Tank-Maintenance Playbook While Cross-Attached at National Training Center

Company B, 2nd Battalion, 34th Armor Regiment, 1st Armored Brigade Com bat Team (ABCT), 1st Infantry Division, at Fort Riley, KS, participated in National Training Center (NTC) Rotation 20-05 with 1st Stryker Brigade Combat Team (SBCT), 2nd Infantry Division, in March 2020 with noteworthy success. Company B maintained an 85-92 per cent operational-readiness rate through deployment; reception, stag ing, onward movement and integra tion (RSOI); force-on-force (FOF); SBCT live-fire exercise (LFX); and regenera tion. Despite a nonorganic higher headquarters and lack of an associated M1A2-M3A3 Class IX authorized stockage list, this consistent state of mechanical readiness required thoughtful conditions-setting during planning and preparation. Facilitating vehicle maintenance and efficient Class IX requisitioning and distribution also required meticulous coordination and conscientious leadership from multiple tactical command-and-control nodes and many headquarters across Fort Irwin, CA, and Fort Riley. This article outlines “away” that worked for Company B. Planning Setting maintenance conditions for Company B before deployment re quired a team effort – company through brigade. Activating the train ing Department of Defense Activity Address Code (DoDAAC) at NTC for Company B required coordination among the 2-34 Armor maintenance-control technician (MCT), the 1st ABCT Property Book Office and 916th Brigade Supply-Support Activity (SSA) at Fort Irwin. Once activated, the battalion MCT re hearsed ordering a dime-washer from Fort Riley, ensuring delivery at 916th’s SSA. The MCT also created signature cards for three SSAs: 11th Armored Cavalry Regiment (ACR), Army Materiel Command’s Logistics Readiness Center (LRC) and 916th Brigade. This action provided access to all Fort Irwin Class IX resources while afford ing requisitioning flexibility. Not surprisingly, the unit conducted a number of “walk-ups” at 11th ACR’s SSA for line-replaceable units (LRU), nuclear/biological/chemical filters and V-packs (air filters for tanks) during the rotation. In coordination with 101st Brigade Support Battalion, 1st ABCT, Company B deployed a Direct Support Electrical Systems Test Set (DSESTS) that provided commensurate maintenance capability for the M1A2 SEPV2 and M3A3 Bradley Fire Support Team vehicle (11th ACR’s DSESTS provides capability for M1A1 and M2A2 variant vehicles only). More deployed sustainment capability included two M978 fuelers, one Mod ular Fuel System (MFS) trailer and two M88A2 tracked recovery vehicles. (See Figure 1 for complete vehicle listing). Company B also completed all tank an nual services in February 2020, railed 14/14 fully-mission-capable (FMC) tanks at Fort Riley and deployed the company BOH cargo container with a full complement of shop-stock listing. Furthermore, the Company B commander participated in 1-2 SBCT’s military decision-making process (MDMP) at Joint Base Lewis McChord, WA. The commander discussed capa bilities, limitations and sustainment requirements while providing tactical employment considerations. Sustainment discussion centered on Class III bulk requirements exceeding an SBCT’s conventional consumption rates, demanding unconventional lo gistical planning. Moreover, Class III package incompatibility such as Turbo shaft and fire-resistant hydraulic fluid required pre-requisitioning to ensure on-hand supplies met demands. Similarly, the unique Class IX require ments and M1A2 maintenance challenges required meticulous preparatory planning. Because of Operation Atlantic Resolve requirements, the commander could not participate in 1-2 SBCT’s leader-training program at

NTC.

Preparation The 2-34 Armor deployed its S-3, MCT, maintenance-control noncommis sioned officer (MCNCO), a Global Combat Support System-Army (GCSS-

A) clerk, a General Dynamics field-service representative (FSR) and staff-captain liaison officer (LNO) to Fort Figure 1. Task organization.

Irwin, overseeing both combat-power build and maintenance execution (Figure 2). Also, 2-34 Armor employed another Honeywell FSR from Twenty-nine Palms, CA, for tank-engine sup port as needed. Since attached to 1-14 Cav, the MCN CO configured his GCSS-A account to the squadron’s Very Small Aperture Terminal (VSAT) to share both the equipment-status report and recover able report. The MCNCO also coordi nated with 1/2 SBCT’s senior maintenance technician confirming that Company B’s DoDAAC imported correctly. Of note, the MCNCO deployed with a 1st ABCT wifi “puck” (the puck is an interface to connect midi instruments wirelessly to smartphones, tablets, etc.), facilitating 24/7 visibility on both Fort Irwin and Fort Riley SSA parts availability, while monitoring Fort Ri ley Class IX shipments. The MCT established points of contact with both Fort Irwin’s Tank-Automo tive and Armaments Command and Communications-Electronics Command for more maintenance resources. Concurrently, the S-3 coor dinated with the Yermo team, ensuring efficient rail downloads and rapid onward movement of equipment to initiate RSOI and maintenance at the rotational-unit bivouac area (RUBA). The S-3 reported capability build and processing requests for information during both 1/14 Cav’sand 1/2 SBCT’s update briefs. The S-3 also coordinated with the brigade S-4 and support-operations officer (SPO) on Class III consumption rates, fuel capacity, fueler placement, recovery-asset locations, logistics-status (LOGSTAT) reporting requirements and projected logistics package (LOG PAC) scheduling to avoid emergency resupply and potential backhaul. The S-3 also coordinated with sister battalion executive officers to advise on tank sustainment and recovery operations for future cross attachments (Figure 2). This team effort facilitated early and uninterrupted Class IX requisitioning and distribution to Company B. The cooperation allowed the Bravo com mander to focus on readying his company for combat while executing the many RSOI tasks. Combined with are lentless field-maintenance team (FMT), Company B maintained 13/14 FMC during RSOI. Execution Once Company B deployed to the training area, the company executive officer executed a 72-hour 5988E cycle. The FMT verified faults, requested associated Class IX parts and packaged LOGSTAT via Joint Battle Command-Platform to 1-14 Cav’s S-4 and 5988E reports through LOGPAC delivery to an embedded GCSS-A clerk at 1-14 Cav’s unit maintenance-collection point (UMCP). The clerk validated requisi tions for parts via VSAT communica tion to the MCNCO, who remained po sitioned with 916th Brigade’s SSA. The MCNCO researched potential Fort Ir win or Fort Riley SSAs walk-ups. Fort Riley SSA parts availability re quired coordination with 2-34 Armor’s MCT for both the walk-up and over night commercial shipment to Fort Figure 2. NTC 20-10 rotational design (updated branch). Figure 3. Parts flow at NTC.

Irwin. Concurrently, the MCNCO re quested Class IX funding authorization through the 1st ABCT senior maintenance technician or SPO for procure ment. Upon receipt of Class IX parts to the 916th SSA, the MCNCO validated and signed for parts while coordinat ing with 1-14 Cav’s LNO at the 1-2 SBCT brigade-supply area (BSA) for both parts custody exchange and pri oritization for distribution. The 1-14 Cav LNO would then coordi nate with 1-2 SBCT’s SPO through daily logistical synchronization meetings for LOGPAC distribution to 1-14 Cav’s UMCP and onward to Company B trains. Recoverable Class IX parts and updated 5988Es were then returned through the reverse-chain-of-custody procedure. Also, the maintenance team used the 1st ABCT DSESTS trailer to repair multiple LRUs, while 11th ACR’s electronic maintenance was also employed to fix two cryptographic-key-generation communications-security components (Figure 3). The team also positioned a 1st ABCT Armor staff-captain LNO with 1-2 SBCT planners to verify current combat power while providing tank-movement rate recommendations, terrain consid erations and employment options to maximize Company B’s combat effectiveness. This LNO participated in all 1-2 SBCT MDMP cycles while facilitat ing current-operations battle tracking, answering requests for information and providing updates as required. Assessment Tank companies require effective maintenance to fight. Planning main tenance across time and space while setting conditions for personnel, equipment, communication and re porting is an essential prerequisite. Establishing working relationships and procedural linkages, particularly with anon-organic higher headquarters, is paramount. Company B leveraged a team effort across echelons to prevent maintenance pitfalls and distractors that impede lethality. Company B redeployed to Fort Riley after a 10-day FOF and four-day SBCT LFX with 13 of 14 tanks FMC. This maintenance system required relent less leadership and managerial over sight at echelon. Leaders quickly intervened to adjudicate friction points and delays to facilitate the maintenance process. A consideration for improvement is re instating the Commander’s Exception Report to provide limited Class IX funding authorization at the point of repair, thereby reducing low-cost home-station transactions. Though not perfect, these procedural maintenance methods worked and fa cilitated first-rate lethality training for both Company Band 1/2 SBCT. LTC Ken Selby commands 2-34 Armor, 1st ABCT, 1st Infantry Division, Fort Ri ley, KS. His previous assignments include deputy brigade senior trainer, Joint Multinational Readiness Center, Hohenfels, Germany; secretary of the general staff, 1st Armored Division, during Operation Inherent Resolve; deputy brigade commander, 2/1 Armored Division; battalion executive officer, 1-35 Armor; and battalion operations officer, 1-35 Armor. LTC Selby’s military schools include Command and General Staff College (CGSC) (intermediate-level education), Cavalry Lead er’s Course, Armor Captain’s Career Course and Field Artillery Officer Basic Course. He has a bachelor’s of arts de gree in psychology from the University of California at Davis and a master’s of arts degree in management and leadership from Webster University. MAJ Patrick Howlett is the battalion operations officer, 2-34 Armor, 1st ABCT, 1st Infantry Division, Fort Riley. His previous assignments include tac tical officer, U. S. Military Academy (USMA), West Point, NY; infantry-company commander, Company A, 1-8 Cavalry, 2nd ABCT, 1st Cav Division, Fort Hood, TX; tank-company commander, Company C, 1-8 Cav, 2nd ABCT, 1st Cav Division, Fort Hood; executive officer, Troop B, 5-4 Cav, 2nd ABCT, 1st Infantry Division, Fort Riley; and scout-platoon leader, Troop C, 5-4 Cav, 2nd ABCT, 1st Infantry Division. MAJ Howlett’s mili tary schools include CGSC, Maneuver Captain’s Career Course (MCCC) and Ranger and Air-Assault Schools. He has a bachelor’s of science degree in history from USMA and master’s of arts degree in organizational psychology from Columbia University. CPT Daniel Krizan commands Company B, 2-34 Armor, 1st ABCT, 1st Infantry Division. His previous assignments include rear-detachment commander, 2-34 Armor, 1st ABCT; battalion assistant S-3, 2-34 Armor, 1st ABCT; heavy-weapons-platoon leader, Company D, 2-87 Infantry, 2nd ABCT, 10th Mountain Division, Fort Drum, NY; light-infantry-platoon leader, Company C, 2-87 Infantry, 2nd ABCT, 10th Mountain Division; and battalion S-3 plans officer, 2-87 Infantry, 2nd ABCT, 10th Mountain Division. CPT Krizan’s military schools include MCCC, Special Figure 4. NTC 20-05 Rotation timeline. Notes: RSOI was five days. This time line adjusts to include platoon LFX and troop LFX with squadron fires-coordi nation exercise (three days). There were transitions on Training Days 3, 6, 9,

14. There was a 14-day FOF with a four-day brigade LFX. The regeneration period was four days.

Operations Forces Captain’s Career Course, Ranger School, Army Mountain Warfare School and Airborne School. He has a bachelor’s of science degree in mathematics from Dickinson College. LRU – line-replaceable unit MCCC – Maneuver Captain’s Career Course MCCS – Marine Corps Community Services MCNCO – maintenance-control noncommissioned officer MCS – maintenance-control section MCT – maintenance-control technician MDMP – military decision-making process MFS – Modular Fuel System MILES – Multiple Integrated Laser-Engagement System NCO – noncommissioned officer NTC – National Training Center PH – phase PLS – palletized load system RSOI – reception, staging, onward movement and integration RUBA – rotational-unit bivouac area SBCT – Stryker brigade combat team SPO – support-operations officer SSA – supply-support activity TOC – tactical-operations center UCMP – unit maintenance-collection point USMA – U. S. Military Academy VSAT – Very Small Aperture Terminal Acronym Quick-Scan (includes figures) ABCT – armored brigade combat team ACR – armored-cavalry regiment BOH – name of a container, not an acronym BSA – brigade-supply area CGSC – Command and General Staff College DoDAAC – Department of Defense Activity Address Code DSESTS – Direct Support Electrical Systems Test Set FICA – Fort Irwin, CA FIST – fires-support team FMC – fully mission capable FMT – field-maintenance team FMTV – Family of Medium Tactical Vehicles FRKS – Fort Riley, KS FRS – field-repair system FOF – force-on-force FSR – field-service representative GCSS-A – Global Combat Support System-Army LFAST – Live-Fire Accuracy Screening Test LFX – live-fire exercise LHS – load-handling system LOGPAC – logistics package LOGSTAT – logistics status LNO – liaison officer LRC – Logistics Readiness Center Donovan Research Library Donovan Research Library Maneuver Center of Excellence hosts Armor student papers on various subjects, https://www.benning.army.mil/Library/Virtual.html, and back issues (1988-1982)of ARMOR magazine, https://www.benning.army.mil/Library/ CavalryArmorJournal/index.html Back-issue archiving shared with eARMOR (1983 through current edition), http://www.benning.army.mil/armor/earmor/