Training for Replacement Operations Warfighting

Training for Replacement Operations Warfighting I by Major Jon H. Moilanen The key to success in any combat operation hinges on the ability to sustain weapon systems and operators. This staying power is the essential mission for the combat service support leader. The on-going challenge for personnel services leaders and soldiers is to train warfighting skills to standards that successfully support AirLand Battle concept. Whatever the training exercise, it is critical to effectively reinforce the battlefield through timely replacement operations. Unit strength maintenance alone is insufficient. Weapon systems must be manned by trained operators in proper rank and skill to achieve the best unit warfighting performance and mission success. The Administration Module (GTA-101-2-1) and the Persoititel Adritiiiisiratiort Center Drillbook (TC 12-16) are aids that can improve combat service support training. These tools focus on effective maintenance of unit personnel strength and weapon systems readiness. With a system to train forecasting. procuring, and assigning replacements, the S1 and PAC have a framework for an effective operational aid too. Commander priorities, unit losses, and unit reorganization capabilities establish a basis for replacement allocation. The Administration and Logistics Center coordinates the linkup of operators and equipment. The Administration Module incorporates basic unit directives and reference material. The result is a simple system to train subordinate leaders and soldiers in garrison or field environments, and to execute actual operations. Within this framework, Die PAC Diillbook, provides the fundamental drills necessary to accomplish replacement operations. The concept reinforces individual skills into a collective administration effort. The PAC and S1 efficiently account for, report status of, and replace soldier requirements. The training technique in the PAC Diilll7ook is progressive through five steps. First, explain the specific drill, its purpose, and performance standard. Second, conduct a "walkthrough of the drill and demonstrate acceptable performance. Third, practice the drill at a reduced pace to develop individual and group proficiency. Provide feedback to enhance individual performance and teamwork. Fourth, perform the drills in "real-time" situations and incorporate varied tactical constraints. The final step is formal evaluation and feedback. Training shortfalls are trained to the performance standard. Once all performance is achieved to acceptable Icvels, maintain individual and group skills through regular exercise. Training for warfighting does not stop here. Cross-training of skills is essential. Battle losses of administration personnel must be anticipated. Sustained operations, duty shifts, and physical-psychological fatigue are considerations also. Leaders must weave a redundant skill capability into managing replacement operations. Evaluations at the NTC identify recurring problems in effective personnel combat service support. Common problems are: 0Battle rosters not kept up to date. 0 Incomplete and inaccurate unit reports. 0 Unit commanders not aware of actual unit strength. 0 Incorrect strength data from subordinate units or to higher headquarters. 0 Non-standard reporting procedures. .Delayed unit reports or no established reporting time. 0 Commanders not kept informed on unit strength and critical losses. ARMOR - September-October 7989 23

0 Inability to maintain accountability and strength data on cross-attached units. Unit SOPs can remedy much of this information flow problem, and can clarify specified or implied missions of logistical support. A basic reference library of publications can enhance methods, improvisations, and planning for operational readiness. Administration personnel normally maintain a tactical situation map in conjunction with the S4. Training opportunities are limitless. Locations of supported and supporting units reflect current situations that influence service support decision making. Post time-distance factors and movement restriction. Incorporate proper radio telephone procedures and CEO1 into training drills. Once the Admin-Log Center is organized to support the unit, training scenarios can provide individual and collective experience in problem-solving. Minimum resource commitment can produce excellent learning. Logistic team leaders such as the adjutant, supply officer, support platoon leader, personnel service sergeant, supply sergeant, and clerks gain valuable experience in procedural methods and decisionmaking. There is no better preparation for actual employment, than to practice with the same tools that will be used in actual operations. The Administration Module uses simple data displays. Battle rosters present name, grade-rank, military occupational specialties, authorized and assigned personnel strength, current status, and special remarks. At battalion level, the basic unit for strength management is the platoon. To focus on strength within platoons improves monitoring cross-attachment status as teams and task forces are organized. There is no magic to the Administration Module. Capitalize on integrating SOPs with simple information displays. PAC drills practice the execution of several essential administrative actions. The PAC logs unit strength information and ensures accurate and timely reports. Supervisor screening of documents ensures quality control. Duplication as well as erroneous data are purged from the data base. For example, the PSNCO reviews the Personnel Requirements Report to ensure that it reflects actual needs and not vacancies. If a cook is driving a truck, the requirement may be for a truck-driver, not a cook. One hundred percent accuracy is the goal of casualty reporting. Battle rosters show current requirements. Prepare associated ad-ministrations such as casualty transmittal letters and next-of-kin letters. Keep the executive officer and commander informed on changes critical to unit strength. Quality in-processing of replacements is essential to morale and the fighting spirit of the unit. A positive experience upon arrival into the unit sets the theme for soldier performance. The initial PAC reception must reinforce a success attitude, and build confidence in the most important element of combat power, the soldier. As soldiers arrive from the replacement detachment, process orders and records expeditiously. Initiate normal SIDPERS actions. The replacement process includes a thorough orientation on unit mission, the enemy, and current situation. Unit history and tradition reinforce the confidence a soldier feels in his new unit. He will feel that he is important and part of a winning team. If delays prevent the timely linkup between the soldier and his unit, ensure proper billeting and messing for the soldier until transportation delivers him to his unit. The NTC has identified a recurring principle in CSS operations. Successful units rehearse service support drills thoroughly in their home station training. SOPs function well only when practiced often. This observation is not surprising. The transition of a training aid for wargame simulations or command post exercises to a regular operational tool in daily garrison or field operations is a logical progression. Peacetime training procedures of replacement operations should be as similar as possible to those procedures for the operational service support plan. This article demonstrates the value of a system with simple and effective training measures. Use the Administration Module, GTA 101-2-1; and TC 12-16, the PAC Drill Book. They work. Major Jon H. Moilanen is the squadron XO of 3d Squadron, 3d Armored Cavalry Regiment. He received his Regular Army Armor commission as a Distinguished Military Graduate from the University of Wisconsin, Oshkosh, and is a CGSC graduate. He has served in divisional cavalry troop command and squadron staff with 1st Cavalry Division and 3d Armored Division, and was a corps G3 plans officer with V Corps. Major Moilanen was the regimental S4 of 3d ACR when he wrote this article. 24 ARMOR - Septernber-October 7989