particularly appropriate in a logistical com-mand wherein individuals of the technical and administrativeservices have need for the annex pertaining to their particularservice but not for the full SOP. The following is a list of annexesthat may be included in a logistical command SOP.
Organization chartsAdministrative overlayIntelligencePsychological warfareChemicalEngineerMedicalOrdnance (including support of special weapons when not
published elsewhere).QuartermasterSignalTransportationPersonnelCivil affairsJudge advocateFinanceProcurementRear area security (when not published as a separate opera-
tion plan)Rear area damage control (when not published as a separate
operation plan)
(Classification)
116 AGO 186B
(Classification)(Short title identification)
Other emergency plans (when not published as a separateoperation plan)
Other annexes as appropriate.
Distribution:Authentication:
(Classification)
AGO 186B 117
APPENDIX IV
INSTRUCTING AGENCIES AND AGENCIESFOR COORDINATION
Theater Army Logistical Command receives instruction from orcoordinates with the following major headquarters:
1. Zone of Interior (ZI) agencies for information from-a. Oversea supply agencies (OSA) at ZI army terminals on
supply matters.b. ZI terminal commands on movement of supplies and per-
sonnel from the ZI to the theater.c. Chiefs of technical and administrative services concerning
unit availability, state of training, requirements for research anddevelopment, and modification of material. In addition, theSurgeon General (Armed Services Medical Regulating Office)for evacuation of casualties from the theater to the ZI.2. Theater headquarters (J4) (either by direct coordination orthrough theater army headquarters) for-
a. Allocation of transportation capacities among the theatercomponent forces.
b. Cross-procurement and cross-service missions among Army,Navy, and Air Force.
c. Administrative support to Navy, Air Force, joint forces, andAllies.
d. Territorial boundaries.e. Petroleum requirements (area petroleum office).f. Signal matters.
3. Theater Army Headquarters for-a. Allotment of service troops.b. Combat (security) troops.c. Territorial boundaries.d. Theater army tactical operations-priorities between army
groups.e. Stockage objectives and echelonment of theater stocks.f. Special operational requirements.g. Intelligence estimates and collection of information.
118 AGO 186B
4. Theater Army Civil Affairs command for-a. Governmental functions, which include governmental affairs,
legal, public safety, public health, public welfare, public educa-tion, and labor.
b. Economic functions, which include economics, commerce andindustry, food and agriculture, price control and rationing, prop-erty control, public finance, and civilian supply.
c. Public facilities, which include public works and utilities,public communications, and public transportation.
d. Special functions, which include displaced persons, civil in-formation and arts, monuments, and archives.
e. The adoption and enforcement of measures designed to con-trol and direct civilian activities affecting the military effort.
5. Army group(s) for-a. Items c, f, and g, of paragraph 3 above, over which Theater
Army Headquarters exercises final authority.b. Tentative operation plans.c. Priorities of allocation of administrative support to the
various armies.
6. Field armies (detailed coordination effected between armiesand advance logistical command) for-
a. Operational plans, operational requirements, boundaries, in-telligence, and supplies required.
b. Location of administrative support installations.c. Assumption of command of territory and installations left
in place as army rear boundaries move forward.d. Details of administrative support required within the priori-
ties established by army group.
7. Theater Navy Headquarters and Theater Air Force Headquar-ters for-
a. Administrative support for campaign plans-basis for estab-lishing common supply, transportation, and service requirementswhich theater army forces furnish the Navy and Air Force.
b. Forecast of theater army administrative support require-ments provided by Navy and Air Force.
c. Utilization of allocated capacities of the Military Air Trans-port Service and Military Sea Transport Service.
8. Allied Forces Headquarters. Similar to paragraphs 5 and 6conforming to basic agreements made at higher levels.
AGO 186B 119
9. Theater Air Defense Command' for-a. Requirements for administrative support to be provided by
Theater Army Logistical Command.b. Establishment of air defense priorities within the theater
communications zone.c. Establishment of restricted areas within the theater com-
munications zone.
10. Theater Army Replacement and Training Command for-a. Administrative support provided by Theater Army Logisti-
cal Command.b. Service troop requirements.
11. Theater Army Reserve Forces Headquarters (if any) for-a. Administrative support provided by Theater Army Logistical
Command.b. Availability and utilization of units to Theater Army Logisti-
cal Command for security and service support.
* When control is retained by theater commander, otherwise included in appropriate ArmedForces requirement.
120 AGO 186B
APPENDIX V
BASE DEVELOPMENT PLAN
(Classification)
Annex to Logistical Copy NrPlan Issuing headquarters
Base Development Place of issuePlan Date and time of issue
Map reference Message reference number
BASE DEVELOPMENT PLAN
1. SITUATION
a. Enemy (enemy capability to influence or impede the execu-tion of this base development plan).
b. Own (sufficient to provide a concept of the overall situation,plans of higher headquarters, and the operations of friendly troopswhich may influence the execution of this base development plan).
(1) Objectives.(2) Strategic concept.(3) Tasks (include responsibilities for base development of
theater army, navy, and air force).(4) Scheme of maneuver.
(a) Phases.(b) Timing.
(5) Static intelligence data.(a) Natural resources.(b) Existing facilities.
2. MISSION (A simple statement of the what, where, when, how,and why of the base to be developed-do not confuse this mis-sion of the base with the overall mission of the entire commandwhich should be set forth under paragraph 1, Situation).
3. OPERATIONS (of the base)a. Tasks (of the base).
(Classification)
AGO 186B 121
(Classification)
(Short title identification)
(1) Breakdown of paragraph 2, Mission, into phases-ifappropriate.
(2) Responsibility for base development planning includingpreparation, approval, and issuing of plans.
(3) Base security organization and installations.(a) Command organization.(b) Antiaircraft defense.(c) Gas and other alarm systems.(d) Ground defense.(e) Coast defense.(f) Local Navy defense.(g) Harbor defense.(h) Bomb mine disposal.(i) Area Damage Control.
(4) Tactical air installations. Airfields and seaplane bases.(a) Aircraft units assigned to fields and bases by
phases.(b) Airfield 1.(c) Airfield 2.(d) Seaplane base 3.
b. General information.(1) Basic considerations.
(2) Degree of permanency of construction.
(3) General limitations.
(4) General layout plans. See Tab A (map).
(5) Priority of development.(a) General priority.(b) Echeloning of base forces and of base develop-
ment material.(c) Specific priority of development projects.
(6) Pertinent directives and publications.
(7) Instructions relative to changes in base developmentplans and to submission of reports.
(Classification)
122 AGO 186B
(Classification)(Short title identification) -continued
c. Force requirements-D+ - days Strengths(1) Army.(2) Navy.(3) Air Force.
(This is a statement of the forces which the base can expectto be supporting when it has been built up to its desired operatingcapacity. A base may be assigned succeeding tasks-for instance,to support a particular operation and subsequently to provide abase for further operations-in which case this paragraph shouldbe broken down to show task A, task B, and the like. In some casesa simple statement of the strengths to be supported may not givethe information desired; in such cases this paragraph should beexpanded to show major types of forces and strengths.)
d. Force buildup tables. Phased deployment schedules.
(1) Army.(2) Navy.(3) Air Force.
(This is the buildup of paragraph 3c, Force requirements, andshows the forces to be supported by critical phases. It does notshow the buildup of base forces except that base forces are in-cluded in those forces requiring support. The buildup of baseforces to accomplish base development is shown in paragraph 3b,General information, and in paragraph 4h, Requirements sum-mary.)
e. Organization.(1) Headquarters and overhead. Location - Strengths.
(Include higher and other headquarters and organiza-tions which may be quartered or require facilities withinthe base section.)
(2) Base organization.
4. LOGISTICS
a. Supply and maintenance facilities.(1) General organization for supply and maintenance.
(a) Responsibilities for supply and maintenance.(b) Procurement.
(Classification)
AGO 186B 123
(Classification)(Short title identification)--continued
(c) Levels of supply.(d) Distribution.(e) Requisitioning procedure.(f) Maintenance.(g) Salvage.
(2) Army installations.(3) Air Force installations.(4) Navy and Marine air installations.(5) Navy installations other than air.(6) Marine installations other than air.
b. Evacuation and hospitalization.(1) General organization and information.
(a) Responsibility.(b) Hospital construction and standards.(c) Hospital summary.
(2) Army hospitals.(a) Requirements.(b) Location.(c) Units assigned.(d) Facilities and plant.
(3) Navy and Air Force medical facilities as required.(4) Sanitary and epidemiological control.(5) Miscellaneous-whole blood distribution center.
c. Movements and transportation.(1) General organization and information.(2) Motor transport.(3) Air transport.(4) Water transport.(5) Rail transport.(6) Pipelines.(7) Responsibilities of each service.
d. Terminal facilities.(1) Assault landing areas.
(Classification)
124 AGO 186B
(Classification)(Short title identification)--continued
(2) General organization of water terminal facilities.(3) Beaches.(4) Port A.
(a) Harbor development.(b) Port development.
(5) Port B.(6) General organization of air terminal facilities.
e. Roads, railroads, utilities, and natural resources.(1) Organization for development, maintenance and opera-
tion of utilities, roads, railroads, and natural resources.(2) Roads.(3) Railroads.(4) Waterways.(5) Utilities.
(a) Power.(b) Water supply.(c) Sewage.(d) Waste disposal.
(6) Development of natural resources for utilization in basedevelopment.
(7) Development and reconstruction of industry.
f. Communications.(1) Communications policies.(2) Organization of signal staffs.(3) General communications plan.(4) Responsibilities.(5) Units assigned.(6) Facilities.
(a) Theater.(b) Army.(c) Navy and Marine.(d) Air Force.
(7) Special projects.
g. Construction requirements.(1) Responsibilities for construction.
(Classification)
AGO 186B 125
(Classification)(Short title identification)--continued
(2) Site facilities-staging areas-tent camps.(3) Housing and associated facilities.(4) Storage facilities.
(a) Covered warehouses.(b) Open.(c) Bulk petroleum, oil, and lubricants (POL).
(5) Maintenance and repair facilities.(6) Hospital construction requirements.(7) Communications and transportation facilities.
(a) Pole lines and cables.(b) Roads.(c) Bridges.(d) Railroads-shops and yards.(e) Pipelines.(f) Port and beach construction.
1. Intransit storage.2. Berths.3. Dolphins.4. POL unloading facilities.5. Ammunition unloading facilities.6. Dredging.7. Ship salvage facilities.
(g) Airfields and airbase facilities construction.1. Combat.2. Transport.
(8) Utilities.(a) Water supply.(b) Power supply.(c) Sewage and waste disposal.
(9) Repairs and maintenance.(10) Mapping and map reproduction.(11) Camouflage.(12) Construction-manpower requirements. (After consid-
ering local labor.)
(13) Construction materials requirements. (After consider-ing local materials.)
(Classification)
126 AGO 186B
(Classification)(Short title identification)
(14) Final approved shipping schedule for all base develop-ment during entire development period.
h. Requirements summary.(1) Supply requirements.
(a) Dry cargo.(b) Bulk POL.
(2) Evacuation requirements.(3) Transportation requirements.(4) Construction requirements.(5) Total strength requirements.(6) Echelon schedule based on requirements for each base
site consolidated into one proposed echeloning schedulefor entire base development.
5. COMMAND AND COMMUNICATIONSa. Command structure.b. Command communications. (Reference to Communications
Annex).
s/Commanding
Appendixes: 1-Map of Base with Plan for ContemplatedDevelopment
2-Communications3-Construction Plans
Distribution:
(Classification)
AGO 186B 127
APPENDIX VI
TYPICAL TECHNICAL SERVICE TROOP UNITSNORMALLY ASSIGNED WITHIN THETHEATER COMMUNICATIONS ZONE
The Technical Services have begun to reexamine their unitTOE's to determine the extent to which they should be combinedor changed in order to provide maximum service support to sup-ply and maintenance concepts such as those envisioned in thisstudy. In the interim, the units listed below would be used to im-plement the recommended concepts.
1. Chemical CorpsChemical GroupChemical Smoke Generator BattalionChemical Service BattalionChemical Processing CompanyChemical Maintenance CompanyChemical Depot Company (ComZ)Chemical Decontamination Company
2. Corps of EngineersEngineer Group (Construction)Engineer Battalion (Construction)Engineer Dump Truck CompanyEngineer Heavy Equipment CompanyEngineer Group (M&S)Engineer Depot BattalionEngineer Heavy Maintenance CompanyEngineer Field Maintenance CompanyEngineer Forestry CompanyEngineer Water Supply CompanyEngineer Port Construction CompanyEngineer Group (Pipeline)Engineer Battalion (Pipeline)Engineer Battalion (Base Topographic)Engineer Base Map Depot CompanyEngineer Base Map Depot CompanyEngineer Base Survey CompanyEngineer Photomap Company
.128 AGO 186B
3. Medical CorpsMedical GroupMedical Battalion, SeparateMedical Collecting Company, SeparateMedical Clearing Company, SeparateMedical Holding CompanyPreventive Medicine CompanyMedical Depot, Communications ZoneMedical Ambulance Company, SeparateField HospitalAmbulance Train, RailGeneral HospitalStation HospitalConvalescent CenterMedical Laboratory
4. Ordnance CorpsOrdnance Ammunition GroupOrdnance Maintenance and Supply GroupOrdnance Ammunition BattalionOrdnance Maintenance and Supply BattalionHq & Hq Det., Ordnance Special Weapons Depot BattalionHq & Hq Det., Ordnance Special Weapons Support BattalionOrdnance Guided Missiles Direct Support CompanyOrdnance Guided Missile General Support CompanyOrdnance Supply Depot CompanyOrdnance Field Maintenance CompanyOrdnance Park CompanyOrdnance Special Weapons-Missile Company (Depot, For-
ward Depot, or Supply PointOrdnance Collection and Classification CompanyOrdnance Tire Repair CompanyOrdnance General Support CompanyOrdnance General Automotive Support CompanyOrdnance Special Weapons and Missile General Support
CompanyOrdnance Special Weapons and Missile Direct Support
CompanyOrdnance Direct Support CompanyOrdnance Direct Automotive Support Company
5. Quartermaster CorpsQuartermaster GroupQuartermaster Service CompanyQuartermaster Petroleum Supply CompanyQuartermaster Parts Company
AGO 186B 129
Quartermaster Bakery CompanyQuartermaster Sales CompanyQuartermaster Laundry CompanyQuartermaster Salvage CompanyQuartermaster Subsistence Supply CompanyQuartermaster Clothing and General Supplies Depot CompanyQuartermaster Refrigeration CompanyQuartermaster Bath CompanyQuartermaster Recovery and Disposition CompanyQuartermaster Field Maintenance Company (Direct Support)Quartermaster Field Maintenance Company (General Sup-
port)Quartermaster Subsistence Depot CompanyQuartermaster Supply Depot CompanyQuartermaster Petroleum Depot CompanyQuartermaster Aerial Supply Company (and Team)Quartermaster Air Equipment Repair and Depot CompanyQuartermaster Mechanical and Metal Repair CompanyQuartermaster Clothing and Textile Repair CompanyQuartermaster Service OrganizationQuartermaster DepotQuartermaster BattalionLabor Supervision Organization
6. Signal CorpsSignal GroupSignal Construction BattalionSignal Long Lines BattalionSignal Radio Relay Construction BattalionSignal Support BattalionSignal Support CompanySignal Base DepotSignal Photo Service PlatoonSignal Radio Relay PlatoonSignal Repair PlatoonSignal Base Maintenance Company
7. Transportation CorpsTransportation Truck GroupTransportation Truck BattalionTransportation Light Truck CompanyTransportation Car CompanyTransportation Terminal Service Command ATransportation Terminal BattalionTransportation Highway Transport CommandTransportation Medium Truck Company
130 AGO 186B
Transportation Railway CommandTransportation Railway GroupTransportation Railway Operating BattalionTransportation Railway Shop BattalionTransportation Movements GroupTransportation Movements BattalionAviation Company, FW, Light TransportTransportation Aviation Battalion (Hcptr)Transportation Company (Light Hcptr)Transportation Company (Medium Hcptr)Transportation Aircraft Maintenance Supply BattalionTransportation Depot CompanyTransportation Boat BattalionTransportation Amphibious Tank BattalionTransportation Staging Area CompanyTransportation Floating CraftDepot Maintenance Company
AGO 186B 131
INDEX
Paragraphs Page
Administrative support:Control of activities ............................... ......... 22c 27Impact of nuclear warfare ........................................ 5 5Operations ........................................ .................. 46-60 50-107
Center ........................ ................ ....................... 19f, 49b 21, 51Functions ........................................ 47, 52-60 50, 66-107
Civil affairs .................... .................... 60 107Construction .................... .................... 56 95Hospitalization ........................................ 58 101Labor .................... . .................... 57 97Maintenance ........................ ................ 55 88Medical evacuation . .......................... 58 103Personnel .......................................................... 59 103Supply ........................ ................ 53 66Transportation ........................................ 54 76
Responsibilities, operational . ...................... 48-51 51-65Communications . ....................... 50 57Rear area damage control ..................... 49 51Rear area security . ... ........................ 49 51
Planning ........................ ................ 24, 29, 32 29, 34, 35Base development . ......................... 40-45 39-49Documents ........................ ................ 26, 31 29, 35Supply ........................ 30 34Troop requirements ........................................ 3339 3739
Advance logistical command ........................... 13 ............. 13 9Responsibilities:
Area damage control ........................................ 49e 3Area security .......................................................... 49d(2) 53Construction ................. ....................... 56d(3) 97Labor ................. ........................ 57c(3)-(5) 99Medical evacuation .............................................. 58a(2),b(1) 100, 101Supply ................. ........................ 53b(5) 70
Signal communications ........................................ 50c(3) 62Air:
Evacuation of patients- ............................................... 58b(1) 101Terminals ........................................................................ 54c(3) 84Traffic control system, communications ..... S.............. 50d(3) 4Transportation service ..... ................................... 54g 87
Area command(s) ........................................ 15 12Responsibility:
Area security ........................................ 49d(2) 53Construction ........................................ 56d(4) 97
Signal communications .................................................. 50c (3) 62Augmentation of logistical command ....................... 23 27Automatic Data Processing Systems (ADPS) ................ 51 65
General ............................................................................ 51a 65Administrative applications ........................................ 51b 65
132 AGO 186B
ParagraDhs PageFIELDATA equipment family ..................................Limitations of ADPS ................................................... 51d 66UseAdministrative Support Operations Center .............. 19f(3) 23Rear area damage control operation ........................ 49e 53Supply operation ......................... ........................ 53h 75
Base:Development ... ..................................... 40-45 42-49
Basic planning considerations ............................ 43 45Essential elements .................. ...................... 44 48Forms ................................................................ ... 45 49Plan ...................................................................... App V 121Planning procedures .............................................. 42 44Responsibilities for planning .............................. 41 43
Logistical command ...................................................... 6 7Responsibilities:
Area security .................................................. 49d(2) 53Construction . ....................................... 56d(2) 96Labor ........ ................................ 57c 8Supply ........................................ 53b(3) 67, 69, 70
Signal communications .................................................. 50a(5) 58-59Beaches ....... ................... ........... ... 54c(2) 83
Cannibalization ........................ ............. ..................... 55m, 55h(9) 94, 92Capabilities:
Evaluation of enemy nuclear weapons employment 27 31Headquarters, logistical command A ........................ 18a 14Headquarters, logistical command B ........................ 18b 14Headquarters, logistical command C ........................ 18c 14Logistical command ...................................................... 3 3
Characteristics of:Headquarters, logistical command .............................. 3Logistical command ...................................................... 3 3
Civil affairs ........................................................................ 60 107Functions of civil affairs .............................................. 60d 108General ........................................ 60a 107Mission ...................................................................... ..... 60b, c 107Logistical command role ............................................. 60e 108Responsibility toward labor ........................................ 57e(4) 99
Communications .......................................... 50 57General ............................................................................. 50a 57
Responsibility for providing ................................ 50a(1)-(5) 57-58Organization ............................................................ 50a(4) 58
Communication Intersectional Service ...................... 50b 60Function ................................................................. 50b(2) 60Command Relationships ........................................ 50b(3) 60Organization ........................................ 6................. 0b(1) 60Concept of Operations .......................................... 50b(4) 61
Local Communication Service ...................................... 50c 62Mission ........................................ .................. 50c(1) 62Function .................................................................. 50c(2) 62Command Relationships ........................................ 50c(3) 62Organization ............ ............................ 50c(4) 62Concept of Operations .......................................... 50c(5) 63
AGO 186B 133
Paragraphs PageSpecial Purpose Communications Services .............. 50d 63
Pointto-Point Radio .............................................. 50d (1) 63Press and Morale Service .................................... 50d(2) 63Army Aviation Air Traffic Control .................... 50d (3) 64Special communication service for railway .... 50d (4) (a) 64Military Highway Communication service ...... 50d(4) (b) 65Military Pipeline Communication service ........ 50d(4) (c) 65
Conditions of conflict ................................ ........ 5a, b 4, 5Construction ........................... . ................................................ 56 95
Impact on military operations .................................... 56b 95Planning and supervision ...................---- ..................... 56d 96Requirements .................................................................. 56c, d 96Responsibility .............. ... .......................
Control:Administrative support activities .............................. 22c 27Damage. (See Area damage control.)Movement. (See Transportation Movements.)
Coordinating and instructing agencies ............................ App IV 118
Damage control, areaLocation of units ....... ................................. 49e 53Measures .................. ..... ...................... -49e (2) 53Mission .............................................................................. 49e(1) 53Objectives ........................................ 49e 53Organization ............................... ......... 49e 53Responsibility ........................................ 10, 12b, 20 8, 9, 24Standing operating procedures .................................... 49e (6) 55, 113Troops ........................................ 49e 53
Definitions:Administrative support ................................................ 2c 3Army Administrative Area ......................................... 2a 2Base development ................................... ..... 40a 42Logistical command . ....................................... 2a 2
Headquarters ........ 2........... .......... 2b 2Headquarters company ........................................ 2e 3Types ........................................ 2a 2Theater Communications Zone ............................ 2d 3
Maintenance ................................................................... . 55a, e 88Tables of distribution .................................... .... 36c 39Ter..minal ........................................................................ 55e 88Troop basis ...................................................................... 36a 38Troop list ........................................................................ 36b 38Type B units ................................................................. 57b(3) 98
Depot maintenance ........................................ 55b(3) 91Development, base ....................................... . 40-45 42-49
Basic planning considerations .................................... 43 45Essential elements .......................................------------ 44 48Forms ---------------- .45 49Plan .-....----------------------------------------------................................... App V121Plan-App V 121Planning procedures ................-------- .......................---------------- 42 44Responsibilities for planning ...................................... 41 43
Direct support maintenance .-------------------------.......................................--- 55e(2) (a) 90Dispersion of administrative support facilities ............ b,27b(2) 5,32,83Distribution of supplies:
134 AGO 183B
Paragraphs PageRetail . ............................................................................... 53f 74Wholesale ...................... ...... 53e 73
Employment:Logistical command ............ ............................ 11 8Nuclear weapons by enemy ........................................ 27, 57b (4) 31, 98
Estimate, logistical ........................................ 31 35Evacuation, maintenance ..................................... ... 55h(8) 92Evacuation, medical. (See medical evacuation.)Exchange stocks, maintenance ........................................ 55g(2) 92
Flexibility:Logistical command ........................................ 5a, 1 4Medical service in theater army logistical command 58a, b(3) 100, 102
Functions:Administrative support ........................................ 46-60 107Civil affairs ................... ..................... 60 107Construction ........................................ 56 95
Hospitalization ........................................ 58 101Labor ........................................................................ 57 97Maintenance ... ..................................... 55 88Medical evacuation ........ ................................ 58 100Operations center . ....................................... 19f (3) 23Personnel ........................................ 59 103Supply ...................................................................... 53 66Transportation ........................................................ 54 76
Advance logistical command ........................................ 13 9Area command ................................. .............................. 15 13Base logistical command ................................................ 14 11Headquarters, logistical command A ........................ 18a; 21 14, 27Headquarters, logistical command B .... ...................... 18b; 20 14, 24Headquarters, logistical command C:
Chief of staff ....................................... . 19c 16Commander .............................................................. 19a 16Deputy commander ............................ ............ 19b 16Coordinating staff officers .................................... 19d 17
Comptroller ... ..................................... 13d(2) 111Director:
Civil affairs ........................................ 19d(8) 20Personnel ................. ....................... 19d (3) 18Plans and operations .............................. 19d (5) 18Security ........................................ 19d(4); 49b 18; 16Services ........................................ 19d(6) 19Supply and maintenance ........................ 19d(7) 19
Technical and administrative staff officers ........ 19e 20Theater army logistical command .............................. 12 8
General support maintenance .............................................. 55e(2) (b) 89, 90
Headquarters company, logistical command,definition .............................................................................. 2 3
Headquarters logistical command:Capabilities ...................................................................... 9 8Characteristics ................................................................ 3 3Definition .......................................................................... 2 2
AGO 186B 135
Paragraphs PageEmployment .................................................................... 12-17 8-13Flexibility ........................................................................ 8 7Integration of technical and administrative
service operations ........................................ 22b 27Objectives ........................................................................ 9 8Organization:
Type A ...................................................................... 21 27Type B ........................................ .......................... 20 24Type C ........................................ 19 14Variations .................................. ...... 23 27
Size ................................................................................... 7Type standing operating procedure ............................ App II 113-117
Highway transportation ...................................................... .. 54e 86Communications systems ........................................ 50d(4) (b) 65
Hospitalization ..................................... .................................. 58 100Inland:
Terminals .................. .............................. 54c(4) 85Waterways ........................ ................ 54f 87
Joint oversea operation-typical planning sequence .... App III
Labor (See also Personnel.) ........................................ 57 97Current policies and considerations ......................... 57 97Responsibilities ................................................ ........ 57e 98
Law of land warfare . ................................ .... . 57b(5) 98Location:
Administrative support installations ........................ 5b, 32d 5, 36Advance logistical command ........................................ 13 9Air terminals ........................................ 54c(3) 84Area damage control units ........................................ 49a 51Base logistical command ........................................ 14 11Hospitals:
General ........................................ 58b (2) 101Station ........................................ 58c 103
Maintenance units ....................................... 55h(1)-(9) 92, 93Logistical command:
Advance. (See also Advance logistical command).. 13 9Base. (See also Base logistical command.) ............ 14 11Capabilities ..................... ................... 3, 18 3, 14Characteristics ........................................ 3 3Civil affairs operations ........................................ 60e 108Army, independent .. ...................................... 17 13Definition ............................................................. .. 2a 2Employment .. ...................................... 11-17 8-13Flexibility ........................................................................ 5a, 8 4, 7Mission, primary ........................................ 7 7Objectives ........................................ 9 8Organization, variations . ....................................... 23 27Planning ........................................ 24-45 29-49
Troop requirements ................................................ 33-39 37-39Security ........................ ................ 10, 27 8, 31Size of headquarters ................................................ 8 7Subordinate units ... ..................................... 22 27Theater army. (See also Theater army logistical
command.) ........................................ 12 8
136 AGO 186B
Paragraphs Page
Logistical planning .................. ...................... 29-32 34, 35
Maintenance ........................................ 55 88Cannibalization ........................................ 55f(9), m 91, 94Categories:
Depot ........................................ 55f(3) 91Direct support ......... ............................... 55f(2) (a) 90General support ....................................... ...... 55f(2) (b) 90Organizational .................................... .... 55f (1) 89
Command and technical inspections .......................... 55o 94Definition .......................................................................... 55a 88Evacuation ........................... ............. 55h(8) 93Exchange stocks .. ...................................... 55h(2) 92Management ........................... ............. 55j 93Objectives ........................................ 5 5g 92Policies, plans, and procedures .................................... 55i 93Principles ........................................ 55h 92Relationship with supply ......................................... 55e 89Responsibilities, technical service ............... ................. 55b 88Repair parts ......................... ............... 55h(6) 93Theater army requirements ........................................ 551 94
Medical evacuation ............. ........................... 58 100Military prisoners, U.S ........................................................ 59c(6) 105Mission:
Advance logistical command ........................................ 13 9Area command ........................................ 15 12Area damage control .............................. .......... 49e (1) 53Base logistical command ........................................ 14 11Civil affairs ..................................................................... 60c 107Logistical command, primary ...................................... 7 7Terminals ........................................ 54c 82Theater army:
Logistical command ...................................... .. 12 8Medical service ...................................... .. 58a 100
Movement(s) : (See Transportation movements.)
Nuclear warfare:Construction problems .............................................. 56b (2) 95Area damage control measures .................................... 49e (2) 53Impact:
Administrative support operations .................... 5b 5Availability of labor ........................................ 57b (4) 98Medical service .......................... .............. 58b (4) 102
Nuclear weapons, employment by enemy .......................... 27 31
Objective (s):Area damage control ........................................ 49e 53Logistical command .................. ...................... 9 8Maintenance ........................................ 55g 92Rear area security ............. ........................... 49c(1) 52
Operational environment ....................................... . 5b 5Operations:
Administrative support operations center ................ 19f(3) 23Independent army ................................... ..... 17 13Signal communications ................ ........................ 50a, b, c 57, 60, 62
AGO 186B 137
Paragraphs PageOrganization:
Area damage control ......................................... .. 49e 53Flexibility .......................... ............... 8 7Headquarters, logistical command A ........................ 21 27Headquarters, logistical command B ........................ 20 24Headquarters, logistical command C ........................ 19 14
Administrative support operations center ........ 19f (2) 22Logistical commands, variations ................................ 23 27Theater ........................................ 25 29
Organizational maintenance ........................................ 55e (1) 89
Parts, repair ........................................ 55h(6) 93Personnel. (See also Labor.)
Activities and services ........ ................................ 59c 104Military prisoners, U.S ........................................ 59c (5) 105Prisoners of war .Recovery and disposition ...................................... 59c (2) 104Recreation and leave areas ..................................Rotation ........................................ .........Services ................ 9()........................ 59() 106
Replacements -. . . ....59b 104Phases of troop requirements planning ............................ 39 39Pipeline(s) ...................................... 54h 87
Communications system ............................................... 50d(4) 64Planning .................................................................................. 24-45 29-49
Administrative support ................................. ....... 24 29Documents ........................................ 26, 31 29, 35
Base development ........................................ 40-45 42-49Construction ................................ ........ 56d 96Labor ........................................ 57b(2) 97Logistical ...................................................... 29-32 34, 85Rear area security ..... ................................... 49c 52Supply ...................................................... 30 34Theater:
Level ........................................ 25b 29Troop requirements ........................................ 33-39 37-39Sequence, joint oversea operation .............................. App III
POL. (See also Pipelines.) ...................................... .. 53e(1) 73Policies ...................................................................................... 4 3
Labor ........................................ 57b 97Maintenance ................................. ....... 55i 93
Prisoners of war, processing ........................................ 59c(4) 105Procurement, local ................................................................ 53d 73
Radiological survey ...................... .................. 49g 56Radio, new, point-to-point .......................................... .......... 50f(1) 63Rail transportation ........................ ................ 55d 89
Communications system ................................................ 50d(4) (a) 4Rear area security ................. ....................... 48, 49 51
Responsibility ...................................................... ...... 10, 27a, 49b 8, 31, 51Standing operating procedures ..................................... App II 113
Recovery and disposition of personnel .............................. 59c(3) 104Recreation and leave areas .................................................. 59c(5) 105References ..... ...................................................... App I 110Regulated items of supply ..................... ..... ............ 53g 74
138 AGO 186B
Paragraphs PageRepair parts ............................................................................ 55h(6) 92Replacements, personnel ........................................ 59b 104Requirements:
Construction .................................................................... 56b 104Theater army:
Maintenance ....................... ................. 551 94Medical service ............................ .............. 58a 100
Troop planning ........................................ 33-39 37-39Responsibilities:
Commander:Advance logistical command ................................ 53b(5) (a) 70Base logistical command ...................................... 53b(4 ) 69Headquarters, logistical command C .................. 18c, 19 14, 14Security ..................................................................... 10, 26, 49d 8, 29, 52Base development planning ................................. 41 43
Construction 56c, d 96Labor .............................................................................. 57c 98Maintenance:
Depot ........................................ 55f(3) 91Direct support ............................... ......... 55f(2) (a) 90General support ...................................................... 55f(2) (b) 90Organizational ........................................................ 55f(1) 89Technical service ......... ............................... 55b 90
Medical evacuation ........................................................ 58b (1) 101Operational ...................................................................... 48-50 51-57
Area damage control ............................................ 49 51Communications ..................................................... 50 57Rear area security ................................................ 49 51
Recovery and disposition of personnel ...................... 59c(3) 104Supply ........................................ 53b 66Transportation ...... .................................. 54a 76
Air terminals ....................................... . 54c(3) (a) 84Highway .................................................................. 54e(1) 86Inland:
Terminals ........................................... ......... -54c(4) (b) 85Waterways' .................................................. 54f 87
Pipelines .................................. ..... 54h (1) 87Rail service ...................................... .. 54d(1) 85Water terminals and beaches .............................. 54c(2) (a) 83
Rotation of personnel ............................................................. 59c(2) 104
Security, responsibility for. (See also Rear areasecurity.) .............................................................................. 10, 49d 8, 52
Services, personnel:Exchange .......................................................................... 59c(7) (b) 106Finance ............................................................................ 9(8) 107Postal ............................................................................... 59c(7) (a) 106Welfare ............................................................................ 59c(7) (c) 106
Signal communications. (See also Communications.) .... 50 57Size of logistical command headquarters .......................... 8 7Spare parts. (See Repair parts.)Standing operating procedure:
Area damage control .................................................. 49e(6) 55Rear area security ............... ......................... App II 113
AGO 186B 139
Paragraphs PageType, headquarters, logistical command .................... App II 113
Subordinate units of logistical command ........................ 22 27Supply ...................................................................................... 53 66
Automatic data processing system, use inoperations ........................................ 53h 75
Distribution ........................................ .......................... 53e, f 73-74Levels ....... . ................................ .. 53c 71Local procurement .....................-................... 53d 73Planning .............................. ...... 30 34Regulated items ................... ..................... 53g 74Relationship with maintenance .................................. 55e 89Responsibilities ........................ . ............ ..... ....... 53b 66
Support. (See Administrative support.)
Table of distribution, definition ........................................ 36c 39Terminals, transportation ............ ............................ 54e 82
Air ................................ 54c(3) 84Beaches ............................................................ 54c(2) 83Definition ........................................ ....... 54c (1) 82Inland ............................................................................. 54c (4),f (2) 87Mission ........................................ 54c(1) (b) 82Water terminals ......................................... ..... 54c(2) 83
Theater:Theater communications system .................... ......... 50 57Army:
Commander:Responsibilities:
Supply .......................... ........ ......... 53b 66Transportation ........................................ 54a 76
Logistical command:Commander, responsibilities:
Construction ......................-.......... 56c, d 96Evacuation and hospitalization ........ 58a(2), (3), b 100Labor ................ ........................ 57c (1) 98Personnel ..................................... ... 59b, c 104Rear area security ................................ 49c(3) ;d 54; 52, 53Supply ........................................ 53b(3) 67Water terminals .................................... 54c(2) (a) 83
Flexibility of medical service ................... . 58b(3) 102Instructing and coordinating agencies ...... App IV 118Local procurement operations .................... 53d 73Mission ................... ...........-......... 7 7Relationship with other headquarters ........ 28 33
Maintenance requirements ..............................:... 55i 93Commander, responsibilities ................................ 53b(1) 66Organization ........................................................ 25 29
Transportation ........................... ...................................... 54 76Air ...... ................. ......... ........ 54g 87Basic principles . ... . ..-...........-...... .. 54a 76Highway ....................................................................... 54e 86Inland waterways ........................................ 54f 87Movements ................................ ........ 54b 78Pipelines ............................................................ ....... ....... 54h 87Rail . ...... ............................................................ 54d 85
140 AGO 186B
Paragraphs PageResponsibilities ............................................................... 54a 76Terminals ........................................................... . ..... . 54c 82
Troops:Availability .... ............................ ....... 38 39Area damage control ............................................ 36a 38Basis, definition ................. .......................... 49e 53List:
Definition ........................................ 36b 38Evaluation ................. ....................... 39 39
Requirements planning ........................................ 33-39 37-39Technical service, types of units ................................ App. VI 128
Type B units, definition ........................................................ 57b (3) 98Types of logistical command headquarters ...................... 2d, 13-16 9-13
Water terminals ................................... . ... ...... 54c (2) 83
[AG 322 (5 Jun 59)]
By Order of Wilber M. Brucker, Secretary of the Army:
L. L. LEMNITZER,General, United States Army,
Official: Chief of StaffR. V. LEE,
Major General, United States Army,The Adjutant General.
Distribution: Med Gp (2)Active Army: Ord Gp (2)
ASA (2) QM Gp (2)CofS (2) Sig Gp (2)Vice CofS (2) Trans Gp (2)DCSPER (5) CmlC Bn (2)ACSI (5) Engr Bn (2)DCSOPS (5) Med Bn (2)DCSLOG (10) Ord Bn (2)ACSRC (2) QM Bn (2)Chief, Civil Affairs, USA Sig Bn (2)
(2) Trans Bn (2)CoA (2) CmlC Co (1)CUSARROTC (2) Engr Co (1)CofF (2) Med Co (1)CINFO (2) Ord Co (1)CNGB (2) QM CO (1)CLL (2) Sig Co. (1)CRD (2) Trans Co (1)TIG (2) USAINTC (300)TJAG (2) USMA (5)TPMG (2) USAWC (50)TAG (XO) (2) USACGSC (3600)CofCh (2) Br Svc Sch (5) exceptTech Stf, DA (5) Ord Sch (15)Tech Stf Bd (2) TAGSUSA (15)
AGO 186B 141
TAG Bd, 'USA (2) USARADSCH (525)USA MP Bd (2) USAARMS (1000)USA Ch Bd (2) USACMLSCH (500)USCONARC (20) USAES (1560)US ARADCOM (5) FSUSA (100)US. ARADCOM Rgn (5) USAIS (2102)OS "iLj Comd (5) AMSS (888)OS Base Comd (5) TPMGS (450)Log Comd (10) except USA QM Sch (800)
First Log Comd (Ft USASCS (660)Bragg) (70) US ASA Sch (100)
MDW (2) USATSCH (500)Armies (10) except First pecialist Sch (5) except
USA (12) USASWS (500)Corps (5) USAAVNS (16)Div 5 except Armd Div (11) PMST (2)
(ea CC) (2) GENDEP (2)USATC (5) AH (2)Brig (2) Mil Dist (2)BG (2) USA Corps (Res) (2)CmlC Gp (2) Sector Comd (USA CorpsEngr Gp (2) Res) (2)
NG: State AG (3).
USAR: Same as Active Army except allowance is one copy per unit ex-cept Log Cmd (10).
For explanation of abbreviations used, see AR 320-50.
* U. S. Government Printing Office 1959-520513
142 AGO 186B