Success throughout any National Training Center (NTC) rotation often directly reflects the rotational units’ emphasis placed on maintenance operations prior to and during the training event. Maintenance operations are often the primary shortcoming of Armored Brigade Combat Teams (ABCTs) at Fort Irwin. The following article provides observations, best practices, and potential solutions for Echo Forward Support Company (FSC) maintenance operations, Engineer specific problem sets, and Chemical Biological Radiological Nuclear (CBRN) Reconnaissance Platoons’ challenges within the Brigade Engineer Battalions (BEB) of ABCTs during Force on Force operations in a Decisive Action Training Environment against a near-peer threat.
Echo Forward Support Company
The goal of any FSC at the NTC is to prolong operational endurance for the BCT using their organic maintenance assets. The most common inefficiency observed by NTC Observer-Coach-Trainers (OC/Ts) in Echo FSCs maintenance processes is the DA Form 5988-E (Equipment Maintenance and Inspection Worksheet) flow. Efforts to maintain 100% situational awareness of Operational Readiness Rate (ORR) results in the 5988-E flow following a 24-hour issue/submission cycle. The area of operations a BEB encompasses, along with widely dispersed company and smaller elements, frequently results in an inefficient and ineffective 5988-E flow. Best practice to mitigate a poor 5988-E flow is to follow a 72-hour staggered issue/submission process for 05/12 priority issues, with 02 priority issues requiring immediate notification via VOIP Phone/JCR/JBC-P directly to the supporting maintenance echelon and the BEB Maintenance Chief. Units can stagger 5988-Es to prevent overwhelming the maintenance echelons. This typically results in a healthier ORR.
Mission Essential Tasks Lists (METLs) describe the specific tasks necessary to ensure mission accomplishment down to the platoon level. Maintenance sections across all E FSCs share similar shortfalls, such as the inability to effectively Conduct Unit Defense (MET 63-CO-4546) while simultaneously conducting support maintenance operations. This gap primarily results from a poor Tactical Assembly Area (TAA) development plan, a lack of junior NCO knowledge base on defensive operations, and FSCs conducting their rotation without their full Modified Table of Equipment (MTOE) of personnel and equipment, leaving the unit under-resourced.
The Tactical Assembly Area (TAA) development plan determines whether an FSC’s Unit Maintenance Collection Point (UMCP) and Combat Trains Command Post (CTCP) are co-located or dis-located from the TAA, which results in vastly different manpower requirements for the unit. Best practices observed are to co-locate the UMCP and CTCP within the BEB TAA, which minimizes the number of Soldiers drawn from the maintenance platoon for defense of the TAA.
Lack of junior NCO knowledge on defensive operations can be improved through tough, realistic training at home station that focuses on fighting position establishment, sector sketches, crew served weapons drills, and employment of communication systems; all of which are the notable failures during FSC defenses at NTC. Constraints against FSCs bringing their full MTOE equipment set for a rotation are varied and can usually be mitigated via the draw grid at the NTC, but FSCs should also bring their full MTOE of crew served weapons to improve the TAA’s defenses. FSC maintenance sections are most effective and can accomplish both their maintenance and defensive missions when they are properly trained and resourced.
The final observed limitation to effective maintenance operations within the E FSC is inadequate crewing of the Distribution Platoon. This shortfall is usually remedied by resourcing additional Soldiers from the maintenance and/or field feeding sections. If FSCs resource those additional personnel from the maintenance section, a noticeable reduction in throughput of maintenance operations occurs. Without changes to the FSC MTOE for personnel, the best practice is cross-training. Units should train their field feeding teams and headquarters platoon to accomplish the distribution platoon’s mission.
Enabler Units
Echelons Above Brigade (EAB) integers to the BEB usually exacerbate maintenance and sustainment problems.. Any non-organic unit like the Mobility Augmentation Company (MAC), Sapper Company, and Engineer Construction Company (ECC) historically experiences issues with maintenance and sustainment operations during their rotation at the NTC. Issues include Department of Defense Activity Address Code (DoDAACs) not being pulled under the BEB properly in the Global Combat Support System – Army (GSCC-A), CLIX parts denied by brigade when the MAC or Sapper Company requests parts, and the company failing to submit 5988-Es correctly or in a timely manner. Most enabler unit that supports the BEB deal with one of these issues. It severely restricts their ability to be a combat multiplier. Fortunately, units can solve these issues and successfully integrate enablers into maintenance operations.
One of the most frustrating issues with ordering CLIX is ensuring that the enabler has their DoDAACs aligned under the BEB in GCSS-A. From the OC/T side, we focus on making sure the unit coordinates DoDAAC relocation with the BEB prior to arrival at NTC. Upon arrival at the LSA, OC/Ts advise enablers to order a washer in GCSS-A, referred to as the “washer test.” This allows the unit to confirm they placed their DoDAAC under the correct supported higher unit, that the part arrives at the correct SSA, and that the enabler unit can physically receive the part ordered.
While uncommon, the enabler’s DoDAACs can revert back to their organic higher unit. This prevents the unit from receiving parts during the rotation. If this occurs, the unit must contact their organic Property Book Officer (PBO). They need to request the release of their DoDAAC for realignment under the supported rotational BEB. However, if this occurs during the unit’s 14 training days, it becomes extremely difficult to reach the PBO. It may result in the unit not receiving any additional parts until the rotation’s end.
Over the last 12 rotations, OC/Ts have seen many enablers fail to receive any parts due to ordering parts improperly. One of the most common errors in GCSS-A is ordering parts and sending them to the wrong storage location (SLOC). This usually results in sending the parts to their home station SLOC. Units can prevent this in a few ways. They can train the Prescribed Load List (PLL) clerk on GCSS-A. They can ensure he coordinates with the BEB’s Battalion Maintenance Officer (BMO). The BMO is the unit’s subject matter expert. He or she should ensure there are no SLOC errors when when the unit orders parts.
Finally, some enablers simply do not have a solid maintenance program in place. Units must solve this problem at the company and battalion level. During the rotation, OC/Ts have noticed that units fail to conduct PMCS before, during, and after missions effectively. This becomes apparent when the enabler has a drastic drop in their combat power mid-rotation. The simplest fix to this is the company creating and enforcing a maintenance Standard Operating Procedure (SOP) for the field. Many units don’t overcome “motor pool Monday” mentality. They fail to understand the importance submitting 5988-Es more than once a week while at NTC.
When enablers come to the NTC they have their own SOPs for conducting maintenance. This presents problems when attached to new units. It requires an adjustment to their SOPs prior to arriving for their rotation. Enablers that coordinate and integrate with supported units prior to their rotation tend to have a more effective maintenance program.
In conclusion, EAB enabler maintenance presents a real challenge to BCTs. However, there are solutions that will make enabler maintenance successful. Companies must work with both organic and supported PBOs to move their DoDAACs to the correct parent unit. It is also important that companies have certified and trained PLL clerks. If possible, they should also have Chief who can supervise the ordering of their specific parts. Finally, the enabler leaders must take ownership of their maintenance program. They should establish a relationship with supported units in advance of their rotation to synchronize maintenance standards and requirements. These changes and TTPs will have a significant positive impact on the unit’s performance during their rotation at the NTC.
CBRN Platoons
The Army maintains two variants of the CBRN Reconnaissance and Surveillance Platoons (R&S) light and heavy, in the modular force design. Platoons differentiate themselves by the way they conduct missions and the vehicles they use to conduct those missions. The CBRN R&S platoon (light) primarily conducts R&S by using the dismounted reconnaissance sets, kits, and outfits (SKOs) and can conduct missions in urban environments where maneuvering is confined. The CBRN R&S platoon (heavy) conducts mounted reconnaissance using three CBRN reconnaissance vehicles with a variety of detection equipment; affording increased terrain coverage in support of route and area reconnaissance.
Both Stryker BCTs (SBCTs) and ABCTs are allocated one CBRN R&S heavy platoon. While duties of unit CBRN teams are not necessarily performed by Soldiers with military occupational specialty 74D, the R&S platoons are 74D specific with special skill identifiers; allowing the highly specialized R&S platoon to more effectively support the BCT.
Most R&S platoons over the last year has arrived at NTC with NMC NBCRVs. Many NBCRV maintenance issues require FSR support to diagnose and repair. The platoon often struggles to turn in 5988-Es and struggles to maintain an accurate status of ordered parts. A key to success is following through with the FSC maintenance section to ensure parts are in fact on order. Success at NTC directly correlates to proper maintenance practices. Successful units conduct home station maintenance to standard. And, they have systems and processes in place to mitigate maintenance problem sets in the DATE.
Additional issues that plague BCT rotations at NTC are that R&S platoons are consistently underutilized, there is no maintenance plan (nor are personnel capable of supporting the specialized equipment within the NBCRV), and BCTs do not utilize their R&S platoons with any regularity or consistency. Some BCTs will place them forward with the cavalry squadron while others keep them in reserve.
In order to incorporate the R&S platoon, staff considerations must include: Focus on CBRN defense to provide the commander versatility and synchronization; focus on CBRN reconnaissance assets on repositioning and withdrawal routes, passage points, and passage lanes; identifying alternate routes if passage routes become contaminated; balancing vulnerability of the force against the need for mass, agility, and depth; understanding the enemy order of battle and doctrinal templates as they relate to CBRN use. Utilizing these considerations will allow the R&S platoon to shape the battlefield while providing valuable insight to the BCT.
References:
- FM 3-11: Multi-Service Doctrine for Chemical, Biological, Radiological, and Nuclear Operations
- Combined Arms Training Strategy (CATs)
- FM 4-95: Logistics Operations
- FM 4-0: Sustainment Operations
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