3-36. The purpose of load tailoring is two-fold. First, it lets the commander and staffs use their understanding of the current situation to determine what supplies and equipment are essential to the mission. Second, it accounts for potential impact on Soldier loads, emphasizing the need to carry what is necessary. The commander and staffs consider the following areas in load tailoring for subordinates to maintain combat power and to ensure accomplishment of the mission.
Commander’s Guidance
3-37. When confronted with unacceptable loads Soldiers must carry, commanders may establish firm guidance on the weight of loads carried by Soldiers. However, when realistically applying such guidelines, Soldier loads may not be optimized for the mission. Load tailoring normally falls directly to the commander, who decides what is transported or stored in sustainment loads or packages based on the mission. The commander’s guidance sets the conditions for the staff’s mission analysis in determining what is transported or stored to support the march.
Estimate of Situation
3-38. During planning, commander and staffs’ estimates are continually updated. Updated estimates are based on a complete analysis and understanding of the unit’s mission at the end of the march, enemy situation, terrain being marched on or through, expected weather, and the physical condition of the unit’s personnel conducting the march. Through understanding the commander decides what items to include in the Soldier combat load and what items to leave with the sustainment load, either uploaded on vehicles or packaged in the unit trains.
Decisions to Reduce or Offset Risk
3-39. Risk management is the Army’s process for helping organizations and individuals make informed decisions to reduce or offset risk. Using this process increases the march force’s operational effectiveness and the probability of mission accomplishment. This systematic approach identifies hazards, assesses them, and manages associated risks. Risk management outlines a disciplined approach to express a risk level in terms readily understood at all echelons. For example, the commander may adjust the level of body armor protection balancing an increased risk level to individual Soldiers to improve the likelihood of mission accomplishment. (See ATP 5-19 for a detailed discussion on the analysis of risk.)
Calculating Load Requirements
3-40. Calculating loads includes three components: common essential items carried regardless of threat, environment, or mission; duty position load, consisting of assigned weapons or components of the weapon systems plus ammunition; and variables, consisting of all other items carried or transported, based on the commander’s understanding of the situation. (See figure 3-6 on page 78.) When calculating load requirements—
- Modify combat loads into fighting, approach march, or emergency approach march loads, when applicable.
- Modify assault pack and/or rucksack loads per the mission and/or following unit SOPs.
- Organize nonessential equipment into the sustainment and contingency loads, if possible.
- Determine how to best move nonessential supplies and equipment later in the operation once combat loads are established, dictated by commander and staff’s recommendations.
Unit Load (Packing List)
3-41. Units should develop packing lists in their unit SOPs to include specific deployment options, based on guidance from the chain of command. Once deployed, commanders may send items back to support areas for inclusion in contingency loads. The compositions of combat and sustainment loads are driven by the mission and commander’s intent.
Next Page : Section 3 – Movement of Supplies and Equipment