Section 1 – Sustaining the Platoon

8-1. Sustaining the platoon is primarily a company- and battalion-level operation. While the company commander and executive officer plan the company’s concept of support for the operation, the platoon leader and platoon sergeant are responsible for sustainment planning, preparation, execution, and assessment at platoon level. Sustainment is characterized by the following eight principles: integration, anticipation, responsiveness, simplicity, economy, survivability, continuity, and improvisation. (See FM 3-96 for additional information.) The platoon leader, with the assistance of the platoon sergeant, integrates these guiding principles to shape the sustainment concept of support for the platoon. This section describes sustainment operations in support of the platoon, specifically responsibilities, functions, tasks, and activities, and unit relationships throughout high operating tempo operations.

Responsibilities

8-2. Sustainment responsibilities for the platoon include reporting and requesting support requirements through the company and ensuring sustainment elements execute operations properly when they arrive in the platoon’s area. The platoon sergeant is normally in charge of these functions, with guidance and oversight provided by the platoon leader. Prior to and during operations, the platoon sergeant must submit accurate personnel and sustainment reports, along with other necessary information and requests to receive the needed support and services at the precise place and time needed. The following paragraphs (see paragraphs 8-3 to 8-5) address key leader sustainment specific responsibilities within the platoon and squad.

Platoon Leader

8-3. The platoon leader is responsible for developing the platoon’s sustainment concept of support. The platoon leader (assisted by the platoon sergeant) develops the concept of support to sustain the platoon’s scheme of maneuver. The platoon leader (assisted by the platoon sergeant) identifies support requirements for the platoon’s mission to the company where the company headquarters consolidates it and passes it on to the battalion.

Platoon Sergeant

8-4. The platoon sergeant is the platoon’s primary sustainment coordinator and operator, reporting directly to the platoon leader. The platoon sergeant executes the platoon’s sustainment plan, relying heavily on platoon and company tactical standard operating procedures (SOPs). The platoon sergeant (assisted by squad leaders) supervises and controls the Soldiers and equipment within the platoon. During preparations for the mission, the platoon sergeant works closely with the platoon leader and squad leaders to determine specific support requirements of the tactical plan. The platoon sergeant then ensures proper arrangements are made to provide those support requirements. Additional sustainment responsibilities include:

  • Determining the location of the platoon’s resupply point (as required) based on data developed during initial planning and war-gaming processes.
  • Compiling DA Form 2404 (Equipment Inspection and Maintenance Worksheet) or DA Form 5988-E (Equipment Maintenance and Inspection Worksheet), from the squad leaders and providing updates to the platoon leader as required.
  • Ensuring the platoon executes sustainment operations according to the platoon and company sustainment plans.
  • Leading the sustainment rehearsal in coordination with squad leaders to ensure integration into the platoon/company rehearsal.
  • Assisting the platoon leader in developing sustainment priorities (to include load tailoring [see ATP 3-21.18]) and guidance according to the company’s concept of support and enforcing them.
  • Conducting close coordination with the company executive officer and first sergeant for planning and resourcing the platoon’s mission.
  • Coordinating and synchronizing human resources support with the company first sergeant. This includes personnel accountability reports, casualty reports, replacement operations, personnel readiness management, mail operations, essential personnel services, and other administrative or personnel requirements.
  • Meeting the logistics package at the company logistics release point (known as LRP) or company trains; guiding it to the platoon resupply point and supervising platoon resupply operations (see paragraphs 8-16 to 8-25, or ATP 3-21.10 for additional information).
  • Providing a platoon orientation for new personnel and, in consultation with the platoon leader, makes recommendations on replacements to leaders within the platoon.
  • Directing and supervising evacuation of casualties, detainees, and damaged equipment.
  • Directing and supervising the collection, initial identification, and evacuation of human remains to the mortuary affairs collection point.
  • Maintaining the platoon-manning roster.
  • Cross-leveling supplies and equipment throughout the platoon.
  • Ensuring leaders within the platoon supervise the proper maintenance on all assigned equipment.
  • Coordinating logistics/personnel requirements with attached or operational controlled units.

Squad Leader

8-5. Squad leader (assisted by team leaders) sustainment duties include:

  • Ensuring Soldiers perform proper maintenance on all assigned equipment.
  • Ensuring Soldiers maintain personal hygiene.
  • Compiling personnel and logistics reports for the platoon and submitting them to the platoon sergeant as directed or in accordance with unit SOP.
  • Obtaining supplies, equipment (except Class VIII), and mail from the platoon sergeant and ensuring proper distribution.
  • Cross-leveling supplies and equipment throughout the squad.
  • Assisting the platoon sergeant in developing sustainment priorities (to include load tailoring [see ATP 3-21.18]).

Note. The squad leader ensures all squad members carry their own improved first-aid kit to sustain survivability. See paragraphs 1-43 and 1-46 to 1-48 for information on combat lifesaver (CLS) and the platoon’s medic, respectively.

Plan, Prepare, Execute, and Assess

8-6. The platoon leader, with the assistance of the platoon sergeant, fully integrates and synchronizes the company’s sustainment concept of support within the platoon’s concept of operations. This concept of support describes how the unit will execute and receive sustainment during the operation. Planning during troop leading procedures (TLP) is continuous and concurrent with ongoing support preparation, execution, and assessment.

Planning

8-7. Company and platoon SOPs should be the basis for sustainment operations, with planning conducted to determine specific requirements and to prepare for contingencies. The platoon planning should address specific support matters of the mission. Deviations from the sustainment SOPs should be covered early in the planning process. In most situations, sustainment planning begins before receipt of the mission, as part of the ongoing process of refining the sustainment plan.

8-8. The platoon leader develops the platoon sustainment plan by first determining exactly what the platoon has on hand to accurately estimate the platoon’s support requirements. It is critical for the company to know what the platoon has on hand, especially for designated critical supplies. This process is important not only in confirming the validity of the sustainment plan but also in ensuring the platoon’s support requests are submitted as early as possible. The platoon leader formulates the sustainment plan and submits, through the platoon sergeant, support requests based on the results of the platoon’s maneuver plan. The sustainment plan should provide answers based on the nature of the operation and specific tactical considerations, such as—

  • What types of support will the platoon need?
  • In what quantities will this support be required?
  • Will contingency resupply (for example, Class I-water, Class V-ammunition) be required during the operation (see note on page 8-5)?
  • Does this operation require pre-position supplies?
  • What is the composition, disposition, and capabilities of the expected enemy threat? How will these affect sustainment during execution?
  • Where and when will the expected contact occur?
  • What are the platoon’s expected casualties and equipment losses based on the nature and location of expected contact?
  • What impact will the enemy’s special weapons capabilities (such as chemical, biological, radiological, and nuclear [CBRN]) have on the battle and on expected sustainment requirements?
  • How many enemy prisoners of war are expected, and where?
  • How will terrain and weather affect the sustainment plan during the operation?
  • What ground will provide the best security for maintenance collection points (when vehicles attached) and casualty collection points (CCPs)?
  • What are the platoon’s casualty evacuation (CASEVAC) and/or medical evacuation (MEDEVAC) routes?
  • What are the company’s dirty routes for evacuating contaminated personnel, vehicles, and equipment?
  • When and where will the platoon need resupply?
  • Based on the nature and location of expected contact, what are the best sites for the CCP?
  • Where will the enemy prisoner of war collection points be located?
  • What are the support requirements, by element and type of support?
  • Which squad or team has priority for support and resupply?
  • Will lulls in the operation permit support elements to conduct resupply operations in relative safety?
  • Based on information developed during the sustainment planning, which resupply technique should the platoon use (see paragraphs 8-16 to 8-25, or ATP 3-21.10 for additional information)?

Note. Contingency resupply is the on-call delivery of prepackaged supplies during the execution phase of an operation. This type of on call delivery of a prepackaged resupply is generally used to support an operation of limited duration, such as an Airborne or air assault or other limited engagement of short duration. Contingency resupply operations for the platoon are identified during the TLP, normally during war gaming as the course of action (COA) is analyzed. Contingency resupply differs from a planned resupply (for example logistics package) or emergency (immediate) resupply, in that, prior to execution, triggers for delivery are developed to tie contingency resupply operations to the ground tactical plan. (See ATP 3-21.10 for additional information.)

Preparation

8-9. Preparation for sustainment consists of activities performed by the platoon to improve its ability to execute the operation. These preparations refine the sustainment concept of support. Preparations include but are not limited to plan refinement, rehearsals, coordination, inspections, and movements. Sustaining factors to consider, although not inclusive, include geography information and the availability of supplies and services, facilities, transportation, maintenance, and general skills (such as translators or laborers). Preparations may include building pre-packaged resupply drops; for instance, bags loaded with loaded rifle magazines, rations, water, batteries, and so forth.

8-10. Sustainment rehearsals help synchronize the platoon’s concept of support within the company’s overall operation. These rehearsals typically involve coordination and procedure drills for transportation support, resupply, maintenance and vehicle recovery (when attached), and MEDEVAC and CASEVAC. Throughout preparation, units rehearse battle drills and SOPs. Leaders place priority on those drills or actions they anticipate occurring during the operation. Sustainment rehearsals validate logistical synchronization with the concept of operations. Rehearsals focus on the supported and supporting unit with respect to sustainment operations across time and space as well as the method of support for specific actions (for example, contingency resupply) during the operation. If the platoon is using unfamiliar movement assets, rehearsals should include both evacuating injured Soldiers from those vehicles and loading casualties in them.

Execution

8-11. The platoon leader and platoon sergeant plan and organize sustainment operations that can be executed rapidly, possibly with widely dispersed operations. Sustainment determines the depth and duration of the platoon operation and is essential to retaining and exploiting the initiative to provide the support necessary to maintain operations until the mission is completed. Failure to sustain operations could cause a pause or culmination of an operation resulting in the loss of the initiative. The platoon sergeant, reporting directly to the platoon leader, and company executive officer and first sergeant work closely prior to execution to synchronize all sustainment functions to allow the platoon maximum freedom of action.

Assessment

8-12. The platoon leader and platoon sergeant, through continued assessment of the current situation determine if the current operation is proceeding according to the company commander’s intent and if planned future operations are supportable. For example, the platoon sergeant may assess the need to apply additional security measures to an LRP in the platoon’s area of operations (AO). The mission of, threat to, and location of the LRP determines the degree of protection needed.

8-13. Additionally, knowing the status of liquid, ammunition, casualties, and equipment (known as LACE) through the reporting of subordinates provides information to the platoon leader and platoon sergeant on the impact of these areas on the mission. The status of these areas is compared to execution to assess whether they are shortages: now; will arise as shortages that can impact the mission; or are shortages that will not impact mission accomplishment. Examples include, knowing:

  • The extent of casualties, the consumption of medical supplies.
  • The status of ammunition and water, comparing consumed to expected continued consumption.
  • The status of serviceable equipment and weapons systems.

Supply And Field Services

8-14. Supply provides the materiel required to accomplish the mission. Supplies such as subsistence items, water, ammunition, and barrier materials are the most common. Field services maintain combat strength of the force by providing for its basic needs and promoting its health, welfare, morale, and endurance. Field services provide life support functions. Common services that may be available consist of shower and laundry, field feeding, sanitation services, mortuary affairs, and water purification.

8-15. The Infantry rifle platoon normally deploys with 72 hours of supplies specific to its assigned mission. Supply commodities are used in support of missions and are separated into ten supply classes:

  • Class I – Perishable and semi-perishable subsistence items, water, and gratuitous health and comfort items, includes rations that are packaged as individual or group meals.
  • Class II – Individual equipment and general supplies, items consist of common consumable items such as clothing, individual equipment, tentage, tool sets and kits, maps, administrative/housekeeping supplies, and CBRN protective equipment.
  • Class III – Packaged fuel—petroleum, oils, and lubricants, consists of packaged petroleum, oils and lubricants that can be handled similarly to dry cargo.
  • Class III – Bulk fuel—gasoline, diesel, and aviation fuel.

Note. Consumption rates of Class III packaged, and bulk are especially important when the Infantry rifle platoon has attached or in direct support vehicles and armored or Stryker vehicles.

  • Class IV – Construction and barrier materials, consists of construction, fortifications, and barrier materials. Typically, a platoon will not have a requirement for Class IV materials unless in the defense. For example, gloves and picket pounders for handling of concertina wire and placement of pickets.
  • Class V – Ammunition, unit basic load—the quantity of supplies required to be on hand within, and moved by a unit or formation, expressed according to the wartime organization of the unit or formation and maintained at the prescribed levels (JP 4-09)—is determined by the weapon density, number of Soldiers, and specific mission requirements over time.
  • Class VI – Sundry personal demand items such as toiletry, hygiene, and small recreational items. In most cases, a Soldier deploys with a 30-day supply of health and comfort items. After the first 30 days, health and comfort packages are provided at 30-day intervals through Class I channels at the request of the unit commander.
  • Class VII – Major end items, this class of supply is intensely managed and controlled through higher command channels. Detailed planning at all echelons includes recovery operations and battle loss/battle damage replacement operations. This is particularly important to the platoon when attached with mounted assets.
  • Class VIII – Medical supplies.

Note. Typically, the medical platoon of the Infantry battalion will deploy with a 3-day supply of Class VIII to support the battalion. When forecasting Class VIII requirements, take the mission, location, projected casualty rates, and available medical assets into consideration.

  • Class IX – Repair parts include individual repair parts and major assemblies such as engines, transmissions, and final drives, which are required to maintain equipment and operational readiness.

Distribution And Resupply Operations

8-16. The platoon sergeant, in coordination with the platoon leader, is the primary coordinator and operator for synchronizing distribution and resupply operations for the platoon. Distribution encompasses the movement of personnel, materiel, and equipment in support of the platoon. Resupply operations cover all classes of supply, water, mail, and any other items usually requested. The company executive officer is responsible for requesting and coordinating support capabilities against the platoon’s requirements. The platoon sergeant identifies these requirements through daily logistics status (known as LOGSTAT) reports. Whenever possible, the platoon conducts resupply on a regular basis, ideally during hours of limited visibility.

Methods Of Distribution

8-17. Distribution is the operational process of synchronizing all elements of the logistic system to deliver the “right things” to the “right place” at the “right time” to support the platoon’s concept of operations. The elements of logistics include maintenance, transportation, supply, field services, distribution, operational contract support, and general engineering. The platoon sergeant requests and executes distribution operations based on supply requirements communicated by the platoon leader and squad leaders. The platoon sergeant communicates the platoon’s requirements through LOGSTAT reports and other means, through the company executive officer or first sergeant, to the battalion.

8-18. Methods of distribution integrate and synchronize materiel management and transportation. Supporting sustainment units use the best distribution method dependent on the mission, the urgency of requirement, the threat, the supported unit’s priority of support, time/distance, and other mission variables of METT-TC (I) mission, enemy, terrain and weather, troops and support available, time available, civil considerations, and informational considerations. The two methods of distribution are unit distribution and the three techniques (service station, tailgate, or in-position) of supply point distribution. (See ATP 3-21.10 for additional information on each method of distribution.)

Methods Of Resupply

8-19. Resupply operations require continuous and close coordination between the supporting and supported units. The two methods of resupply are planned resupply and emergency resupply. Planned resupply is the preferred method of resupply. At the platoon level, the company sustainment concept of support and LOGSTAT reports by the platoon sergeant, normally establish the requirement, timing, and frequency for planned resupply. A planned resupply may occur during an operation. Emergency resupply is the least preferred method of supply. While instances of emergency resupply may be required, especially when combat losses or a change in the enemy situation occurs, requests for it may indicate a breakdown in coordination and collaboration between supported and supporting units.

8-20. The platoon sergeant is responsible for synchronizing resupply operations for subordinate squads and other elements assigned or attached to the platoon. The platoon sergeant identifies requirements through daily LOGSTAT reports and sustainment planning conducted during TLP. (See ATP 3-21.10 for additional information on the methods of resupply to sustain the platoon during operations.)

Delivery Techniques Of Resupply

8-21. Logisticians and supported units can use several techniques for resupply during planned and emergency resupply operations. See ATP 3-21.10 for additional information on the following delivery techniques for resupply:

  • Logistics package. A grouping of multiple classes of supply and supply vehicles under the control of a single convoy commander, is a simple and efficient way to accomplish planned (routine) resupply.
  • Contingency resupply. The on-call delivery of prepackaged supplies during the execution phase of an operation.
  • LRP. The company most commonly executes supply point distribution by means of an LRP:
    • Any place on the ground where unit distribution vehicles take supplies met by the company representative (for example, the first sergeant).
    • Then takes the supplies forward to subordinate platoons for subsequent distribution.
  • Pre-positioned supplies. The pre-positioning of supplies is a planned resupply technique that reduces the reliance on traditional convoy operations and other resupply operations.
  • Cache. A pre-positioned and concealed supply point (different from standard pre-positioned supplies because the supported or supporting units conceal the supplies from the enemy whereas units may not conceal other pre-positioned supplies).
  • Aerial delivery. By airland, airdrop, and sling-load operations that provides additional capability to resupply the platoon when the terrain or enemy situation limits access by ground transportation.

Echelon Support

8-22. How the Infantry battalion, including external and attached organizations and the brigade support battalion of the Infantry brigade combat team (IBCT), array in echelon varies widely based upon the mission variables of METT-TC (I). The forward support company, in support of the Infantry battalion’s concept of support (prepared by the battalion logistics staff officer), plans and synchronizes echelon support—the method of supporting an organization arrayed within an area of operation (see ATP 4-90). Current mission, task organization, command and control, concept of support, capability and capacity, and terrain influence how support is echeloned. As the Infantry battalion’s primary sustainment organization, the forward support company’s organization facilitates echeloned support. Common echelon of support at the lowest level of sustainment is executed at the battalion and company echelons. (See ATP 3-21.20 and FM 3-96 for additional information.)

8-23. Company trains provide sustainment for a company during combat missions. Company trains (when established) usually include the first sergeant, supply sergeant, armorer, and combat medic. When pushed down to company level, a MEDEVAC team may collocate in the company trains. The supply sergeant can collocate in the battalion combat trains (when established) or battalion field trains if it facilitates logistics package operations. The first sergeant controls the company trains to ensure its operational responsiveness and survivability although the company commander may assign the responsibility to the company executive officer. The distance of the company trains from the company’s combat mission is METT-TC (I) dependent. By placing at least one terrain feature between it and the enemy, the company trains will be concealed from the enemy’s direct fire weapons.

8-24. Configuring the company trains with the assets described above gives the company virtually immediate access to essential logistical functions to support subordinate platoons while allowing the trains to remain in a covered and concealed position out of enemy contact. Because the security of support elements is critical to the success of any mission, battalion and company trains develop plans for continuous security. Where feasible, they plan and execute a perimeter defense. Trains, however, can lack the personnel and combat power to conduct this level of security effort. In such situations, they implement passive measures (see paragraph 5-143) to avoid detection by the from enemy during unit and supply point distribution operations.

8-25. METT-TC (I) ultimately dictates the actual distance at which the trains operate. In some instances, the company trains can be collocated with the battalion combat trains or even the battalion field trains. Figure 8-1 illustrates a notional battalion concept of support to the platoon echelon. (See ATP 3-21.10 for additional information.)

Figure 8-1. Sustainment concept of support (echelon support example)

Maintenance

8-26. Maintenance is all actions taken to retain materiel in a serviceable condition. The maintenance of weapons and equipment is continuous. All Soldiers must know how to maintain their weapon and equipment according to the related technical manual. The platoon leader, platoon sergeant, and squad leaders must understand maintenance for every piece of equipment in the platoon.

8-27. Maintenance includes inspecting, testing, servicing, repairing, requisitioning, recovering, and evacuating vehicles and equipment. Maintenance at the platoon and squad level comprises thorough preventive maintenance checks and services, and accurate reporting of maintenance problems to the company.

8-28. Maintenance and the early identification of problems prevent equipment downtime and the reduction of combat effectiveness. The result of good preventive maintenance checks and services is a properly completed equipment inspection and maintenance forms. These forms, DA Form 2404 or DA Form 5988-E, are the primary means through which the platoon and squads obtain maintenance support or repair parts. The forms follow a pathway from crew level to the brigade support area (BSA) and back. Per unit SOP, the company executive officer or first sergeant supervises the flow of these critical maintenance documents and parts. The maintenance flow is as follows:

  • Squad leaders and/or vehicle (when equipped) commanders collect the maintenance forms to give them to the platoon sergeant (or sends them via, Joint Capabilities Release Logistics or Joint Battle Command-Platform) who then consolidates the forms for the platoon.
  • The platoon sergeant gives a hard copy of the forms (or forwards an electronic version) to the executive officer or first sergeant, who reviews and verifies problems and deficiencies and requests parts needed for maintenance and repairs.
  • The hard copy of the forms (or electronic versions) are consolidated at company level and then transmitted to the battalion and/or its supporting combat repair team.
  • During the next logistics package operation, the completed hard copy forms are returned to the combat repair team to document completion of the repair.
  • In the BSA, required repair parts are packaged for delivery during the next scheduled (planned) resupply or through emergency resupply means.
  • When the repair or installation of the part requires higher skills and equipment than the operator, a combat repair team is dispatched to assess the repair and to install the part on site.
  • The operator conducts initial maintenance, repair, and recovery actions onsite. Once it is determined that the crew cannot repair or recover the equipment or vehicle (when attached), the platoon contacts the executive officer or first sergeant. If additional assistance is needed, the combat repair team assesses the damaged or broken equipment and makes necessary repairs to return the piece of equipment to a fully mission-capable or mission-capable status, if appropriate.

8-29. The unit SOP should detail when maintenance is performed (at least once a day in the field), to what standards, and who inspects it. The squad leader is often the one who inspects maintenance work whereas the platoon sergeant, platoon leader, first sergeant, executive officer, and commander conduct spot-checks. A technique is for the platoon leader or platoon sergeant to spot check equipment at the platoon’s planned(routine) resupply time to ensure equipment is clean and the proper maintenance forms are complete before receiving Class I. Another technique is for each to spot-check a different squad whereas another is for each to check a single type of weapon or piece of equipment in all squads daily. Instructions for routine maintenance must be integrated into the SOP for patrol bases, tactical assembly areas (TAAs), defenses, and reorganization. They help ensure that Soldiers make a habit of maintenance and that they perform it without jeopardizing unit security. In addition to operator maintenance, selected Soldiers are trained to perform limited maintenance on damaged weapons and battle damage assessment and repair.

Next Page : Section 2 – Tactical Combat Casualty Care

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