Sustaining the Counterfire Task Force-Korea

tankers and six tank rack modules (TRM), transported on a Palletized Loading System trailer; this provides 30,000 gallons of bulk fuel capacity. To extend operational reach, continuity of uninterrupted resupply and sustain ability, the FSC will assign operational control of one M978 and one TRM to each line troops; this provides them with 5,000 gallons of bulk fuel capacity or five DoS of Class III-bulk. The Class V CCLs are broken into three types: mission-essential ammunition, dismounts’ unit basic load and non-immediate required Class V. This is tai lored to the troop level and in a man ner that facilitates quick distribution based on time-limiting factors. The mission-essential package is based on the anticipated threat level and the need for expedited ammunition up load. The dismount package, contain ing all small-arms ammunition, is con solidated and loaded into speedball bags for ease of use. Distribution of the third package, the non-immediate required Class V, is based on the cavalry troop’s time requirements, either by immediate distribution at the des ignated issue point or transported on a future logistics package (LOGPAC). The final aspect is repair parts or Class IX. This is broken down into two pack ages. The first is bench stock. These parts are moved with each cavalry troop and are packaged and maintained by their field-maintenance teams (FMT). To support this require ment, each FMT is assigned more equipment to meet this intent. The second package is shop stock list (SSL), maintained with the FSC. This SSL is 200 lines of mission-essential repair parts. The SSL accounts for up to 15 DoS of repair parts and is available for immediate resupply from the FTCP to the troop FMT.

Sustainment support After the initial issue of all classes of supply to the cavalry troops, the next phase for the FSC is preparing and establishing the FTCP for future logisti cal resupply and support. The FTCP’s mission is to provide logistical and sus tainment support to the squadron as well as direct coordination between the squadron and the brigade-support battalion (BSB). The capability of the FTCP is Class I support through the FSC’s field-feeding section, bulk-fuel transportation, ammunition transportation and additional recovery and maintenance support.

Unique to the PACOM mission, the FSC provides direct logistics to the cavalry squadron and more capabilities/capacity to the supported brigade. Capabilities include another 15,000 gallons of bulk fuel; another 2,000 gallons of bulk water for consumption or limited operational decontamination; and field-feeding support at the BSA. The cavalry FSC is a combat multiplier for the supported brigade not only through the additional capacity it brings but through the capability brought by the fires-brigade BSB’s modified table of organization and quipment.

The BSB, as it is currently, is limited in fuel and transportation assets and must rely on outside supporting units. The FSC’s location within the BSA pro vides a vital resupply link to each troop from the BSA and from eche lons-above-brigade sustainment elements. This dynamically changes the support relationship of the cavalry FSC. The FSC provides direct-sustainment support to the squadron while also providing much-needed through put to the supported battalions within the brigade.

The relationship between the BSB’s 23 support-operations officer (SPO) and the cavalry FSC commander is integral to the forecasting, anticipation and synchronization of logistical resupply for the supported brigade. As logisti cal statistics are reported by the cavalry troops and the battalions to the brigade S-4/SPO, daily logistics syn chronizations are a must to establish resupply requirements.

Based on the requirements by loca tion, the SPO and brigade S-4 synchro nize LOGPAC support through several means:

• One, they divide LOGPAC convoys based on location/supporting unit requirements. For example, instead of sending multiple LOGPACs to the same location, they determine support through the FSC’s organic assets to all units in that location while a different LOGPAC resupplies a different unit/location.

• Two, they allocate more logistics assets to outgoing LOGPACs to meet resupply requirements. If multiple units in different areas require resupply, they conduct a LOGPAC using a ring-route method to each of the unit areas and add additional logistics assets to meet the requirement.

Paragraph 5-79 in Field Manual 4-0 states that “[a] unit uses a logistics re lease point (LRP) to maximize efficient use of distribution assets and reduce the amount of time and distance the supported unit requires to travel to receive supplies needed for missions.” This effective method of resupply is from a central LRP that supports multiple company/battalion-level or ganizations to minimize the number of convoys on the road, time on location and risk to the supporting logistics as sets.

However, several factors determine the best course of action to meet the intent of uninterrupted resupply. A centralized LRP location may not be sustainable based on the distance to each supported unit, the terrain or the anticipated threat level across the battlefield. The RoK’s terrain is mountain ous, with dense foliage and restrictive to wheeled vehicles. There are dense urban areas that pose a threat to any ground movement; enemy forces can easily blend into the population. Based on these factors, the best method for resupply is to use a ring-route method; augment the LOGPAC con voys with more logistics assets; and stop at each unit location to conduct unit distribution. This limits the num ber of vehicles on the road and reduc es security and synchronization requirements to mitigate risk to the for mation.

Conclusion The FSC must provide the cavalry squadron with effective distribution of all classes of supply and responsive, efficient sustainment support in the PACOM area of responsibility. It can do this by packaging CCLs to expedite ini tial movement; providing additional Class I and V to troops for movement; and maintaining efficiency during re supply operations.

CPT Patrick O’Brien commands Delta FSC, 2nd Squadron, 13th Cavalry Regiment, 3rd ABCT, 1st Armored Division, Fort Bliss, TX. Previous assign ments include support-operations transportation officer, 123rd BSB, 3rd ABCT, 1st Armored Division, Fort Bliss; support-operations supply and services officer, 299th BSB, 2nd ABCT, 1st Infantry Division, Fort Riley, KS; executive officer, Fox FSC, 1st Battalion, 7th Artillery Regiment, 2nd ABCT, 1st Infantry Di vision, Fort Riley; and distribution-platoon leader, Hotel FSC, 1st Battalion, 63rd Armored Regiment, 2nd ABCT, 1st Infantry Division, Fort Riley. CPT O’Brien’s military schooling includes Ordnance Basic Officer Leader’s Course and the Logistics Captain’s Career Course. He holds a bachelor’s of science degree in business management from Norwich University. CPT O’Brien’s awards and honors include Noble Patron of Armor and the Ordnance Branch’s Order of Samuel Sharpe.

Acronym Quick-Scan ABCT – armored brigade combat team BSA – brigade-support area BSB – brigade-support battalion CCL – configured combat load CFTF – counterfire task force DoS – days of supply FMT – field-maintenance team FSC – forward-support company FTCP – field-trains command post LOGPAC – logistics package LRP – logistics release point PACOM – Pacific Command RoK – Republic of Korea SPO – support-operations officer SSL – shop stock list TRM – tank rack module