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Army - FM4 30X3 - Maintenance Operations and Procedures
Army - FM4 30X3 - Maintenance Operations and Procedures
Maintenance Operations
and Procedures
JULY 2004
HEADQUARTERS
DEPARTMENT OF THE ARMY
Distribution Restriction: Approved for public release; distribution is unlimited.
This publication is available at
Army Knowledge Online
www.us.army.mil
*FM 4-30.3
Maintenance Operations
and Procedures
Contents
Page
Preface........................................................................................................................................... iv
Page
ii
Contents
Page
iii
FM 4-30.3
Preface
This manual provides authoritative doctrine for the Army maintenance support systems, which
comprise strategic to tactical level maintenance operations (at all echelons) across the full
spectrum of military operations as part of the combat service support (CSS) system.
During the transition of the first decade of the 21st Century, there will be a mixture of Legacy
(Army of Excellence (AOE) and Force Twenty-One (FXXI)) and Interim units operating
simultaneously, for which maintenance support will be required. In this manual, we address
AOE, FXXI, Interim Brigade, the emerging Interim Division, emerging Echelon Above Division
Redesign Maintenance operations, and Army Maintenance Transformation doctrine as it impacts
maintenance operations and procedures, including organizations, equipment, and personnel.
Interim updates for this manual; unit-specific field manuals; and tactics, techniques, and
procedures will be posted electronically on the CASCOM Ordnance Training
(http://www.cascom.army.mil/ ordnance/) and the USAOCS (http://130.114.88.10) home pages.
The intended audience of the manual includes the following:
• Combat and Combat Support Commanders – to give them a more universal understanding of
how maintenance support operations are organized and provided.
• CSS Commanders and Staffs – to inform them on the integration of transforming
maintenance support operations into the CSS and total Army missions.
• Soldiers and Students – to give them a broad knowledge of the maintenance support
operations structure and how it works.
The proponent of this publication is HQ TRADOC. Send comments and recommendations on DA
Form 2028 directly to Commander, USACASCOM&FL, Director of Combat Developments-
Ordnance, ATTN: ATCL-OA, 3901 A Ave. Suite 250, Fort Lee, VA 23801-1809.
NOTE: Unless otherwise stated, the masculine gender in this manual refers to both men and
women.
iv
Chapter 1
Maintenance Fundamentals
Global interdependence, reduced time, and fast-changing technology
affects every aspect of how the Ordnance Corps must do business today
and into the 21st century. In a Force Projection (FP) Army, maintenance
elements are increasingly required to anticipate, analyze, and tailor
available resources for effective and timely support of complex weapon
systems. Today’s focus on adaptive planning, to provide increased options
for decision makers, is prompting maintenance managers to embrace
change, innovation, and flexibility at all levels. Success will continue to be
based on the bottom-line measurement of the following:
• How well our customer’s equipment remains operational
(availability).
• How quickly it can be returned to service when it becomes
inoperable (maintainability).
• How long the user can anticipate failure-free performance
(reliability).
Sustaining decisive land force dominance through synchronized
maintenance operations will challenge commanders at all levels. They
must understand customer requirements, the overall support concept, and
the Army Maintenance System to have the right capabilities in the right
place at the right time.
MAINTENANCE SYSTEM OVERVIEW
1-1. Maintenance is one of the 11 CSS functions that supports soldiers
and their systems in the field. It sustains materiel in an operational
status, restores it to serviceable condition, or upgrades its functional
utility through modification or product improvement. The Army
Maintenance System designates the scope of tasks performed by
maintenance activities. It provides support planning requirements for
maintenance of materiel systems when fielded and after fielding. It also
establishes requirements for managing activities that physically perform
maintenance.
1-2. Maintenance levels form the baseline for determining which
specific maintenance tasks are assigned to each level. They are a means
to select the scope of maintenance and the skill levels necessary for units
and activities at various command levels.
1-3. Maintenance tasks include any action that retains or restores
materiel to a fully mission-capable condition. Tasks range from simple
preventive maintenance checks and services (PMCS) of equipment to
complex depot operations performed in fixed shop facilities. The
Maintenance Allocation Chart (MAC) remains the primary tool for
assigning tasks.
1-4. Distribution Management. Improvements under the distribution
management umbrella must allow the soldier to receive their parts
faster, better, and cheaper than the current methods of doing business. A
1-1
FM 4-30.3
useful way to improve the logistics processes that affect repair cycle is to
apply the distribution management methodology. Distribution
management is a management program aimed at improving the Army’s
Logistics processes. Distribution management is the methodology the
Army uses to analyze and improve its logistics performance to improve
readiness and reduce cost. This methodology is applicable in garrison and
while deployed. The aim of distribution management is to get support to
the soldiers as quickly and efficiently as possible without interruption in
the logistics cycle. Distribution management seeks to improve the
processes within the entire supply chain. The supply chain consists of the
following:
• Order and ship time (OST).
• Transportation.
• Inventory planning and warehouse management (also
referred to as stock determination (SD)).
• Maintenance (also referred to as repair cycle), to include
deployed operations.
It does this by reducing non-value added steps in the Army’s logistics
processes and thereby reducing unnecessary expenditures of resources
(such as manpower and dollars).
1-5. Customer Wait Time (CWT). CWT is an “end to end” metric that
measures the actual performance of the Army supply chain. It therefore
provides a holistic view of the entire Army supply chain process. CWT
shows the performance of the sources of supply, including supply support
activities (SSAs), maintenance units, direct vendor delivery, referrals,
redistribution, distribution centers and depots. Improvements in the
order fulfillment process and in the inventory management process both
help to improve the repair process. A major source of delay in repairs is
waiting for needed parts to arrive. As more orders are filled from local
supply points, and as orders filled at the Wholesale Supply System arrive
more quickly, the CWT and time mechanics have to wait for parts
delivery decreases. Repair cycle times are reduced and weapons systems
are returned more quickly to operational readiness.
1-6. The Single Stock Fund (SSF) is a Headquarters, Department of
the Army (HQDA) business process reengineering initiative to improve
the logistics and financial process in the Army Working Capital Fund
(AWCF), Supply Management Army business area. The national
maintenance point (NMP) also requires below-depot sources of repair.
The overall quality program consists of compliance with International
Organization for Standardization (ISO) 9002 and national stock number
(NSN) by NSN technical certification for each item awarded for repair
under NMP procedures.
1-7. The SSF is merging wholesale and retail elements of the Army
Working Capital Fund-Supply Management Army (AWCF-SMA) below
department level into a single, nationally-managed fund. This will
streamline current operations that has caused many inefficiencies. These
include multiple points of sale and credit, multiple ledgers/billing
accounts, and duplicative automated systems managing the same
inventory. The SSF is also changing how the Army budgets for base
operations, real property management, Army, and other accounts.
1-2
Maintenance Fundamentals
MAINTENANCE LEVELS
1-11. The Army Maintenance System, less aircraft, consists of a
flexible, four-level system (see Table 1-1, page 1-5). Each unique level
makes a different contribution to the overall system (see Table 1-2, pages
1-5 and 1-6).
LEVELS OF WAR
NOTE: While these are distinct levels, there is flexibility built into the
system due to overlapping capabilities. Maintainers do not lock
themselves into rigid levels of maintenance. When mission, enemy,
troops and support available, terrain and weather, time available,
and civil considerations (METT-TC) permit, maintainers at the
various levels may also repair selected components to eliminate
higher echelon backlogs and maintain technical skills.
1-3
FM 4-30.3
3 Dispatch
• Collapse Repair Cycle Time
The Right Services, Tools & Parts
To The Right Customer,
At The Right Place
At The Right Time!
1-4
Maintenance Fundamentals
Unit Operator/Crew
Operator/Maintainer
Organizational
Depot Depot
LEVEL OF
DESCRIPTION
MAINTENANCE
1-5
FM 4-30.3
LEVEL OF
DESCRIPTION
MAINTENANCE
1-6
Maintenance Fundamentals
1-7
FM 4-30.3
1-8
Maintenance Fundamentals
1-9
FM 4-30.3
1-10
Maintenance Fundamentals
1-11
FM 4-30.3
1 2 3 4 5 6
Group Maintenance *Maintenance Level Tools and
Number Component Assembly Function C O F H D Equipment Remarks
Column 5 – Tools and Equipment Names, by code, the common tool sets, special tools, and
test/support equipment required to perform the designated
function.
Column 6 – Remarks Lists references to the page at the end of the MAC.
1-12
Maintenance Fundamentals
FUNCTIONS
1-23. There are many functions that are essential to ensure that
equipment sustains its service life. Maintenance functions are defined in
Table 1-5.
Title Description
Remove/Install To remove and install the same type of item. Could also occur
separately (for example, MWO, installation kit, but nothing
removed).
1-13
FM 4-30.3
MAINTENANCE SUPPORT
1-24. Maintenance support is a flexible, decentralized operation
(maintenance execution) capable of keeping up with shifts in operational
tempo (OPTEMPO). Centralized control (maintenance management)
provides maximum resources used to accomplish the mission. The
maintenance support concept focuses on sustaining operations by
maximizing equipment availability to the FP Army. It strives to create a
seamless system operating across strategic, operational, and tactical
levels, interweaving and mutually supporting all levels of maintenance
for maximum effectiveness. Maintenance support requires continuous
coordination with customer units to tie the soldier in the field to the
national level. The emerging operational concept for maintenance
embraces requirements and capabilities in an interlocking scheme of
maintenance support from the breakdown site to the CONUS base.
TWO-LEVEL MAINTENANCE
1-25. It is the Army’s intent to transition to a two-level maintenance
system beginning in fiscal year (FY) 06. Under a two-level maintenance
system the unit and DS levels of maintenance will be combined (and
called “field level”) and the GS and depot levels will be combined (and be
called “sustainment maintenance”). Field maintenance would be
characterized by “on-system” maintenance. Field maintenance would be
repair and return to user; sustainment maintenance would be repair and
return to supply.
FIELD MAINTENANCE
1-26. Field maintenance actions typically involve replacement of Class
IX components, on-system, for repair and return to echelon, and in
deployable TOE units. These repairs will generally be performed by
uniformed maintenance personnel at least through corps/joint task force
(JTF) level. Some examples of field maintenance include the following:
• Replacement of a starter on an engine assembly.
• Timing of a fuel injection pump.
• Replacement of a temperature sensor.
• Replacement of a head gasket.
• Replacement of an external maintenance wiring harness.
Determination of exactly which maintenance actions are field
maintenance actions will be done during the normal maintenance
analysis performed between the materiel developer and the combat
developer.
SUSTAINMENT MAINTENANCE
1-27. Sustainment maintenance actions typically involve repair of
reparable Class IX components, off-system, for return to the supply
system. Sustainment maintenance will be performed at echelons above
brigade (EAB), and perhaps eventually at echelons above division (EAD).
Sustainment maintenance can be performed by uniformed maintenance
personnel, Department of the Army (DA) civilians, or contractors. The
decision as to whether or not to have sustainment maintenance includes
1-14
Maintenance Fundamentals
1-15
FM 4-30.3
1-16
Maintenance Fundamentals
MAINTENANCE
BATTLE SUPPORT MANAGEMENT
•SKILLS
1-17
FM 4-30.3
Organizational Flexibility
1-40. Maintenance managers must be aware of changing support
requirements. Maintenance resources must also be tailored to ensure
support is provided as required. This tailoring encompasses adding or
removing resources, such as personnel and equipment, to meet mission
requirements and to best support the tactical commander’s intent.
Restructuring Company Maintenance Teams (CMTs) or requesting MST
assistance from supporting maintenance units should be done as
required.
Repairs and Recovery
1-41. To maximize unit combat readiness, equipment must be repaired
and returned to the user as quickly as possible. Repairs should be made
as far forward as possible. As equipment in the corps and
communications zone (COMMZ) is not always “forward,” forward also
means on-site or at the supported unit’s UMCP.
1-42. Recovery of equipment to maintenance collection points removes
equipment from using units and increases the time it is not available.
Repairing equipment as far forward as possible reduces transportation
requirements and non-mission-capable time and increases equipment
availability.
1-43. Commanders must ensure the degree of maintenance performed
is consistent with technical and tactical requirements. During combat,
only maintenance needed to return equipment to mission-capable status
is performed. This concentrates the maintenance effort on those areas
that affect the outcome of the battle.
1-18
Maintenance Fundamentals
1-19
FM 4-30.3
1-20
Chapter 2
Maintenance Organizations
This chapter describes the current battlefield layout of Army units in an
operational theater. The theater of operations is divided into two major
areas:
• Communications Zone. The COMMZ is the rear part of the
theater of operations (behind but contiguous to the combat
zone). The COMMZ contains the lines of communications
(LOCs), establishments for supply and evacuation, and
other agencies required for the immediate support and
maintenance of the field forces.
• Combat Zone. The combat zone (CZ) is the area, required by
combat forces, to conduct operations. The CZ is the territory
forward of the Army rear area boundary.
ARMY SERVICE COMPONENT COMMAND ORGANIZATIONS
2-1. The Army Service Component Command (ASCC) has command
and control (C2) of all Army units in the theater of operations. The ASCC
is responsible for preparing, equipping, administering, and providing CSS
to Army forces (ARFOR) assigned to unified and specified commands. An
ASCC has no set structure; its size and composition depends on the
mission. Figure 2-1 shows a typical theater of operations. Figure 2-2,
page 2-2, shows the typical organization of a theater Army. FM 100-7
provides more details about the Army service component organization.
2-1
FM 4-30.3
THEATER
ASCC TRANSCOM ENCOM
SUPPORT PERSCOM MEDCOM
HQ
COMMAND
THEATER
CORPS AIR DEF FIN MISSILE SP FORCES
SIG CMD –
BDE CMD BDE CMD
ARMY
2-2. There are seven major commands in the ASCC that handle most
CSS operations. Of the seven major Army commands (MACOMs), only
the Theater Support Command (TSC) is multifunctional; the other six are
functional commands. The Engineer Command (ENCOM), Medical
Command (MEDCOM), Transportation Command (TRANSCOM),
Personnel Command (PERSCOM), and Finance Command (FINCOM) are
specialized commands. Based on the command relationship established
by the ASCC (see FM 4-93.4), specialized commands may or may not be
attached to the TSC.
LOGISTICS CIVIL AUGMENTATION PROGRAM
2-3. This DA program employs civilian contractors in non-combatant
roles to augment military resources. The Logistics Civil Augmentation
Program (LOGCAP) leverages civilian corporate resources as facility and
logistics service support to United States (U.S.) forces. The U.S. Army
Materiel Command (USAMC) is the proponent for LOGCAP
management. The Combatant Commander/ASCC formally identifies
LOGCAP requirements. The LOGCAP provides augmentation
capabilities to support maintenance requirements not covered by other
means (such as active and reserve components, multi-national forces, and
HNS). The LSE Commander functions as the central focal point to
LOGCAP planning and execution in-theater. The commander also
provides the Combatant Commander/ASCC with the current status of
LOGCAP initiatives and action.
2-4. LOGCAP teams are responsible for the following:
• Deploying worldwide in support of any contingency using
LOGCAP capabilities.
• Advising the requiring activity on LOGCAP capabilities.
2-2
Maintenance Organizations
2-3
FM 4-30.3
Capabilities can be
XXXX attached to or placed under
Strategic Liaison the adm inistrative control
ASCC of the TSC as determ ined
DLA, AMC LSE,
USTRANSCOM, by the ASCC / CBT CD R.
AAFES, DFAS xx
TSC
G Staff & CofS
Special Staff
SPT OPNS PER FIN
MED
FLD SUP TRANS ENG
HNS CNTR P& P DMC
SVC MNT
X X
X
FSS FSSG
SPT CO SCOM
COSCOM SPT COSCOM
FORCE SER VICE SU PPOR T GROUP
SUPPORT ELEMEN T FOR A MAR INE
CMMC CMCB CMMC CMCB
EXED ITIONAR Y FOR CE (MEF)
2-4
Maintenance Organizations
2-5
FM 4-30.3
AREA
SUPPORT
GROUP
PETRL
HHC S&S BN MAINT BN ROC
SUP BN
SUP CO MAINT CO PETRL
(DS) (DS) SUP CO
SUP CO
MAINT CO MED TRK
(GS)
(GS) (PETRL) CO
REP PARTS
SUP CO (GS) C&C CO PETRL
MOBILE
HVY MAT LAB TEAM
SUP CO (GS) MAINT CO
(DS)
FLD SVC CO PATRIOT
(DS)
MISSILE SPT
HVY ADRP CO (GS)
SUP CO
ADRP EQUIP
REP & SUP CO
2-6
Maintenance Organizations
2-7
FM 4-30.3
2-18. The AMSF may also provide support to other U.S. military
departments, Department of Defense (DoD) activities, and government
agencies or installations. Support is provided through interservice
support agreements on a reimbursable basis.
2-19. Each theater of operations normally will have only one AMSF.
The DA Deputy Chief of Staff for Logistics (DCSLOG) gives approval for
the creation of an AMSF. AMSFs are task-organized facilities. The
structure of an AMSF depends on the support requirements of the
theater. The size of the organization is based on the following:
• Number of sites supported.
• Their geographical dispersion.
• The type of operational equipment located at each.
An AMSF may be operated directly by the Army, or it may be operated by
a civilian contractor with Army oversight. Soldiers, DA civilians, U.S.
civilians, or local national personnel may staff an AMSF.
2-20. Two AMSFs are currently in operation (one in Europe and one in
the Pacific). A civilian contractor operates the AMSF-Europe (AMSF-E).
It is staffed with U.S. civilians and local national personnel. The AMSF-E
provides support for DSCS and DII systems in England, Germany, Italy,
and Southwest Asia. The AMSF-Pacific (AMSF-P) is operated directly by
the Army and is staffed with a combination of military, DA civilians, and
local national personnel. The AMSF-P provides support for DSCS
systems in Japan and Korea. Figure 2-5 shows a diagram of a model
AMSF. This model may be used as a guide for structuring support
activities for specific requirements. Based on support requirements, all
sections may not apply to every AMSF or additional sections may be
required.
Project Management
Office
Quality
Assurance
ATE
DII Support
Environmental
&
Power Systems
2-8
Maintenance Organizations
Additional Capabilities
2-23. This company also provides the following:
• C2 for three modular theater signal maintenance platoons.
• Class IX repair parts support for all mission-critical
equipment organic to the TSC-A.
• Communications security (COMSEC) custodial functions
(including materiel management, safeguarding, inventories,
and cyclic reports).
• COMSEC logistical functions (including procurement,
maintenance, and transport of COMSEC equipment and
materiel).
• Organizational maintenance for all equipment organic to the
TSMC.
2-9
FM 4-30.3
Basis of Allocation
2-24. There is one TSMC per TSC-A. The unit is typically attached to
the Headquarters and Headquarters Detachment (HHD), Composite
Signal Battalion, source requirement code (SRC) 11626L000. Figure 2-6
shows the organizational structure of the TSMC (Sustainment). This unit
is 100 percent mobile.
THEATER SIGNAL
MAINTENANCE COMPANY
6/4/189/199
CLASS IX SEC
PARA 04 0/0/7/7/
2-10
Maintenance Organizations
Mission
2-26. The EAC mission is to provide TMDE C&RS for EAC unit. This
unit also provides TMDE support for Army war reserve stocks, and
secondary reference support (S-Level) for all area TMDE support teams
(ATSTs) in a theater of war.
Capabilities
2-27. EAC TMDE support elements provide:
• One stop service for C&RS of general purpose and selected
special purpose TMDE as identified in Technical Bulletin
(TB) 43-180 with accuracies traceable to the National
Institute of Standards and Technology.
• Mobile ATSTs for designated EAC geographical areas.
• Area Calibration Laboratory (ACL) support functions for all
theater ATSTs and TMDE requiring S-Level support. Support
is provided from designated regional laboratories not
necessarily located in the theater of war.
• Back up support for all theater ATSTs.
• Tailored C&RS for unique requirements.
• Supply support services related to TMDE C&RS.
• Support provided from designated regional support centers
not necessarily located in the theater of war.
• Theater-wide C&RS operational and technical coordination
through the LSE.
Basis of Allocation
2-28. Echelons above corps are typically allocated three ATSTs per
theater of war. One ACL and TMDE-peculiar supply support element
provided by a designated regional support center. An operations cell
allocated per theater of support and located with the LSE. Figure 2-7,
page 2-12, indicates the Army’s TMDE C&RS organizational structure at
EAC.
2-11
FM 4-30.3
LSE
TMDE
OPS
2-29. The TMDE C&RS elements within EAC are dependent on the
assigned ASG for the following:
• Food service, legal, health support, finance, administrative
services, religious support, and maintenance support for
organic equipment other than TMDE.
• Supply support.
• Packaging, crating, and transportation for relocation of ACL
and/or supply support elements when such elements are
positioned within the theater of war.
• Signal support for entry into the area communications
system.
Operational Concept – Echelons above Corps
2-30. EAC typically use Area TMDE Support Teams to provide TMDE
support. When deployed in support of an EAC mission, the attached
ATSTs will support EAC units on an assigned area basis.
2-12
Maintenance Organizations
2-13
FM 4-30.3
MAINTENANCE
BATTALION
2-14
Maintenance Organizations
NOTE: Soldiers from this unit will be spread throughout the corps
and COMMZ in performance of their mission.
2-15
FM 4-30.3
Basis of Allocation
2-40. The basis of allocation is one or more per ASG. The unit is
normally attached to a Maintenance Battalion, TOE 43436L. Figure 2-9
shows a typical DS Maintenance Company, Maintenance Battalion
(ASG).
MAINT CO
NONDIVISIONAL
(DS)
Mobility
2-41. This company is 80 percent mobile in one lift. The
Communications-Electronics Equipment Section will be 100 percent
mobile. The MSTs will consist of two personnel to provide assistance with
required maintenance tasks and security and safety in-transit.
MAINTENANCE COMPANY (GS), MAINTENANCE BATTALION (AREA
SUPPORT GROUP)
Mission
2-42. The mission is to provide GS maintenance for conventional heavy
and light equipment end items and components for return to the theater
supply system. This maintenance company is organic to the ASG
maintenance battalion.
Capabilities
2-43. This unit repairs and returns the following to the supply system:
• Automotive equipment.
• Construction equipment.
• Small arms.
• Tank turrets.
• C-E equipment.
• Special electronic devices.
• Utilities equipment.
• Power generation equipment.
• Quartermaster and chemical equipment.
2-16
Maintenance Organizations
2-17
FM 4-30.3
Basis of Allocation
2-46. The basis of allocation is one or more per TSC. The unit is
normally assigned to a Headquarters and Headquarters Detachment,
Maintenance Battalion, TOE 43436L. Figure 2-10 is a diagram of a
typical GS Maintenance Company, Maintenance Battalion, ASG.
Mobility
2-47. This unit is capable of transporting 158,300 pounds (10,433 cubic
feet) of TOE equipment with organic vehicles. The unit has 66,076
pounds (5,366 cubic feet) of TOE equipment requiring additional or
auxiliary transportation. This unit also requires 25 percent of its TOE
equipment and supplies to be transported in a single lift using its
authorized organic vehicles.
MAINT CO
(GS)
PWR
TR VEH WH VEH CONST EQUIP ARMT EQUIP
GEN EQUIP
REP PLT REP PLT REP PLT REP PLT
REP PLT
NOTE: May attach a GS Repair Platoon to a Corps DS Maintenance Company based on the
mission requirement.
2-18
Maintenance Organizations
Capabilities
2-49. This unit inspects, segregates, disassembles, and maintains the
following:
• Radios.
• Microwave systems.
• Target acquisition/surveillance equipment.
• Special electronic devices.
• Metalworking.
• Small arms/artillery.
• Fire control systems.
• Armament.
• Utilities equipment.
• Power generation equipment.
• Construction equipment.
• Fuel and electric components.
• Tracked vehicles.
• Quartermaster and chemical equipment.
• Wheeled vehicles.
• Survey instruments.
Additional Capabilities
2-50. This unit also performs the following:
• Disassembly of end items.
• Identification and inspection of components and assemblies
for repair, return to supply stocks, or disposal to a Defense
Logistics Agency (DLA) Property Disposal Office (PDO)
[except items peculiar to cryptographic material, missile
systems, aircraft, airdrop equipment, drones, and medical
materiel].
• Segregation, preservation, and packaging of selected items of
materiel and related components for return to supply
channels for evacuation and technical intelligence evaluation.
• Operation of a cannibalization point for items processed by
the unit, when authorized by higher HQ.
2-19
FM 4-30.3
Basis of Allocation
2-51. The basis of allocation is one or more per ASG. It is normally
attached to a Headquarters and Headquarters Detachment, Maintenance
Battalion, TOE 43436L. Figure 2-11 is a diagram of a Collection and
Classification (C&C) Company, Maintenance Battalion (ASG).
EQUIP ARMT
DISASSEMBLY DISASSEMBLY
DISASSEMBLY
PLT HQ
SEC SEC
Mobility
2-52. This unit is capable of transporting 440,400 pounds (11,379 cubic
feet) of TOE equipment with organic vehicles. It has 53,056 pounds (5,266
cubic feet) of TOE equipment requiring additional transportation. This
unit also requires 25 percent of its TOE equipment and supplies to be
transported in a single lift using its authorized organic vehicles.
2-20
Maintenance Organizations
2-53. The C&C Company will continue to play a vital role on the FXXI
battlefield. Most C&C Companies are currently found in the reserve
component, but two new platoons will be formed (see Chapter 9). One of
the platoons will perform vital maintenance inspection functions at
distribution hubs along the distribution pipeline. The second platoon will
move throughout the battlefield, locating abandoned equipment,
assessing the condition of various components on the system, removing
serviceable components as directed, and returning critical components to
the distribution system. These platoons can be attached to a Support
Maintenance or Component Repair Company operating in the theater or
corps areas. The reserve component will perform most, if not all, of the
C&C mission.
ORDNANCE MISSILE SUPPORT COMPANY (GS), MAINTENANCE
BATTALION (AREA SUPPORT GROUP)
Mission
2-54. The mission of this unit is to provide the following:
• GS-level maintenance at EAC for Air Defense Artillery (ADA)
and Land Combat Missile Systems (LCMS).
• Repair parts supply support to missile support units assigned
to EAC or units passing through the theater Army area. With
appropriate augmentation teams, the unit can support up to
two corps.
• DS base shop and on-site maintenance support teams (MSTs)
that provide maintenance support for units assigned to EACs.
The unit also provides maintenance support for Army War
Reserve (AWR) stocks.
• Class IX supply support to unit maintenance activities,
including receipt, storage, and issue of missile repair parts.
The ASL supports the unit’s maintenance mission.
• The GS supply support base for combat-essential Class IX
repair parts and selected maintenance-related items from
other classes of supply to support the ASLs of supported
units. It receives all missile parts and supply requisitions
from supported units and processes requests on a fill-or-pass
basis.
Capabilities
2-55. This Maintenance Company provides the following:
• GS-level support for ADA and LCMS weapon systems in-
theater.
• Maintenance for ADA and LCMS associated training
equipment.
• DS-level maintenance support for systems on an area basis as
required at theater level.
2-21
FM 4-30.3
Basis of Allocation
2-56. The basis of allocation is one per TSC. This unit is normally
assigned to a Maintenance Battalion, Headquarters and Headquarters
Detachment, TOE 43436L, of the ASG.
Mobility
2-57. The unit’s mobility is 80 percent (based on the requirement to
change locations and maintain the maintenance support mission). All
MSTs will be 100 percent mobile and consist of two personnel that will
provide assistance with required maintenance tasks and security and
safety in-transit.
Augmentation Team
2-58. Based on mission requirements, the unit may be augmented by
DS and GS Augmentation Teams. The teams are assigned, as required,
based on the density of supported ADA Battalions or units operating
LCMS. Figure 2-12 shows the Augmentation Teams that are available to
supplement the EAC or Corps Missile Support Company.
ORDNANCE
MISSILE SUPPORT
CO (GS)
SUPPLY GENERAL
PLT SUPPORT SPT SUPPLY
HQ ACTIVITY BASE
LAND
C-E PLT ELECTRONIC MLRS
COMBAT TOW/DRAGON
AUG HQ MAINT TEST/ MAINT
AUG MAINT SEC
TEAM REPAIR SEC SEC
TEAM
2-22
Maintenance Organizations
MAINTENANCE
COMPANY (DS)
PATRIOT
Mobility
2-62. The unit’s mobility is 100 percent (based on the requirement to
change locations and maintain the maintenance mission). MSTs will
consist of two personnel that provide assistance with required
maintenance tasks and security and safety in-transit.
Augmentation Teams
2-63. The company is allocated one DS/GS Patriot MST to provide
patriot system maintenance capability. TOE 9529LX, Patriot Missile
System, (DS/GS) Augmentation Team provides DS/GS maintenance for
2-23
FM 4-30.3
COSCOM
CMMC CMCC
2-24
Maintenance Organizations
CSG
(REAR)
2-25
FM 4-30.3
CSB,
CSG (FORWARD)
CSB,
CSG (FORWARD)
CSB,
CSG (FORWARD)
2-26
Maintenance Organizations
Capabilities
2-72. This unit provides DS maintenance for the following:
• Automotive equipment.
• C-E equipment.
• Base computer equipment.
• Construction equipment.
• Fabric.
• Fuel and electric systems.
• Metalworking.
• Machining.
• Power generation equipment.
• Quartermaster and chemical equipment.
• Refrigeration.
• Small arms.
• Special electronic devices.
• Telephone central office equipment.
• Teletypewriters.
Additional Capabilities
2-73. This company also provides:
• Class IX from an ASL of up to 5,000 lines, which includes 500
lines of RX items.
• Backup recovery capability for supported units.
2-74. This unit performs the following DS maintenance tasks:
• Inspection, diagnosis, and troubleshooting.
• Rapid repair and return of equipment to customers by
adjusting and replacing LRUs, assemblies, and components.
• Repair of selected high-usage components in support of RX
operations.
2-75. This unit is dependent on the following:
• Elements of the corps/theater for legal, combat health
support, finance, human resource, and administrative
services.
• HHC for religious support.
• Appropriate elements of the corps and theater for
transportation and supplemental stockage of selected major
assemblies, RX, major end items, repair parts, and evacuation
of unserviceable items/vehicles.
• The corps or theater Signal Brigade Area Communications
Company for entry into the area communications system.
2-27
FM 4-30.3
NOTE: Soldiers from this unit will be forward of the division's rear
boundary and spread throughout the corps in performance of their
mission.
Basis of Allocation
2-76. Allocation is based on the workload for systems supported in the
area. However, the company will usually be in the CSB assigned to a
forward CSG providing backup support to divisions and forward support
to non-divisional units operating in the division area. Figure 2-17 shows
the typical organization of a DS Maintenance Company, Corps Support
Battalion (CSG).
MAINT CO
NON-DIVISIONAL
(DS)
Mobility
2-77. This company is 80 percent mobile in one lift. This unit retain the
requirements to change locations in support of maintenance
requirements.
ORDNANCE MISSILE SUPPORT COMPANY (DS), CORPS SUPPORT
BATTALION (CORPS SUPPORT GROUP)
Mission
2-78. The mission of this unit is to provide a C2 structure for missile
systems maintenance support for units assigned to or passing through
the corps area. This company, combined with Augmentation Teams, can
provide support in the following ways:
• Base shop support for Light Divisions, ACRs, and Separate
Brigades. With Augmentation Teams, the unit can support
any corps configuration.
• Class IX supply support to the unit’s maintenance elements,
including receipt, storage, and issue of missile system repair
parts to tactical units.
Capabilities
2-79. This unit provides DS support to the following units:
• ADA Battalions.
• Units operating LCMS.
2-28
Maintenance Organizations
Basis of Allocation
2-80. The basis of allocation is one per COSCOM. The unit would
normally be assigned to a CSB, Headquarters and Headquarters
Detachment, TOE 63426L. Figure 2-18 shows the organization of an
Ordnance Missile Support Company, (DS), CSB.
Mobility
2-81. The unit’s mobility is 80 percent (based on the requirement to
change locations and maintain the maintenance mission). All MSTs must
be 100 percent mobile and will consist of two personnel that provide
assistance with required maintenance tasks and security and safety in-
transit.
Augmentation Teams
2-82. On mission requirements, DS and GS Augmentation Teams may
augment the unit. Teams are assigned, as required, to provide
maintenance support to a unit assigned to a corps. Teams are allocated
based on the density of supported ADA Battalions or units operating land
combat missile systems.
ORDNANCE
MISSILE SUPPORT
CO (DS)
SUPPLY LAND
QA/QC MAINT CONT AIR DEFENSE
CO HQ SUPPORT COMBAT
SEC SEC SPT PLT
ACTIVITY PLT
2-29
FM 4-30.3
Basis of Allocation
2-85. The basis of allocation is one per Patriot Battalion. At corps, the
unit is normally attached to a CSB, TOE 63426L. The unit collocates with
the supported Patriot ADA Battalion. Figure 2-19 shows the organization
of a Maintenance Company (DS) Patriot, Corps Support Battalion (CSG).
Mobility
2-86. The unit’s mobility is 100 percent. Its mobility is based on the
requirement to change locations and maintain the maintenance mission.
MAINTENANCE
COMPANY
(DS) PATRIOT
PATRIOT C-E
PLT MECH EQUIP
DS/GS MAINT
HQ MAINT SEC
AUG TEAM SEC
Augmentation Teams
2-87. The company is allocated one Patriot Missile System (DS/GS)
Augmentation Team. The 09529LX Patriot Missile System (DS/GS)
Augmentation Team provides DS/GS maintenance for patriot missile
equipment organic to a Patriot Battalion. Support includes limited base
shop and three MSTs for patriot-peculiar equipment, limited GS Class IX,
IFF equipment, and stinger air bottle and battery recharging. This team
attaches to the Patriot Conventional Maintenance Company for ASL
support, base shop, and common maintenance equipment utilization.
2-30
Maintenance Organizations
AREA
TASK FORCE
TMT SUP CO
FLD SVC MAINT CO
LT/MED (DS)
CO (DS)
TRK CO
AUGMENTATION
MAINT TEAMS
2-31
FM 4-30.3
ARMOR HVY
TASK FORCE
MECH HVY
TASK FORCE
BALANCED
(MECH)
TASK FORCE
2-32
Maintenance Organizations
BALANCED
(ARMOR)
TASK FORCE
BALANCED
(ARMOR)
TASK FORCE
2-33
FM 4-30.3
the CMT. The BMO may divert the CMT from one company to support
another element.
DISCOM
(Heavy)
Mobility
2-100. The overall mobility of the DISCOM is dependent upon the
mobility of its subordinate units. See the mobility of the subordinate
units.
Units
2-101. The Heavy Division DISCOM consists of the following:
• Headquarters, HHC/Material Management Center (MMC).
• Multifunctional MSB.
• Multifunctional ASB.
• Three multifunctional FSBs.
2-34
Maintenance Organizations
Basis of Allocation
2-105. One Heavy Division MSB is allocated per DISCOM. Figure 2-27
shows the organization of an Heavy Division MSB.
MAIN SPT BN
(HEAVY)
Mobility
2-106. Mobility for the MSB maintenance assets remain critical for
sustainment operations. Therefore the HQ is 100 percent mobile.
Units
2-107. The Heavy Division MSB consists of the following:
• HHD.
• Supply and Service Company.
• Transportation Motor Transport Company.
• Electronic Maintenance Company.
• Heavy Maintenance Company.
• Medical Company.
2-35
FM 4-30.3
2-36
Maintenance Organizations
Basis of Allocation
2-112. The basis of allocation is one per Main Support Battalion, Heavy
Division, TOE 63135A000. Figure 2-28 shows the organization of a Heavy
Maintenance Company, MSB (Heavy Division).
Mobility
2-113. This unit is capable of transporting 310,200 pounds (16,145 cubic
feet) of TOE equipment with organic vehicles. It has 141,221 pounds
(12,706 cubic feet) of TOE equipment requiring transportation. This unit
also requires 50 percent of its TOE equipment and supplies to be
transported in a single lift using its authorized organic vehicles.
HEAVY
MAINT CO
2-37
FM 4-30.3
Capabilities
2-115. This unit provides DS-level maintenance for the following:
• Close combat anti-armor weapon systems.
• Target acquisition and surveillance radar (except signal-
peculiar).
• Divisional air defense systems.
• C-E, radio, and fuel and electric systems.
• Land combat missile systems.
• Manportable common thermal night sights.
• Multiple-launch rocket systems.
Additional Capabilities
2-116. This unit provides many capabilities. The Electronic Maintenance
Company also provides:
• Electronic test and diagnostics down to the SRU level
(including SRU screening for supported units).
• Base shop maintenance for air defense systems, land combat
missile systems, C-E equipment, manportable common
thermal night sights, target acquisition and surveillance
radar, and fuel and electric systems.
• MSTs for on-site maintenance support of land combat
missile systems (tube-launched optically-tracked wire-
guided missile (TOW)/Dragon and Multiple Launch Rocket
System (MLRS)).
• An ASL of approximately 6,000 lines of Class IX repair parts
(common and missile), managed under the Standard Army
Maintenance System-Level 1 (SARSS-1).
• An RX service for approximately 500 selected items.
Maintains approximately 1,000 lines of shop stock for the
DS maintenance base shops.
• Technical assistance and PLL supply support to supported
units.
• Unit-level maintenance on all organic equipment.
2-117. This unit depends on others for support. This unit is dependent
on the following:
• The Headquarters and Headquarters Detachment, Main
Support Battalion, TOE 63136A000, for food service, unit
administration, and religious services.
• Appropriate elements of the division or corps for HSS, legal,
finance, human resource, and administrative services.
• The DMC, TOE 63002A000, for centralized materiel
management within the division.
2-38
Maintenance Organizations
Basis of Allocation
2-118. The basis of allocation is one per Main Support Battalion, Heavy
Division, TOE 63135A000. Figure 2-29 shows the organization of an
Electronic Maintenance Company, MSB (Heavy Division).
Mobility
2-119. This unit requires 80 percent of its TOE equipment and supplies
to be transported in a single lift using its authorized organic vehicles. All
MSTs must be 100 percent mobile and will consist of two personnel to
help with required maintenance tasks and security and safety in-transit.
Augmentation Teams
2-120. At times the MSB Electronic Maintenance Company may require
test facility augmentation. The Base Shop Test Facility (BSTF)
Augmentation Team, TOE 09510LA, may augment the unit when the
organic BSTF exceeds its workload.
2-39
FM 4-30.3
NOTE: The Heavy Division FSB also has an HHD separate from the
companies in the battalion. Unlike the MSB, the FSB has no
transportation support capability in its structure and it has no field
service capability in its Supply Company. All of the FSB’s
maintenance capabilities are consolidated in a single Maintenance
Company.
Command Support
2-122. The FSB Commander is responsible for assigned units and the
CSS mission. The battalion staff assists and advises the Battalion
Commander in accomplishing the support mission. The FSB Commander
advises the Brigade Commander on how the unit CSS elements can best
support the tactical plan. The FSB Commander coordinates requirements
for additional support through the DMC, the DISCOM staff, or the
DISCOM Commander. The Brigade Supply Officer (S4) is the key link
between the brigade and the FSB. The Brigade S4 monitors the tactical
situation and coordinates with the FSB staff to ensure that maintenance
support is continuous and responsive to the needs of combat units.
Support Operations Section
2-123. The Support Operations Section is responsible for supervising all
FSB CSS support activities. These activities include DS-level
maintenance, supply, and HSS for units employed in the brigade area.
This section serves as an interface with the Brigade S4; the DISCOM HQ
Supply and Services; Transportation Staff Officers; the DMC; and the
MSB. This interface resolves maintenance, supply, field services, and
transportation support requests and priorities.
Capabilities
2-124. The FSB retains many sustainment capabilities. See respective
subordinate units for a complete discription.
Mobility
2-125. The FSB must remain mobile for sustainment operations.
Therefore the HQ Detachment is 100 percent mobile.
2-40
Maintenance Organizations
Basis of Allocation
2-126. The basis of allocation is one per brigade; assigned to DISCOM.
Figure 2-30 shows the organization of a Heavy Division FSB.
FWD SPT BN
(HEAVY)
Units
2-127. The Heavy Division FSB consists of the following:
• Headquarters and Headquarters Detachment.
• Supply Company.
• Maintenance Company.
• Medical Company.
MAINTENANCE COMPANY, FORWARD SUPPORT BATTALION (HEAVY
DIVISION)
Mission
2-128. The mission of this unit is to provide DS-level maintenance and
common repair parts supply support to attached and supporting units of
a brigade of a Heavy Division. Exceptions to maintenance support are
discussed in the next paragraph.
Capabilities
2-129. This unit provides DS-level maintenance to all brigade equipment
except medical, COMSEC, airdrop, avionics, aircraft armament, and
munitions. Maintains an ASL of up to 3,000 lines. Provides RX service of
selected items. MSTs, tank, artillery, and mechanized infantry SSTs
provide on-site maintenance for the core of the MST.
Additional Capabilities
2-130. The Maintenance Company also provides the following:
• Inspection, diagnosis, and repair of inoperable vehicles and
weapon systems.
• Limited recovery capability for supported units.
• Consolidated unit-level maintenance for attached units
operating in the BSA.
2-41
FM 4-30.3
MAINT
CO
ENG SYSTEM ARTY SUP ARMT MAINT AUTMV MAINT PLT PLT
SUP TEAM TEAM REP SEC REP SEC HQ HQ
2-42
Maintenance Organizations
including the Division Cavalry Squadron. The ASB is tailored to the mix
of aviation battalions.
Capabilities
2-135. The Aviation Battalion basis its capabilities on those of its
subordinate units. For more details see the capabilities of subordinate
units.
Basis of Allocation
2-136. The basis of allocation is one per Aviation Brigade (Heavy
Division). It is normally located at the divisional airfield in the division
rear area. Figure 2-32 shows an Aviation Support Battalion (Heavy
Division).
Mobility
2-137. Aviation units by definition must remain mobile. Therefore the
unit HQ detachment is 100 percent mobile.
Units
2-138. The Heavy Division ASB consists of the following:
• Headquarters and Supply Company.
• Ground Maintenance Company (GMC).
• AVIM Company.
AVN SPT BN
(HEAVY)
2-43
FM 4-30.3
Capabilities
2-140. The ground maintenance company provides the following:
• An ASL of approximately 6,000 lines of Class IX repair parts
(4,000 aviation and 2,000 common) managed under the
SARSS-1.
• RX service for approximately 550 selected items. Maintains
approximately 1,000 lines of shop stock for the DS
maintenance shops.
• Technical assistance for organizational maintenance and
PLL supply support to brigade units.
• Backup recovery capability to supported units.
• On-site combat system-oriented maintenance support to the
Cavalry Squadron.
• Consolidated unit-level maintenance to the three units
organic to the Division Aviation Support Battalion.
2-44
Maintenance Organizations
GROUND
MAINT CO
STOR/ISS RX
SEC SEC
The Light DISCOM has limited capabilities to support the division for
sustained operations. The DISCOM requires backup AVIM, ground
transportation, airlift support, and HHS.
2-45
FM 4-30.3
Mobility
2-146. Mobility for the light division DISCOM remains a function of the
mobility of the subordinate units. Subordinate unit mobility capabilities
follow in this discussion.See the mobility of specific subordinate units.
Units
2-147. The Light Division DISCOM consists of the following:
• The Headquarters and Headquarters Company/MMC.
• A multifunctional MSB.
• Three multifunctional FSBs.
• The Aviation Maintenance Company (AMCO).
Basis of Allocation
2-148. The basis of allocation is one per Light Division. Figure 2-34
shows the organization of a DISCOM for a Light Division.
DISCOM
(Light)
FWD
FWDSPT
SPT
HHC/MMC MAIN SPT BN
BN AMCO
BN
2-46
Maintenance Organizations
Basis of Allocation
2-151. The basis of allocation is one per Light Division DISCOM. Figure
2-35 shows the organization of an MSB (Light Division).
MAIN SPT BN
(Light)
2-47
FM 4-30.3
MAINTENANCE
COMPANY
2-48
Maintenance Organizations
FWD SPT BN
(LIGHT)
2-49
FM 4-30.3
Capabilities
2-161. This unit provides DS-level maintenance for the following:
• Fire control equipment.
• Artillery.
• Power generation equipment.
• Quartermaster/chemical equipment.
• Wheeled vehicles.
• Small arms.
• Communications equipment.
• Special electronic devices.
Additional Capabilities
2-162. The maintenance company also provides the following:
• Inspection, diagnosis, and repair of vehicles and weapon
systems.
• Limited recovery capability for supported units.
• Consolidated unit-level maintenance for battalion units.
2-163. This unit is dependent on the following:
• Appropriate elements of the division for legal, religious, and
HSS.
• Appropriate elements of the corps for finance, human
resource, administrative, and ADP support; for
transportation and supplemental stockage of selected major
assemblies, RX items, and major end items; and for
evacuation of unserviceable items and vehicles.
• Headquarters and Supply Company, TOE 63216L00, for
food service support.
• Maintenance Company, MSB, TOE 43218L000, for unit
maintenance of utilities equipment and DS maintenance of
TOW/Dragon systems.
Basis of Allocation
2-164. The basis of allocation is one per FSB. Figure 2-38 shows the
organization of a Maintenance Company, FSB (Light Division).
Mobility
2-165. This unit is capable of transporting 84,400 pounds (4,940 cubic
feet) of TOE equipment with organic vehicles. It has 67,484 pounds (8,299
cubic feet) of TOE equipment requiring additional transportation. It also
requires that 100 percent of its TOE equipment and supplies be
transported in a single lift using its authorized organic vehicles.
2-50
Maintenance Organizations
MAINT CO
DISCOM
(ABN)
2-51
FM 4-30.3
MAIN SPT BN
(ABN)
ABN HEAVY
HQ & SUP TRANS MTR LIGHT MEDICAL
SUP CO
CO TRANS CO MAINT CO MAINT CO CO
(RIGGERS)
2-52
Maintenance Organizations
Capabilities
2-172. The Heavy Maintenance Company provides the following:
• Backup and reinforcing maintenance support to the three
Forward Maintenance Companies.
• Limited backup recovery assistance to supported units.
2-173. Individuals of this organization can assist in a coordinated
defense of the unit’s area or installation. This unit is capable of
performing unit maintenance on organic equipment.
2-174. This unit is dependent on the following:
• Appropriate elements of the division or corps for health
services, legal, finance, human resource, and administrative
services.
• The Headquarters and Supply Company, TOE 63266L000,
for food service support.
• The Light Maintenance Company, TOE 63257L000, for
organizational C-E maintenance support.
Basis of Allocation
2-175. The basis of allocation is one per MSB, Airborne Division, TOE
63225L000. Figure 2-41 shows the organization of a Heavy Maintenance
Company, MSB (Airborne Division).
HEAVY
MAINT CO
AUTMV/ GROUND
ARMT MAINT CON SUPPORT
CO HQ SEC
PLT EQUIP PLT
Mobility
2-176. This unit can transport 194,100 pounds (10,877 cubic feet) of TOE
equipment with organic vehicles. It also requires that 50 percent of its
TOE equipment and supplies be transported in a single lift using its
authorized organic vehicles.
2-53
FM 4-30.3
2-54
Maintenance Organizations
assistance with required maintenance tasks, and security and safety in-
transit.
LIGHT
MAINT CO
LAND CBT
MAINT ELECT MAINT ADA
MAINT
PLT HQ SEC MAINT SEC
SEC
FWD SPT BN
(ABN)
2-55
FM 4-30.3
2-56
Maintenance Organizations
MAINT CO
MAINT PLT MECH MAINT ELECT MAINT ARMT MAINT LAND CBT
HQ SEC SEC SEC MSL SPT TMS
DISCOM
(AIR ASSAULT)
2-57
FM 4-30.3
MAIN SPT BN
(AIR ASSAULT)
2-58
Maintenance Organizations
HEAVY
MAINTENANCE
COMPANY
Mobility
2-200. This unit is capable of transporting 194,100 pounds (10,877 cubic
feet) of TOE equipment with organic vehicles. It also requires that 50
percent of its TOE equipment and supplies be transported in a single lift
using its authorized organic vehicles.
2-59
FM 4-30.3
2-60
Maintenance Organizations
LIGHT
MAINTENANCE
COMPANY
MAINT ELECT
LAND CBT SHORAD
PLT MAINT
MAINT SEC MAINT SEC
HQ SEC
NOTE: The Air Assault Division FSB also has a Headquarters and
Supply Company separate from the companies in the battalion.
Unlike the MSB, the FSB has no transportation support capability in
its structure. Nor does it have field service capability in its supply
company. All of the FSB’s maintenance capabilities are consolidated
into one Maintenance Company.
Figure 2-49, page 2-62, shows the organization of an Air Assault Division
FSB.
2-61
FM 4-30.3
FWD SPT BN
(AIR ASSAULT)
2-62
Maintenance Organizations
Basis of Allocation
2-213. The basis of allocation is one per FSB, Air Assault Division.
Figure 2-50 shows the organization of the Maintenance Company, FSB
(Air Assault Division).
Mobility
2-214. This unit is capable of transporting 93,000 pounds (8,150 cubic
feet) of TOE equipment with organic vehicles. It also has 106,800 pounds
(15,200 cubic feet) of equipment requiring additional transportation.
MAINT CO
MECH MAINT ELECT MAINT ARMT MAINT LAND CBT TECH SUP
PLT HQ
SEC SEC SEC MSL SPT SEC
NOTE: The ACR and SIB differ structurally from divisional brigades
in that they have various combat and combat support units ADA, MI,
field artillery (FA), engineer company) organic to them. In a division,
these combat and combat support units operate with the brigades
but are not organic to them.
2-63
FM 4-30.3
Basis of Allocation
2-217. The basis of allocation is one per ACR. Figure 2-52 shows the
organization of a Support Squadron, ACR.
Units
2-218. The Support Squadron, ACR, consists of the following:
• Headquarters and Headquarters troop.
• Supply and Transportation troop.
• Maintenance troop.
• Medical troop.
ARMORED
CAVALRY
REGIMENT
ARMD CAV
FA BN ENGR CO CHEM CO
SQDN
SIB
INF BN TANK BN
(MECH)
SPT SQDN
(ACR)
2-64
Maintenance Organizations
2-65
FM 4-30.3
MAINT
TROOP
FORWARD
SPT PLT HQ
MISSILE FORWARD
ELEC ARMT
MAINT SEC SPT
MAINT SEC MAINT SEC
TEAMS
SPT BN
(SIB)
2-66
Maintenance Organizations
2-67
FM 4-30.3
Basis of Allocation
2-233. The basis of allocation is one per Support Battalion, SIB. Figure
2-55 shows the organization of a Maintenance Company, Support
Battalion, SIB.
Mobility
2-234. Mobility remains critical for successful SIB sustainment
operations. Therefore, this unit is 100 percent mobile.
MAINT
CO
MAINT SPT
AUTMV/GSE AUTMV REP GSE REP SVC/RCVRY PLT HQ
PLT HQ SEC SEC SEC
INF SYS
ARMT/ELEC ARMT REP ELEC REP MISSILE SYS SPT TMS
PLT HQ SEC SEC SPT TM
ARTY SYS
SPT TMS
2-68
Maintenance Organizations
Force XXI
DISCOM
DISCOM HEADQUARTERS
2-237. The DISCOM HQ provides C2 for all CSS organic and attached
elements in the division. The DISCOM HQ contains the HQ Company,
Command Section, Staff sections, Unit Ministry Team (UMT), and
Support Operations Section. Figure 2-57 shows the organization of the
DISCOM Headquarters.
DISCOM
Headquarters and
Headquarters Company
Command
Section
Unit
S-1 Support Headquarters
Ministry
Section Operations Company
Team (UMT)
S-2/3 S-4
Section Section
S-6
Section
2-69
FM 4-30.3
division AO. The DMC serves as the “logistics fusion center” to collect and
analyze TAV/ITV information. All Support Operations sections channel
information to this section to improve the total distribution “pipeline”
visibility. Figure 2-58 shows the organization of the Division Support
Operations.
DIVISION SUPPORT BATTALION (DIGITIZED)
2-239. The Division Support Battalion (DSB) provides medical support
on an area basis to division rear area troops, transportation support to
the entire division, as well as DS supply and maintenance support to the
Division HQ, DSB, DISCOM HQ, Division Artillery (DIVARTY) HQ,
MLRS Battalion, ADA Battalion, MI Battalion, Signal Battalion, and
military police (MP) Company. Similar to the AOE MSB, the DSB also
provides Class III (bulk) reinforcing and resupply support to the FSBs.
Unlike the AOE MSB, the DSB no longer provides umbrella support to
the FSBs for the other classes of supply. FM 4-93.51 (FM 63-21-1)
provides more detail about the DSB. Figure 2-59 shows a Division
Support Battalion (Digitized).
DISCOM
Headquarters
Support Operations
Support
Operations
Office
Distribution
Movement Maintenance General
Management CSS PBO
Control Management Supply
Center (DMC) AMO Class VII
Office Office Office
Office
Medical
Class IX
Aviation Material
Branch
Division
Support Battalion
2-70
Maintenance Organizations
DSB
Headquarters and
Headquarters Detachment
Command
Section
2-71
FM 4-30.3
DSB
Maintenance
Company
Division Aviation
Support Battalion (DASB)
2-72
Maintenance Organizations
DASB Headquarters
and Supply Company
Headquarters Supply
Company
S-1
Section Headquarters Headquarters Headquarters
Section Section Section
UMT
Food Service Storage and Class I, Gen.
Section Issue Section Supply Section
S-2/3
Section Distribution Class IX
Section Section
S-4
Section ATP
Section
S-6
Section
Support Operations
Section
2-73
FM 4-30.3
DASB
Ground Maintenance Company
Headquarters
Headquarters
Section
Section
Auto/Track
Maintenance
Vehicle Repair
Section
Section
GSE Repair
Section
CAV
SST
Missile
Support Section
2-74
Maintenance Organizations
FSB
FSB
(MECH)
(MECH)
FWD SPT
HQ BASE FWD SPT
CO
DIST CO SPT CO MED CO
2 IN, 1 AR
NOTE: The FXXI FSB is similar in structure to the AOE FSB, except
for multifunctionality and a “distribution” focus; a consolidated SSA;
organizational/DS supply and maintenance capability; provides food
service to the Brigade HQ; Forward Surgical Teams are attached
from corps; FSB has a habitual DS relationship to supported
Maneuver Battalions.
Units
2-246. The FXXI Forward Support Battalion consists of the following:
• Headquarters and Distribution Company (HDC).
• Forward Support Company (FSC) – one for each Maneuver
Battalion.
• Base Support Company (BSC).
• Forward Support Medical Company (FSMC).
FORWARD SUPPORT COMPANY, FORWARD SUPPORT BATTALION
2-247. For FXXI, CSS elements organic to the maneuver units were
combined with DS CSS elements under the “centralized logistics concept”
to form the FSC. This new FSC is as mobile as the unit it supports. This
mobility provides greater flexibility for the Maneuver Commander. The
FSC also gains increased efficiency and effectiveness through centralized
support. Centralized support allows the FSB Commander to cross-level
between FSCs and weigh the battle logistically as required. The FSB’s
multifunctional FSC includes an Supply and Transport (S&T) Platoon, a
Medical Platoon, and a Maintenance Platoon organized to provide
habitual support to a Maneuver Battalion. The FSC provides all classes
of supply, food service, medical support, and tactical field maintenance
(DS/unit) to itself and the battalion it supports. Figure 2-66, page 2-76,
shows the organization of a FSC.
2-75
FM 4-30.3
Forward
Support Company
Supply and
Company Maintenance
Transportation
Headquarters Platoon
Platoon
Combat Repair
Distribution
Teams
Section
(x3)
2-76
Maintenance Organizations
FSB
Base Support
Company
Supply and
Headquarters Engineer Support Base Maintenance Forward Repair
Transportation (S&T)
Platoon Platoon Platoon Platoon
Platoon
Automotive
Class III Distribution Missile/ELM
Maintenance
Section Section Section
Section
Artillery
Class IX Armament
Support
Section Section
Section
Distribution
Section
Figure 2-67. Force XXI Forward Support Battalion, Base Support Company
2-77
FM 4-30.3
support to the FSCs as directed by the MCS or FSB SPO. The platoon
also provides limited reinforcing and backup support to the FSCs.
2-78
Maintenance Organizations
Brigade S4, the BSB Intelligence and Operations Officer (S2/3), and the
CSS representatives of the supported units. The SPO plans and monitors
support operations and makes necessary adjustments to ensure support
requirements are met. The SPO coordinates with the Adjutant (S1) and
S4 to track available CSS assets. He also coordinates with the S2/3 for
the support locations and schedules of supported units. The SPO
monitors daily Battle Loss reports to anticipate requirements. The SPO
requests and coordinates augmentation with the higher echelon
(DISCOM/DMSB/TSC) SPO when requirements exceed capabilities. The
SPO prepares and distributes the external Service Support Standing
Operating Procedure (SOP) and annex that provides guidance and
procedures to supported units. The SPO provides input to the supported
units on the Logistics Estimate and Service Support annex. The Support
Operations Section is composed of a number of functional cells (see
Figure 2-69).
SPO
AMMO CONTR
CELL CELL
2-79
FM 4-30.3
2-80
Maintenance Organizations
2-81
FM 4-30.3
FMC
MSL/ELEC
RCVY SEC
REP SEC
CRT ARMT
(X4) FA CRT
REP SEC
2-82
Maintenance Organizations
right people with the right tools and test equipment to provide
automotive field maintenance forward on the battlefield and rapidly
return combat systems to the fight.
2-265. The FMC is composed of a Maintenance Control, Recovery, and
Classification Platoon (with CRTs), a Wheeled Vehicle Repair Platoon,
and a Maintenance Support Platoon. Command and control is provided
by the company headquarters.
Maintenance Control, Recovery, and Classification Platoon
2-266. The Maintenance Control, Recovery, and Classification Platoon
consists of the Maintenance Control Section, the Classification Section,
and the Recovery Section. The following describes each of these sections.
2-267. Maintenance Control Section. The MCS is the nerve center for
maintenance operations within the SBCT. The section consists of the
MCO, Maintenance Control Sergeant, and the Equipment Records/Parts
Specialists. The Equipment Records/Parts Specialists have oversight
responsibility for all TAMMS operations in the brigade and manage the
DS shop stocks. CRTs are equipped with automated maintenance
systems and a minimal number of operators. The MCS also dispatches
Contact Maintenance Teams and MSTs to provide forward support.
MSTs, such as the Missile Repair Teams, are teams operating from the
BSA and are designed to move forward to provide support.
2-268. Classification Section. The Classification Section is responsible
to the FMC Commander for quality assurance, quality control, and
technical inspections for all field maintenance functions. The
Classification Section classifies inoperative and damaged equipment
according to condition codes. The classifications are determined according
to instructions provided in technical bulletins, and directives from higher
HQ. The Classification Section also has the mission, in coordination with
the HDC Supply Section and the Support Operations Section, of
managing the cannibalization point.
2-269. Recovery Section. The Recovery Section provides recovery
support to all elements of the brigade, to include recovery of the heavy
expanded mobility tactical truck (HEMTT), the high mobility multi-
purpose wheeled vehicle (HMMWV), the interim armored vehicle (IAV),
lighter vehicles, and trailers.
2-270. Combat Repair Teams. CRTs assigned to the FMC and based
in the BSA, will be dispatched as needed to forward locations of the
maneuver units and the FA Battalion to conduct maintenance, and then
return to the BSA. The CRTs are controlled by the FMC MCO, who
coordinates with the S4/XO of each maneuver and FA battalion/TF to
establish work priorities, control movements, and integrate CRT
operations into the maneuver/FA units’ operation plans (OPLANs). A
principal task of the CRT is to assess and report maintenance
requirements to the MCS. Supported by maintenance STAMISs in the
BSA, IETMs, the Soldier Portable On System Repair Tool (SPORT), the
contact maintenance truck (CMT), and the FRS, the teams identify
faults, monitor embedded prognostics as they become available through
materiel fielding, advise Unit S4s regarding forward maintenance
management, and conduct component and major assembly replacement
for supported equipment.
2-83
FM 4-30.3
2-84
Maintenance Organizations
2-85
FM 4-30.3
CSSC
2-86
Maintenance Organizations
AR/MECH
BN
AR/MECH
HHC CO
HHC
(AR/MECH)
BN HQ HQ CO
BATTALION HEADQUARTERS
2-285. The HQ provides the officers and soldiers needed to support
battalion operations. Key personnel of the command group include the
Battalion Commander, the Executive Officer (XO), and the Command
Sergeant Major (CSM). The battalion staff consists of the S1, S2, S3, S4,
and all special staff officers.
2-87
FM 4-30.3
Company Headquarters
2-286. The Company Headquarters provides C2, communications,
administration, and logistics support for the company. The Company HQ
consists of a Company Commander, XO, 1SG, and the Company Supply
Section. The Company Commander is responsible for the battalion/TF
brigade trains. The commander establishes the HHC command post,
coordinates support with the FSB, and serves as the Battalion TF Rear
Operations Officer. Figure 2-74 shows the organization of a Company
Headquarters.
HQ CO
SIGNAL MAINT
PLT PLT
2-88
Maintenance Organizations
MAINT
PLT
CO
MAINT
TEAM
2-89
FM 4-30.3
2-90
Maintenance Organizations
2-301. The CMT recovery vehicle remains in the forward area where it is
used to return vehicles to the battle. The recovery vehicle crew performs
BDAR and pulls vehicles out of the line of fire for further repair. Vehicles
requiring repair in the UMCP are recovered to a collection point in the
forward area. Recovery teams from the Recovery Support Section move
the weapons systems to the UMCP.
MODULARITY
2-302. Modularity builds flexibility into the force designe process. To
enhance their ability to tailor CSS forces, force developers pursue
opportunities to develop modular CSS elements tailored to support the
assigned mission.
DEFINITION AND FUNCTIONS
2-303. Modularity is a force design methodology. It establishes a means
of providing force elements that are interchangeable, expandable, and
tailorable to meet the changing needs of the Army. Modularity also
provides the tailored functions and capabilities needed by Force
Projection forces across the range of military operations. Modularity
provides the methodology for the Army to achieve a force structure that
optimizes rapid assembly of mission-oriented contingency forces that are
effective and efficient. Modularity provides a means of rapidly
identifying, mobilizing, and deploying doctrinally sound, sustainable, and
fully mission-capable elements and organizations capable of operating in
a joint and/or combined environment.
2-304. To achieve modularity, the Army needs to examine the processes
of determining current deployment requirements. For example, functions
not likely to be needed in smaller contingencies or in early phases of a
major contingency can be planned for later deployment. Requirements
generated by multiple echelons may be eliminated (such as eliminate
echelon-induced duplicate or redundant requirements); combine
requirements for the same unit developed at multiple echelons.
Tenets
2-305. Modularity allows units to be:
• Responsive.
• Economical.
• Effective.
• Flexible.
• Selective.
• Identifiable.
Responsive
2-306. Modularity provides functions and capabilities to meet a
commander’s requirements with an initial element. It allows ease of
identification and deployment of specific functions on short notice.
Modularity permits appropriate force tailoring of necessary functions in a
force projection environment. It provides required functions and
capabilities with less strategic lift and with reduced sustainment
requirements.
2-91
FM 4-30.3
Economical
2-307. Modularity allows the Army to meet functional CSS requirements
earlier but with a smaller footprint. It enables the Army to achieve
economy of scale by deploying only those functions and capabilities
needed for the mission. Needed functions and capabilities will be
provided at the appropriate time and place. This is especially crucial
when considering limited airlift capabilities.
Flexible
2-308. Modularity enables support that is expandable, contractible and
flexable. It enables interconnecting support with diversified functions and
capabilities operating in the same area.
Selective
2-309. Modularity applies to selected organizations that meet the
mission profile criteria (for example, those required early in deployment).
It should be noted that some organizations are already modular in
nature, and some organizations may not need modularity.
Identifiable
2-310. TOE documentation must clearly identify sub-elements (such as
platoon, section, squad, or team) designed for modularity. This allows
rapid identification of minimum Army force package requirements for
deployment and effective mission accomplishment. Further identification
of units at the modified tables of equipment (MTOE) level can be
accomplished by the unit identification code (UIC) or a derivative UIC.
MAJOR APPROACHES
2-311. There are many approaches to modularity. However, the
modularity concept focuses on the following two major approaches.
• Functionally Emulative Increments (FEIs). FEIs
consist of increments of an organization constructed to
emulate functions and capabilities of the whole
organization.
• Modular Designed Units. Modular organizations consist
of modules or elements that replicate, augment, or provide
discrete functional capabilities, which allow the unit to
operate as an entity in one location or as self-sustaining
parts of that entity at a different location.
The object is to regroup the organization for maximum effectiveness and
efficiency as soon as possible, but to allow its separate parts to function
effectively where and when needed.
2-92
Maintenance Organizations
2-93
FM 4-30.3
2-94
Maintenance Organizations
PERSONNEL RESPONSIBILITIES
2-330. Battalion leaders responsibilities are key to accomplishing the
tactical maintenance support mission. The following discusses the logistic
responsibilities of Battalion HQ staff personnel and company-level
personnel.
BATTALION HEADQUARTERS STAFF
2-331. The Headquarters supports battalion operations. Key command
group personnel are the Commander, XO, SPO, and the CSM. The
battalion staff consists of the S1, S2, S3, S4, and all special staff officers.
Primary maintenance responsibilities are summarized below.
BATTALION COMMANDER
2-332. The Battalion Commander establishes and enforces maintenance
standards. He prioritizes and allocates resources, provides training
guidance, and is responsible for executing the maintenance mission,
quality assurance/quality control (QA)/(QC), and materiel readiness.
BATTALION EXECUTIVE OFFICER
2-333. The Battalion/TF XO is the principal staff coordinator of logistical
support (internal to the battalion). He coordinates all staff actions
relating to maintenance and provides overall staff supervision of
battalion maintenance. He also provides staff supervision over the S1,
personnel services, the S4, all classes of supply, and transportation.
SUPPORT OPERATIONS OFFICER
2-334. The SPO provides technical supervision of CSS functions. The
Maintenance Officer in the Support Operations Office plans, coordinates,
and provides technical supervision of DS-level functions performed by
2-95
FM 4-30.3
2-96
Maintenance Organizations
priorities. The BMT and BMS assist the BMO in coordinating unit
maintenance operations.
BATTALION MAINTENANCE TECHNICIAN
2-342. Located in the UMCP, the BMT assists the BMO in all
maintenance repair and quality control operations. The BMT’s primary
function is to ensure the maximum number of combat weapons systems is
returned to the battle in the forward area. This technician controls
BDAR, recovery, and maintenance operations in the forward area of the
battlefield by maintaining continuous communications with the Company
Maintenance Team Chiefs (CMTCs).
2-343. The BMT organizes and moves teams from the Maintenance
Platoon forward to reinforce the CMTs. These maintenance teams provide
maintenance resources (skills, test equipment, parts, and personnel) in
addition to that provided by CMTs. The BMT determines which damaged
weapons systems will be recovered to the UMCP, and works with the FSB
MST Team Chief to determine maintenance priorities. He alerts the BMO
when the FSB MST requires reinforcement. The BMO is the
commander’s executive agent for QA/QC.
BATTALION MAINTENANCE SERGEANT
2-344. The BMS is the senior maintenance NCO in the battalion/TF. The
BMS assists and coordinates with the BMO and BMT to control and
prioritize maintenance operations, quality control in the field, and combat
trains. The BMS coordinates the maintenance workload with the FSB
MST and directs the flow of repair parts from the field trains. The
Battalion Maintenance Sergeant is normally located in the field trains.
COMPANY PERSONNEL
2-345. The Company HQ consists of the Company Commander, XO, and
First Sergeant; a Maintenance Section; and a Company Supply Section. It
provides C2, communications, administrative, and logistics support for
the company. The XO, MCO (for maintenance units), First Sergeant, and
Supply Sergeant are the four key leaders. They have primary
responsibility for CSS.
COMPANY COMMANDER
2-346. The HHC Commander is responsible for the battalion/TF field
trains. The commander establishes the HHC command post, coordinates
support with the FSB, and serves as the Battalion TF Rear Operations
Officer.
2-347. The Maintenance Company Commander plans, directs, and
supervises the operations and employment of the company. The
commander is responsible for providing maintenance support to the
brigade. He provides guidance to the MCO concerning maintenance
support and repair parts availability, and technical
supervision/assistance to supported unit commanders.
COMPANY EXECUTIVE OFFICER
2-348. The Company XO is the logistical planner and coordinator. The
XO works with the 1SG to ensure CSS activities are set up and
supervised. He determines the general location for the company resupply
2-97
FM 4-30.3
2-98
Maintenance Organizations
reports received from the Platoon Sergeants to the Battalion ALOC. The
1SG is responsible for all maintenance operations for the company and
directs the efforts of the CMT.
COMPANY SUPPLY SERGEANT
2-350. The Supply Sergeant is the company’s representative in the
battalion field trains. The Supply Sergeant requisitions Class II, IV, VII,
and limited Class VIII items. He coordinates with the support platoon for
Classes I, III, and V, and assists the 1SG in establishing company
resupply points and logistical package (LOGPAC) operations.
MAINTENANCE SERVICE SECTION NON-COMMISSIONED OFFICER IN
CHARGE
2-351. The Maintenance Service Section noncommissioned officer in
charge (NCOIC) organizes the section into teams based on guidance
provided by the BMO and BMT. Teams are sent forward to reinforce the
critical areas when requested by the BMT. Each team has an NCOIC and
works under the direct control of the CMTC requesting reinforcing
support. This NCOIC ensures deploying teams have appropriate skills,
tools, test equipment, and parts to support the mission. He ensures all
deploying teams have a link-up plan and location. Most of the NCOIC’s
effort is directed toward repairing equipment in the UMCP.
RECOVERY SUPPORT SECTION NON-COMMISSIONED OFFICER IN
CHARGE
2-352. The NCOIC of the Recovery Support Section coordinates the
workload with the BMT to ensure priority of recovery in accordance with
the battalion’s mission requirements. The NCOIC ensures crews are
trained in both recovery operations and BDAR. He maintains
communications with the crews at all times and is prepared to react to
emergency surge recovery requirements.
RECOVERY EQUIPMENT OPERATORS
2-353. Recovery equipment operators are responsible for BDAR and for
recovering disabled, damaged, mired, and abandoned vehicles. They
perform unit-level maintenance on recovery assets. Recovery operators
provide lift for maintenance operations, such as removal and replacement
of power packs. Their duties include solving towing and rigging problems,
and making on-site repairs and adjustments.
COMPANY MAINTENANCE TEAM CHIEF
2-354. The CMTC organizes and directs CMT mechanics. The team chief
identifies damaged combat weapons systems for recovery and is
responsible for recovery operations to a collection point. The CMTC
supervises BDAR and cannibalization efforts, and controls all repair
parts. The team chief works closely with the 1SG and responds to all
maintenance requirements. When the team’s workload is exceeded, the
CMT Chief requests reinforcement from the BMT. The chief, along with
the BMT, is responsible for all maintenance operations forward of the
UMCP.
2-99
FM 4-30.3
2-100
Chapter 3
3-1
FM 4-30.3
Step Action
3-2
Maintenance Support Operations
3-3
FM 4-30.3
3-4
Maintenance Support Operations
FLOT
X
MST
UMCP
UMCP
II
FSB
MST
X
FSB UMCP
UMCP
BSA
MCP
MCP
II
MST
UMCP
UMCP
50-70 KM
X
3-5
FM 4-30.3
Attack
3-20. The attack is quick and violent. The BMO monitors the tactical
situation to support the attack. The BMO informs the S3 and S4 of
specific UMCP locations. On-site maintenance support and recovery
operations are accomplished with high risk.
3-21. During the attack, the majority of the Maintenance Platoon is
located in the TF combat trains area. The CMTs are forward with the
Maneuver Companies. Maintenance activities during this phase
concentrate on recovery and BDAR. After the attack, the BMO
coordinates maintenance requirements with the Battalion XO. They
discuss the current situation, priority of effort, and plans for the next
operation.
Exploitation and Pursuit
3-22. The TF covers a large area during the Exploitation and Pursuit
phase. Combat units strike at objectives deep in the enemy rear while
keeping pressure on retreating enemy forces. Command, control, and
communications are extremely difficult. CMTs perform on-site repair.
Equipment that cannot be repaired on-site is recovered to the UMCP or
BSA (whichever location can best complete the required maintenance).
Maintenance Platoon personnel perform quick repairs in the UMCP.
Equipment in the UMCP may be repaired on the spot or evacuated to the
field trains or BSA. The UMCP and the field trains move forward to
support exploitation and pursuit operations.
CONDUCTING DIRECT SUPPORT LEVEL MAINTENANCE – OFFENSIVE
OPERATIONS
3-23. The Maintenance Unit Commander prepares for support of
offensive operations in much the same way as the Maneuver Unit
Commander. The Maintenance Unit Commander appraises the combat
situation, determines the needed support, and then organizes resources
to provide the maintenance support. DS maintenance units, as part of the
division, must maneuver and deploy to provide maintenance support.
Maintenance support operations are influenced by the division’s
deployment and its organization for combat, the tempo and type of
combat operation, and the availability of suitable terrain.
3-24. In some combat situations, maintenance units are deployed well
forward; in other situations, they are deployed to the rear. In some cases,
maintenance units accompany or closely follow supported units; in others,
they remain behind until ordered to move forward. In still other
situations, the bulk of the maintenance units may deploy prior to the
supported units.
3-25. The type and tempo of combat also affects the nature of the
DISCOM maintenance unit’s workload. During fast-moving offensive
operations, the maintenance shop workload may be light. When the
advance slows or the pursuit phase ends, maintenance units must
increase their activities. During the offensive phase, priority will be
placed on recovery, BDAR, and roadside repair, or on collecting,
classifying, and reporting abandoned equipment.
3-6
Maintenance Support Operations
3-7
FM 4-30.3
3-8
Maintenance Support Operations
3-9
FM 4-30.3
HOSTILE ENVIRONMENT
3-46. National policy may require the Army, either singularly or as
part of a joint or multi-national TF, to conduct peace operations in
politically sensitive areas of the world. At such times, regional
combatants may disregard the peace initiative and continue a sporadic or
repeated armed struggle. Commanders must anticipate this and be
prepared to provide logistics support in hostile, potentially life-
threatening situations.
3-10
Maintenance Support Operations
3-11
FM 4-30.3
3-12
Maintenance Support Operations
3-13
FM 4-30.3
Initiation
3-59. There are four steps in equipment recovery procedures. Table
3-2 outlines the procedural steps for equipment recovery.
Step Action
3-14
Maintenance Support Operations
(depending on the type unit). They develop a plan of action for repair and
recovery of the disabled equipment based on the request for assistance.
3-61. Action Plan. The BMO, Unit Motor Officer, or Motor Sergeant
(depending on the type unit), develops an Action Plan that includes
evaluation of the following:
• Extent of damage or system failure at the breakdown site.
• Established priority for support.
• Tactical situation.
• Workload.
• Availability of maintenance and recovery personnel.
• Availability and maintenance status of recovery equipment.
3-62. Checklist. The BMO assigns the repair/recovery mission to the
CMT. The CMT is provided a Unit Checklist containing the following
information:
• Breakdown location and grid coordinates.
• Cause of the breakdown.
• Specific designation of required support:
! Personnel by rank and MOS.
! Equipment by line item number (LIN), NSN, and
quantity.
• Supply requirements – required classes of supply:
! Class I (rations and water).
! Class III.
! Class V (by type and quantity).
! Class IX (by part and quantity).
• Tactical situation:
! Road and movement restrictions.
! Primary and alternate routes of march.
! METT-TC and special security or NBC defense
requirements.
! Individual clothing and equipment and NBC defense
items.
! Equipment and supplies to decontaminate the disabled
vehicle.
• Communications equipment availability, including applicable
call signs, primary and alternate frequencies, and required
reports.
• Security and safety requirements.
• Applicable special instructions regarding the disposition of
contaminated equipment, Contingency Plans, and any special
tactical or security considerations.
3-15
FM 4-30.3
Special Considerations
3-63. Recovery personnel requires special training and special
consideration of the following when recovering abandoned or unmanned
equipment:
• Must be trained to identify contamination and search for
booby-traps.
• Must wear MOPP when chemical contamination is suspected.
• Must be trained to clear or disarm the weapons systems of
supported equipment to prevent accidental discharge.
3-64. Abandoned Equipment. Once the CMT makes the equipment
safe, it proceeds with the recovery operation. The equipment is inspected
to assess the damage and determine repair or recovery requirements. The
CMT reports findings and the situation to the BMO. The BMO may direct
repair or recovery of equipment or it may send additional parts or
personnel. The CMT proceeds with repair/recovery as directed.
3-65. If the BMO cannot be contacted, the CMT proceeds with the
original plan or modifies it based on judgment, the commander’s
priorities, and the unit SOP. During defensive operations, CMTs recover
equipment to the first terrain feature. From there they coordinate its
removal to the UMCP. However, this should be done only if the
equipment cannot be repaired at the Forward MCP. During offensive
operations, MSTs recover to the MSR. From that point, Maintenance
Platoon personnel pick up the equipment as they move forward.
3-66. Recovery Destination. The following items may influence the
CMT’s ability to recover equipment to a destination:
• Tactical situation.
• Recovery vehicle requirements.
• Workload.
• Available resources at the unit MCP and the supporting
maintenance unit.
• Extent of repairs required.
Logisticians use maintenance time guidelines established by the
commanders in conjunction with these factors to decide which
maintenance activity can best make the repair. The bottom line is to
repair the equipment as far forward as possible using the least amount of
maintenance resources.
3-67. Night and Limited Visibility. Sometimes the tactical situation
prevents access to disabled equipment. When that occurs, the BMO must
carefully weigh the potential benefits of recovery against the possible loss
of personnel. This is particularly true during night operations when the
need for noise and light discipline further complicates the recovery
process.
3-68. Recovery operations at night or during limited visibility are
generally the same as during daylight. Recovery elements may require
night vision devices and additional personnel assistance for ground
guides. In some cases, the mission may require the Tactical Commander
to approve the compromise of light and noise discipline. When tactical
3-16
Maintenance Support Operations
3-17
FM 4-30.3
3-18
Maintenance Support Operations
3-19
FM 4-30.3
3-20
Maintenance Support Operations
Responsibility
3-88. The various areas of responsibility for retrograde operations are
listed below:
• The ASCC MMC, in coordination with CONUS Commodity
Commands, establishes the type, quantity, and condition of
equipment for retrograde.
• The MMC develops and publishes criteria for maintenance
units. Materiel managers identify retrograde items as far
forward as practical to prevent unnecessary handling and
shipment.
• In some cases, the DS-level maintenance unit can make the
inspection and decision to retrograde. In other instances, GS-
level maintenance units make this determination.
• When required, the MMC publishes updated lists of items to
be retrograded with the quantity and destination of each.
They also coordinate transportation requirements for
retrograde cargo.
• The MMC coordinates and directs all retrograde shipments.
Procedures
3-89. Customer units may requisition Class IX repair parts from their
supporting collection and classification unit. Table 3-3 gives an example
of how materiel (a tank, combat) is reclaimed, based on the assignment of
a serviceable, reparable, or uneconomically reparable condition code by
DS-level collection and classification units.
Uneconomically
Serviceable Item Reparable Item
Reparable Item
Support Priority
3-90. Maintenance is concentrated on those weapon systems and
materials directly required to support the retrograde operation. Priority
of support should be given to units that have completed the movement to
the next location and are preparing a new position. Emphasis must be
placed on items that can be repaired most readily. Other equipment
should be evacuated directly to future planned support areas. Extensively
damaged and non-reparable equipment should be used for controlled
exchange or cannibalization.
3-21
FM 4-30.3
Equipment Recovery
3-91. Destroy equipment that cannot be repaired or recovered to
prevent enemy capture. Recovery capability is of utmost importance. The
first method of choice is self- and like-vehicle recovery. Wheeled and
tracked recovery vehicles are used at critical points to keep the route of
march open. Recovery Support sections remain close to the combat unit to
assist the CMT’s recovery assets.
3-92. Recovery equipment is critical to support of retrograde
operations. Its use must be rigidly controlled and coordinated. Recovery
equipment should be marshaled at critical locations to keep routes open
and to recover all materiel possible. Badly damaged equipment should be
evacuated or destroyed. Specific instructions must be provided for
destruction of supplies and equipment.
Planning
3-93. Continuous maintenance support throughout the retrograde
operation is essential to keep the maximum number of weapon systems
operational. Maintenance planners should concentrate on providing
essential support forward while moving the bulk of the maintenance
units to the rear. They organize teams to provide support to essential
weapon systems in the forward areas.
3-94. Maintenance efforts should concentrate on “quick fix” items,
using assemblies brought forward to facilitate rapid turnaround of
weapon systems. BDAR and fixing equipment are top priority.
Maintainers should maximize use of controlled exchange and
cannibalization.
RECONSTITUTION OPERATIONS
3-95. Reconstitution is an extraordinary action used to restore units to
a desired level of combat effectiveness commensurate with mission
requirements and available resources. No resources exist solely to
perform reconstitution. It is a total process whose major elements are
reorganization, assessment, and regeneration. FM 100-9 contains more
information on reconstitution.
REORGANIZATION
3-96. Reorganization is a shift of resources within a degraded unit to
restore its combat effectiveness. Reorganization can be immediate or
deliberate. It includes cross leveling, matching crews to equipment, and
forming composite units from two or more attrited elements.
ASSESSMENT AND REGENERATION
3-97. Assessment and regeneration is done as far forward as possible so
units may return to combat with minimum delay. It occurs normally in
the support area two levels higher than the unit being reconstituted. It
measures a unit’s capability to perform its mission and evaluates
regeneration needs.
3-98. Maintenance support of these operations initially consists of
assessing the damage. It then shifts to repairing as many weapon
systems as possible to meet the commander’s priorities.
3-22
Maintenance Support Operations
3-23
FM 4-30.3
3-24
Maintenance Support Operations
Planning
3-108. Detailed planning for maintenance support of night operations is
essential. Maintenance support planners must provide a realistic
assessment of the capability to support night operations. The assessment
is based on the degree of proficiency attained by the maintenance
elements concerned in training and on the SOP for night maintenance
operations. Requirements must be identified and coordinated for
additional maintenance support from higher echelons to assist in working
off the repair of items deferred for daylight maintenance.
3-109. With the present night vision technology, planners must
anticipate built-in backlog each morning. They must ensure that the
Maintenance Support Plan provides timely support without interfering
with or compromising the Tactical Plan.
Procedures
3-110. Using night vision devices, organizational and DS maintenance
elements repair and return to service those critical items within their
repair capability. Night vision devices are used for tasks that must be
accomplished outside. Bulky items or repair parts supply, as well as
equipment and tools, are pre-positioned for rapid location, identification,
and handling during the night.
3-111. Where enemy observations may be possible, field expedient
drape-type shelters are constructed to hide the light source. Lightproof
shelters with visible subdued light are used for the repair of small items
of equipment (such as radios and small arms). They also provide a place
to use required TMs. The Tactical Commander must approve the use of
subdued visible light.
3-112. Night recovery is conducted on a case-by-case basis depending on
the tactical situation and the need for recovery of the item. Equipment,
tools, and repair parts are pre-positioned and marked for easy location,
identification, and handling. Elements must also be concerned with aerial
observation of heat and light source signatures. Where required, the
supported unit provides security for the recovery element. MSTs
dispatched from support elements into areas farther forward should have
night vision devices.
NUCLEAR, BIOLOGICAL, OR CHEMICAL ENVIRONMENT
3-113. Maintenance personnel must be prepared to provide maintenance
support on the integrated battlefield. To do this, individual soldiers must
be trained to survive an initial NBC attack and to continue the mission in
a toxic environment under great mental and physical stress.
3-114. Leaders must recognize that performance in an NBC
environment is greatly degraded, causing a detrimental effect on mission
performance. Long-term problems caused by contamination make it
doubly important that maintenance units protect themselves. When
possible, maintenance activities should occupy protected areas (such as
underground garages or concrete buildings) to provide cover from liquid
chemical agents and shielding from radioactive contamination.
3-25
FM 4-30.3
CONTAMINATED EQUIPMENT
Standing Operating Procedure
3-115. Units should establish SOPs for contaminated vehicle and
equipment maintenance procedures for the following:
• Responsibilities for establishing and operating contaminated
and uncontaminated MCPs.
• Procedures for operating contaminated and uncontaminated
MCPs.
• Procedures for performing unit-level hasty decon or
requesting deliberate equipment decontamination from an
NBC Defense Company.
• Procedures for contaminated equipment inspection.
• Procedures for repair without electronic test equipment
(destroyed by blast or electromagnetic pulse (EMP)).
Hazards
3-116. The following are some special hazards involved in working on
contaminated equipment:
• Petroleum products tend to trap chemical contaminants.
• A vehicle that is safe for an operator without MOPP-4
protection may be unsafe for a mechanic to repair.
• Chemical contaminants may collect in bolt threads, hydraulic
fluids, and closed assemblies. For example, a mechanic might
break open an air filter and be exposed to lethal
concentrations of hazardous vapors. Casualties could be high
unless all repairs and preventive maintenance on previously
contaminated vehicles are performed in MOPP-4.
• Oil, grease, and dirt seriously degrade the protective qualities
of a chemical overgarment. Mechanics must keep themselves
as clean as possible. Extra overgarments should be on hand to
replace dirty ones.
• Wet-weather gear helps keep overgarments clean but
increases heat buildup and will eventually be penetrated. The
combination of protective gear and wet-weather gear provides
good (although hot) protection from a combination of toxic
chemicals, grease, and oil contamination. Fuel handlers’
aprons and field expedient rubber sleeves provide some added
protection with less heat buildup.
• Mission performance is greatly degraded. Repair times are
significantly increased with increased MOPP levels. This
reduced capability affects the combat readiness of supported
units.
Control Principles
3-117. Do not spread contamination or bring contaminated equipment
into a clean area. Units may establish separate MCPs or, at a minimum,
separate storage areas for contaminated and uncontaminated equipment.
3-26
Maintenance Support Operations
3-27
FM 4-30.3
Level Description
Disposition
3-124. Whenever possible, return contaminated repaired equipment with
no more than a negligible risk to the owning contaminated unit. Even if
equipment has gone through hasty decon, it can still be hazardous to
handle. A previously contaminated unit will already be conducting
periodic contamination checks and will be able to use the equipment
safely because of the precautions being taken.
Evacuation
3-125. Contaminated equipment and tools must be stored at a location
downwind of clean areas. Every effort must be made to control the spread
of contamination. Contaminated vehicles and equipment should not be
sent to the base shop for repairs. NBC considerations may outweigh
established maintenance repair timelines. If DS-level maintenance is
required, an MST will be sent forward to make repairs in the
contaminated MCP. DS maintenance units should treat all customer
equipment as contaminated until detection equipment proves otherwise.
Tools
3-126. Since it is difficult to decontaminate equipment well enough to
eliminate risks to mechanics, it may be impractical to decontaminate
tools and equipment used to repair contaminated equipment. Segregate
3-28
Maintenance Support Operations
3-29
FM 4-30.3
WIND DIRECTION
MCP
MST UMCP
CLEAN EQUIP
CLEAN
REPAIR CONTAMINATED
AREA EQUIPMENT
CLE
A
EQU N EQUIP UMCP
IP DECON
X AREA
X
X
X
X
CONTAMINATED
EQUIPMENT
EQUIP
DECON Personnel Equipment Flow
CONTAMINATED
AREA
REPAIR AREA
3-30
Maintenance Support Operations
3-31
FM 4-30.3
3-32
Maintenance Support Operations
3-33
FM 4-30.3
3-34
Maintenance Support Operations
3-35
FM 4-30.3
3-166. Items reparable at the GS level are evacuated through the Class
IX Supply System to a sustainment maintenance base. Certain items
with specific condition codes are evacuated to a C&C Company. The
Maintenance Company is required to report critical, controlled, or short-
supply items to the MMC before evacuation.
Non-tactical Information Systems
3-167. The Defense Information Systems Network (DISN) is a
worldwide, non-tactical communications network established by the DoD.
The Defense Information Infrastructure (DII) is a worldwide complex of
DoD-established information systems networks and control centers
organized into a single, seamless, interoperable, long-haul, general-
purpose Theater Communications System (TCS). DII facilities may be
operated by any of the U.S. Armed Services. In a theater of operations
where the Army manages the DII, the responsibility is assigned to the
TSC-A.
3-168. The TSC-A Commanding General has the mission to establish,
operate, and control the TCS. The commander responds to the
operational direction of the ASCC and the Defense Information Systems
Agency (DISA) for the DII (Army) under his control. The TSC-A is
responsible for expanding and restoring DII web links in-theater and for
providing liaison and interface to DII networks managed by the other
services. During wartime, the TSC-A provides information systems
support to the Wartime Theater Army and its forces in the theater of
operations.
3-169. DII and TSC-A fixed information systems facilities use fixed-
plant, COTS, and complex systems unique to TCS or DII operations.
System complexity, criticality, and equipment configurations mandate
that logistical support for non-tactical information systems equipment be
provided differently than for ASCC tactical equipment.
Location
3-170. Supported sites may be dispersed over a large geographical area
and the equipment maintained may be unique to the theater of
operations. A theater may use equipment operating in a frequency range
different from another theater’s. Equipment may include systems
manufactured in the HN.
Support Organization
3-171. The TSC-A Commander is responsible for the operation and
maintenance management of facilities and resources that support or
relate to the DII. The organization created to provide logistical support to
non-tactical information systems in TSC-A is the AMSF. The AMSF may
be a TDA organization or an MTOE organization with TDA
augmentation. The AMSF provides both maintenance and supply support
for TSC-A supported equipment. If specified in the Mission Statement or
Statement of Work (SOW), the AMSF may operate as well as maintain
telecommunications facilities for the TSC-A. The AMSF provides logistics
support to fixed-station, semi-fixed, and special transportable information
systems. Maintenance support provided by an AMSF includes DS, GS,
and SRA levels.
3-36
Maintenance Support Operations
Functions
3-172. Maintenance. Maintenance functions performed at the AMSF
include repair of components, assemblies, modules, and PCBs evacuated
by supported sites or MSTs. These include COTS equipment and systems.
Repairs require specialized skills, special tools, TMDE, and disciplined
QC. Repaired items are returned to the sites or RX, or they are restocked
in the AMSF. Items beyond the AMSF’s repair capability or beyond the
scope of the AMSF Contractor SOW are returned to the manufacturer for
repair.
3-173. Supply. The AMSF provides C-E repair parts for information
systems operated at supported sites. It maintains a stockage of repair
parts, circuit components, modules, subassemblies, special design tools,
and test equipment for its own operation, as well as for supported site
requirements. The AMSF provides complete support for all peculiar
repair parts requests and organizational PLL. Repair parts support to
customer units does not include repair parts for other items of
organizational equipment, such as automotive, arms, and NBC
equipment. The DS maintenance unit of the theater CSS organization
charged with the normal DS support mission provides non-C-E parts
support.
3-174. AMSFs requisition C-E repair parts and supplies directly from
the appropriate CONUS NICP and other wholesale sources as prescribed
by Integrated Logistics Support (ILS) Plans and Wholesale Interservice
Supply Support agreements. They also receive, store, maintain account
for, and issue non-force organic information systems project materiel and
equipment (formerly referred to as Class IV project materiel) in support
of the DII (Army).
3-175. Operational. If specified in the Mission Statement or SOW, the
AMSF may also operate, as well as maintain, selected DII
telecommunications facilities, AUTODIN, the Standard Theater Army
Command and Control System (STACCS), Defense Red Switch Network
(DRSN), and government-owned, contractor-operated (GOCO) facilities in
the theater for the TSC-A.
3-37
FM 4-30.3
3-38
Maintenance Support Operations
On-Site Maintenance
3-180. On-site maintenance support includes the following:
• Performing maintenance at the location of equipment failure
or at the supported unit’s MCP.
• Delivering repair parts directly to supported units.
• Providing technical assistance.
It also includes liaison visits to identify issues and requirements of
supported units and to inform them of the support available and the
procedures required to obtain it. Liaison Teams and MSTs provide on-site
maintenance support.
MAINTENANCE SUPPORT TEAMS
3-181. MSTs perform on-site maintenance. They may also be used to
help supported units determine the condition of supported equipment and
to provide advice and assistance for correcting equipment failures noted
in inspections. The MST organization varies according to the mission.
Employment
3-182. Employment of MSTs depends on maintenance support
requirements. Some teams are dispatched in response to a specific
requirement in a specific area. They return to the DS unit after
completing their mission. Other teams may operate away from the DS
unit in a UMCP for extended periods. The MCO determines how the MST
operates. It depends on the mission of the team concerned and known
requirements for on-site maintenance support. MSTs not only are
dispatched as a result of requests from supported units, but also to satisfy
planned operations (such as responses to anticipated requirements).
Equipment
3-183. MSTs will be equipped with the tools, equipment, and repair
parts needed to do a specific job. When requesting on-site maintenance,
supported units report the type of malfunction and any known parts
requirements. MSTs must also know the supported unit’s equipment
density and any special support requirements (for example, welding).
This helps determine the proper composition of personnel, equipment,
and repair parts for the MST organization.
Personnel Assignment
3-184. When possible, personnel and supervisors are assigned to an MST
permanently. This simplifies management, facilitates cooperation, and
promotes better understanding of the job by team personnel.
ENVIRONMENTAL/TACTICAL SITUATIONS
3-185. The environmental or tactical situation and reports from
supported units often permit an accurate forecast of on-site maintenance
requirements. Caution and good judgment must be used. In a situation
where supported units operate from remote locations, it may be necessary
to attach a DS MST temporarily to the supported unit.
3-39
FM 4-30.3
3-40
Maintenance Support Operations
3-192. While vehicles are being refueled, the maintenance element can
assist the operator/crew in performing spot checks of the vehicle. Minor
deficiencies can be corrected on the spot with available tools, repair parts,
and BDAR techniques. Deficiencies that do not deadline the vehicle will
be annotated on DA Form 5988-E. This form is given to the vehicle driver
for action on return to the unit.
3-41
FM 4-30.3
3-199. The DMC Materiel Section uses the SAMS-2 MMC as a tool for
developing data and reports for maintenance management. The SAMS
includes a maintenance control system and MWO accounting procedures.
Data to support the SAMS is provided from using organizations and
maintenance units using the SAMS-1. The data is summarized and
prepared in the form of reports that are used by SAMS-1 and SAMS-2
Maintenance Managers and Commanders. These reports are used for
management purposes by supported units, Maintenance Unit
Commanders, the DMC, and the DISCOM Commander and staffs.
3-200. The Light/Electronic Maintenance Companies of the MSB operate
the Main Division MCP at the base shop in the DSA. The MCP receives
unserviceable equipment from supported units. The Electronic
Maintenance Company also establishes a base shop in the DSA. When
required, these companies send MSTs out in the division rear to make
repairs as close to the site of equipment failure as possible. Teams may
also be sent to augment the FSB’s maintenance capability. At the MCP,
maintenance personnel, assigned by the MCO, perform large-scale BDA.
They may use controlled exchange and cannibalization to maximize
operational systems. All supported units are responsible for recovery of
equipment. Units bring recovered materiel to the nearest collecting point.
When units cannot recover equipment to an MCP, they should recover
items as close as possible to an MSR to await maintenance support. The
unit must provide or arrange for security. It must also provide accurate
location information to the MCS.
3-201. The Electronic Maintenance Company operates from the DSA. It
normally collocates with the main Maintenance Company. It has a base
shop capability to repair equipment for which it is responsible. The
objective of the company is to return to operation the maximum amount
of light equipment in the least time.
3-202. The MSB Support Operations Section coordinates with the
DISCOM Support Operations branch to arrange all reinforcing support
for the MSB. This includes evacuation of materiel, emergency needs, and
technical help. The Support Operations Section monitors the ASL and
PLL levels. It ensures the company maintains proper operating levels.
The Support Operations Section also coordinates MST operations with
Maintenance Companies and supported units. The Maintenance Support
Platoon of the MSB combined with the C-E Support Platoon set up and
operate the base of operations. When required, the company sends MSTs
into the division rear or forward to the FSB to provide support consistent
with tactical limitations and support capabilities.
3-203. The Electronic Maintenance Company is organized and equipped
to provide forward support maintenance. It also operates a base shop in
the DSA. MSTs of the Electronic Maintenance Company provide limited
on-site DS maintenance of malfunctioning equipment, to include repair
by RX of selected components. Malfunctioning components are returned
to the Electronic Maintenance Company base shop by MSTs for repair.
MSTs provide support for land combat missile systems, multiple launch
rocket systems, and air defense artillery systems. The Electronic
Maintenance Company has an additional mission of fielding BDA Teams.
This function will normally be accomplished by the MSTs as they perform
their mission.
3-42
Maintenance Support Operations
3-204. The maintenance relationship between the MSB and the ASB is
established by the DISCOM Commander. Command priorities and the
ASB’s capabilities to accomplish specific missions determine the amount
of support. The MSB provides timely, tailored reinforcing support for DS
maintenance. The ASB Support Operations Section coordinates with the
DISCOM S3 when the GMC needs reinforcing support. The MSB
Electronic Maintenance Companies maintain technical heavy
maintenance relationships with the GMC.
3-205. The ASB GMC is a critical engineer, utility, power generation,
C-E equipment, component in fixing the force. The Cavalry System
Support Team (CSST) is structured for ASB non-air items and DS
maintenance to support the Aviation Brigade (AB) Cavalry Squadron.
This team for AB/ASB non-air items, including automotive, normally
works in a maneuver BSA.
3-206. DS units and the DMC share the job of Class IX Supply in the
division. The DS units receive, store, issue, and turn in the parts. Supply
personnel in the Materiel Section of the DMC manage and account for the
Class IX inventory. They use demand history and command-directed
actions to help them.
3-207. To prevent overstockage in the FSB Maintenance Companies,
forward stockage of Class IX is restricted. Selection of this forward
stockage is made in coordination with the MSB and FSB SPOs and the
FSB Maintenance Company Commander. Determinations are based on
the PLLs of the units to be supported and on the immediate mobility
needs of the forward support maintenance units. The remaining stocks of
the division Class IX ASL are maintained by the proper maintenance
operating units. Examples of these operating units would be
Conventional and Electronic Maintenance Companies usually located in
the DSA.
3-208. Customers in the DSA submit their requests directly to their
supporting DS Supply Support Activity SARRS-1 via the ULLS-G. The
MSB Maintenance Company also passes requests directly to the SARRS-
1 via the SAMS-1.
3-209. Class IX items arriving in the division are received by the
Electronic Maintenance Company of the MSB. This company reports
receipt of the item to the DMC and updates the SARRS-2 management
files. Non-stocked items are forwarded directly to the user in the DSA.
Items are forwarded to the FSB Maintenance Company for issue to the
user located in the brigade area. All issues are reported to the DMC for
updating SARRS records. Turn-ins are handled in the same manner as
receipts and are also reported to the DMC. Missile Class IX items are
managed through the MSB Electronic Maintenance Company in the same
manner.
3-210. On the basis of METT-TC considerations, the FSB Maintenance
Company Commander, MCO, and the FSB Support Operations Section
form MSTs to operate at battalion unit MCPs. The core of the MSTs are
the SSTs for infantry artillery and tank systems. Typically the FSB
Commander has the assets of two Tank SSTs and one Mechanized
Infantry SST. Operating out of the battalion TF UMCP, SSTs provide on-
site repair for heavy maneuver systems. The SAMS-1 is the FSB’s
3-43
FM 4-30.3
3-44
Maintenance Support Operations
r ORGMAINT
ORG
COMAINT
Elect
ORG
COMAINT
p CSB
MAINTCO
DS
BCo
s MEDCo
MAINTCO
ORGMAINT
DS
ORG
XX
DSA
X
ORGMAINT
II
MST
DS COMAINT
Heavy BSA UMCP
NonDiv TMTCo
MAINTCO
A ORGMAINT ORG
CCo
HQ/ACo
ORG
ORG
e NonDiv
MAINTCO
ORG
a DASB COMAINT
3-45
FM 4-30.3
3-46
Maintenance Support Operations
3-47
FM 4-30.3
r UMCP DS
MAINT Co ORG/DS
ORG FA MST
p CSB
Org MAINT CO MAINT ORG/DS CRT
s BSC
XX
II
X
HHC/A
DS DSA
MED Co ORG MAINT
BSA FSC
ORG
SMC ORGMAINT ORG/DS
DS UMCPs
A TMT Co
TFSA CRT
r GS
Grnd ORGMAINT
Non Div UMCP ORG/DS
e CRC
MAINT CO
ESE
CRT
Distribution Pipeline
3-48
Maintenance Support Operations
3-49
FM 4-30.3
3-50
Maintenance Support Operations
3-51
FM 4-30.3
ORG/DS
ORG/DS MCP
IN CRT
IN
MCP
ORG/DS
FA CRT FA
MCP
ORG/DS
FMC
BSA
ORG/DS
CSSC
ORG/DS
IN CRT
IN
MCP
SPT
DS
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ISB SMC
CRC
CONTRACTED
SUPPORT
XX
ADVERSE ENVIRONMENTS
3-243. The first step in preparing for maintenance support operations is
an analysis of the mission. Time, tools, skills, and repair parts (Class IX)
are important to maintenance operations. A detailed analysis of the AO
to identify LOCs will play a major part in determining how maintenance
support operations will be conducted.
3-244. It is probable that LOCs will be limited in hostile environments.
Airfields, good roads, and railroads will be the exception rather than the
rule. Airdrop of supplies and equipment is an effective alternative to air
landing. Airdrop is a rapid means of delivery that makes deliveries to
isolated units possible without further transshipping. Armor-Infantry-
Mechanized (AIM) Divisions have no organic airdrop support. They rely
on corps units for airdrop support. Maintenance Unit Commanders must
keep themselves informed at all times of user requirements and their
own maintenance capabilities.
3-52
Maintenance Support Operations
DESERT OPERATIONS
3-245. Maintenance support for desert operations requires an
understanding of the environment. Temperatures vary according to
latitude and season (from over 1360 F to the bitter cold of winter). In some
deserts, day to night temperature fluctuation can exceed 700 F. Some
species of animal and plant life have adapted successfully to desert
conditions where annual rainfall may vary from zero to ten inches. Desert
terrain also varies from place to place; the common denominator is lack of
water and little, if any, vegetation. This environment can profoundly
affect military operations.
Location
3-246. Desert locations are seldom close to normal LOCs. The effects of
the environment on equipment are severe, requiring increased levels of
support to maintain a standard level of efficiency. Distances between
units and LOCs are long. Due to their importance, maintenance units are
primary targets.
Security
3-247. Enemy ambushes on MSRs are a threat in desert operations.
Enemy patrols may lay nuisance mines on routes, especially at critical
points. The following are some actions that can reduce the threat to
supply routes:
• Patrol routes before immediate use and at irregular
intervals when not in use. If the route is patrolled by surface
vehicles, they must have maximum protection against mine
blasts. MP patrols also provide a resource for continuous
monitoring of supply routes.
• Locate observation posts so their surveillance equipment
interlocks in poor visibility conditions. Observation posts
can maintain a constant presence along the route but are
relatively expensive in manpower.
• Schedule convoys at irregular intervals. Convoys may
require armed escorts, as determined by the commander on
the basis of the METT-TC.
Operations in a Nuclear, Biological, and Chemical Environment
3-248. NBC contamination of personnel and equipment make
maintenance operations more difficult and time-intensive. Automatic
chemical alarms on vehicles do not react fast enough to prevent
passengers from receiving incapacitating doses of a chemical agent.
Therefore, vehicle movement in a potential NBC environment normally
occurs in full MOPP.
3-53
FM 4-30.3
3-54
Maintenance Support Operations
Hazard Action
Gun Tubes Position the main gun tube in a manner that avoids
damage to personnel and equipment. If the gun tube of
a disabled tank collides with the recovery vehicle, have
it examined by DS-level maintenance personnel before
firing.
3-55
FM 4-30.3
3-56
Maintenance Support Operations
3-57
FM 4-30.3
3-266. Sand will also find its way into parts of items like spaghetti cord
plugs. This can prevent electrical contact or make it impossible to join the
plugs together. A brush (for example, an old toothbrush) should be
carried and used to brush out such items before they are joined.
3-267. Dust affects communication equipment such as amplitude-
modulated (AM) radio frequency (RF) amplifiers and radio-teletypewriter
sets. The latter is especially prone to damage due to their oil lubrication,
so use dust whenever possible. Some receiver-transmitters have
ventilating parts and channels that can get clogged with dust. Check
them regularly and keep them clean to prevent overheating.
3-268. Weapons may become clogged or missiles jammed on launching
rails due to sand and dust accumulation. Sand- or dust-clogged barrels
can lead to in-bore detonation. Keep muzzles covered by a thin cover so
an explosive projectile can be fired through the cover without risk of
explosion.
3-269. Missiles on launchers must also be covered until used. Working
parts of weapons must have minimum lubrication. It may even be
preferable for them to be totally dry, as any damage caused during firing
will be less than that produced by the sand-oil abrasive paste.
3-270. All optics are affected by blowing sand. Their performance
gradually degrades due to small pitting and scratches. It is necessary to
guard against buildup of dust on optics that may not be apparent until
low-light optical performance has severely deteriorated. It may be
advisable to keep optics covered with some form of cling film until
operations begin, especially if the unit is near a sandstorm. Store optics
in a dehydrated condition using hydroscopic material. Those in use
should be kept where free air can circulate around them and they should
be purged in frequent intervals.
3-271. Sand and dirt can accumulate in hull bottoms of armored vehicles
and, when combined with condensation or oil, can cause jamming of
control linkages. Sand accumulation in the air bleeder valve can inhibit
heat from escaping the transmission and result in damage.
3-272. Temperature Variations. In deserts with relatively high dew
levels and high humidity, overnight condensation can occur wherever
surfaces are cooler than the air temperature (such as metal exposed to
air). This condensation can affect optics, fuel lines, and air tanks. Fuel
lines should be drained at night and in the morning. Optics must also be
cleaned frequently. Weapons, even if not lubricated, will accumulate sand
and dirt due to condensation; another reason for daily cleaning.
3-273. Air and fluids expand and contract according to temperature.
Tires inflated to the correct pressure during the night may burst during
the day. Fuel tanks filled to the brim at night will overflow as
temperatures rise. Check the air pressure when equipment is operating
at an efficient working temperature and fill fuel tanks to their correct
capacity as defined in the appropriate TM.
3-274. Static Electricity. Static electricity is common in the desert,
caused by atmospheric conditions coupled with an inability to ground out
due to dry terrain. It is particularly likely with aircraft or vehicles having
no conductor contact with the soil. The difference in electrical potential
3-58
Maintenance Support Operations
3-59
FM 4-30.3
Security
3-282. Enemy ambushes are always a threat in snow-covered terrain.
Since units must furnish their own security, reconnaissance, and
surveillance, camouflage is a basic tool used to defeat detection by the
enemy. In the absence of issued camouflage uniforms, soldiers can
improvise camouflage suits, adapting color and pattern to the terrain
background.
3-283. A white garment designed to blend with a white or mottled white
and black background is used in snow-covered terrain. This snowsuit
does not conceal small patches of shadow that surround a human figure,
but this is not necessary since snow country usually contains many dark
spots and shadows. If certain snow areas are all white with absolutely no
shadows, make use of defiles and natural folds in the ground.
3-60
Maintenance Support Operations
3-61
FM 4-30.3
WARNING
Provide proper ventilation to avoid the danger of carbon monoxide
poisoning caused by operation of engines or from contaminated
hot air from defective heaters.
Do not use heaters that produce contaminated hot air in buildings
or maintenance tents where personnel are present.
Fill fuel tanks/containers of vehicles, generators, and POL
containers brought into warm storage from the cold no more than
three-quarters full. Failure to follow this procedure results in
expansion of the cold POL products in the fuel containers, which
could cause spillage and a serious fire hazard.
Be constantly on the alert to detect vehicle deficiencies that
expose personnel to carbon monoxide poisoning. Inspect and test
passenger and crew compartments of wheeled and tracked
carriers at regular intervals to detect any signs of air
contamination from exhaust gases due to leaking gaskets,
improper exhaust installation, cracked exhaust pipes, defective
personnel heaters, or auxiliary generators.
3-62
Maintenance Support Operations
Lighting Equipment
3-290. Sufficient equipment must be available to furnish lights during
maintenance operations. Lights with ample cable extensions, attachment
plugs, connectors, and spare bulbs are essential.
Maintenance Personnel, Tools, and Equipment
3-291. An increase in the number of mechanics will be required to
maintain equipment in cold weather operations. As a minimum, a highly
organized, more intensive effort is required of personnel on-hand.
Remember that the amount of work performed under cold conditions is
considerably less than work accomplished in moderate temperatures.
3-292. An additional supply of battery chargers must be available to
meet the heavy requirements for battery maintenance in subzero
temperatures. Hydrometers and testers must be on-hand to check the
state of charge of batteries. Tools provided in the various tool kits are
adequate for maintenance at subzero temperatures.
3-293. Gloves worn while performing maintenance on fuel systems and
lubrication of cooling systems may become saturated with fluids. This
reduces the insulating value of the gloves and may result in cold injury to
personnel. Maintenance personnel should carry extra gloves.
3-294. Personnel should avoid leaning on cold, soaked equipment or
kneeling or lying on the ground. Rapid body cooling caused by heat
transfer to the equipment or ground may result in cold injury. Some sort
of insulation (such as fiber packing material, corrugated cardboard, rags,
or tarpaulins) should be placed between the mechanic/repairer and the
equipment.
3-295. When performing maintenance under arctic winter conditions, a
box or a pan should be used to hold small parts. A tarpaulin should be
placed under the vehicle to catch parts that may be dropped to prevent
them from being lost in the snow. See FM 9-207 for more information.
JUNGLE OPERATIONS
3-296. Maintenance units in a jungle environment retain the same basic
mission and capabilities as in other environments. However, they must
make adjustments due to terrain, weather, and vegetation.
Location
3-297. Jungle operations subject personnel and equipment to effects not
found in other environments. Traffic areas and security problems often
affect maintenance units as much as maneuver forces. The lack of an
extensive all-weather transportation network in many jungle areas
makes the mission of support units more difficult. Transportation
difficulties may dictate that maneuver units be resupplied by air, pack
animals, or human portage.
Security
3-298. Ambushes and infiltration characterize jungle combat operations.
The security threat caused by infiltrators requires that LOCs be patrolled
frequently and that convoys be escorted. Therefore, maintenance support
must be performed as far forward as the tactical situation permits. This
3-63
FM 4-30.3
3-64
Maintenance Support Operations
3-65
FM 4-30.3
3-66
Maintenance Support Operations
3-67
FM 4-30.3
3-68
Chapter 4
Maintenance Management
This chapter describes maintenance management processes and
resources, levels of management, maintenance management information
systems, maintenance control, and unit internal management procedures
for various types of maintenance operations.
PRINCIPLES OF MAINTENANCE
4-1. Broad principles of maintenance that provide the framework for
operating a maintenance shop are found in AR 750-1. Those that apply to
maintenance support are listed below.
• Commanders are responsible for establishing a command
climate that ensures all assigned equipment is maintained
according to appropriate TMs and AR 750-1.
• Commanders are responsible for providing resources,
assigning responsibility, and training their soldiers to achieve
the desired standard.
• The MAC is the primary tool used to determine the degree of
maintenance and to specify the tasks to be performed at each
level.
• The decision to repair or evacuate is based on the
maintenance recovery code (MRC) and the recovery code (RC),
the urgency of need, and the METT-TC considerations.
• Unserviceable reparables beyond the MAC’s authorization to
repair must be evacuated promptly to the appropriate
maintenance activity for repair.
PROCESS
4-2. The Maintenance Management process includes the following:
• Forecasting.
• Scheduling.
• Production control.
• Quality assurance.
• Technical assistance.
• Provisioning of repair parts.
• Workloading/cross-leveling regional workload.
• Developing reparable programs to meet local, regional, and
national needs.
4-3. Inherent in the maintenance management responsibility is the
obligation to provide a safe environment while conducting maintenance
operations. Maintenance management is as important during field or
combat operations as it is for garrison maintenance missions. Safety
concerns must be addressed in the SOP and the Operation Orders
(OPORDs).
4-1
FM 4-30.3
4-2
Maintenance Management
LSE
(NSMM/FWD)
NICP
STAMIS
National NSMM
ASG (LSMMs)
SAMS
ASG (LSMMs)
STAMIS GS
GS
GS
Contractor
Contractors
FRAs
CLS
Depot
Projected FWD Repair Teams
RC Facilities
Local LSMM
STAMIS
23Apr97
DOL / SRA
4-3
FM 4-30.3
4-4
Maintenance Management
4-5
FM 4-30.3
4-6
Maintenance Management
S U S T A IN M E N T M A N A G EM EN T
STR UC TURE
N A T IO N A L S U S T A IN M E N T
M A IN T E N A N C E M A N A G E R
(N S M M )
NSM M
R E G I O N A L S U S T A IN M E N T
M A IN T E N A N C E M A N A G E R
(R S M M )
RSM M
L O C A L S U S T A IN M E N T
M A IN T E N A N C E M A N A G E R
(L S M M )
NG
GSU
DOL LSM M K ’R
SRA U SAR
RESOURCES
4-20. Resources are the tangible and intangible assets needed to
accomplish the mission. They include the following:
• People.
• Tools.
• Test equipment.
• Repair parts.
• Publications.
• Facilities.
• Time.
• Skills.
• Funds.
4-21. Maintenance managers’ objectives are to maintain readiness at
the optimal level with the least expenditure of resources. Managers must
decide which resources are needed to support specific mission
4-7
FM 4-30.3
4-8
Maintenance Management
4-9
FM 4-30.3
4-10
Maintenance Management
LEVELS OF MANAGEMENT
4-35. Maintenance operations must have careful direction, supervision,
and management. These functions are accomplished at the company and
higher HQ levels. The higher HQ elements concerned with maintenance
operations are the MMC for the command and the Support Operations
Office for the battalion. The chain of command and other supporting
units provide technical assistance on request. Close coordination with the
MMC and the battalion’s Support Operations Office is essential. The
MMC and the battalions must work together and have a thorough
understanding of the capabilities and limitations of each.
4-36. Unprogrammed requirements have a significant impact on the
maintenance mission. The MMC and the Support Operations Office must
identify known requirements in advance. Commanders and supervisors
seek out information, predict future requirements, and assess
requirements for their impact.
MATERIEL MANAGEMENT CENTER
4-37. The MMC mission performs the following:
• Is the central data collection and analysis element for all
maintenance activities belonging to the command.
• Has the responsibility for gathering, maintaining, analyzing,
and acting on information in maintenance management
information systems.
• Establishes procedures for gathering data and distributing
the resulting information to subordinate units and
commanders as required.
• Provides technical direction and control of battalion
operations for the higher HQ.
• Provides guidance and day-to-day planning for integrated
maintenance and supply management.
4-11
FM 4-30.3
4-12
Maintenance Management
4-13
FM 4-30.3
4-14
Maintenance Management
4-53. The most efficient repairers can be compared against the least
efficient in terms of quality and quantity of production to obtain a mean
or median for measurement of overall performance. Battalion HQ has
information obtained from production reports of other units to permit
comparison of production among units or individuals performing the
same type of work. Work simplification techniques may, in themselves,
uncover ways to improve unit layout to eliminate wasted effort and
movement.
Total Quality Management
4-54. TQM is a management technique used to supplement QC
procedures by motivating all personnel to produce high-quality work the
first time. A functional TQM program becomes evident when soldiers
display the motivation and initiative to inspect their own work and take
immediate corrective action to resolve QC problems. TQM should be
applied in all units, at all times, in all functions.
Quality Assurance and Quality Control
4-55. The objective of QA is to produce high-quality work the first time.
A valuable QA program is essential for proper, effective, and efficient
performance of any level maintenance mission. It covers all actions
necessary to provide adequate confidence that materiel, data, supplies,
and services conform to established technical and performance
requirements. QA, both as a function and as an organizational element,
must be separated from Production Control (PC). This separation of QA
and PC insulates QA from the pressures of meeting production schedules
at the expense of meeting standards. Within most maintenance
organizations, this places the QA function and section directly
subordinate to the commander. However, to facilitate coordination, the
QA section (frequently called the Inspection Section) is located close to,
and works closely with, the PC Section or even specific work centers.
Persons assigned to the QA Section should be technically qualified and
have additional training on QA techniques and procedures. Additional
QA measures are provided in the form of technically- and process-
oriented assistance visits and inspections from higher HQ. Regardless of
the source, QA focuses an independent set of eyes on products and
processes to ensure standards are met.
4-56. QC is a separate and distinct function. QC is a leadership
function and must be applied to all aspects of unit operations, including
initial, in-process, and final inspections. Usually, organizational
leadership personnel who are inherently subject to production pressures
perform QC functions. Persons performing QC functions must be trained
and motivated to place quality concerns at least on par with production
concerns.
4-57. Technically-Oriented QA/QC. As equipment, requiring repair,
works its way through a maintenance organization, it is subjected to a
series of inspections, which demonstrate the interplay between QA and
QC. Initial, in-process, and final inspections all represent opportunities
for QA to overlay QC. This happens most frequently as the repair work
nears completion. Repairmen/Repair Teams accomplish the tasks
necessary to complete the job, subject to in-process QC inspections at both
random and critical points in the work. Upon completion, a supervisor
4-15
FM 4-30.3
4-16
Maintenance Management
Figure 4-3. Relationship between the SAMS-1, SAMS-2, ULLS, and SARSS
4-17
FM 4-30.3
The SAMS-1 receives the following The SAMS-1 provides accurate and
information: timely:
Data from customer units (ULLS-G). Requisitioning of parts.
Data from DS/GS maintenance units Issuing of bench and shop stock.
(SAMS-1).
Transferring of repair parts.
Data from higher levels (SAMS-2 and
SARSS). Accounting of non-stock items ordered
but not used.
Military standard requisitioning and issue
procedure (MILSTRIP). Maintenance of SSL and BSL records.
Shop stock list (SSL) and bench stock list Posting of the document register.
(BSL).
Replenishing of shop stock.
4-18
Maintenance Management
Battalion Support
Operations Section
SAMS-2
DISCOM, COSCOM,
TSC, MMC
DS/GS Maintenance
SAMS-1
Company
User/Customer ULLS-G
4-19
FM 4-30.3
Function
4-73. The ULLS-G provides Unit Commanders with the following:
• Improved accuracy and maintenance reporting.
• Consolidated data needed for unit status reporting by
automating the following:
! Unit maintenance functions in DA Pamphlet 738-
750.
! Class IX supply functions in DA Pamphlet 710-2-1.
The ULLS-G gives commanders and maintenance managers on the
battlefield more immediate accurate information for decision-making.
Hardware
4-74. ULLS-G hardware may differ from unit to unit, but the operating
principles of the system inputs and outputs are compatible. Figure 4-4
shows some of the major inputs to the ULLS-G.
DOCUMENT REGISTER
AMSS
PLL LIST
DA 2765
ULLS
DA 346
CATALOG
DA 2404
DD 1970 EMBEDDED
DA 2401 TRAINING
4-20
Maintenance Management
Group Function
4-21
FM 4-30.3
A tailored
Army Master
Data File
(AMDF) of Provides user with
Class IX Catalog stock items current part usage
that have information
current
demands
Automatically
updated list of Current status list of
Document Control parts, supplies, parts and supplies
Register and their
status
List of parts on hand but
not installed
MAINTENANCE MAINTENANCE
SUPPORT OPERATIONAL
UPDATES
ULLS-G
AMSS
4-22
Maintenance Management
Menu Options
4-79. The five maintenance options available from the ULLS-G menu
are as follows:
• Maintenance operational processes.
• Equipment data updates.
• Equipment data reports.
• Maintenance support.
• Army Materiel Status System (AMSS).
4-23
FM 4-30.3
Process Function
4. Parts Received/Not Installed Lists all parts received for a document number or
administrative number.
4-24
Maintenance Management
Report Type
Function Action
4-25
FM 4-30.3
Function Action
Utilities Options
4-84. Utilities options that can be selected from the menu system
provide system security features through commander-assigned passwords
and user identifications. The passwords and user identifications permit
only authorized users to enter the ULLS-G.
Embedded Training
4-85. The embedded training package available on the ULLS-G allows
novice operators to receive ULLS-G training directly from the system
software. The embedded training package available from the menu
system provides the following user benefits:
• A guided tour of the ULLS-G, including the menu system,
available reports, and hardware-software interface with other
systems.
• Practice using the system without risk of damage to live files.
• Sustainment training for all users.
Army Materiel Status System Options
4-86. AMSS options automate the Materiel Condition Status Report
(MCSR). The AMSS options allow units to send and receive AMSS
records from the ULLS-G through the SAMS to the LOGSA. It also allows
the unit to generate and submit an automated MCSR for unit status
reporting.
Security Options
4-87. The ULLS-G security options allow the commander to control
user access to the system. The options include updating user information,
user access, and adding or deleting system users.
COMBAT SERVICE SUPPORT CONTROL SYSTEM
4-88. The CSSCS is one of a suite of five C2 systems, which collectively
comprise the Army Battle Command System (ABCS). The CSSCS
receives data from the current CSS STAMIS’: the SPBS-R, ULLS, SAMS,
SARSS, and Defense Integrated Military Human Resources System
4-26
Maintenance Management
CSSCS/B CS3
C SSCS/BCS3
CS SC S/
BC S3
C SSCS/BCS3
4-27
FM 4-30.3
CSS FUNCTIONALITY
ON FBCB2
CSS FUNCTIONALITY
• Near real time visibility of
CA combat operations
• Near real time visibility of
CSS assets and supported
units on the battlefield
FBCB2
• Automated management of
INFO css CSS critical tasks
PIPELINE • Enhanced visibility of unit
logistics status, and of
supply point status
• Enhanced capability to
CS request, track and
synchronize CSS support
4-28
Maintenance Management
4-29
FM 4-30.3
4-30
Maintenance Management
capture the most accurate and fullest possible view of their current
requirements in real-time so they can make best use of their resources.
Systems that can report their faults to remote locations in real-time allow
maintenance managers to see the “maintenance battlefield” and marry
this information with his customers operational view to determine how
best to repair systems in concert with the customers battle rhythm.
Chapter 9 provides more detail about evolving diagnostics/prognostics
systems.
Prognostics
4-101. Prognostics are the predicting of faults before they occur. Until
recently, prognostics has been a matter of taking note of when and how
equipment fails and taking pre-emptive action before the time at which
the failure is anticipated. The odometer, hour-meter, equipment logbook,
and technical publications were the primary tools employed by operators
and maintainers in this method of prognostics. At set intervals (miles
driven, hours operated or rounds fired), equipment was taken out of
service, inspected, specified parts were replaced (based on a set service
life), and any additional faulty or suspect parts were also replaced.
Absent any other means of prognostics, this method still has application,
especially for equipment whose failure can lead to injury of personnel or
mission failure.
4-102. Sampling methods (such as the AOAP) allows the equipment to
remain in service while the sample is analyzed and predict faults without
having to take the equipment out of service for lengthy inspections. When
the sample indicates an impending failure, corrective action is taken
before the equipment fails. This prevents failure during operation and
allows the affected components and assemblies to be repaired using less
resources than if they are operated to failure.
4-103. The evolving prognostics capability is on-board sensors. These
sensors monitor systems, subsystems, and even components, and report
the impending or future failure to the operator as well as to remote
maintenance personnel. This will allow maintenance managers to capture
the most accurate and fullest possible view of their future requirements
in real-time so they can plan the best use of their resources. Systems that
can report their predicted faults to remote locations in real-time allow
maintenance managers to see the “future maintenance battlefield” and
marry this information with his customers current and future operational
plans to allow pre-emptive maintenance and repair actions to be
integrated with the customers battle rhythm. Chapter 9 provides more
detail about evolving diagnostics/prognostics systems.
MAINTENANCE CONTROL
4-104. Maintenance control is a critical element of effective maintenance
management for shop operations and procedures. It directs and controls
work in a maintenance shop in a manner that provides for maximum
output of quality work.
4-105. A primary function of maintenance control is to reduce and, when
necessary, correct overload conditions in the shop. While a maintenance
shop should always work at or near capacity, backlogs must be kept
manageable. Overloads are caused by improper routing of work, lack of
personnel, or failure to inform higher HQ of workload problems. TC 43-4
4-31
FM 4-30.3
Step Action
4 Aggressively pursue repair parts that are not available within the
unit.
4-32
Maintenance Management
Overloads
4-110. A prime function of a MCS is to take action to reduce overload
conditions in any of the Shop Sections. Supported units expect prompt
repair and return of items taken to DS level maintenance. Overload
conditions in any of the Shop Sections can seriously delay repair
operations to the detriment of the unit’s overall maintenance mission.
Overload conditions can result from the following:
• Failure to perform unit-level maintenance.
• Required workload temporarily exceeding the available
capacity of one or more Maintenance Shop Sections.
• Temporary loss of maintenance capability in the
Maintenance Shop Section.
• Failure to evacuate work as directed.
• Competing priorities due to tactical operations.
Avoiding Overloads
4-111. To avoid overloading, adhere to the following:
• Distribute work among the various Shop Sections to keep all
sections working at or near capacity. This is accomplished
by carefully routing jobs entering the shop. Routing is the
sequence of repair operations that ensures complete repair
of each item in the shortest time possible. Any interruption
in the normal flow of work needs immediate attention.
• Resolve the problem by rerouting work or supplementing
the capacity of the overloaded section with personnel from
other sections working below capacity. The battalion may
also take action to realign missions, reduce workloads, or
provide additional personnel (see Table 4-10, page 4-34).
• Analyze workloads during field operations. This is critical.
Available manhours may be severely reduced by guard duty,
defense operations, enemy attacks, weather, unit movement
and set up, details, and so forth.
• Work with the chain of command to ensure necessary
details are properly apportioned. Therefore, an overloaded
section provides a few personnel for special requirements
while another section that is not overburdened picks up the
majority of the special duty.
4-33
FM 4-30.3
When... Consider...
4-34
Maintenance Management
Title Function
Tub File
4-114. Tub files are constructed by the unit as a backup to the
automated systems. Their use is not mandatory and other file systems
may be used. Size and design are dictated by unit requirements. Tub files
are used to store Maintenance Work Request Envelopes (DA Form 3999-
4), which contain active Maintenance Requests (DA Form 5988-E/5990-
E), and pertinent records such as parts requests, continuation sheets, and
inspection forms.
4-115. Tub files are organized into sections by status. It is recommended
for ease of maintenance that common files be located in a single location.
This encourages use and accuracy. The DA Form 3999-4s are moved from
section to section as a particular job progresses. They are stored in
maintenance request number sequence in respective Tub File sections.
4-35
FM 4-30.3
4-116. Tub files are maintained by the following four sections in order to
control the maintenance backlog:
• Inspection.
• Maintenance Control.
• Shop Supply.
• Maintenance Shop Sections.
Each Maintenance Shop Section maintains its work orders in status tub
files as shown in Figure 4-8.
4-36
Maintenance Management
PRODUCTION METHODS
4-117. Production methods used in a DS maintenance unit include base
shop (bay shop and job/bench shop) and on-site maintenance operations.
The method used depends on the type of materiel to be repaired and the
personnel, facilities, and time available. The production line is a
production method primarily used by GS and higher-level maintenance
activities. It may be used to a very limited extent at DS level for repairing
large quantities of RX items.
Planning and Control
4-118. The PP&C process is used as a major tool at the local, regional,
and national levels. This process plans and controls sustainment
maintenance requirements and performance. PP&C meetings are held
monthly at the local level and quarterly at regional and national levels.
4-119. Local-level initial PP&C meetings review the performance of the
current year’s production program and identify requirements for the
upcoming fiscal year. The local manager develops the annual program
based on requirements for the geographic area and its capabilities and
capacity. The local manager forwards the recommended program to the
regional manager, who reviews the requirements and uses this
information to select NSNs for concentrated repairs at single
installations called COEs.
4-120. Center of Excellence Selection. COE-reparable candidates are
generally selected from items that appear on the installation’s RX lists.
Lines are reviewed in light of readiness and availability needs, cost
avoidance, and annual demands. Readiness and availability impacts are
determined by reviewing historical weapon system readiness/availability,
asset posture, and the item’s availability through the wholesale system.
4-121. Selection priority is assigned to each candidate item based on
potential cost avoidance per hour. Cost avoidance is evaluated on the
difference between the repair or buy cost prior to the establishment of the
COE and the repair cost as a COE item repaired at one location. The “top
300 cost drivers” for each installation may be used to identify candidates
for repair in a COE, even though they may not already be on an
installation RX list.
4-122. COE candidates are reviewed and selected based on the following
criteria:
• The item must support a major weapon system or be a
significant readiness/availability item.
• The cost to repair (including transportation, packing, and
fully burdened labor and materiel) must be less than 80
percent of the buy cost (AMDF price minus table credit). Or
the item must be in short supply at the wholesale level and
projected demands will exhaust current stockage within six
months.
• There must be at least two demands for components per
year within the region for aviation reparables.
• Items on DS RX lists that do not require GS-level repair
should not be considered.
4-37
FM 4-30.3
4-38
Maintenance Management
4-39
FM 4-30.3
removed from an end item in a bay and repaired in other shops (for
example, a Fuel and Electric Shop). In a field environment, bays are
nothing more than physically separated sections of the maintenance area
where work is performed in the open or under maintenance shelters
(tents). If adequate covered space is available, buildings may be divided
into bays (or stalls).
Job/Bench Shop
4-131. Job/Bench Shops are used to repair small items, items requiring a
high degree of technical skill, or items requiring repair with equipment
mounted in a shop vehicle. Work performed at stands or benches under
maintenance shelters or in shop vehicles is considered Job Shop repair.
Items repaired by this method include the following:
• Components and assemblies.
• Small arms and fire-control instruments.
• Fuel and electrical system components.
• Electric motors.
• Leather and textile items.
• C-E equipment.
• Missile electronic items requiring repair under controlled
conditions.
• Similar items that can be moved without difficulty.
On-Site Maintenance
4-132. On-site maintenance is performed by MSTs to the maximum
extent possible. There are several advantages to conducting maintenance
at the equipment breakdown site. Some of the advantages include the
following:
• Reducing equipment downtime, thereby increasing customer
unit readiness.
• Eliminating time and resources required for
recovery/evacuation.
• Reducing the battlefield signature caused by
recovery/evacuation.
• Reducing the potential for increased damage during
recovery/evacuation.
4-133. MSTs providing on-site maintenance are organized based on
known requirements. Therefore, before being dispatched, they should be
fully informed on the following:
• Problem; including type of equipment, malfunction
symptoms, and anticipated repair.
• Location, route, and link-up point.
• Requesting unit, point of contact, and frequency and call
sign for radio contact.
• Enemy situation and current threat.
4-40
Maintenance Management
Production Line
4-134. The Production Line method is used to repair or overhaul several
similar items when the repair sequence can be divided into a series of
independent operations. Production Lines provide the most efficient
method for repairing a large volume of similar items when individual
operations are not too complicated or time-consuming, and the item can
be easily moved. The Production Line is a series of workstations through
which similar equipment is passed. Work is performed in sequential
order until the final product is repaired.
TECHNICAL INSPECTION
4-135. A technical inspection of materiel is one of the most important
aspects of the DS-level maintenance operation. Inspection is essential for
an effective, overall QA program. Accurate initial, in-process, and final
inspections are vital in maintaining efficient shop operations and
ensuring quality repairs.
Initial Inspection
4-136. Large, bulky, or heavy items (such as vehicles, artillery, and
MHE) are normally inspected before shop entry to determine the
following:
• Equipment faults.
• Extent of work required.
• Economical reparability.
• Parts requirements.
• All on-equipment materiel is present.
This initial inspection or preliminary diagnosis is also useful in
determining if the using unit has been fulfilling its unit-level
maintenance responsibilities. The inspection provides a basis for the
following:
• Recommending evacuation of the item.
• Determining ORF candidates.
• Recommending Report-of-Survey action (AR 735-5), in lieu
of accepting the item when it appears that equipment
damage or unserviceable condition is the result of
misconduct or negligence, rather than fair wear and tear or
battle damage.
• Determining repair parts requirements.
• Determining manhours required per the MAC.
• Determining necessary maintenance tasks.
• Estimating required maintenance manhours.
• Determining if required work is DS-level repair.
See Table 4-12, page 4-42, for other items.
4-137. Jobs noted in Table 4-12 are normally placed into an “in shop”
status during inspection for fault diagnosis. This also applies to items
that require disassembly to determine equipment faults. Diagnostic
4-41
FM 4-30.3
inspections are performed using the applicable TM. Equipment fault and
parts requirements are recorded on DA Form 2404 and DA Form 2407.
In-Process Inspections
4-138. In-process inspections are necessary to ensure work is being
performed properly. Shop supervisory personnel perform these
inspections. Inspectors assigned to the MCS may assist them.
Final Inspection
4-139. Inspectors perform a final inspection after work is completed.
This inspection determines the adequacy of repairs and requires a
technical inspection of an item, including an operability test to determine
serviceability and safety. Final inspections are recorded like initial
inspections. If a final inspection reveals uncorrected faults or
unsatisfactory repair, the item is returned to the responsible shop
element with the cause for rejection indicated on DA Form 2407.
Inspectors may make minor repairs or adjustments during the final
inspection when they do not warrant formal rejection of the item.
Personnel
4-140. Maintenance Unit Area. In the Maintenance Company,
inspectors are assigned to the Control Section for inspection of
automotive, engineer, generator, and communications equipment before
shop entry. Although assigned to the Control Section, inspectors are
directly responsible to the Company Commander for the quality of their
inspections. However, their immediate supervisor and the Maintenance
Control Officer direct their daily work.
4-141. If the commander desires additional inspection capabilities in the
Control Section, qualified maintenance personnel from the Maintenance
Shop sections may be used. These personnel become part of the inspection
element. When no longer required as inspectors, they revert to their
respective Maintenance Platoon or section. Inspection personnel work
closely with the maintenance control element when performing
inspections. Commanders ensure inspectors are allowed to independently
evaluate work and determine whether quality standards are met without
shop influence or coercion. If desired, the commander may designate
inspection personnel on unit orders.
4-142. On-site Maintenance. Inspections are also required during the
performance of on-site maintenance. On-site inspection is the
4-42
Maintenance Management
7 Enters status “A” on the work order. (Status is updated daily from the
Work sections.)
4-43
FM 4-30.3
7 Enters the signature (from the inspector who accepts the work order)
on DA Form 2407/5990-E.
6 Enters tasks from the Inspection Section into the SAMS-1 (through the
Maintenance Control Clerk).
8 Forwards DA Form 3999-4 with forms and records to the Shop Supply
Clerk and Shop Repair section.
4-44
Maintenance Management
Table 4-17. Work Flow Procedures Number 5 (Shop Supply Section Action)
6 Submits status change “1” or “K” for awaiting parts and “C” when parts
are on-hand to the Maintenance Control Clerk.
Table 4-18. Work Flow Procedures Number 6 (Repair Shop Section Action)
4-45
FM 4-30.3
Table 4-20. Work Flow Procedures Number 8 (Repair Shop Section Action)
6 Submits status change “E” to the Maintenance Control Clerk when the
work is finished and “C” if other work is required.
4-46
Maintenance Management
8 Submits status change “F” to the Maintenance Control Clerk for final
inspection passed (other status as appropriate).
4-47
FM 4-30.3
4-48
Maintenance Management
4-49
FM 4-30.3
Daily Analysis
4-150. The daily analysis of SAMS printouts (or other locally directed
reports) will reveal trends or situations requiring command or staff
action. Examples of problems to watch for are:
• Jobs greater than 30-60-90 days.
• Significant increases in shop input.
• Excessive number of items awaiting parts.
• Low production.
• Excessive time in any status.
• Class IX requests with no status.
The problems mentioned above might be caused by the following poor
conditions:
• Unit-level maintenance.
• Supply procedures.
• Production/quality control.
• Repair techniques.
• Treatment of equipment.
• Emphasis on site maintenance.
Corrective actions for these problems might include augmenting
subordinate units with additional repair capability, cross training,
revising evacuation policies or maintenance time guidelines, and/or
increased use of controlled exchange or fabrication.
Daily Transfers
4-151. On a larger scale, the MMC keeps abreast of the maintenance
situation in the corps or TSC through its SAMS-2. Daily transfers are
received from subordinate company or battalion SAMS sites. This data is
used for the following:
• Evaluate workload capabilities and the capabilities of
maintenance units.
• Cross-level maintenance resources and repair parts.
• Establish maintenance priorities.
• Direct evacuation and retrograde.
• Coordinate maintenance issues though the Support
Operations Section for resolution.
Maintenance data is also used by TRADOC and the AMC in analyses to
determine manpower requirements and TOE structures, repair parts
requirements, trends, equipment reliability, and force readiness. These
analyses require accurately reported data.
4-50
Maintenance Management
PCN Title
PCN Title
4-51
FM 4-30.3
PCN Title
4-52
Maintenance Management
PCN Title
4-53
FM 4-30.3
PCN Title
AHO-039 Monthly Float Usage and Accumulative Report (by SPT UIC)
4-54
Maintenance Management
PCN Title
4-55
FM 4-30.3
Procedures
4-157. Follow the procedures in Table 4-27 when an ORF transaction
becomes necessary.
STATUS CHANGES
4-158. Status changes annotated on a maintenance request document
are the result of the physical tracking of a job and its documentation.
Routinely updated status allows managers to have current visibility of a
specific job. Therefore, effective emphasis can be applied to expedite
supply and repair actions. Table 4-28 outlines procedures for changing
the status on a work request.
4-56
Maintenance Management
4-57
FM 4-30.3
4-58
Maintenance Management
4-59
FM 4-30.3
Layout
4-169. The following are the principles for laying out the company area:
• Locate:
! Work sections within ready access to the external
road network and to each other.
! Supply storage areas close to a road to permit easy
access for trucks.
! The Service Section within easy access of all
Maintenance Shops.
! Recovery elements in the vicinity of the Base
Maintenance Platoon to facilitate support and
movement of vehicles.
! The Maintenance Control Section, Inspection
Section, Shop Supply, and SSA near the entrance
to the company area.
• Ensure:
! Maintenance areas provide vehicle dispersion and
positions where control and security are possible.
! The area is capable of being defended, using the
terrain’s natural defense characteristics to
augment the Defense Plan and unit capabilities.
The company area should be reasonably flat, provide good drainage, and
contain firm soil for movement of heavy vehicles. Use terrain features to
enhance unit defense.
Area Requirements
4-170. Area requirements depend on the style and tempo of combat,
which influence the following:
• Workload.
• Security requirements.
• The ASL volume carried.
• The commander’s willingness to risk.
• Evacuation policy.
• Size of the workload backlog permitted.
Consider the following situations:
• In a desert environment, an enemy that possesses great
indirect fire capability or that attains air parity may require
the unit to maintain greater dispersion.
• Military operations in urban terrain (MOUT) operations or
an enemy in close terrain, one that relies on infiltrating unit
perimeters, or one that possesses few indirect-fire weapons
may mandate a smaller company area than prescribed by
Army doctrine. Figure 4-9 shows a sample Maintenance
Company layout.
4-60
Maintenance Management
LAKE
ALTERNATE ROUTE
MOBILE
MAIN TEAMS/RECOVERY UNIT MAINT
CO HQ
AND
BASE MESS SVC SEC
MAINT PLT
CO CP
GND SPT
EQUIP PLT
MAINTENANCE PARKING AREA
CONTROL SEC (INSPECTION/
AND SHOP AWAITING SHOP/ SUP PLT
SUPPLY AWAITING
EVACUATION
)
REPARABLE
INSPECTION EXCHANGE
CREEK
POINT
4-61
FM 4-30.3
4-62
Chapter 5
5-1
FM 4-30.3
total time between the issue of a customer order and satisfaction of that
order for repair parts.
5-4. Distribution management’s performance metric is CWT. This is
an end-to-end metric standard that measures the speed and efficiency of
the logistics system’s ability to support the soldier in the field. Unlike
OST, CWT accounts for the time when the need is identified rather than
ordered. CWT also accounts for the time necessary to get the item from
the supporting SSA to actual receipt by the unit.
5-5. There is a direct relationship between an effective and efficient
SSA and an effective and efficient maintenance activity. The materiel
readiness of supported units, their ability to train effectively, their ability
to perform their mission, and the success of the Army, depends on
effective supply and maintenance.
OPERATING CONCEPT
5-6. The degree of repair parts management required is proportional
to the contribution the parts make to operational readiness of the end-
items they support. The type and quantity of stocked items directly
relates to readiness requirements.
Strategic Level
5-7. Strategic supply activities, in coordination with the United States
Army Transportation Command (USATRANSCOM) and in
synchronization with the Combatant Commander’s Joint Operations
Planning and Execution System (JOPES)-developed movement program,
ensure that required supplies have unit line number designations. They
also ensure that supplies move from stockpiles or other sources to the
theater to meet the priorities of the Combatant Commander. Many less-
than-container loads are shipped on 463L pallets. Although containers
are the preferred method of shipment, much of the cargo is flown on 463L
pallets from the CONUS. When required to reduce handling in-theater,
depots unitize and package supplies received from CONUS military
stockpiles and the economic base. The depots offer them to the
transportation component command for movement. If a container
contains multiple consignees, packaging maintains consignee integrity. A
copy of the documentation accompanies the container. TAV will provide
an automated capability to track both the container and its contents.
Operational Level
5-8. Supply operations at the operational level involve the
requisitioning or acquiring, receipt, storage, protection, maintenance,
distribution, and salvage of supplies. Supply planners and managers
must understand the JFC’s/ASCC’s/ARFOR Commander’s priorities and
the requirements for support of campaigns and major operations.
Requirements include consideration of the needs of joint and multi-
national forces. Supplies are throughput whenever possible from the port
of departure (POD) or local sources to the appropriate SSA or receiving
unit.
5-9. The supply system depends on an efficient and effective materiel
management system. MMCs and materiel managers with DMCs must
know the prioritized requirements of the force and the status of available
resources. They manage distribution in coordination with movement
5-2
Repair Parts Supply Operations
5-3
FM 4-30.3
5-4
Repair Parts Supply Operations
Wholesale Level
5-17. The wholesale level includes the following:
• National Inventory Control Points (NICPs).
• Supply depots.
• Arsenals.
• Central wholesale data banks.
• Plants.
• Factories associated with commodity command activities.
• Special Army activities controlled by the USAMC.
The wholesale supply system’s major focus is procuring supplies from the
manufacturer and bringing them into the Army inventory. The wholesale
supply system also works in concert with the wholesale maintenance
system to return overhauled major end items and components into the
Army’s supply inventory.
Retail Level
5-18. The retail level includes all portions of the supply system not
classed as wholesale. It is subdivided into user, DS, and GS levels:
• Users are combat, combat support, and combat service
support units that stock supplies to support their own
operations. These stocks are termed PLLs for Class IX and
basic or operational loads for other classes. Users are also
referred to as customers.
• DS supply and maintenance units stock supplies for issue to
customer units. Stocks at the DS level are called ASLs. Each
DSU has a list of customer units it supports. The DMC sets
requisition objective and retention levels for divisional units.
The CMMC/TSC MMC sets requisition objective and
retention levels for non-divisional units. Stock control and
accounting is performed by DSUs.
• GS supply units provide backup supply support to DS supply
and maintenance units and act as transshipment points.
Stocks at this level are also called ASLs. GS supply units are
not located in the division; they are found in the COSCOM
and TSC. GSUs at the COSCOM MMC and TSC MMC
perform their stock control and accounting.
ORGANIZATION FOR SUPPLY SUPPORT
5-19. The general mission statement of any SSA is to maintain an ASL.
This includes the receipt, storage, and issue of supplies for all supported
unit requirements. The mission statement is modified based upon the
type of support provided (Class IX versus Classes II and IV versus Class
VII), and the level of assignment (DSB or Corps Support Command). The
mission statement of the SSA can be found in Part 1 of a unit’s MTOE.
The two mission statements shown below provide some insight into the
general size of the activity and its customer base.
5-5
FM 4-30.3
5-6
Repair Parts Supply Operations
This section also uses SARSS software for receipt, storage, and issue
operations and automated Class IX management. Under the SARSS, this
section uses the SARSS-1 to communicate directly with the SARSS-2 at
the MMC. Under the SARSS-2, the MMC assumes stock record
accounting and management functions. Information on requisitions,
management actions, and status is exchanged daily between the SARSS-
1 and SARSS-2 sites by diskette or electronic transmission.
5-25. Class IX and RX transactions are normally processed using
standard requisition and turn-in documents. The ULLS-G facilitates the
automated request and issue process between the customer and the SSA.
Units exchange Class IX information daily between the ULLS and
SARSS-1 by diskette or electronic transmission. Similar procedures are
also used to exchange daily Class IX information between the
Maintenance Company’s Shop Supply section operating the SAMS-1 and
SARSS-1.
5-26. The SSA keeps current references on stock accounting supply
procedures. These references include regulations, technical publications,
SOPs, and policy and procedural guidance and information. The SSA also
provides, as necessary, personnel the references needed to satisfy
inspection or technical assistance requirements.
STORAGE SECTION
5-27. The Storage section physically receives, stores, maintains in
storage, and issues required parts and RX items. Supplies are issued in
accordance with materiel release orders from the Stock Control and
Accounting section. The section is also responsible for safeguarding and
storing supplies, for preparing supplies for shipment, and for maintaining
proper parts locations.
REPARABLE EXCHANGE SECTION
5-28. RX is a repair parts supply procedure that exchanges serviceable
repair parts, components, and assemblies for unserviceable items, using
standard issue and turn-in documents and procedures. Normally, items
being exchanged must be reparable or recoverable. However, this
procedure is also sometimes used for other types of items whose issue
must be controlled. The RX section is established in an area with
convenient access to supported units (within or adjacent to the Supply
Office). Under automated procedures, SARSS-1 software accommodates
RX operational procedures.
5-7
FM 4-30.3
5-8
Repair Parts Supply Operations
Reparable Exchange
5-35. Items authorized for repair at support maintenance may be
supplied through an RXA. Supply and maintenance personnel jointly
determine selection of RX items for repair. Authority to stock RX and the
levels in which these items are stocked is governed by AR 710-2. Items
selected are those that are reparable and that have an essentiality code of
“C” and an air eligibility code of “1” or “3,” with at least 9 recurring
demands in the last 360 days. Stocked items failing to receive at least 3
recurring demands in the previous 360 days will no longer qualify for
stockage and will be deleted.
5-36. Procedures for customers to obtain an item from the RXA are
provided in DA Pamphlet 710-2-1. Items are exchanged on a one-for-one
basis using a DA Form 2765-1 to turn in the unserviceable item and
another DA Form 2765-1 to request a replacement. Placing items on the
RX list serves two useful purposes:
• First, users do not have to prepare job orders and wait for
repairs. The customer simply prepares the issue and turn-in
documents and hand-carries the item to the RXA where a
similar item is issued.
• Second, only the supply activity job-orders the components to
the maintenance activity for repair. This reduces paperwork
and allows the maintenance unit to manage the workload for
programmed repair.
Prescribed Load List
5-37. The PLL is a list of the authorized quantities of supplies required
by a unit to do its daily unit maintenance. Units that are authorized
personnel, tools, and equipment to perform maintenance maintain a
prescribed load of repair parts. Units that regularly support other units
without maintenance capabilities include the supported unit’s equipment
in their PLL computations. PLL items must always be on-hand or on
request. PLLs must be on file in the using units and in the supporting
SSA.
5-38. A PLL consists of repair parts and other stocks. The unit PLL
consists of unit-level maintenance repair parts that are demand-
supported (15 DOS), non-demand-supported, and specified initial
stockage for newly introduced equipment. Other items that can be added
to the PLL include the following:
• Demand-supported items with essentiality codes other than
“C.”
• Initial-issue repair parts to support newly fielded equipment
(Code “P”) items.
• Items added with approval of the First General Officer in the
chain of command or his designated representative.
5-39. Each unit is responsible for maintaining PLL records, submitting
timely replenishment requests, and conducting inventories. All items
must be on-hand or on order. PLL policy is in AR 710-2. Manual
procedures are in DA Pamphlet 710-2-1. Automated procedures are in
System User manuals.
5-9
FM 4-30.3
Step Action
1 Units submit repair parts requests to their Repair Parts Supply Company SSA.
2 If repair parts are on-hand, they are issued. If parts are not on-hand, the request
is back-ordered and a requisition is passed to the COSCOM or TSC MMC.
3 The COSCOM or TSC MMC prepares the MRO, back-orders the requisitioned
item, and passes the requisition to a higher supply source.
4 When issues are made by the COSCOM or TSC MMC, the parts are shipped to
the Repair Parts Supply Company with the ASL.
5 The QM Supply Company will report the receipt of parts to its supporting MMC.
6 The QM Company Supply Section places items in a storage location (for ASL
replenishment) or releases them to the customer if the request was a passing
action.
7 The DMC directs the forward movement of ASL stocks held by the MSB or DSB
QM Company whenever replenishment (of the Forward Support Companies’ ASL)
is needed or to satisfy critical needs of customers.
5-42. Combat ASLs are available for DSUs. The combat ASL includes
repair parts and components to support DS combat maintenance. The
combat ASL will cover all MPLs and demand supported items on
supported unit PLLs.
Mandatory Parts Lists
5-43. MPLs, which are published as DA pamphlets, are used to
standardize the combat PLLs. The MPL is the mandatory portion of the
standardized combat PLL. Parts on the MPL must be on-hand or on order
at all times.
5-10
Repair Parts Supply Operations
5-11
FM 4-30.3
5-12
Repair Parts Supply Operations
5-13
FM 4-30.3
X
XX
II
CBT
FLD
X
I, II, IIIP, VII, IX
SPT
II
XX
MSB SPT
FSB
SPT
DASB
II
Figure 5-1. AOE Division Repair Parts Concept
5-14
Repair Parts Supply Operations
II
FSC
HUB
X
HDC
SPT
FSC
II
XX
DSB
SPT
FSB
SPT
DASB
5-15
FM 4-30.3
5-16
Repair Parts Supply Operations
into the theater shortly after closure of the brigade. CSS enablers, such
as TAV and dedicated communications, are essential to the requisitioning
and tracking of Class IX. Class IX repair parts are prioritized based on
the commander’s priority of maintenance. Critical requirements may be
delivered by aerial delivery as far forward as tactically possible.
5-68. The BSB HDC Supply Support Platoon has a Repair Parts section
that receives, stores, issues, and transloads Class IX. This section is
equipped with a SARSS (to be replaced by the GCSS-Army SSA module)
workstation and two ISO containers for storage of the ASL. The section
deploys with a pre-determined high demand ASL to provide Class IX
support to the brigade.
5-69. The HDC maintains the brigade’ optimized ASL. An operator
identifies a fault, annotates the fault, and notifies the CRT. The CRT will
diagnose the fault, identify the repair part(s) required, and forward the
request to the MCS of the FMC using the FBCB2 system. The MCS will
either issue the part if it is on-hand or it will pass the requisition on to
the Repair Parts section of the HDC via the ULLS-G (to be replaced by
the GCSS-Army Maintenance module). If the part is on-hand in the ASL
of the HDC, it is released. If the requested repair part is not on-hand, the
Repair Parts section will process the requests via the SARSS-1 (to be
replaced by the GCSS-Army SSSA module) and forward the request to
the EAB materiel management elements SARSS-2AD (to be replaced by
the GCSS-Army module) in the CONUS or theater. The SARSS-2A (to be
replaced by the GCSS-Army module) fills requisitions from other ASLs or
passes requisitions to wholesale level, where requisitions are filled from
other sources of supply (SSAs, depot, or vendors). Upon receipt of a
requisition, the EAB SARSS-2A (to be replaced by the GCSS-Army
module) will conduct a subordinate search of all SSAs in the AO to locate
the requested repair part. Once the SARSS-2A (to be replaced by the
GCSS-Army module) identifies the location of the repair part, the EAB
materiel manager will coordinate for delivery of the part to the
requesting unit or the nearest APOD. Once in-theater, supplies will be
throughput to the HDC of the BSB. The Repair Parts section will position
the Class IX on flatracks/Container Roll In/Out Platforms (CROPs) by
unit loads for delivery. The Transportation Platoon of the HDC will
deliver the flatracks/CROPs daily to the unit resupply points. The FMC is
collocated in the BSA and will pick up its own parts. Additional ASL
packages are sent by LOCs until augmentation arrives in-theater.
5-70. Repair parts are further discussed in FM 10-1. Figure 5-3, page
5-18, depicts the source of repair parts management for the SBCT,
Headquarters and Distribution Company.
5-17
FM 4-30.3
H Q & D IS T
CO
P LT H Q S E C P LT H Q S E C P LT H Q S E C
REP PARTS
TR A N S S Q D FU E L S E C SEC
ATP SEC
5-71. The need to augment the BSB, in order to sustain the force after
the initial stages of employment in extended operations, has been a key
tenet of the SBCT concept of support. In such cases, the HDC requires
augmentation to increase Classes I, II, III, IV, VII, and IX distribution
support. The CSSC is an austere solution to fill only the most critical
requirements of the SBCT that the BSB cannot provide for itself. The
CSSC is intended to deploy after the initial stages of employment and
provides scaling and augmentation in the form of DS-level CSS to the
SBCT. When fully deployed in support of the SBCT, the CSSC provides
supply support augmentation, to include Class IX (as well as other
support). The CSSC is designed to facilitate the modular employment of
any or all of its elements. The CSSC Supply and Transportation Platoon,
when employed, provides additional follow-on sustainment for supply and
repair parts operations of the BSB HDC.
Planning Considerations
5-72. Proper implementation of policies and procedures that govern
supply of repair parts will ensure units remain operationally ready. Some
planning considerations are:
• Stockage. Authorization for stockage of items is based on
demand for an item over a particular time period.
Consumption may be affected by location, environment, or
OPTEMPO.
• Transition to War. During the transition to war, SSAs must
divest ASLs of non-combat essential parts. Adjustment for
low demand to no demand items in lieu of high demand items
is an ongoing process for repair parts managers. The LOGSA
can help with determination of combat usage profiles for a
5-18
Repair Parts Supply Operations
5-19
FM 4-30.3
5-20
Repair Parts Supply Operations
SAMS-2 SARSS-2AD
DIV
Sustainment Cell
BSA
Router l
l
l
l
l"
l" "" l"
l" "" "" l"
l" "" "" l
l
SPO TOC/SSA
NTDR
INE
Hub
Switch
Figure 5-5. Leveraging Force XXI Digital Capability to Requisition Repair Parts
5-83. The LIF unites the supply and transportation function systems
through the following three basic conditions essential to logistics
intelligence:
• Automation of the standard supply and transportation
systems, MILSTRIP and MILSTAMP.
• Electronic transmission of requisition, status, receipt, and
transportation lift notices and receipt postings.
• Automatic acquisition of essential data from the Defense
Automatic Addressing System (DAAS).
5-84. The LIF provides the following:
• A single source of logistics intelligence.
• A single source of determining the status of a requisition
placed against the wholesale system.
• A capability of diverting, reconciling, expediting, or
suspending items or shipments on short notice.
• A reconstitution of shipments involved in casualties on
aircraft, ships, or other conveyances.
• A way of informing Requisition Activities Commanders of
shipment delays due to labor disputes, natural disasters, or
other causes.
• A way of informing Requisition Activities Commanders of
equipment and lift data.
• A mass cancellation service in coordination with other
commands and activities.
• Special analysis and LIF products tailored to customer needs.
5-21
FM 4-30.3
5-22
Repair Parts Supply Operations
Cannibalization
5-91. Cannibalization is the authorized removal of the following:
• Serviceable and unserviceable assemblies.
• Serviceable repair parts from unserviceable, uneconomically
reparable, or excess end-items of equipment authorized for
local disposal.
When done on the battlefield, cannibalization’s final aim is to return as
many weapons systems and tactical support systems to the battle as
quickly as possible. Cannibalization supplements and supports supply
and RX operations by providing assets not available through other
sources. On the battlefield, the MMC maintains visibility of all
cannibalization-eligible equipment in order to direct these operations.
5-92. Cannibalization operations fall into the two following general
categories:
• Cannibalization point operations conducted by the C&C
Service Company. This provides repair parts and assemblies
for immediate use, repair parts and assemblies for stockage,
and unserviceable components and assemblies for GS-level
repair. Operations are conducted in accordance with DA
Pamphlet 710-2-2.
• Battle support cannibalization conducted by maintenance
personnel in accordance with established procedures, usually
in response to immediate tactical requirements. This is done
only for returning equipment to combat, not for repair parts
stockage.
BATTLE SUPPORT CANNIBALIZATION PROCEDURES
5-93. Battle support cannibalization procedures are based on policy
guidance from the corps and ASCC. These procedures are designed to
support maintenance operations. The goal of battle support
cannibalization is to return a maximum number of weapon systems and
tactical support systems to units for their immediate tactical
requirements. Table 5-2, page 5-24, shows procedures for possible
incorporation into a battle support cannibalization policy.
Wartime Policy
5-94. During war and transition to war, the ASCC must establish a
cannibalization policy. Waivers of NICP disposition requirements must
be coordinated with the NICP concerned. Corps and Division
Commanders implement the theater policy. Cannibalization point
operations remain the same as during peace. When items have been
authorized for disposal, maintenance personnel remove parts and
components. Serviceable items are made available for issue.
Unserviceable reparable items are work-ordered for repair.
5-95. After selected recoverable items are removed, the cannibalization
point makes the end-item available for further supply action. Lists of end-
items available for cannibalization are periodically provided to supported
customers. Customers bring requisitions to the cannibalization point
where issue is made on a fill-or-kill basis.
5-23
FM 4-30.3
Equipment
Authority Action
Category
5-24
Repair Parts Supply Operations
Peacetime Policy
5-96. Peacetime policy guidance is contained in AR 710-2, AR 750-1,
and DA Pamphlet 710-2-2, which deals with cannibalization point
operations. NICP approval is required before weapon systems may be
cannibalized. CONUS cannibalization points are normally set up at
installations with fixed maintenance facilities.
Unauthorized Cannibalization
5-97. Unauthorized cannibalization during peacetime operations
degrades readiness. Commanders and maintenance leaders should avoid
this practice and correct all violations. Leaders should also ensure
cannibalization is not performed under the disguise of controlled
exchange. This happens when unserviceable components are not replaced
on, or affixed to, the donor end-item.
FABRICATION
5-98. DS maintenance units may sometimes be able to locally fabricate
a critical part when it is not available through the supply system. A DA
Form 2407 is annotated with specifications, and a sample item, if
available, is provided.
CONTROLLED EXCHANGE
5-99. Controlled exchange is the removal of serviceable parts,
components, assemblies, and subassemblies from unserviceable,
economically reparable equipment for immediate use in restoring a
similar item of equipment to a combat mission-capable condition.
Controlled exchange ensures that unserviceable yet reparable
components are recovered and repaired. Controlled exchange expedites
repair and return to user in support of materiel readiness or operational
effectiveness. Using units and support maintenance organizations also
performs controlled exchange.
5-100. During combat or transition to war, major Army Commanders
may modify the conditions in which controlled exchange is performed.
Controlled exchange and cannibalization will not apply to end-items that
have been involved in accidents until the Investigating Officer formally
releases them. The document register, due-in records, and records of
demands must be adjusted when controlled exchange is used. Specific
procedures for controlled exchange should be in the unit maintenance
SOP. Circumstances under which controlled exchange is authorized are
outlined in AR 750-1.
LOCAL PURCHASE
5-101. Local purchase is a source of supply that may be used to procure
items required to satisfy immediate needs. The supporting SSA
Accountable Officer is the approving authority for local purchase. The
servicing finance unit supplies funds for local purchase either directly or
through a Class A agent or Imprest fund cashier. The advent of unit
credit cards has facilitated local purchase of repair parts; however,
caution must be used in their application. Procedures and conditions that
must exist are contained in AR 710-2.
5-25
FM 4-30.3
5-26
Chapter 6
6-1
FM 4-30.3
TMDE Owners/Users
DS/GS & AVIM Maintenance Field Level (F-Level) C&RS on
Units Selected General & Special Purpose
TMDE
6-2
TMDE Calibration and Repair Support
TMDE
Maintenance Company,
Headquarters Team
6-3
FM 4-30.3
6-4
TMDE Calibration and Repair Support
6-5
FM 4-30.3
6-6
Chapter 7
7-1
FM 4-30.3
MAINTENANCE SAFETY
7-5. Personnel in maintenance units must be familiar with the
contents of all pertinent publications. DA Pamphlet 25-30 lists
regulations for safety policies and procedures. Technical bulletins and
technical manuals provide information on the safe handling, use, storage,
and maintenance requirements of tools, equipment, and hazardous
materials. Optimum safety depends on personnel following correct safety
procedures. Shortcuts or deviations can result in accidents.
RESPONSIBILITIES AND DUTIES
7-6. Safety is a command responsibility at all echelons. Commanding
officers must take an active, aggressive leadership position on safety.
They must appoint a Unit Safety Officer and organize a safety committee
of technical and supervisory personnel. The commander is also
responsible for determining the cause of accidents and ensuring
corrective action is taken to prevent their recurrence. When existing
safety rules need revision due to changes in equipment, operating
conditions, or operating areas, it is the unit commander’s responsibility to
initiate action accommodating the changes.
LEADER LEVEL
7-7. Leaders and managers ensure soldiers perform their duties
safely. The following are some proactive measures leaders can take to
prevent accidents:
• Keeping soldiers aware.
• Ensuring soldiers are careful.
• Halting unsafe operations.
• Planning ahead.
• Preparing proactive measures to prevent accidents.
INDIVIDUAL LEVEL
7-8. Safety regulations and guidelines are for everyone’s protection
and welfare. Each individual is responsible for following all instructions
and using all safeguards. Cooperation among workers to develop and
practice safe working habits is essential to prevent injuries to personnel
and damage to material and facilities. The key to the Safety Program is
focusing the whole effort to prevent individuals from having accidents.
The prevention equation is simple:
7-2
Safety, Security, and the Environment
7-3
FM 4-30.3
7-4
Safety, Security, and the Environment
Step Action
3 Train personnel in the safe handling, use, storage, and disposal of each
hazardous material.
7-5
FM 4-30.3
7-6
Safety, Security, and the Environment
7-7
FM 4-30.3
HIGH PRESSURE
7-31. High pressure equipment maintenance support operations are
categorized as either air or hydraulic. Equipment TMs contain general
and specific safety rules that must be followed when working with and
around such equipment. Personnel should be trained in the hazards and
precautions to observe while using high-pressure equipment, as well as in
how to use and maintain PPC&E.
ELECTRICITY
7-32. Electrical and electronic components are present in most
equipment. When dealing with these items, personnel must be
thoroughly familiar with the danger of electrical shock and with
lifesaving techniques. Precautions and first aid techniques are usually
listed in the front of maintenance TMs. Operators and maintainers
should thoroughly familiarize themselves with these precautions and first
aid techniques. See TB 385-4 and FM 4-25.11 for further guidance.
RADIO FREQUENCY
7-33. Radio frequency (including microwave and ultrasound energy)
and energy policies and procedures are covered in the Operator’s
Manuals for specific equipment and in TB MED 523. Some equipment
radiates high-intensity RF energy, which may be hazardous to personnel
or to other equipment. Personnel should be familiar with the hazards and
special procedures involved with such equipment. Minimum safe
distances are normally referenced in the TMs for major equipment that
emits high-intensity RF energy.
ELECTRO-EXPLOSIVE DEVICES
7-34. Some squibs and detonators can be inadvertently fired by RF
energy from sources such as radios or radar transmitters. Electronic
Explosive Devices (EEDs) are relatively safe (even in strong RF fields)
when enclosed in metal containers. For more details on safety under
these circumstances, refer to FM 9-6 or the System TM.
RADIOACTIVE MATERIAL
7-35. Observe the following precautions in order to reduce the
probability of injury from radioactive material radiation:
• Check the applicable TMs for the designation and location of
radioactive material.
• NEVER touch damaged or broken radioactive tubes with bare
hands. Use the proper personal protective clothing and
equipment.
• Include radiation safety in an SOP and in annual awareness
training.
• Inventory all ionizing (radioactive) and non-ionizing
(radiating) materials and sources annually. These materials
and sources can be found throughout a maintenance unit (for
example in the M8A1 chemical agent alarm, some missile
system tubes, hand-held compasses, and lasers).
7-8
Safety, Security, and the Environment
7-9
FM 4-30.3
7-10
Safety, Security, and the Environment
7-11
FM 4-30.3
7-12
Safety, Security, and the Environment
7-13
FM 4-30.3
7-14
Safety, Security, and the Environment
CLASSIFICATION GUIDELINES
7-60. The following are the three types of sources that contain the basis
for determining the appropriate classification of a document or item:
• AR 380-5 provides information security guidance.
• Classification guides prepared by heads of DA agencies and
commanding generals of MACOMs.
• TB 9-380-101-series and other technical publications that
establish criteria or precedents for the classification of
supplies, equipment, and printed matter.
CONTINUOUS SECURITY PROGRAM
7-61. Each support unit should have frequently scheduled briefings to
contact each person in the unit. Such presentations are most effective
when they are brief and relatively informal. Security presentations
should:
• Link with situations to which personnel are exposed.
• Conform to the academic background and education of the
audience.
• Be delivered convincingly by a knowledgeable person.
Assigned personnel transferring out of the unit or those who will be
absent for longer than 30 days will be debriefed. The appropriate
procedures should be in accordance with local policy and security
regulations.
SIGNAL SECURITY
7-62. The purpose of signal security (SIGSEC) is to aid mission
accomplishment and to withhold intelligence information from the
enemy. Commanders and their staffs must consider and apply SIGSEC in
their planning and operations. SIGSEC procedures must be flexible and
realistic. This involves signal operations security techniques to prevent
the disclosure of operational information.
7-63. The following are some practical techniques for maintenance
units:
• Frequency classification. Operational radio frequency
assignments should be classified confidential as a minimum.
• Net discipline. Correct communications procedures should
be used (such as call signs, short radio transmissions, and
signal silence).
• Authentication. Authentication protects a communications
network against fraudulent transmissions.
• Call signs. Operators must not use personnel call signs,
names, and other personnel identifiers when transmitting.
• Official messages. Military communications must be limited
to official messages.
7-15
FM 4-30.3
ENVIRONMENTAL MANAGEMENT
7-64. Proper environmental management and coordination at the
installation are necessary to comply with federal, state, local, and HN
regulations. This information covers the laws, regulations, policies, and
programs the Army follows to comply with these regulations.
Environmental management is the Army’s means of conserving,
protecting, and restoring natural and cultural resources while
accomplishing the military mission. Proper environmental management
benefits the overall mission by improving public relations and preventing
delays and operational shutdowns. It also provides everyone with a
cleaner, healthier, safer environment to live in.
DEPARTMENT OF DEFENSE POLICY
7-65. The goal of the DoD is to lead the nation in protecting the
environment and conserving natural resources for present and future
generations. The Army has established an environmental strategy to
support the goal of the DoD. This strategy is an integral part of the
Army’s vision into the 21st century.
7-66. The Army’s environmental strategy can be illustrated in the
model of a building with a foundation and pillars supporting the overall
vision of environmental stewardship. The model is on a bedrock of shared
national values that support the foundation. Across the foundation is the
Army’s tradition of leadership, which integrates the foundation blocks
and provides a sound footing for the four pillars. These four pillars
include:
• Compliance: To attain and sustain compliance at Army
installations.
• Restoration: To clean up contamination as quickly as
possible.
• Prevention: To prevent or reduce pollution at its source to
lessen future problems.
• Conservation: To conserve and preserve the natural and
cultural resources under the Army’s control for future
generations.
ARMY POLICY
7-67. The Army policy is an integral part of the mission. This policy has
been endorsed by the Army Chief of Staff and the Secretary of the Army.
Protection of precious environmental resources is the duty of every
member of the Army. Charged with the stewardship of over 20 million
acres of land, the Army must never lose sight of its responsibility to
preserve and protect resources.
7-16
Safety, Security, and the Environment
PRINCIPLES
7-68. The guiding principle of the policy is that work and actions must
be environmentally sustainable, meeting current needs without
compromising the integrity of the environment for future generations. As
a basis to its environmental management policy, the Army will do the
following:
• Integrate environmental consideration into all activities.
• Allocate resources and training to protect the environment.
• Ensure that installation operations are environmentally
acceptable and enhance the life of military and civilian
members.
• Reduce generation of waste.
• Clean up sites of past contamination.
IMPACT
7-69. Environmental issues are a major concern of the Army. With
emerging laws and regulations, these issues will continue to have a
growing impact on Army operations. Violations of federal, state, or local
environmental laws can result in both civil and criminal penalties.
KEY LAWS AND REGULATIONS
7-70. The four primary sources of environmental law that influence
Army actions are federal, state, local, and HN. The Army will comply
with laws and regulations as they pertain to individual localities and
installations. Since state and local environmental laws differ, personnel
need to understand that what is environmentally permissible on one
installation may not be permissible on another. Therefore, check with
appropriate installation personnel to determine how state and local laws
apply.
FEDERAL
7-71. Federal laws provide states and federal agencies with a legal
framework in which to operate. These laws include acts and executive
orders. For example, the Federal Facilities Compliance Act (FFCA) allows
federal, state, and local regulatory agencies to impose civil fines on
federal agencies for violations of the Resource Conservation and Recovery
Act (RCRA). In many federal environmental laws, Congress has
authorized the Environmental Protection Agency (EPA) to delegate
primary enforcement responsibility to the states. Such delegated
programs must be at least as stringent as the applicable federal laws and
regulations. However, states may impose stricter standards in their laws
or regulations. Individuals should receive site-specific training regarding
their potential liability under applicable federal and state laws and
regulations.
STATE
7-72. Each state has its own regulatory organization charged with
developing and implementing environmental regulations. While many
state regulations parallel federal environmental regulations, some are
more stringent.
7-17
FM 4-30.3
LOCAL
7-73. Local laws and ordinances address the concerns of the local
communities. They are based on federal and state laws. However, each
municipality or community may place more stringent restrictions on
certain activities (for example, noise restrictions during certain hours of
the day).
HOST NATION
7-74. The Army is committed to pursuing an active role in addressing
environmental quality issues with neighboring communities and assuring
that consideration of the environment is an integral part of all decisions.
When an installation or unit is located OCONUS, in an area where a HN
has minimal or no environmental laws and is not subject to federal
environmental regulations decreed by the EPA, the unit or installation
will comply with ARs 200-1 and 200-2. In countries where there are HN
laws, the final governing standard (FGS) will be used in accordance with
the executive agent of that country.
ENVIRONMENTAL COMPLIANCE ACHIEVEMENT PROGRAM
7-75. The ECAP is an umbrella program that integrates five basic
areas needed to achieve and maintain environmental compliance. These
five basic areas include:
• Training.
• Planning and programming.
• Resourcing.
• Assessing.
• Correcting deficiencies.
This program was implemented to assist Army personnel in achieving
and maintaining compliance with applicable federal, state, local, and HN
environmental regulations and to foster a sense of stewardship.
7-76. The ECAP is applicable to worldwide Army installations. It
covers Army environmental programs that focus on ongoing and future
operations (as compared to the Defense Environmental Restoration
Program, which focuses on past Army operations). OCONUS commanders
determine the scope for the ECAP within their commands. They often
implement procedures to ensure compliance with applicable HN, Status
of Forces Agreement (SOFA), and FGS requirements, as well as the
requirements of ARs 200-1 and 200-2.
COMPLIANCE
7-77. The Army is committed to setting the standard for DoD and other
federal agencies as the leader in compliance with environmental laws,
prevention of environmental damage, and the protection and stewardship
of natural resources. The Army is making a concerted effort to integrate
environmental considerations into all Army activities. It is the
responsibility of all military and civilian Army personnel to ensure that
the DoD and national standards for environmental challenges in the
future are met.
7-18
Safety, Security, and the Environment
7-19
FM 4-30.3
Step Action
1 Begin with the basics to ensure unit personnel have had Environmental
Awareness training.
4 Meet with the key Battalion Operations and Training Officer (S3), Supply
Officer (S4), and installation personnel who deal with environmental issues.
6 Ensure the unit has a well written SOP that addresses environmental issues
and procedures that apply to the unit and coordinate environmental
requirements with appropriate installation and chain-of-command personnel.
7-20
Safety, Security, and the Environment
7-21
FM 4-30.3
7-22
Safety, Security, and the Environment
RECYCLING PROGRAM
7-92. A Recycling Program promotes increased use of product
separation, substituting materials and changing procedures to avoid
using hazardous substances (source reduction) and recycling to reduce
the volume of solid waste. Most installations have a Recycling Program.
Personnel should support it by ensuring that all recyclable materials are
being recycled. Check with the Installation Environmental Office to
verify the material is recyclable. These materials include the following:
• Plastics.
• Oil.
• Solvents.
• Glass.
• Aluminum cans.
• Computer printouts.
• Corrugated paper.
• Newspaper.
• High-grade white paper.
• Brass.
SPILL PREVENTION AND RESPONSE PLAN
7-93. The Spill Prevention and Response Plan supports the Clean
Water Act’s requirement to prevent spills of oil and hazardous
substances. It also provides a prompt response to contain and clean them
up. The discharge of oil or hazardous substances from installations,
vehicles, aircraft, and watercraft into the environment without a permit
is prohibited. Exceptions will be made in cases of extreme emergency
where the discharge is considered essential to protect human life. A
discharge may also be authorized by a permit or by the Installation On-
Scene Coordinator (IOSC) during a spill-incident response.
PREVENTION
7-94. Every reasonable precaution should be taken to prevent oil and
hazardous substance spills. Unit leaders will perform the following:
• Ensure facilities are provided to store, handle, or use oils and
hazardous substances, and ensure proper safety and security
measures are implemented.
• Appoint a Spill Coordinator and members of the unit Spill
Response Team (the designation should be in writing).
• Maintain an up-to-date Spill Response Plan (the plan is an
installation requirement).
• Conduct periodic spill response drills.
• Ensure sufficient equipment and supplies (absorbent
materials) for spill response are on-hand and are pre-
positioned in the unit.
• Locate all drains, drainage ditches, streams, and ponds; plan
how to prevent a spill from reaching them.
7-23
FM 4-30.3
RESPONSE
7-95. Each unit needs the following:
• A copy of the Installation Spill Contingency Plan (ISCP),
which is available from the Environmental Office.
• A current list of essential agency names and phone numbers,
including:
! Fire Department.
! Safety Office.
! Provost Marshal.
! Preventive Medicine.
! Environmental Office.
• An up-to-date inventory of all HAZMAT/HW (a copy should be
provided to the post fire department).
• Spill prevention equipment (brooms, absorbent materials,
hand tools, barrel plugs, personnel protection equipment).
• A Spill Response Plan that covers:
! General issues.
! Oil.
! Hazardous substances.
! Extremely hazardous substances.
7-96. Before attempting to clean up a spill, contact the installation Spill
Response Team, Safety Office, Preventive Medicine Office, and
Environmental Office to determine the proper PPC&E. Ask when to
attempt the spill cleanup and when to leave the area. With the approval
of the installation Spill Response Team, ensure small spills are properly
cleaned up and collected.
7-97. Ensure oil, fuel, or other hazardous pollutant spills are reported
to the Environmental Office and higher HQ. The Battalion S4 and the
Post Environmental Office can provide information on reportable spill
quantities. Contaminated soil needs to be properly disposed. Contact the
Installation Environmental Office for additional information.
TRAINING
7-98. Training is the key to accomplishing the mission. Military
personnel need environmental awareness training, which leads to safer
performance and establishes an environmental ethic among soldiers.
Training should occur as early as possible and be reinforced as personnel
progress professionally.
7-99. In addition to general environmental awareness training,
specialized training is required based on the duties and responsibilities of
the individuals. Some of this specialized environmental training and
much of the awareness training can be addressed appropriately through
integrated instruction or supplemental material as part of ongoing unit
training programs for technical skills and leadership.
7-24
Safety, Security, and the Environment
SERVICE SCHOOLS
7-100. Service schools provide environmental awareness training for
soldiers as they attend professional development courses. This training
provides general knowledge of human health issues, the environment,
environmental ethics, and the impact of their decisions and actions on the
environment. Environmental awareness training will be taught at all
levels from initial-entry training to the precommand course. The U.S.
Army Engineer Center is proponent for the training.
NON-RESIDENT TRAINING
7-101. The Army Correspondence Course Program (ACCP) provides a
variety of environmental subcourses. Students in the ACCP satisfy their
particular training needs themselves. Procedures for enrollment are in
DA Pamphlet 350-59. Subjects include:
• Environmental Protection.
• Defense Hazardous Materials and Waste Handling.
• Hazardous Materials Handling.
• Hazardous Materials Citizen Orientation.
7-102. Environmental awareness subcourses include:
• EN 5700, Junior Enlisted Environmental Awareness
Training.
• EN 5702, Small Unit Leader Environmental Awareness
Training.
• EN 5704, Senior Leader Environmental Awareness
Training.
UNIT TRAINING
7-103. The U.S. Army Engineer School is proponent for the unit training
program for each company-sized unit. The training program assists
commanders to better prepare unit personnel to face environmental
issues and reduce environmental constraints affecting the mission. The
program stresses before, during, and after-operations checks.
Commanders must establish a training program to ensure personnel are
fully aware of their responsibilities.
SPECIFIC TRAINING
7-104. Many installations (including those that are OCONUS) currently
provide a training program for specifically required training (for example,
for Unit Environmental Compliance Officers and Spill Coordinators).
Other training to support the needs of commanders is currently available.
Contact each training proponent for a list of courses and training
programs.
PROGRAM ASSESSMENT
7-105. A unit’s environmental compliance status can be determined
through formal inspection by a regulatory agency or through self-
inspection using ECAP checklists as a guide. Non-Army regulatory
agencies have the legal right and responsibility to inspect units and
individual facilities to ensure compliance.
7-25
FM 4-30.3
7-26
Chapter 8
D M
NO
E
Does real
and applicable
N
YES* NO
data show the T
desirability of
the task to be Field?
8-2. The complete transformation will take time because of the Army’s
investment in current systems. The conversion to two levels of maintenance
will vary from item to item and organization to organization, based upon
when the item/organization entered the Army’s inventory. The final
8-1
FM 4-30.3
TWO-LEVEL MAINTENANCE
8-3. During the past decade, the U.S. Army has been engaged in a
deliberate and sweeping effort to adapt its organizations, soldiers,
equipment, and methods of operations to requirements of a rapidly changing
strategic and technological landscape. The Army Vision describes the force
characteristics of the future Objective Force. Emerging technologies promise
a clear path to that future. The power of advanced technologies, especially
information technology, enables the Army to achieve situational dominance
and decision-making momentum to create a new construct for the
application of force.
8-4. The Army Vision calls for transforming from a forward-deployed
force to a strategically responsive Force Projection Army. The current four-
level maintenance system will not meet the needs of the future force. The
current maintenance system uses multiple echelons with fixed
organizational structures containing redundant capabilities. Today’s reactive
maintenance system creates a large battlefield logprint that is reliant on
multiple HQ to coordinate forward support activities (FSAs) and evacuation
of inoperative systems. The replacement of the existing maintenance system
with a proactive two-level maintenance system will reduce the battlespace
footprint by doing the following:
8-2
Emerging Maintenance Operations
Depot
Four Level
t
Maintenance General Sp
ec t S u p port
System Dir
tional
Organiza
O per a to r
X
X XXX
X XX XX
Redistribution of
maintenance tasks
X SUSTAINMENT=
XXX OFF-SYSTEM
XXX MAINTENANCE
XX
X
8-3
FM 4-30.3
FIELD MAINTENANCE
8-6. Field Maintenance is focused on returning a weapon system to an
operational status. The field maintenance level accomplishes this mission by
fault isolating and replacing the failed component, assembly, or module on
the weapon system. Field maintenance is synonymous with “on system” and
“replace forward.” The intent of this level is to replace the failed component,
assembly, or module that returns the system to an operational status
supporting the Tactical Commander’s needs. The field maintenance level
consists of operators/crew and organizational and selected DS maintenance
capabilities from the current four-level maintenance system. An example of a
field maintenance task would be the fault isolation and replacement of a
Laser Range Finder (LRF) on an Abrams tank. The field maintenance level
would exchange the failed LRF for a functional LRF from the SSA.
SUSTAINMENT MAINTENANCE
8-7. Sustainment maintenance is focused on repairing components,
assemblies, modules, and end items in support of the distribution system
(see Figure 8-3). Sustainment maintenance is synonymous with “off system”
and “repair rear.” The intent of this level is to perform commodity-oriented
repairs on all supported items to one standard that provides a consistent and
measurable level of reliability. The sustainment maintenance function can
be employed at any point in the distribution pipeline. Ideally, sustainment
maintenance activities would support from the CONUS. However, battlefield
OPTEMPO may dictate that sustainment maintenance activities be located
closer to the battlefield to improve support. An example of sustainment
maintenance would be the repair of a failed Abrams component. The
component would be retrograded to a sustainment repair activity through
the supply/distribution system. Once the repair was effected, the component
would be returned to the supply/distribution system as a serviceable asset.
UNIT DS GS Depot
C O F H D
REPLACE X X X X X
REPAIR X X X X X
CURRENT Transition
FIELD SUST
C F H D
REPLACE X X X X
REPAIR X X
KEY:
Crew = Operator/Mechanic
F = Field
H = Source of Repair?
D = Qualified National Providers ?
8-4
Emerging Maintenance Operations
8-5
FM 4-30.3
8-12. The TLM system will add efficiencies to today’s AOE force structure.
The basic efficiency will be the ability to perform a maintenance function at
one location by a multi-skilled maintainer vice echelonment of maintenance
to subsequent locations staffed by maintainers with narrowly focused,
specialized skills. In AOE designs, unit and DS maintenance will be
consolidated similarly to the maintenance capabilities found in the FXXI
maneuver units (see Figure 8-4). While it is not practical for all AOE TOE to
have their own FSC, fielding new Ordnance MOSs with expanded
maintenance skills and automation support in existing maintenance
facilities will provide a functioning field level maintenance capability. In the
Objective Force and interim brigade/division designs, maintenance support
will be reduced to complement deployment requirements. Backup and
reinforcing maintenance support for the Objective Force or the interim
brigade/division will come from above the brigade/division level (see Figure
8-4).
ID ID
Equip Determine Generate Return Equip Determine Generate Return
Operational Operational
Malfunction COA Spt Request Equip Malfunction COA Spt Request Equip
Demands Demands
CL
VII
QC Update Unit
Disposition Receive Determine Assign Acquire CL IX
Check Records
Distribution System
Request COA Mission Resources
Not Repairable
QC Disposition Update General Support Sustainment Disposal
Check Records
Disposal
8-13. Units outside of the division that perform field maintenance (on-
system) or component repair (off-system) will replace current non-divisional
Maintenance Companies. These new Support Maintenance Companies
(SMCs) will be tailored to perform two area-specific support missions:
divisional troop support and support to EAD. The design for the company
base of the units will be reduced to minimum staffing and provide C2 and
maintenance management. Modular Augmentation Teams assigned to the
maintenance activities will dictate the capability and capacity of an
individual unit.
8-6
Emerging Maintenance Operations
8-7
FM 4-30.3
8-8
Emerging Maintenance Operations
EXCHANGE
8-22. Issue serviceable materiel in direct exchange for unserviceable
materiel on an item-for-item basis. Transition from a four-level maintenance
system to a TLM system is assisted by new business practices and methods
of support, such as the Battlefield Distribution concept. Therefore, support
methods based on echeloned “maintenance to maintenance” transactions will
migrate to exchange methods, which use the distribution system to
retrograde equipment from forward-deployed sites to field and sustainment
maintenance activities for repair support (see Figure 8-6).
8-9
FM 4-30.3
REPAIR EQUIPMENT
8-23. Field and sustainment maintenance activities will restore an item
to serviceable condition through correction of a specific failure or
unserviceable condition. This includes the following:
• Testing/checking equipment.
• Adjusting, aligning, and repairing components and
assemblies.
• Repairing and modifying defective end items.
• Replacing components and assemblies.
• Removing/replacing piece parts.
• Marking/painting equipment.
• Systems calibration.
Field maintenance activities focus on the repair of equipment through
component replacement. Sustainment maintenance activities repair
equipment through both the repair of components and replacement of
faulty components.
REPAIR AND RETURN EQUIPMENT TO USER
8-24. Repair and return equipment to user (see Figure 8-7) includes
returning repaired equipment to the battle or supply system and providing
operationally ready items to the supply stream. Ideally, equipment should be
repaired as close to the customer as possible to reduce the logistics burden on
the distribution/retrograde system and CWT. New warfighting concepts
expanding the size of the battlespace and requiring more self-sufficient
weapon platforms are changing conventional support strategies.
Maintaining limited amounts of float assets in a ready-to-issue/fight
configuration may dictate the creation of new modular maintenance
organizations, which support supply or distribution points and maintain
exchange equipment. Second, exchange or replacement of inoperative
equipment items on the Objective Force battlefield may increase driver
training requirements for maintenance personnel as replacements may be
driven to a mission support sites.
8-10
Emerging Maintenance Operations
MAINTENANCE MANAGEMENT
8-25. The revolutionary change between current and future maintenance
operations will be the capability to anticipate user requirements. This
capability will enable sustainment and readiness maintenance managers to
direct maintenance activities that not only support ongoing operations, but
position maintenance assets to provide users/commanders freedom of action
in future mission/battle cycles. Readiness maintenance managers will be
assigned throughout the Army structure, and their task is to maximize
combat readiness by coordinating repairs as far forward for quick return of
non-mission capable equipment to the battlespace. SMMs working at the
operational and strategic levels oversee the repair of components and end
items in support of the field maintenance activities (see Figure 8-8).
Sustainment maintenance mangers located at the EAD level perform two
critical functions. First, they ensure field maintenance activities are provided
the components and technical assistance required to repair non-mission
capable items. Second, they coordinate the workloading of sustainment
maintenance organizations so the maintenance system does not repair to
excess and performance of all repairs meet a standard that results in a
measurable component service life.
SER
SER
SER Corps
SER
SPT
BN
OPERATOR UNIT
SERVICE
XX
SPT MNT CO
Anticipatory
Co-located
Maintenance
with Corps/Theater
Motorpools SERVICE
Deferred Non-Division
Maintenance
Maintenance
SER
Management
Operator/
Mechanic
Field Sustainment
Operator/ Mechanics /Technician Mil/Civ Mechanics/Technician
8-11
FM 4-30.3
8-12
Chapter 9
9-1
FM 4-30.3
Maintenance
Company
CORPS XXI
SST SST SST SST
509
TM
MST
509
METT-TC
TM
Maintenance
Company
Maint
Maint Plts MST
Plts
Maint Maint Maint
Maint Maint
Plts Plts Plts
Plts Plts
MST
Maint
Plts
National Resource pool (Compo 1,2,&3)
9-2
Other Emerging Maintenance Operations
Support
Maintenance
Company SMC
Avenger
Rep Mod GSE Plt Elect Rep
Mnt Ctl Sec Plt Hqs
Hqs Hqs
MLRS
MST
Auto GSE Maint Comm Equip
Shop Supply
Mnt Section LCMS Section Rep Section
Fld Arty
Towed Rep Mod
Service/ Armt Mnt GSE Mnt RDR/GBS
Recovery Section Augmentation Rep
Fld Arty
Track SP TMDE Rep Special
Mnt Module Section Devices
Division
Wheel TMDE Rep Commo
Mnt Module Section Passback
SMC LSE
DS
HQs Auto/Armt Missile Plt GSE PLT Elec Plt
SP Fld Arty
Mnt Mod
9-3
FM 4-30.3
SMC
LSE
HQs Auto/Arm GSE Elect
Arty Avenger
Arty Tow
9-4
Other Emerging Maintenance Operations
Component
Repair
Company CRC
Service/Lift
9-11. The DS Fuel and Electronic Team mission (providing fuel and
electronic repair capability DS for the FXXI Heavy Division) also transfers to
the CRC. Design accommodations for the CRC will also accommodate
attachment (as a plug-in) of the LSE. This unit is designed to perform
maintenance operations within the two-level maintenance system at theater
and in the rear and forward corps support groups (see Figure 9-6). CRC
workloading is expected to be 60 percent performed in the ISB or CONUS,
and 40 percent within the operational area.
Theater CRC
LSE
F&E
HQs Armt Elect Elect
LSE
Mnt Cont GSE
Shop Sup
Corps Forward
Ser/Lift
F&E
9-5
FM 4-30.3
Id/Insp
Distrib Wpn Syst
Hub Tms Recovery
Equip Armt
Disassembly Disassembly
Packing Temp
Crating Storage
9-6
Other Emerging Maintenance Operations
C&C
CRC Rear Corps
SMC SMC Spt Group
XXX Corps Spt
BN FWD
SMC SMC Corps Spt
CRC HUB SMC Group
Corps Spt
Automotive
Focus SMC BN
CRC CSG
HUB
SMC Electronic XX
Focus
SMC
MST
MSTX
MST X
9-7
FM 4-30.3
9-8
Other Emerging Maintenance Operations
9-19. The portability of the system also provides field maintainers with
the ability to query embedded diagnostics, receive technical support through
the MRLN, or perform untethered equipment repairs according to
procedures from IETMs hosted on the MMDS. The MMDS shall transmit
maintenance fault data to tactical communications systems for generation of
maintenance support requests without compromising either individual
platform or unit security while the platform is concurrently transmitting and
receiving tactical information.
Homeland Security
MD PREVENT
RESPOND
WMD CIP RECOVER
Special Civil
Events Disturbance
IA = Information Assurance
CIP = Critical Infrastructure Protection
MD = Missile Defense
WMD = Weapons of Mass Destruction
9-9
FM 4-30.3
9-10
Other Emerging Maintenance Operations
9-11
FM 4-30.3
Reporting
Financial Applications
Applications
Sales &
Delivery
Customers
Suppliers
Applications
Manufacturing Central
Applications Database
Reps Service
Applications
Inventory &
Supply
Applications
Human
Resources
Management
Applications
9-12
Other Emerging Maintenance Operations
sales and distribution. Each module accesses over 1,000 business processes.
SAP’s strategy is to integrate all business operations in an overall system for
planning, controlling, and monitoring the business activities of the
enterprise. SAP consists of a presentation, application, and database
component. The presentation server enables access to the enterprise, the
application server includes the processing logic of the system, and the central
server contains the database. The fundamental change associated with
implementing ERP is that ERP operates on streamlined and proven best
business practices using a single point of access via a web browser to
applications, content, and services, with a personalized, role-based user
interface that can be customized to meet individual needs.
RAPID MANUFACTURING TECHNOLOGY
9-35. Rapid Manufacturing Technology (RMT) delivers a field-tested
mobile parts hospital (MPH) capable of making Army components in a
timely manner, near the point of need (see Figure 9-11). It is designed for
deployment to remote locations for emergency repair of non-operational
equipment. The MPH can reverse engineer a component when technical data
is not available by retrieving manufacturing data via satellite. If a data link
is not available, the MPH can gather geometric data through the use of an
onboard 3-D laser scanning system. The MPH focuses on decreasing long
part procurement times to either a few hours, or at worst, a few days, to
provide repair parts near the point of need in the battlespace.
9-36. The following are the advantages of the mobile parts hospital:
• Cuts supply and administrative lead times.
• Reduces the logprint on the battlefield.
• Boosts readiness.
COMMON ENGINE PROGRAM
9-37. The Common Engine Program reduces the logprint in the COMZ
and reduces the logistics cost. A common engine among all aircraft reduces
the number of spare engines and repair parts necessary to maintain the
fleet, which reduces the logprint and lowers cost. A common engine also
reduces the amount of ground support equipment required, which further
9-13
FM 4-30.3
9-14
Other Emerging Maintenance Operations
(MOS/SKILLS CONSOLIDATION)
EXISTING AND EMERGING STRUCTURE
LEGACY FORCE INTERIM FORCE OBJECTIVE FORCE
Abrams
Org DS
63E 63H Abrams Multicapable Maintainer Supports two level
63A (Org and On-Board DS)
45E 45K
maintenance doctrine
First Class Graduated 3 Oct 00
Artillery Bradley
Target FY05
63D 63H Increases depth
SP Howitzer Maintainer
63D (Org and On-Board DS)
45D 45K and flexibility
Target FY05
Lessens evacuation
Wheel
63B (Light) 63W Light and Heavy Wheeled Maintainer (Org requirements
63B
63S (Heavy) 63G (F&E) and On-Board DS)
10/23/01
2000 2005 2010
Prognostic Outputs
Command and Control Logistics Planning & Scheduling
Operational and
Logistical Situation Tech Data Mechanic
Fleet Management
Awareness
Equipment redesign
Event Log
Readout Temp/Pressure
Trends Visualization
9-15
FM 4-30.3
9-16
Chapter 10
10-1
FM 4-30.3
Centers must ensure all Base Commanders understand the different threat
levels and the associated actions. The following describes each level:
• Level I threats are those which can be defeated by base or
base cluster self-defense measures. They normally involve the
activities of agents, saboteurs, and terrorists.
• Level II threats are those beyond base or base cluster self-
defense capabilities. Response forces, typically MPs with
supporting fires, can defeat this threat. This threat normally
involves sabotage, raid, ambush, and reconnaissance
operations. Special purpose or unconventional forces and
tactical reconnaissance units normally conduct these
operations.
• A Tactical Combat Force (TCF) is required to defeat a Level
III threat. Depending upon the situation, the TCF may be a
maneuver unit or units designated for sustainment area
security; all or a portion of the division’s reserve; or a
maneuver unit diverted from one of the brigades. If previously
designated, the TCF would be immediately available to the
RAOC, if not already under its C2; otherwise, the TCF would
be directed to defeat the threat by the TAC CP. Level III
threats normally involve:
! Heliborne operations.
! Airborne operations.
! Penetration by enemy forces from the main battle
area.
! Ground force deliberate operations (for example,
operational maneuver groups with a linkup of
smaller airborne and assault units).
! Infiltration operations.
10-2. Receiving early warning of pending enemy actions gives the Base or
Base Cluster Commander time to react to threats. Security measures vary
with enemy threat, forces available, and other factors. All-around security is
also essential. In order to gauge the threat and apply the appropriate
security measures, the Base/Base Cluster Commanders must achieve and
maintain SU of the division’s COP. Any of the following could also warn of
pending threat actions:
• Outposts.
• Patrols.
• Military police.
• Ground surveillance and counter-fire radars.
• The local populace.
• HN intelligence.
• Military dogs.
• Air reconnaissance and surveillance.
• Civilian informants.
• Actions of indigenous personnel near the base.
10-2
Security for Maintenance Operations
• Transportation missions.
• LOGPAC deliveries.
10-3. Collecting, collating, and disseminating reports, information, and
data received from the above sources enhance SU within the sustainment
area and larger battlespace, and add to the COP. Achieving SU of the COP
by the application of analysis and judgment allows commanders at all levels
to assume the appropriate protective posture and allocate scarce resources to
countering threats.
10-3
FM 4-30.3
SITE SELECTION
10-7. Placing CSS and maintenance units and operations usually requires
the balancing of several competing criteria. Ideally, criteria relating to
technical requirements (such as dimensions, internal and external routes,
proximity to a water supply, availability of hardstand, and so on) will
predominate, but frequently other criteria intrude. No mater how ideal the
site may be for a particular unit or an operation’s technical requirements, if
it interferes with the overall scheme of maneuver, is inaccessible, or is
indefensible, select another site. Some sites, because of their overall
importance to the scheme of maneuver or area security must be occupied.
This is to either ensure access by friendly forces or to deny them to hostile
forces. This challenge is to select the best fit for the site and ensure it is tied
into the overall scheme of bases and base clusters. However, some sites will
be unusable for political, cultural, or religious reasons; or because of
agreements with the HN and/or friendly forces. This challenge is to ensure
these sites do not create gaps in the overall area security scheme or weaken
the integrity of nearby bases and base clusters.
SITE SELECTION IN A MILITARY OPERATIONS IN URBAN TERRAIN
ENVIRONMENT
10-8. The following are some factors which should be considered when
selecting a maintenance operations site in urban terrain:
• MSR Access. Avoid sites with only one way to access the
MSR(s), especially if the access way is congested or forms a
good ambush site. Multiple access ways to the MSR(s)
contribute to OPSEC and complicate threat attempts to
interdict maintenance activities, whether by civil disturbance
or ambush.
• Space and Facilities. Select sites with sufficient space for
the efficient operation of the unit(s) occupying them.
However, the space should not be any larger than necessary
to avoid needlessly increasing the perimeter to be secured.
Consider conducting intermittent activities outside of the
perimeter. Compare the resources needed for occasional
activity security against the need for additional full time
point security for a larger site.
• Features. The following are features that enhance security
and force protection:
! Fences, hedges, walls, and buildings aid in crowd
and access control. They can also provide
concealment. However, do not assume that a fence
or hedge will hold back a crowd or that a wall will
stop any particular caliber fire or offer blast or
fragmentation protection. Cover will stop a bullet,
concealment will not. Imposing iron fencing may be
entirely ornamental and flimsily attached to its
supports. Many modern structures, particularly
industrial shell buildings, are constructed of
lightweight materials over a steel frame, offering
little more than a weather-tight environment.
10-4
Security for Maintenance Operations
10-5
FM 4-30.3
10-6
Security for Maintenance Operations
10-15. As the threat pushes bases to higher PPs, the ability of their
constituent units to provide CSS drops off sharply. If the threat level
remains high for too long, external assistance in maintaining the appropriate
PP will be required so logistics units can resume sustainment missions.
Maintenance units conduct local security to help protect themselves from
enemy actions. They use the physical security measures outlined in
FM 3-19.30 to assist their local security efforts. These security measures
include the following:
• Use security elements to the front, rear, and, when required,
on flanks of convoys. Flank convoys would be required when
missions could not be cancelled or altered, mission deemed
necessary. Through command channels, the unit responsible
for the convoy would request combat force protection or MP
escort.
• Use listening and observation posts in bivouac areas.
• Identify probable avenues of approach and cover them with
fields of fire.
• Employ obstacles to impede the enemy.
• Use challenge and passwords.
• Use early warning devices.
10-16. Positioning unit equipment and sections is the single most important
factor in a unit’s ability to provide adequate security while conducting
maintenance for supported units. The point defense, with the fullest possible
use of unit dispersion, has evolved as the most practical defense method. The
concept is to disperse the unit and to emplace it by functional area. Only
small areas are actively defended. Commanders at company level must place
observation posts (Ops) and listening posts (LPs) on probable avenues of
approach. Observation and fields of fire, avenues of approach, key terrain,
obstacles, and cover and concealment are factors to be considered when
placing Ops. By coordinating with adjacent units, commanders can
implement an integrated warning plan that will lessen the impact on any
one unit. Unattended ground sensors will further enhance OP and LP
effectiveness. In areas where the populace is friendly, local law enforcement
and government agencies can be valuable sources of information.
Intelligence information can be evaluated for unit security.
10-7
FM 4-30.3
Noncontiguous Areas of
Contiguous Areas of Operation
Operation
X X
X X X
X X
X
X
X
X
X
Adjacent, subordinate unit AOs share Subordinate units receive AOs that do not
boundaries. In this case, the higher share boundaries. The higher headquarters
headquarters has assigned all of its AO to retains responsibility for the unassigned
subordinate units. portion of its AO.
10-8
Security for Maintenance Operations
10-9
FM 4-30.3
10-10
Security for Maintenance Operations
slingload operations may require supporting SEAD fires in the vicinity of the
landing zone and/or at critical points along the flight path. To reduce the
amount of time aircraft are on the ground or required to loiter in the vicinity
of the landing zone, retrograde shipments must be pre-assembled and ready
for loading/slingloading as soon as the inbound cargo has been discharged.
For more information on Airdrop refer to FM 4-20.41, FM 55-450-2, FM 90-4,
FM 90-26, and FM 100-10-1.
MOUT OPERATIONS
Focus Attacks on Service Support and and Unprotected Soldiers. Threat
forces may prey on soldiers poorly trained in basic infantry skills.
Ambushes may focus on these soldiers while they are conducting
resupply operations or moving in poorly guarded convoys. Urban
operations are characterized by the isolation of small groups and
navigational challenges, and the threat may use the separation this
creates to inflict maximum casualties even when there is no other
direct military benefit from the action.
FM 7-30, C1, Paragraph J-4. b. (7)
10-11
FM 4-30.3
10-12
Security for Maintenance Operations
DESERT OPERATIONS
Navigating the Urban Landscape
On the surface, the urban landscapes systems, but, by and large, everything
encountered by US troops in Mogadishu, functioned.
Somalia (1992-1994) and Russian troops in
Grozny, Chechnya (1994-1996 and 1999- Despite these differences, the remarkably
2000) seem profoundly different. Mogadishu similar feature these two cities shared, indeed
epitomized the lowest tier of third world cities – the tie that binds all cities together for forces
some places warrens of low, rambling attempting military operations in them, is the
structures crowding narrow, dusty streets and tremendous difficulty they present to the task
others long stretches of roads, mostly devoid of getting from point “A” to point “B” (especially
of structures – while Grozny was the proto- when the indigenous population or an
typical Soviet-style city – downtown, a mixture opposing force is actively working to thwart
of older, elegant buildings and newer, drab that effort). Simply knowing where “A” and “B”
office buildings; the suburbs, ranks of similar are (no matter how precisely) and dispatching
10- to 12-story apartment blocks lining broad convoys along likely routes between them are
avenues. Mogadishu had a small seaport, an not guarantees of success. Rather, getting
airport, a soccer stadium and only a handful of and using real time knowledge and
industrial facilities – all in disrepair, as were its understanding of route conditions, threat/local
limited utility systems. Grozny, at least prior to populace activity and their likely intentions,
December 1994, was a reasonably intact, and applying weapons, equipment, tactics,
modern city. It had a wide variety of industrial techniques and procedures appropriate to the
and commercial installations and functioning, situation are keys to success.
large-scale utilities systems. Like most Soviet-
era cities, Grozny suffered from a lack of re-
investment to maintain and upgrade its
10-13
FM 4-30.3
FRATRICIDE AVOIDANCE
Commanders seek to lower the probability of fratricide without
discouraging boldness and audacity.
FM 3-0, Paragraph 4-27
10-14
Security for Maintenance Operations
vertical obstacles are problematic for systems that deliver munitions with a
low-angle trajectory and have dispersion. Short range, high trajectory fires
are useful for hitting targets in yards, narrow streets, alleyways, and the
upper floors of multi-story buildings. Indirect fires of any type tend to be less
effective against targets on the intermediate, lower, and below ground floors
of buildings.
10-38. Against these targets, direct fires and/or assault are usually
necessary to prevail, although indirect fires can be useful in obscuring threat
observation of friendly operations or suppressing threat activity. Regardless
of the type fires employed, the existence of hard, flat surfaces contributes to
the production of secondary projectiles and ricochets, which can have
undesired results. Engaging threat targets against a backdrop of urban
landscape can also be disastrously counterproductive if friendly fire
penetrates that backdrop and strikes friendly forces or non-combatants
beyond. To mitigate these risks, the RAOC’s and DISCOM’s SU must include
an appreciation of the effects of friendly and threat fires on surrounding
urban landscape and the locations of nearby friendly forces and non-
combatants so that fires can be employed to best counter the threat while
reducing the risk of fratricide and collateral damage.
10-15
FM 4-30.3
10-16
Appendix A
2. MISSION. The mission of the [Name] Battalion requires that all equipment be combat-
ready at all times.
3. APPLICABILITY. This SOP applies to all units and personnel assigned to the [Name]
Battalion. This SOP is effective upon receipt and will remain in effect until superseded or
rescinded. Any previous editions of [Name] Battalion Maintenance SOP or maintenance policy
letters are hereby rescinded.
4. OBJECTIVES.
c. Attain a state of training and discipline where each soldier becomes completely
knowledgeable of his maintenance responsibilities.
d. Provide procedures for early detection and correction of actual or potential equipment
faults at the lowest practical level of maintenance.
5. DEFINITIONS.
A-1
FM 4-30.3
(3) Providing for the maintenance of materiel and for supporting the efficiency of
programs established for this purpose.
(8) Establishing battalion maintenance goals and objectives to ensure optimal use
of funds and resources for personnel, tools, facilities, repair parts, publications, time, training,
and records.
A-2
Sample Battalion (Unit-Level Maintenance) SOP
c. Battalion Executive Officer. The following are the duties of the Battalion
Executive Officer:
(3) Serves as the principal assistant and advisor to the Battalion Commander in
maintenance matters.
(4) Reviews instructions issued by the staff to ensure conformity with established
standards and policy.
(5) Supervises and reviews periodic and special maintenance reports submitted to
higher headquarters.
d. Battalion Maintenance Officer. The following are the duties of the BMO:
(1) Responsible for the overall staff supervision of all maintenance operations and
programs in the battalion.
(7) Briefs the Battalion Maintenance SOP to all newly-assigned Lieutenants and
senior Non-Commissioned Officers.
A-3
FM 4-30.3
(13) Controls and operates the Battalion Local Purchase Program for Class IX
repair parts.
e. Battalion Command Sergeant Major. The following are the duties of the CSM:
(2) Ensures Unit First Sergeants and first-line supervisors are present during
scheduled maintenance periods.
(3) Advises the Battalion Commander on the units maintenance personnel gains,
loses, strengths, and weaknesses.
(5) Checks motor park areas and motor pool facilities through frequent on-the-spot
inspections.
(6) Identifies maintenance weaknesses, makes corrections though the NCO chain,
and advises the Battalion Commander as needed.
a. Every Monday (all day) is Battalion Command Maintenance Day. When Monday is a
holiday, the next day will be Command Maintenance Day. Command Maintenance Days will be
included in the units weekly training schedules.
b. Commanders will ensure specific maintenance objectives are planned and assigned
for each scheduled period of preventive maintenance. “Doing the weeklies” is not an acceptable
answer or plan. Maintenance objectives should be rotated to include specific items of special
interest (maintenance indicators) on the equipment and maintenance of low-density equipment
(for example, generators, communications, NBC, weapons, tentage, tools, and dining facility
equipment). Leaders and supervisors must be aware of the maintenance objectives for the period
and take an active role in ensuring their accomplishment. As part of the maintenance objectives
or plan, at least two items (indicators) (for example, batteries, canvas, parking brakes, jackshaft
bolts, and tires) will be checked by commanders, leaders, and supervisors on different items of
equipment during the command maintenance day.
c. Results must be checked at the end of the maintenance period by the Company
Commander and First Sergeant, with assistance from maintenance personnel. Appropriate
feedback is given to all concerned.
A-4
Sample Battalion (Unit-Level Maintenance) SOP
e. During maintenance periods there will be a minimum of one operator present for
each major item of equipment.
h. Platoon/section leaders and supervisors must also have a plan for each Monday. They
will ensure that operator’s manuals are available and used and that organic tools and materials
are provided to assist operators in performing the preventive maintenance checks and services.
i. The Motor Sergeant or maintenance supervisor will ensure POL products and other
required materials are available.
j. Supervisors will ensure operators are knowledgeable in the use of DA Form 5988-E,
as provided by ULLS-G, and that they understand the flow of the form within the unit’s
maintenance program when discrepancies are noted during PMCS.
k. Operators will use the ULLS-G DA Form 5988-E to record equipment discrepancies
that cannot be corrected on-the-spot or those that require repair parts. The DA Form 5988-E will
be turned in through the squad/section/platoon leader to the Motor Sergeant or maintenance
supervisor for corrective action at the end of the maintenance period. Operators must check the
DA Form 5988-E during PMCS. Supervisors must follow up by coordinating corrective actions
with the Motor Sergeant. Staff members will supervise the maintenance of equipment assigned
to their sections. Operators, first-line leaders, maintenance supervisors, and commanders are
responsible for checking, following up, and keeping information current and correct on the DA
Form 5988-E.
8. DISPATCHING PROCEDURE.
a. For control and planning purposes, dispatches will be requested using a locally made
and reproduced form signed by the individual whose name will appear in the “Report to” block of
the automated ULLS-G DA Form 5987-E.
b. Platoons/sections must submit requests for dispatch in ample time to allow operators
to perform before-operation PMCS.
c. Prior to issuing the motor equipment utilization record, the dispatcher must verify
the intended operator has in his/her possession a valid operator’s permit authorizing the
individual to operate the item of equipment.
d. Dispatcher, operator, and first-line supervisors are responsible for checking the
equipment identification card (in front of Equipment Record Folder – Logbook) for any service or
AOAP sampling due.
A-5
FM 4-30.3
e. Any discrepancies identified during PMCS rendering the equipment NMC must be
corrected prior to dispatch. Dispatch of vehicles/equipment on limited operation must be
approved by the Unit Commander and done in accordance with DA Pam 738-750. Operators will
use the DA Form 5988-E to list new faults they cannot fix and faults corrected by replacing
parts. Faults previously recorded and action taken by maintenance personnel ordering parts
must be reflected on the DA Form 5988-E.
g. Supervisors/leaders will ensure operators perform PMCS and verify the DA Form
5988-E, which is checked by the dispatcher before issuing the required motor equipment
utilization record, DA Form 5987-E. Supervisors on dispatch will also ensure that a fire
extinguisher and first aid kit are in serviceable condition and in the possession of the operator.
h. Unit Commanders will closely monitor off-post dispatches. Operators will be given a
safety briefing by their supervisor prior to leaving the motor pool. There must be two soldiers in
each vehicle going off post, and the “shot gun rider” should be in grade E5 or above.
i. Except for training or emergency purposes, E7s and above are not authorized to
operate military vehicles in the battalion.
a. Minimum standards for selecting, training, testing, and licensing drivers of wheeled
vehicles are contained in AR 600-55, FM 55-30, and AR 385-55. Criteria for selecting, training,
testing, and licensing mechanical/ground support equipment operators are contained in AR 600-
55, TB 600-1, and TB 600-2. These publications will be on-hand in each unit and will be the
subject of special interest during battalion inspections.
d. The BMO is responsible for monitoring the training program at battalion level in
accordance with AR 600-55.
e. Qualifying officials (examiners) must ensure individuals being tested were actually
trained and are fully qualified to operate the specific item of equipment. They also ensure
individuals understand the appropriate operator’s manual and are capable of performing
adequate PMCS. Examiners must ensure operators demonstrate the ability to complete DA
Form 5988-E.
A-6
Sample Battalion (Unit-Level Maintenance) SOP
f. Operator’s permits are issued in accordance with the End User Manual for Unit-
Level Logistics System (ULLS) and DA Pam 750-35. Information entered on the permit must be
accurate. Strikeovers, erasures, correction fluid/tape, and obscuring or otherwise making an
illegible entry is not permitted.
g. Operator licenses (DA Form 5984-E) issued by ULLS-G will be laminated for
protection from normal wear and tear. The licenses of operators who will receive TMP
certification must not be laminated until the automated DA Form 5984-E has received a
verification stamp from TMP.
h. ULLS-G 5983-1-E and DA Form 348 for each qualified operator will be maintained
by the commander’s appointed individual following guidelines contained in DA Pam 750-35 and
End User Manual for ULLS.
b. Each vehicle (prime mover) will have the name of the operator and his immediate
supervisor stenciled on the lower right-hand corner of the windshield (passenger side) of the cab,
visible from the front of the vehicle. All other vehicle markings will be in strict accordance with
TB 43-0209. Windshield markings will be in blocked letters not bigger than two inches.
c. For specific polices and guidelines for CARC and camouflage pattern painting (CPP),
see AR 750-1. Since there are no adequate painting facilities in the battalion, only spot painting
is authorized. Painting of the entire vehicle or equipment will be done only at OSHA-approved
facilities. Requests for painting an entire vehicle will be submitted on DA Form 5990-E through
the local DOL.
e. Each operator will be familiar with and know his vehicle’s military load
classification.
f. The numerals and letters used to identify the [Name] DISCOM/Group, [Name}
Battalion, company to which the equipment belongs, and administrative number will be made
using flat black paint and two-to-three-inch-high letter and number stencils. No rectangles or
color background to stencil marking will be used.
A-7
FM 4-30.3
g. The prescribed tire pressure will be marked on the fender above each wheel (or on
the body or frame immediately above each wheel when fenders are not used), with one-inch
letters and numbers. The letters TP will precede the applicable tire pressure, using flat black
paint.
h. Maximum tank fuel level will be marked using one-inch letters and flat black paint.
i. Maximum speeds for both on- and off-road driving will be stenciled on the dashboard
or other appropriate place in the cab of all vehicles using one-inch letters and numbers.
a. Unit Commanders will establish formal and on-the-job training programs to further
develop mechanics’ skills in the areas of troubleshooting malfunctions, and using tools and test
equipment. Training must be formalized with records maintained as to particular training and
each individual’s progress.
a. All scheduled services will be recorded using ULLS-G and listed on the unit’s
training schedule. Scheduling of all services will be coordinated with the Battalion S3 in order to
have equipment and personnel available to perform the service. Units will publish a training
schedule for maintenance services (by bumper number and type of service) at least monthly, and
distribute it to all personnel responsible for performing services; operator/crew and
organizational mechanics.
b. When possible, the day before the service is to be performed, the Motor Sergeant
should assemble the mechanics, first-line supervisor, and operator of the equipment to be
serviced and give them a briefing on what is to occur the next day. On the day of the service this
team must have the appropriate manuals, including the proper lubrication order (LO), on-hand.
The Motor Sergeant must make available all resources and materials needed for the service (for
example, filters, lubricants, special tools, and so forth).
c. Leaders and supervisors ensure the assigned operator is present to assist the
mechanics during the service.
d. Leaders and supervisors must know how a service is supposed to be performed and
check it. This is an integral aspect of quality control.
e. While the service is being performed, maintenance personnel should take advantage
of the equipment and the operator’s “captive time,” and conduct a 100 percent technical
inspection (TI) of the item. At the same time, any parts on-hand for the serviced item must be
installed and the ULLS-G uncorrected fault record updated.
A-8
Sample Battalion (Unit-Level Maintenance) SOP
b. When inspectors are not assigned; QC/QA is performed by the designated senior
maintenance supervisor, technically qualified personnel, the maintenance chain of command,
and the owners of the equipment being serviced or repaired.
c. Commanders will address the subject of internal quality control in the unit’s
maintenance SOP and will define responsibilities concerning QC/QA, especially during
equipment service or repair.
a. Commanders and leaders/supervisors at all levels are expected to know at all times
the status of assigned equipment, particularly pacing items and low-density equipment.
b. Standards include:
(1) Twenty-four hours to order unit-level repair parts once the equipment is
identified as NMC.
(3) Once repair parts are received for NMC equipment at the unit level, the
standard is that the parts are installed immediately, returning the equipment to a fully mission-
capable (FMC) status. Operators and first-line supervisors should be an integral part of the
process. They should not be allowed to leave while motor pool mechanics work at night repairing
their equipment. Only then will operators and supervisors have an appreciation for the
mechanic’s job and become more cognizant of their own role in the discipline of preventive
maintenance.
(4) Once equipment is accepted by the DS-level maintenance units, Unit Motor
Officers and maintenance supervisors must stay in constant touch with the maintenance unit’s
mission requirements. [Unit Name] personnel should be contacted when difficulties are
experienced in this area. Leaders’/supervisors’ knowledge of the latest status of equipment work-
ordered to DS-level maintenance will be an area of special interest during maintenance meetings
conducted by the Battalion Commander and XO.
(5) When notified by the maintenance unit that an item of equipment is ready for
pickup, units will proceed immediately to pick it up. Once equipment is picked up from the
maintenance unit or repaired at unit level, [Unit Name] personnel will be notified immediately
A-9
FM 4-30.3
(by phone or in person) to make corresponding changes to the unit’s materiel condition status
report.
a. The entire chain of command must be safety conscious and ensure all personnel in
the unit adhere to these guidelines and practice safety at all times.
b. Commanders will designate a Safety Officer and NCO. Their duties must be defined
in the unit’s safety SOP.
c. A Fire Marshal will also be designated and his duties specified and defined.
e. No-smoking signs will be posted in maintenance shop areas. Smoking will be allowed
only in designated areas. Smoking will not be permitted within 50 feet of stored flammables.
f. Paint, POL products, solvents, and gas cylinders will be stored separately and in
proper designated areas. Never use gasoline as a cleaning solution.
g. Clean and dirty/oily rags will be segregated and stored in covered metal containers.
i. Power generators and small-engine equipment (such as heaters and pumps) will not
be refueled inside a building while hot from operation or while engine is running.
j. Fire points must be identified and all personnel must be trained in the use of
different fire extinguishers. A workable Fire Plan must be developed and posted throughout the
maintenance area.
k. Floors must be kept clean and reasonably free of oil, grease, sawdust, and so on.
l. Proper color codes must be used for safety markings throughout the maintenance
areas.
m. Gas cylinders must be properly color-coded and equipped with the correct valves and
fittings. Also, valve protection covers must be placed on all cylinders when not in use. Cylinders
will be stored in accordance with AR 700-68.
o. Ground guides will be used when a vehicle is being moved in the motor pool. Ground
guides will never stand between the vehicle and a stationary object.
q. Rear safety straps (one side will be welded in place) will be used when transporting
personnel in equipment cargo beds. Personnel must be seated when equipment is in motion.
A-10
Sample Battalion (Unit-Level Maintenance) SOP
r. Seat belts will be used by all passengers and drivers when equipment has them.
s. Internal combustion engines will never be operated in a closed room unless exhaust is
properly vented to the outside.
t. Vehicle and equipment will be started and operated by only properly licensed
individuals.
u. Chock blocks will be used when parking vehicles and equipment. This applies at all
locations, including the unit area and motor pool.
v. Welding areas must be fireproof and vented. When welding is done outside, proper
shielding must be provided.
x. Hearing-protective devices will be used in areas with high noise levels. All operators
and maintenance personnel must have such protective devices available at all times.
y. Personnel will not lean on, stand, or sit under equipment suspended by recovery
vehicles, A-frames, jacks, or other forms of overhead lifting devices.
z. Jack stands or trestles will be used to support equipment when work underneath is
required.
aa. Protective supplemental safety clothing will be used when performing welding
operations or when handling batteries.
bb. Face and eye protection must be worn when performing welding, cutting, grinding,
sanding, or chipping operations.
cc. All tools will be used only for their intended purpose. Do not use power tools with
frayed electrical cords or without proper grounding.
dd. All lifting and support devices will be maintained, inspected, and/or load-tested at
regular intervals as required.
ee. There must be a tire-inflating cage in each maintenance facility built in accordance
with safety specifications. The inflation cage depicted in TM 9-2610-200-14 will meet all Army
requirements and OSHA standards. The entire chain of command is responsible for the cage’s
adequate and safe use with the correct tire air hose and gauge. Use NSN 4910-00-441-8685 for
the air hose and gauge.
ff. Proper use of compressed air and hydraulic equipment will be stressed.
hh. Creepers will be leaned (upright position) against the workbench when not in use.
ii. Breathing asbestos dust is hazardous to your health. Danger of inhaling asbestos
particles or dust occurs when the material containing asbestos can be crumbled, pulverized, or
reduced to powder in the hand; or when it readily releases fibers with only slight disturbance.
Use approved respiratory protection as directed by AR 40-5 and TB MED 502.
A-11
FM 4-30.3
a. Units will adhere to guidelines of the [Your] Battalion Hazardous Waste SOP. The S4
will coordinate all hazardous waste storage.
b. Hazardous waste and waste oil will be collected and stored in separate containers.
(2) The date the waste was first collected in the container (for example,
“Start: 9-23-99.”)
h. Radiators will not be drained onto the ground or into storm drains. Antifreeze waste
will be disposed of in approved containers.
j. Any small spills on hard surfaces will be immediately cleaned using appropriate
absorbents and the contaminated absorbent disposed of at the sanitary landfill authorized for
hazardous wastes.
k. For spills on soil areas, the contaminated soil will be removed and disposed of at the
sanitary landfill designed for hazardous wastes. Fresh top soil/gravel will then be spread over
the area.
m. Immediate action must be taken to contain large spills. Large spills are defined as
being more than five gallons in volume or 100 square feet in area.
A-12
Sample Battalion (Unit-Level Maintenance) SOP
(2) Use the smallest vehicle possible consistent with the mission.
(3) Reduce FTX and CPX numbers and scope consistent with readiness
requirements.
(6) Extend the length of required field training exercises to maximize use of
equipment once in place.
(5) Avoid rapid starts from intersections and excessive use of brakes.
a. The Unit Safety Officer or Commander must notify the Battalion Safety Officer (or in
his/her absence, the Battalion XO) immediately following an accident. The following information
must be provided (all accidents, regardless of the degree of injuries sustained, must be reported
in this manner):
A-13
FM 4-30.3
(4) Unit.
b. All classes of Army accidents are reportable to the Battalion Safety Officer. However,
only certain classes of accidents require a DA Form 285.
c. For accidents requiring a DA Form 285, the Unit Commander will ensure an
investigation is conducted to get the information required by the form.
d. The completed form must be forwarded to the Safety Officer or the Battalion XO
within two days of the accident. See the Battalion Safety SOP for instructions on how to
complete the form.
f. Classes of accidents.
(1) Class A accident. The total cost of property damage, injury, or occupational
illness is at least $500,000; a fatality occurs as a result of Army operations; or a soldier is fatally
injured off post.
(2) Class B accident. The total cost of property damage, injury, or occupational
illness is at least $100,000 but less than $500,000.
(3) Class C accident. The total cost of property damage is at least $10,000 but
less than $100,000; or an injury or occupational illness results in a lost workday case involving
one or more days away from work.
(4) Class D accident. The total cost of property damage is less than $10,000 but
an injury or occupational illness resulted in a lost workday case involving one or more days of
restricted work activity; or a nonfatal case resulted in no lost workdays.
a. All vehicles and equipment will have an approved chain and a 200-series lock
available to secure them when not in use or when unattended in both garrison and field training
exercises. Brass locks are authorized only to secure POL storage tanks and pumps to prevent
sparking.
b. At close of business all responsible personnel will ensure offices, tool rooms, shops,
CONEXs, vehicles, equipment, and repair parts are properly secured. Individual toolboxes will
be locked with a 200-series lock and secured to a metal rack or stored inside the tool room.
A-14
Sample Battalion (Unit-Level Maintenance) SOP
c. Privately owned vehicles (POVs) will not be permitted inside motor pools unless they
belong to civilian contractors working in the motor pool facilities. POVs may be parked in
designated areas in the motor pool for the purpose of securing them during unit deployment
when involved in extensive field training exercises.
a. Units in the battalion are responsible for recovery of their organic equipment.
b. When the operator detects an inoperable condition, he assesses the damage and
initiates action by informing the chain of command. (The unit’s SOP should prescribe
notification procedures.)
c. When recovery is beyond the unit’s capability to perform, recovery support will be
requested from the DS-level maintenance unit.
a. Units in the battalion must coordinate by phone or in person with either the NCOIC
or Maintenance Control Officer of DS-level maintenance units on maintenance support issues.
Unit Commanders are encouraged to visit at any time; particularly on assumption of command.
Supported Unit Motor Officers should make a habit of visiting the DS-level maintenance units at
least once a week.
(2) Weapons.
(6) COMSEC.
(7) Allied trades (welding, body and fender, radiator repair, glass, light duty
fabrication, and machining).
A-15
FM 4-30.3
(10) Batteries.
c. The standard is two working days from the time equipment becomes NMC to have it
work-ordered to the DS-level maintenance unit. When deviations from this standard occur, Unit
Commanders must give reasons in the weekly maintenance meeting.
d. With proper coordination between the unit and the DS-level maintenance unit, the
initial/acceptance inspection may be conducted at the customer unit or on-site.
b. Generators must be exercised under load at least once a month. Load banks from the
DS-level maintenance unit may be utilized for this purpose.
a. Each unit must have complete vehicle load plans approved by the Company
Commander. They must be adhered to when deploying to the field and when returning from
exercises.
b. Copies of the vehicle load plans must be on-hand while convoying and available for
inspections during exercises and CIPs.
a. Unit Commanders will ensure that a primary Tool Room Attendant is appointed and
has signed for all hand tools, sets, kits, outfits, and TMDE secured or stored in the tool room.
c. Tools will be stored and issued in accordance with DA Pam 710-2-1. Items of special
interest include a list (to be kept in the tool room) of personnel authorized to draw tools from the
tool room. A separate sign-out log (ledger) must be kept for each set, kit, and outfit (SKO) in the
tool room. The log will be prepared for the end item only; a major SKO may contain individual
sets or kits within the end item. Minimum log entries are:
A-16
Sample Battalion (Unit-Level Maintenance) SOP
(5) Initials of the Tool Room Attendant when the tool is returned.
d. The Tool Room Attendant will check tools when they are turned in for cleanliness
and serviceability, will initiate immediate action to get replacement for lost or unserviceable
tools, and will turn in all excess and unserviceable tools through proper channels.
26. PUBLICATIONS.
a. Unit Commanders will appoint a Publications Officer and NCO. They will become
familiar with the publications system and the contents of DA Pam 25-33, DA Pam 25-30, and
[other local command publications].
f. Publications must be available and accessible to mechanics, and all operators must
be provided with a –10 (operator’s) manual. Evidence of use is a good indication of availability
and accessibility.
g. Table A-1 provides a list of recommended publications that should be on-hand in each
unit to facilitate implementation of the maintenance program. The list, which is not all-inclusive,
is subject to change.
ARMY REGULATIONS
A-17
FM 4-30.3
ARMY REGULATIONS
A-18
Sample Battalion (Unit-Level Maintenance) SOP
FIELD MANUALS
DA PAMPHLETS
A-19
FM 4-30.3
DA PAMPHLETS
738-750 Functional Users Manual for The Army Maintenance Management System
(TAMMS)
TECHNICAL BULLETINS
43-0211 Army Oil Analysis Program (AOAP) Guide for Leaders and Users
A-20
Sample Battalion (Unit-Level Maintenance) SOP
TECHNICAL BULLETINS
SUPPLY BULLETINS
TECHNICAL MANUALS
9-2610-200-14 Operators, Unit, Direct Support and General Support Maintenance Manual
for Care, Maintenance Repair and Inspection of Pneumatic Tires and Inner
Tubes
A-21
FM 4-30.3
TECHNICAL MANUALS
9-6140-200-14 Operator’s, Unit, Direct Support and General Support Maintenance Manual
for Lead-Acid Storage Batteries
10-8400-201-23 Unit and Direct Support Maintenance Manual for General Repair
Procedures for Clothing
LUBRICATION ORDERS
PS MAGAZINE
b. Each Unit Commander will appoint an AOAP monitor who will be responsible for
managing the unit’s oil analysis program.
c. The Post AOAP Coordinator [local installation POC, address, and phone number]
conducts quarterly certification training for unit monitors in accordance with established
schedule.
A-22
Sample Battalion (Unit-Level Maintenance) SOP
d. The unit’s AOAP monitor, under supervision of the Motor Sergeant or maintenance
supervisor, will:
(4) Prepare and submit DD Form 2026 for each sample taken. Take all samples,
together with DD Form 2026, to the post AOAP coordinator in Building [number].
(5) Take required corrective action on notification from the Post AOAP
Coordinator or the BMO.
(7) Ensure all special samples requested by the lab are taken and submitted
immediately.
(8) Send a copy of the partially completed DA Form 3254-R to the support activity
when a vehicle or component is work-ordered for maintenance based on lab recommendation.
Once completed, DA Form 2408-20 and DD Form 314 are no longer required. Units will use the
monthly computerized reports generated by the lab to manage the AOAP.
(9) AOAP for ground equipment is fully computerized. Units will use the monthly
computerized reports generated by the lab to manage the AOAP.
a. The BMO/NCOIC is the overall Battalion Coordinator for the calibration of TMDE.
(2) Monitor all calibration reports received from the Battalion Coordinator and
take action as required.
(3) Turn in all TMDE scheduled for calibration to [your installation facility].
(4) Pick up calibrated equipment NLT one working day after notification.
A-23
FM 4-30.3
d. Calibration printouts (three copies) and cards will be distributed by the S4, [Name]
DISCOM/Support Group. The Battalion BMO will keep a copy of the master and delinquent
printout, and pass two copies to each unit for appropriate action.
e. Units will confirm printouts, change letter requirements as required, and return one
copy, indicating corrective action taken, to the BMO. The BMO will consolidate printouts and
forward them to DISCOM/Support Group S4.
(1) TB 43-180.
(2) AR 750-43.
(3) TB 750-25.
(2) Recognize vehicle operators who maintain outstanding safe driving records and
sections/platoons with outstanding records. DA Form 1118, DA Form 1119, or other forms of
recognition will be used.
b. AR 600-8-22 authorizes the issue of driver and mechanic badges for individuals who
excel in the operation and maintenance of equipment.
d. Requests for awards must be coordinated with the Battalion Safety Officer and
submitted to the S1 for appropriate action.
a. All PLL transactions will be in accordance with the End User Manual for the Unit-
Level Logistics System (ULLS), Chapters 4 through 6, using the ULLS-G.
b. For PLL policies and procedures applicable to all units in the battalion, see the
ULLS-G paragraph of the SOP and the [Name] DISCOM/Support Group’s Internal SOP for Unit-
Level Logistics System-G.
A-24
Sample Battalion (Unit-Level Maintenance) SOP
c. Commanders must ensure the priority system is not abused; they will monitor and
authenticate the use of high-priority requisitions. The ULLS-G does not provide an automated
function to satisfy this requirement. PLL clerks will produce a Commander’s Exception Report
each day high-priority requisitions are created and provide it to the Unit Commander.
Commanders must review and sign the report and return it to the PLL clerk to maintain on file.
b. Only BMO personnel granted authorization from the Chief, Purchasing Division will
act as agents allowed to place calls against BPAs. No other individuals in the battalion are
authorized to place such calls.
c. The aggregate amount of purchase transactions will not exceed $1,000.00. Purchases
will not be divided to avoid monetary limitations.
d. Individuals from BMO authorized as agents will comply with DOD 5500.7-R and will
review the regulation at least semiannually. (A statement must be signed verifying compliance
with this requirement and kept on file at BMO to be made available during inspections.)
e. Requests for local purchase must be approved and signed by the Unit Commander.
When the following criteria are met, requests will be submitted to BMO using DD Form 1348-6:
(1) The supply system has not responded in a timely manner and has failed to
expedite repair parts for NMC equipment.
(2) Low-density equipment, the absence of which will impair the mission, must be
repaired.
(3) Equipment being used in critical projects in which the number of pieces of
equipment utilized is vital to the project’s completion must be repaired.
a. Commanders will ensure the PLL clerk and maintenance personnel know how to use
the FEDLOG. Also, a copy of CDA Pam 18-1 must be available and used.
c. Recoverable parts and assemblies will be disposed of in accordance with subject codes
NLT three working days after their removal.
A-25
FM 4-30.3
(1) Daily.
(c) U32 – Send previous transaction to DSU (run immediately after U31 to
make a backup copy of the diskette).
(f) F32 – Backup ULLS-G data files (this process must be done at the end of
the business day).
(2) Weekly.
(3) Biweekly.
A-26
Sample Battalion (Unit-Level Maintenance) SOP
(4) Monthly.
A-27
FM 4-30.3
(2) Date.
(7) Address.
PROJECT SMART/TIPS
DIRECTOR OF COMBAT DEVELOPMENTS FOR CSS
3901 A AVENUE SUITE 220
FT LEE VA 23801-1809
d. The individual will receive written notification that the suggestion was received and
is being evaluated. If the suggestion is adopted, individual may qualify for a monetary or impact
award.
f. Suggestions on using DA Form 1045 will be routed through the Battalion S4 for
processing and evaluation.
a. All Army materiel is subject to Quality Deficiency Reports (QDRs) and Equipment
Improvement Reports (EIRs). The purpose of submitting a QDR is to report conditions below
standard-quality workmanship (shoddy construction). The purpose of the EIR is to report
materiel faults in design, operation, or manufacture.
b. The unit that identifies the need for a QDR or EIR is responsible for reporting the
condition under AR 702-7 and DA Pam 738-750.
c. SF 368 will be used to report equipment quality deficiencies and to suggest ideas or
make recommendations to improve such equipment.
A-28
Sample Battalion (Unit-Level Maintenance) SOP
a. Unit Commanders are encouraged to utilize all the external assistance available to
them in this installation.
(1) Neglect.
(7) Combat.
(2) Non-tactical vehicles such as sedans, trucks, and buses operated from
transportation motor pools.
(3) Engine-driven items costing over $3,000, such as riding mowers, compressors,
generators, and pumps.
A-29
FM 4-30.3
g. Small, inexpensive items like toasters, fans, push mowers, tools, vacuum cleaners,
and air conditioners are usually covered by “Trade Practice” warranties. The Army has the same
warranty rights as private purchasers have. If the item is new or not yet heavily used and it
appears to have failed as a result of a defect in the manufacturer’s materials or workmanship,
call the WARCO to help pursue warranty repairs.
a. All units will submit to the BMO, together with the end of the month DA Form 2406,
a report itemizing the previous month’s performance in the following areas:
(1) AOAP − samples due, number taken, number delinquent, and reason for
failing to comply with standards.
(2) Calibration − number of TMDE due, number delinquent, reason for failing to
comply with standards.
(3) PLL − number of lines, number of zero balances, problems experienced with
supply system.
b. Input from units will be consolidated by BMO and discussed by Battalion XO during
the monthly DISCOM/Support Group maintenance meeting with the DISCOM/Group
Commander and during the monthly maintenance with the Battalion Commander.
(1) Weekly. Due every Thursday NLT 1300. Any daily changes, additions, or
deletions must be called in to BMO as they occur.
(2) Mid-Month. Two working days prior to the 15th NLT 1300 hours. Front and
back of DA Form 2406 must be signed by the Unit Commander in accordance with AR 700-138.
(3) End of Month. Two working days prior to end of the month. Backside only of
DA Form 2406 is completed. The status of parts requisitioned at the unit level to repair NMC
reportable equipment, and an explanation for deviation from standards are a must in this report.
A-30
Sample Battalion (Unit-Level Maintenance) SOP
c. In addition, all units will provide their PLL status on the right-hand side of block 11
(remarks) of DA Form 2406 using the following format:
d. All parts needed to repair NMC equipment at unit level must be listed in Column I of
DA Form 2406 or on an additional sheet, when required. Include the following:
e. Contact the BMO for assistance to get latest status of requisitions using the Logistics
Intelligence File (LIF).
A-31
FM 4-30.3
A-32
Appendix B
2. SCOPE.
a. This SOP applies to all units provided primary or backup DS-level maintenance by
the [Unit Name] in the following categories:
(9) COMSEC.
(10) Allied trades (welding, body and fender, radiator repair, glass, light duty
fabrication, and machining).
(14) Batteries.
B-1
FM 4-30.3
3. RESPONSIBILITIES.
c. The [Unit Name] is also responsible for providing technical assistance and liaison
visits to customer units. Enhanced readiness can be obtained when problem areas and support
requirements are determined and mutually addressed. Technical assistance includes:
(2) Assistance in the evaluation of the condition of materiel and the effectiveness
of unit-level maintenance for supported units.
e. The Army Oil Analysis Program (AOAP) is a mandatory responsibility at all levels of
command. The AOAP is outlined in detail in AR 700-132, AR 750-1, TB 43-0211, appropriate
TBs, TMs, and local SOPs. Direct support-level maintenance mandated by the oil-sampling lab
will be job-ordered to the [Unit Name] for component replacement. [Unit Name] will take an oil
sample and send it to the lab on any equipment submitted for repair, upon acceptance, to verify
the need for component replacement. The unit submitting the job order is required to also
provide the [Unit Name] with the appropriate filters and oil in order for a sample to be taken by
the [Unit Name] during final inspection to ensure the problem has been corrected.
h. Controlled exchange of parts for equipment job-ordered to the [Unit Name] will be
done only with the owning unit’s written authorization signed by the Battalion Commander. The
Shop Officer will advise customer units when a controlled exchange is desirable for increased
readiness. All controlled exchanges will be performed in accordance with AR 750-1.
B-2
Sample DS-Maintenance External SOP
j. The [Unit Name] Commander is responsible for establishing quality control and
quality assurance procedures that will assure product quality and reliability. If, at any time
customers are dissatisfied with work performed by the [Unit Name], they should immediately
call the Maintenance Control Officer, Company Commander, or the SPO, [Unit Name].
Telephone numbers are listed in the applicable appendix.
4. PROCEDURES.
a. General.
Monday 0900-1500
Wednesday 0900-1500
Thursday 0900-1500
Friday 0900-1500
B-3
FM 4-30.3
(NORMAL)] (BACKUP)]
% %
% %
DOL
NOTE: The [Unit Name] will evacuate GS-level repair work directly to
DOL using internal maintenance assets.
(3) Customer units are requested and encouraged to make use of both telephonic
and personal coordination with the [Unit Name] SPO, [Unit Name] Company Commander, MCO,
or Maintenance Control Supervisor (MCS) on maintenance support issues. Commanders at all
levels are encouraged to visit at any time, especially on assumption of command.
(4) All maintenance activity by customer units in the [Name] shop area is to be
coordinated with the Maintenance Control Section. Visitors are required to contact the MCO or
MCS upon arrival in the shop area. Customers are not permitted in any shop area without escort
from the Maintenance Control Section.
(5) All special support requirements (field exercises, maintenance support teams,
and so on) must be coordinated through [Major Subordinate Command Unit Name], Support
Operations Office. Divisional requests should be coordinated thorough the DMC, DISCOM, and
G4 where appropriate. Inclusion of support personnel in planning meetings is strongly
encouraged and should prove mutually beneficial.
(6) Equipment submitted for repair will have the following supporting documents:
B-4
Sample DS-Maintenance External SOP
(b) One copy of DA Form 5988-E noting faults found during PMCS will
accompany DA Form 5990-E. The DA Form 5988-E will be signed by the Maintenance
Supervisor, Maintenance Officer, or designated representative. Equipment will not be accepted
by the [Unit Name] without a completed DA Form 5988-E. Materiel evacuated through DISCOM
maintenance units must also be accompanied by the owning unit’s 5988-E to ensure
accountability of components. Any unit-level non-deadline faults requiring parts will have a
document number with the assigned DODAAC annotated on the DA Form 5988-E. If an item is
rejected after the initial inspection by the [Unit Name], the supported unit has 72 hours to
correct unit-level deficiencies or provide document numbers for faults requiring repair parts.
Failure to comply with the 72-hour rule will result in the submission of another work request
and a re-inspection of the equipment by the [Unit Name] inspectors. All unit DA Form 5988-E
accompanying work requests must identify failed tests in the STE-ICE go/no-go chains directing
DS-level maintenance. These readings will assist the Technical Inspectors in making repair
determinations with greater efficiency and accuracy.
(a) All maintenance requests (DA Form 5990-E/2407) with an issue priority
designator (IPD) of 01-10 will be authenticated by the Unit Commander or his/her designated
representative (as listed on a DA Form 1687) by placing his or her signature in the block marked
“PD Authentication.”
(c) Supported units will provide the Maintenance Control Section with one
copy for a current signature card and a copy of the commander’s assumption of command orders.
The DA Form 1687 must be kept current and should be reviewed every 90 days, updated every
12 months, whenever there is a change of command, or when new personnel are sent to turn in
and pick up equipment. No more than three full DA Forms 1687 will be submitted per supported
unit and as necessary from units receiving backup support.
(8) Large numbers of work requests should be coordinated with the Shop Officer
or Maintenance Control Supervisor prior to submission. Vehicles with shelters should also be
coordinated to see if removal is required.
B-5
FM 4-30.3
(9) Low priority includes deferred maintenance, cosmetic repairs, MWOs, special
equipment installation, and equipment requiring maintenance or repair for which the owning
commander or his designated representative has authorized a delay in correcting the fault. A
safety technical inspection will be required for deferred maintenance candidates. The equipment
will be released to the unit pending the requisition of required parts. Upon receipt of the
required parts, the unit will be contacted to return the equipment for repair; or a Maintenance
Support team may be dispatched to perform the maintenance on-site. Prior to work starting on a
deferred job, a 100 percent technical inspection will be performed. Upon notification, the unit has
24 hours to return deferred equipment for repair. Non-compliance will result in job order closure.
(10) Upon demand, job status printouts will be available containing the latest
status of all open work requests. Additional status information will also be available to
commanders and maintenance officers only upon request. This includes information on DSU non-
available days required for DA Form 2406 computation. The DSU job order number (annotated
on the receipt of DA Form 5990-E) should be used when checking the status of specific items.
(11) A fully staffed and equipped Maintenance Support team may be furnished to
complete required work. Teams will be established based on the most economical maintenance
support responsiveness required to maximize combat time by minimizing repair and evacuation
time. Coordination for all Maintenance Support teams must be made through [Unit Name]
Support Operations Office to prevent confusion or waste of efforts.
(13) Changes to a unit’s equipment density impact heavily on the [Unit Name]’s
abilities to provide adequate support (for example, repair parts stockage, technical publications,
training, special tools, and so on). Therefore, each supported unit is required to provide a density
list updated each October 15th. The following format is required:
b. Turn-In Procedures and Inspection: Materiel submitted to the [Unit Name] for
repair and return to user, transfer, or turn-in will be serviced and repaired to the standards
specified in materiel publications which apply to DS-level maintenance. Equipment meeting the
conditions for repair at DS/GS-level maintenance will be job-ordered to the receiving clerk in the
Maintenance Control Section. Forms will be checked for completeness and correctness to ensure
that all required documents are attached.
B-6
Sample DS-Maintenance External SOP
an operator’s seat. Certain pilferable items must be removed as specified in the applicable
appendix. The [Unit Name] will not be responsible for loss or damage of equipment left
unsecured in the shop area that has not been inspected and accepted.
(2) Damaged/missing equipment: Items that are damaged or missing parts that
are determined to be the result of other than fair wear and tear will be accepted for estimated
cost of damage (ECOD) and repair. The responsible officer or commander will be notified so he or
she may take actions in accordance with AR 735-5. Repairs will not be accomplished without a
release statement authorizing the repair of ECOD equipment or, if negligence is not involved, a
statement signed by the Unit Commander stating the cause of the damages. Requests for actual
cost of damage (ACOD) must be coordinated with the Maintenance Control Officer. The [Unit
Name] will reject fair wear and tear statements for equipment clearly damaged due to
negligence.
(a) Brake system: Master cylinder fluid level will be checked. Any leaks in
brake systems, including the air supply system, will be cause for rejection.
(b) Parking brake: The parking brake will be inspected for any deficiency
making it unsafe, such as adjustment, operation, lining wear, and incorrect mounting. Safety is
the primary consideration.
(d) Electrical system: The electrical system will be inspected for loose or
bare wires, dash panel gauges’ operation, and warning lights.
(e) Engine compartment: All fluid levels will be checked (engine oil,
power steering fluid, automatic transmission fluid, and coolant). Leaks of any kind, including oil,
fuel, and water, will be noted for appropriate action.
(g) Tires: Tires will be serviceable and inflated to the proper pressure. The
unit will be notified to change flat tires on its job-ordered equipment if tires deflate within 48
hours.
(i) Fuel: All vehicles will have at least ¾ tank of fuel. Fuel tankers and
pods will be drained of all fuel and flushed prior to acceptance. A statement signed by the
Company Commander certifying system flush is required.
B-7
FM 4-30.3
(j) Security: All vehicles will have a means to be secured (lock, keys,
welded chain, or similar device).
(k) Safety: All vehicles and trailers will have a pair of chock blocks for
proper cribbing when parked or worked on.
(6) Armament Equipment: All armament items submitted to the [Unit Name]
must be complete and thoroughly cleaned. Aiming circles, compasses, binoculars, sight units, and
gunner’s quadrants will have protective covers or carrying cases. Ammunition and explosives
will be removed, as well as all rifle slings, prior to turn-in. Units picking up weapons will prevent
any unnecessary damage to the weapons while returning them to the unit’s arms room. The
following will be accomplished before submitting any job:
4. Sights damaged not due to fair wear and tear will need a damage
statement. This statement must be signed by the Unit Commander and endorsed by signature of
the next higher command.
B-8
Sample DS-Maintenance External SOP
(b) Artillery:
3. Gun tubes will be cleaned the day before, with only a light coat of oil
left in the tube.
2. Weapons must be tagged with the unit designation and the serial
number.
3. The M203 grenade launcher will not be separated from the M16
rifle when repair work is needed on either weapon. Both serial numbers will be annotated on the
work request.
7. M60 machine guns turned into maintenance for annual gauging will
be submitted with their spare barrels.
B-9
FM 4-30.3
(7) COMSEC:
(a) All CCI equipment will be zeroed prior to turn-in. Non-secure items will
be noted through the [Unit Name] COMSEC custodians.
(b) Lost unkeyed CCI equipment will be documented through the unit’s S2
to [Unit Name].
(c) Qualified repairers will inspect all CCI equipment per COMSEC
Maintenance Training and Experience Record, DD Form 1435.
(d) Remove fill batteries for all CCI equipment prior to turn-in.
(d) All components job-ordered to the Fuel and Electric Shop must be
cleaned of excess dirt, oil, and water before acceptance. Usually, this responsibility falls on the
unit that job-ordered the equipment.
B-10
Sample DS-Maintenance External SOP
(a) Batteries job-ordered to the [Unit Name] are not required to be drained
prior to turn-in. They will be secured to pallets with the positive and negative posts taped to
prevent shorts or sparks. Battery caps must be serviceable and securely affixed to the batteries.
Unserviceable batteries found to be leaking or cracked will be drained by the [Unit Name]
Battery Shop prior to return to customer.
(b) [Unit Name] and division tech supply activities will turn in
unserviceable batteries to the DRMO on a DA Form 2765-1. The turn-in activity will deliver the
batteries to the DRMO on an appointment basis.
4. Equipment will not be accepted for repair with Class I or Class II oil
leaks. If equipment contains a Class III leak, the leak must physically drip from the equipment.
B-11
FM 4-30.3
(1) Priority of work will be given to a unit’s pacing items and ERC A-line items.
Maintenance requests are then prioritized by the Unit-level Priority Designator and date of
receipt. Generally, the highest priority, oldest job will be worked first.
(2) When it becomes necessary to upgrade the IPD before a maintenance request
has been completed, the commander should notify the Maintenance Control Section in writing.
B-12
Sample DS-Maintenance External SOP
(1) Supported units will be notified by the [Unit Name] when completed work
requests are available for pickup. The name of the person notified and the date notified will be
recorded with the work request. Supported units are expected to expeditiously pick up materiel
or equipment upon notification. The following time frames will be adhered to:
(2) Customers failing to pick up equipment after proper notification will be sent a
letter of notification. This letter will advise them of impending termination of work order service
by the [Unit Name]. Lack of immediate action or response will be so noted in a second letter to
the customer’s Battalion Commander.
(3) The Number 1 (green) copy of DA Form 5990-E is required for pickup of
equipment and will be surrendered upon receipt of the equipment. If this copy has been lost, the
supported unit will provide a statement verifying that the copy of DA Form 5990-E has been lost.
This statement will be signed by the Unit Commander or acting commander.
(5) Units picking up weapons will have a weapons rack or cushion to place the
weapons on if there are more weapons than one person can hold. This will prevent any
unnecessary damage to weapons while returning them to the unit’s arms room.
(6) Personnel from supported units who pick up equipment are encouraged to
inspect the quality of the work prior to signing for it. Questionable work by the [Unit Name] will
be brought to the Maintenance Control Officer’s attention immediately.
(7) A 100 percent serial number joint inventory will be conducted on components
to ensure units are not picking up another customer’s equipment (such as weapons).
B-13
FM 4-30.3
e. Divisional ORF:
(a) Ensure all organizational deficiencies are corrected and accepted for the
direct support faults for which the equipment was placed on work order, and that it meets the
TM –10/-20 standards.
(b) Prepare necessary paperwork for float exchange (in accordance with
float MOA).
(c) The owning unit must provide the [Unit Name] with an ULLS-G diskette
containing equipment data.
(c) Ensure that float candidate is reparable at DS-level or DOL before the
transaction occurs.
(d) Authenticate and date DA Form 5990-E in accordance with DA Pam 710-
2-2.
(3) ORF transactions will not be delayed due to non-availability of parts required
at the unit level (in accordance with float MOA).
(a) The unit will install all needed repair parts from its PLL.
(b) If repair parts are not available, the unit will cross-level the necessary
parts from the float to the equipment job-ordered prior to completion of the transaction.
(c) The [Unit Name] Float Section will not pick up job-ordered equipment
that was floated if it does not meet 10/20 standards or if it is missing any parts, whether
organizational or DS-level.
(4) The following steps are established for ORF procedures. [Insert local ORF
procedures here.]
(5) When ORF equipment items are needed for a deployment, the Maintenance
Control Officer will sign for all equipment along with any historical documents. The
Maintenance Control Officer will then follow established procedures. Any equipment job-ordered
for maintenance will be correctly updated at the Maintenance Control Section. A joint inventory
will be conducted and all supporting documents will be properly executed prior to the
Maintenance Control Officer’s release from his responsibilities.
B-14
Appendix C
Headquarters Platoon Supply Platoon Base Maintenance Platoon GSE Maintenance Platoon
PL MCO 2LT - PLT LDR 2LT - PLT LDR 2LT - PLT LDR
PSG MSC SFC - PLT SGT SFC - PLT LDR SFC - PLT SGT
para 01, 02 para 03-06 para 07-10 para 11-14
C-1
FM 4-30.3
Concept COA 1 of 2.
The company headquarters (paragraph 01) and the maintenance control section (MTOE
paragraph 02) are combined to make a headquarters platoon.
C2 relationships
The maintenance control sergeant the most experienced NCO serves as the headquarters platoon
sergeant.
The motor pool is broken down into two squads with the motor sergeant and senior mechanics
serving as squad leaders.
The 92G40 with 5 cooks are a squad.
The supply sergeant is the squad leader for the supply, arms room, NBC room, and personnel
sections.
The technical inspector is the squad leader for the maintenance control squad (shop stock clerk,
maintenance control clerk and inspectors).
Paragraphs with fewer than 5 soldiers are rolled up as a team within another squad in their
platoon. For example, the two soldiers in paragraph 08 are rolled into the Base Maintenance
Squad with paragraph 08.
C-2
Recommended Maintenance Company Organizations
Concept COA 1 of 2.
The company headquarters (paragraph 01) and the maintenance control section (TOE
paragraph 02) are combined to make a headquarters platoon.
C2 relationships
The maintenance control sergeant the most experienced NCO serves as the headquarters platoon
sergeant.
The motor pool is broken down into two squads with the motor sergeant and senior mechanics
serving as squad leaders.
The 92G40 with 5 cooks are a squad.
The supply sergeant is the squad leader for the supply, arms room, NBC room, and personnel
sections.
The technical inspector is the squad leader for the maintenance control squad (shop stock clerk,
maintenance control clerk and inspectors).
Paragraphs with fewer than 5 soldiers are rolled up as a team within another squad in their
platoon. For example, the two soldiers in paragraph 08 are rolled into the Base Maintenance
Squad with paragraph 08.
C-3
FM 4-30.3
CO HQ Section
para 01
Service/lift Section
para 03
section OIC 914A CW3
CO MP Section
para 01
Supply Section
para 04
section OIC 920B CW2
Concept
The maintenance control section (TOE paragraph 02), the service section (paragraph 03) the
company headquarters (paragraph 01) and the supply section (paragraph 04) are combined to
make a headquarters platoon. The shop officer is dual hatted as the headquarters platoon
leader. The motor sergeant acts as the platoon sergeant.
The other five platoons are modular GS maintenance platoons that can be added to the company.
The platoons come with a platoon headquarters, which includes a platoon leader and platoon
sergeant.
C2 relationships
The maintenance control officer (shop officer) is dual hatted as the headquarters platoon leader.
The company motor sergeant acts as the platoon sergeant this relieves the maintenance control
sergeant of that duty. The supply sergeant is in charge of the headquarters sections (supply,
arms room, NBC room, and unit communication, and so on), each section sergeant is also a squad
leaders for their respective sections.
C-4
Recommended Maintenance Company Organizations
Company HQ Platoon Maintenance Platoon Theater SIG Repair PLT Theater SIG Repair PLT Theater SIG Repair PLT
1LT - Plt Ldr /XO 1LT - Plt Ldr/Shop Officer 2LT - Platoon Ldr 2LT - Platoon Ldr 2LT - Platoon Ldr
SFC - PSG/Motor SGT SFC - PSG/MCS 35W40 SFC - Plt Sergeant SFC - Plt Sergeant SFC - Plt Sergeant
para 01, 02, 03, 04 para 02 TOE 43568AA00 TOE 43568AA00 TOE 43568AA00
ATE Repair
para 04
Apache Sec
1 Sqd-39B30 w/ 7 soldiers
IFTE Sec
1 Sqd-35Y30 w/ 7 soldiers
GSE Sec
1 Sqd-52D30 w/ 6 soldiers
GSE Sec
1 Sqd-52D30 w/ 6 soldiers
GSE Sec
1 Sqd-52D30 w/ 6 soldiers
Concept
The company headquarters (paragraph 01) and unit maintenance are combined to make a
headquarters platoon. The unit XO becomes the headquarters platoon leader with the company
motor sergeant becoming the headquarters platoon sergeant. The shop officer is dual hatted as
the maintenance platoon leader, the MCS is his platoon sergeant, and each SFC from the
maintenance platoon is assigned as a squad leader for that section.
C2 relationships
The maintenance platoon also has a total of four warrants to assist in command and control.
C-5
FM 4-30.3
Concept
The company headquarters (paragraph 01) tech supply and unit maintenance are combined to
make a headquarters platoon. The shop officer is the headquarters platoon leader and the motor
sergeant is the headquarters platoon sergeant, each SFC from the maintenance platoon is
assigned as a squad leader for that section. The maintenance platoon also has a platoon
headquarters with a platoon leader and platoon sergeant.
C-6
Recommended Maintenance Company Organizations
Troop HQ Platoon Ground Support Platoon MSL / Arm Platoon Automotive Plt
CPT - Plt Ldr / Shop Ofc 1LT - Platoon Ldr 1LT - Platoon Ldr 2LT - Platoon Ldr
MSG - PSG / Motor Sgt SFC - Platoon Sgt SFC - Platoon Sgt SFC - Platoon Sgt
para 01,02 para 13 para 10 para 07
Company HQ Section Elec Maint Section Elec / Msl Section Auto Maint Section
para 01 CW2 - Section Chief CW3 - Section Chief (Arm) CW3 - Section Chief
para 14 para 11 (2 each)
para 08
Headquarters ACS Maintenance Support Teams Elec / Msl Section Auto Maint Section (2 each)
1 sqd - 92Y30 w/ 4 soldiers (01) 1 sqd - 35W40 w/ 9 soldiers (14) 1 sqd - 27E30 w/ 6 soldiers (11) 1 sqd - 63H30 w/ 14 soldiers (08)
(orderly room would be in addition) 1 sqd - 63H30 w/ 14 soldiers (08)
Armament Maint Section (each sqd has 3 E-5's)
Unit Motor Pool CW2 - Section Chief
para 01 GSE Repair Section para 12 Allied Trades Section
CW3 - Section Chief CW3 - Section Chief
para 15 para 09
Concept
In an effort to standardize the headquarters elements, the company headquarters (supply,
orderly room, NBC, and so forth) are combined into a platoon with the unit motor pool and the
maintenance control section (TOE paragraphs 01 and 02). Since all assigned LTs are already
platoon leaders in the company, the shop officer, a Captain, is assigned as the headquarters
platoon leader for formations, and so forth.
C2 relationships
The maintenance control officer is dual hatted as the headquarters platoon leader. The battalion
motor sergeant, as the senior enlisted soldier in this platoon, and also who controls the bulk of
the soldiers, serves as the headquarters platoon sergeant. For day-to-day operations, the supply
sergeant is in charge of the headquarters sections (supply, arms room, NBC room, and so forth),
the maintenance tech (CW2) is in charge of the motor pool, and the maintenance control sergeant
manages the maintenance control section (shop stock clerk, maintenance control clerk and
inspectors).
The rest of the platoons are authorized LTs. It is recommended that senior 1LTs be assigned to
MSTs, since these elements are typically not located with their supporting base shops. New
2LTs can be assigned as the GSE, missile/armament, and/or auto platoon leaders. This allows
these junior officers time to learn the “maintenance” business and prepare them to take an MST.
C-7
FM 4-30.3
Troop HQ Platoon Tech Supply Platoon Automotive Plt MSL / Elec Platoon
1LT - Plt Ldr / Shop Ofc 1LT - Platoon Ldr 2LT - Platoon Ldr 2LT - Platoon Leader
SFC - PSG / Motor Sgt SFC - Platoon Sgt SFC - Platoon Sgt SFC - Platoon Sgt
para 01,02 para 03 para 06 para 10
Company HQ Section Main Support Section Auto Maint Section Armament / Msl Section
para 01 CW2 - Section Chief CW3 - Section Chief CW3 - Section Chief (Arm)
para 04 para 07 CW2 - Section Chief (Msl)
para 11, 12
Headquarters Main Spt Section Auto Maint Section Armament / Msl Section
1 sqd - 92Y30 w/ 4 soldiers (01) 1 sqd - 92A30 w/ 13 soldiers (04) 1 sqd - 63H40 w/ 9 soldiers (07) 1 sqd - 45K30 w/ 11 soldiers (11)
1 sqd - 63H30 w/ 9 soldiers (07) (6 soldiers in para 11, 5 in para 12)
Unit Motor Pool Fwd Spt Sections
para 01 3 each Ground Support Section Elec Maint Section
para 05 CW2 - Section Chief CW2 - Section Chief
para 08 para 13
Concept
In an effort to standardize the headquarters elements, the company headquarters (supply,
orderly room, NBC, and so forth) are combined into a platoon with the unit motor pool and the
maintenance control section (MTOE paragraphs 01 and 02). Since all assigned LTs are already
platoon leaders in the company, the Shop Office is assigned as the headquarters Platoon Leader
for formations, and so forth.
C2 relationships
The maintenance control officer (shop officer) is dual hatted as the headquarters platoon leader.
The motor sergeant, as the senior enlisted soldier in this platoon, and also who controls the bulk
of the soldiers, serves as the headquarters platoon sergeant. For day-to-day operations, the
supply sergeant is in charge of the headquarters sections (supply, arms room, NBC room, and so
forth), the motor sergeant is in charge of the motor pool, and the maintenance control sergeant
manages the maintenance control section (shop stock clerk, maintenance control clerk and
inspectors).
The rest of the platoons are authorized LTs. It is recommended that senior 1LTs be assigned to
MSTs, since these elements are typically not located with their supporting base shops. New
2LTs can be assigned as the GSE/ missile/armament, and/or auto platoon leaders. This allows
these junior officers time to learn the “maintenance” business and prepare them to take an MST.
C-8
Recommended Maintenance Company Organizations
Concept
The company headquarters (TOE paragraph 01), maintenance control section (paragraph 02),
and class IX support section (paragraph 03) form the Headquarters (headquarters) Platoon. The
maintenance control officer is dual hatted as the headquarters platoon leader. The maintenance
control sergeant is also dual hatted as the headquarters platoon sergeant.
The automotive/ground support equipment (GSE) section and armament/electronic section form
the base repair platoon. The Automotive/GSE platoon leader and platoon sergeant (paragraph
04) are in charge of the base repair platoon. The armament/electronic section is a subordinate
element in the base repair platoon and is also authorized a platoon leader and platoon sergeant
(paragraph 08).
The maintenance support platoon consists of three Infantry system support teams (SST)
(paragraph 13), Artillery SST (paragraph 14), and Missile SST (paragraph 11).
C-9
FM 4-30.3
C2 Relationship
The MCO and MCS are dual hatted as the headquarters platoon leader and platoon sergeant.
The company motor sergeant is dual hatted and serves a squad leader of his section.
The supply sergeant serves as the squad leader for supply, armor, NBC, communications, and all
other headquarters personnel not assigned to the motor pool section. The senior inspector,
63H30, is in charge of the maintenance control section personnel. The senior NCO, 92A40,
serves the class IX support section squad leader, responsible for both DS CL IX support and
assigned personnel support (administrative and training).
The Automotive/GSE platoon headquarters (paragraph 04) platoon leader and platoon sergeant
serve as the base repair platoon. The armament/electronic platoon headquarters (paragraph 08)
platoon leader and platoon sergeant are in charge of the armament/electronic section, which is a
subordinate element in the base repair platoon. The senior NCO of each repair section serve as
squad leaders, tasked with DS support and assigned personnel support (administrative and
training).
C-10
Recommended Maintenance Company Organizations
Company HQ Platoon Auto/ GSE Platoon Armament / Elec Platoon Maint Support Team
1LT - Plt Ldr / Shop Ofc 2LT - Platoon Ldr 2LT - Platoon Ldr 1LT - Platoon Ldr
SFC - PSG / Motor SGT SFC - Plt Sergeant SFC - Plt Sergeant SFC - Plt Sergeant
para 01, 02, 03 para 04 para 08 para 12
Class IX Section
para 03
Class IX Section
1 sqd - 92A40 w/ 12 soldiers (03)
1 sqd - 92A30 w/ 11 soldiers (03)
Concept
The maintenance control section (MTOE paragraph 02), the unit MP (paragraph 01), the Class
IX section (paragraph 03) and the company headquarters (paragraph 01) are combined to make a
headquarters platoon. The shop officer is dual hatted as the Headquarters platoon leader.
C2 relationships
The maintenance control officer is dual hatted as the headquarters platoon leader. The unit
motor sergeant, as the senior enlisted soldier in this platoon, and also who controls the bulk of
the soldiers, serves as the headquarters platoon sergeant. For day-to-day operations, the supply
sergeant is in charge of the headquarters sections (supply, arms room, NBC room, and so forth)
and the warrant officer in charge of the CL IX section controls his or her section.
The DS platoon Leaders are responsible for the two mission related platoons in the company. In
addition to normal platoon leader responsibilities, they must be constantly involved in the
maintenance production of each DS maintenance section. SFC section sergeants are also squad
leaders for their respective sections.
C-11
FM 4-30.3
CO HQ DS MAINT PLT HQ
para 01
Concept
Consolidate the company headquarters (paragraph 01), battalion maintenance (paragraph 02),
and tech supply (paragraph 08) under one platoon.
C2 Relationship
The platoon leader of the headquarters platoon will be the platoon leader formerly authorized for
the DS platoon. The majority of the personnel in this platoon are in the battalion maintenance
section with the 915A in charge. The platoon sergeant will be the motor sergeant, 63B40. The
squad leaders will be 63B30 in the battalion maintenance sec and the tech supply NCOIC 92A30.
The DS maintenance platoon is authorized a platoon sergeant. The maintenance control officer
will assume additional duty of platoon Leader with the 63H40 authorized (paragraph 04) as
platoon sergeant. The NCOIC of each squad (electrical, auto, and armament) will serve as the
squad leaders. The 92A20 from maintenance control section would be the squad leader.
C-12
Recommended Maintenance Company Organizations
1 sqd 92Y30 w/ 4 soldiers 1 sqd 63H40 w/ 11 soldiers 1 sqd 52X40 w/ 11 soldiers 1 sqd 92A30 w/ 6 soldiers
1 sqd 62B30 w/ 7 soldiers
MAINT CNTL SEC ARMAMENT 1 sqd 52D30 w/ 8 soldiers STOR/ISSUE SEC
Para 03 REP SEC Para 16
Para 11 COMM/ELEC
REP SEC
1 sqd 52D30 w/ 5 soldiers 1 sqd 45K30 w/ 7 soldiers Para 06 1 sqd 92A30 w/ 7 soldiers
Concept
Combine the company elements not currently in a platoon into a headquarters platoon. These
will include the Co headquarters sec (paragraph 01), maintenance control office (paragraph 02),
and battalion maintenance Sec (paragraph 03).
Combine the electrical/missile platoon and the ground support platoon into one ground support
platoon.
C2 Relationship
The OD 2LT formerly with the electrical/missile platoon (paragraph 04) would serve as platoon
leader with the 52X40 (paragraph 12) formerly with the Ground Support Platoon serving as
platoon sergeant. Headquarters platoon squad leaders will be as follows. Headquarters squad
supply sergeant; shop office 52D30 inspector; battalion maintenance section 63B30 mechanic.
OD 2LT authorized with the 35W40, formerly electrical/missile platoon sergeant, serving as GSE
platoon sergeant. Total platoon will be 68 soldiers.
No change to automotive or tech supply platoons, both are authorized platoon leader and platoon
sergeant.
All DS shop NCOICs will also serve as squad leaders.
C-13
FM 4-30.3
HQ MCS
1 sqd 92Y2P w/ 4 soldiers (01) 1 sqd 63H4P w/ 7 soldiers (02)
TSO MECH
1 sqd 92A3P w/ 9 soldiers (08) 1 sqd 63H4P w/ 10 soldiers (04)
1 sqd 63H3P w/ 9 soldiers (04)
1 sqd 52D2P w/ 9 soldiers (04)
ELM
1 sqd 35W4P w/ 10 soldiers (05)
ARMT
1 sqd 45K3P w/ 5 soldiers (06)
LCMS
1 sqd 27E3P w/ 6 soldiers (07)
Concept
The tech supply section (paragraph 08) and the company headquarters (paragraph 01) are
combined to make a headquarters platoon. The former maintenance platoon leader is the
headquarters platoon leader. The maintenance platoon becomes the DS maintenance platoon.
C2 relationships
The former maintenance platoon leader is the headquarters platoon leader. The headquarters
platoon sergeant is the former maintenance platoon sergeant. For day-to-day operations, the
supply sergeant is in charge of the headquarters sections (supply, arms room, NBC room, and so
forth), and the 92A30 in charge of the CL IX Section controls his section.
The maintenance control Officer (shop officer) is responsible for the DS Maintenance platoon.
The 27E40 Inspector is the DS maintenance platoon sergeant. SFC section sergeants are also
squad leaders for their respective sections.
C-14
Recommended Maintenance Company Organizations
HQ MCS
1 sqd 63B4P w/ 12 soldiers (01) 1 sqd 27E4P w/ 7 soldiers (02)
1 sqd 92Y3P w/ 4 soldiers (01)
TSO ELM
1 sqd 92A4P w/ 11 soldiers (03) 1 sqd 35W4P w/ 10 soldiers (05)
1 sqd 92A3P w/ 11 soldiers (03) 1 sqd 35E3P w/ 10 soldiers (05)
LCMS
1 sqd 27E4P w/ 12 soldiers (06)
ADAMS
1 sqd 27E3P w/ 6 soldiers (07)
Concept
The tech supply section (paragraph 03) and the company headquarters (paragraph 01) are
combined to make a headquarters platoon. The former maintenance platoon leader is the
headquarters platoon leader. The maintenance platoon becomes the DS maintenance platoon.
C2 relationships
The former maintenance platoon leader is the headquarters platoon leader. The headquarters
platoon sergeant is the former maintenance platoon sergeant. For day-to-day operations, the
motor sergeant is in charge of the headquarters sections (motor pool, supply arms room NBC
room, and so forth) and the 92A40 in charge of the CL IX section controls his section.
The maintenance control officer is responsible for the DS maintenance platoon. The 27T40
Inspector is the DS maintenance platoon sergeant. SFC section sergeants are also squad leaders
for their respective sections.
C-15
FM 4-30.3
HQ AUTO GSE
63B3P w/ 10 soldiers (01) 63B4P w/ 12 soldiers (04) 52X4P w/ 10 soldiers (07)
92Y3P w/ 4 soldiers (01) 63G3P w/ 12 soldiers (04) 52C3P w/ 9 soldiers (07)
63W2P w/ 12 soldiers (04) 52D3P w/ 9 soldiers (07)
Mnt Control Section Armt Repair Section Serv & Recovery Sec
para 02 para 05 para 08
Concept
The company headquarters (paragraph 01) and the maintenance control section (paragraph 02)
are combined to make a headquarters platoon. The maintenance control officer is the
headquarters platoon leader.
C2 relationships
The maintenance control officer is the headquarters platoon leader. The headquarters platoon
sergeant is the 52D30 Inspector. For day-to-day operations, the motor sergeant is in charge of
the headquarters sections (motor pool, supply arms room, NBC room, and so forth) and the
63B40 is in charge of the MCS. The automotive/armament and ground support platoon remains
unchanged. SFC section sergeants are also squad leaders for their respective sections.
C-16
Recommended Maintenance Company Organizations
MECH
HQ MCS
1 sqd 63H4O w/ 9 soldiers (04)
1 sqd 92Y3O w/ 4 soldiers (01) 1 sqd 63H4O w/ 5 soldiers (02)
1 sqd 63W2O w/ 8 soldiers (04)
1 sqd 52D2O w/ 8 soldiers (04)
LCMS
1 sqd 27E3O w/ 6 soldiers (07)
Concept
The tech supply section (paragraph 08) and the company headquarters (paragraph 01) are
combined to make a headquarters platoon. The former maintenance platoon leader becomes the
headquarters platoon leader. The maintenance platoon becomes the DS maintenance platoon.
C2 relationships
The former maintenance platoon leader is the headquarters platoon leader. The headquarters
platoon sergeant is the former maintenance platoon sergeant. For day-to-day operations, the
supply sergeant is in charge of the headquarters sections (supply, arms room, NBC room, and so
forth) and the 92A30 in charge of the CL IX section controls his section.
The maintenance control officer is responsible for the DS maintenance platoon. The 35W40
inspector is the DS maintenance platoon sergeant. SFC section sergeants are also squad leaders
for their respective sections.
C-17
FM 4-30.3
HQ
WHSE MCS
63B4O w/ 10 soldiers (01)
92A3O w/ 9 soldiers (04) 27E4O w/ 11 soldiers (02)
63B3O w/ 9 soldiers (01)
92Y3P w/ 4 soldiers (01)
ELM
REC 35W4O w/ 11 soldiers (08)
92A3O w/ 8 soldiers (05) 35W3O w/ 11 soldiers (08)
LCM
RX
27E4O w/ 9 soldiers (09)
92A2O w/ 5 soldiers (06)
27E3O w/ 11 soldiers (09)
SHORAD
27T3O w/ 5 soldiers (10)
Concept
The company headquarters (paragraph 01) becomes a separate headquarters platoon. The
former maintenance platoon leader is the headquarters platoon leader. The maintenance platoon
becomes the DS maintenance platoon. The supply platoon remains unchanged.
C2 relationships
The former maintenance platoon leader is the headquarters platoon leader. The headquarters
platoon sergeant is the former maintenance platoon sergeant.
The maintenance control officer is responsible for the DS maintenance platoon. The 27T40
Inspector is the DS maintenance platoon sergeant.
The supply platoon remains the same. SFC section sergeants are also squad leaders for their
respective sections.
Figure C-16. Light Ordnance (MAINT) Company, Main Support Battalion, Air
Assault Division, 43167L000
C-18
Recommended Maintenance Company Organizations
LTEQ
MCS F&E 52X4O w/ 10 soldiers (08)
63B4O w/ 6 soldiers (02) 63H3O w/ 12 soldiers (05)
52C3O w/ 9 soldiers (08)
S&R
44E3O w/ 7 soldiers (09)
44B2O w/ 6 soldiers (09)
ARMT
45K3O w/ 6 soldiers (10)
Concept
The company headquarters (paragraph 01) and the maintenance control section (paragraph 02)
are combined to make a headquarters platoon. The maintenance control officer is the
headquarters platoon leader.
C2 relationships
The maintenance control officer is the headquarters platoon leader. The headquarters platoon
sergeant is the 45K40 inspector. For day-to-day operations, the motor sergeant is in charge of
the headquarters sections (motor pool, supply, arms room, NBC room, and so forth) and the
63B40 is in charge of the maintenance control section.
The mechanical maintenance and ground support platoons remain unchanged. SFC section
sergeants are also squad leaders for their respective sections.
C-19
FM 4-30.3
SVC/RCVRY
1 sqd - 63H30 w/11 soldiers
SEC
CLASS IX para 09
SPT SEC
para 03 1 sqd - 44E30 w/6 soldiers
GSE REP
1 sqd - 92A40 w/20 soldiers
SEC
para 10
ELECT EQUIP
REP SEC
para 11
MSL MAINT
REP SEC
para 12
Concept
The company headquarters (TOE paragraph 01), maintenance control section (paragraph 02),
and class IX support section (paragraph 03) form the headquarters platoon.
The Base Shop Platoon consists of the automotive maintenance repair section (paragraph 05),
armament maintenance repair section (paragraph 06), service/recovery section (paragraph 09),
GSE repair section (paragraph 10), electronic equipment repair section (paragraph 11), and
missile maintenance repair section (paragraph 12).
The automotive maintenance repair section and armament maintenance repair section form one
squad with the senior NCO, 63H40, of the automotive maintenance repair section serving as the
squad leader.
The forward repair platoon consists of three infantry system support teams (SST) (43539LA00)
and artillery SST (paragraph 07).
C-20
Recommended Maintenance Company Organizations
C2 Relationship
The MCO and MCS are dual hatted as the headquarters platoon leader and platoon sergeant.
The company motor sergeant is dual hatted and serves a squad leader of his section. The supply
sergeant serves as the squad leader for supply, armor, NBC, communications, and all other
headquarters personnel not assigned to the motor pool section. The senior inspector, 63H30, is
in charge of the maintenance control section personnel. The senior NCO, 92A40, serves the class
IX support section squad leader, responsible for both DS CL IX support and assigned personnel
support (administrative and training).
The Automotive/Armament Maintenance Platoon headquarters (paragraph 04) platoon leader
and platoon sergeant are in charge of the Base Shop Platoon. The senior NCO of each section,
minus Automotive/Armament, serve as squad leaders tasked with DS support and assigned
personnel support (administrative and training).
The GSE platoon headquarters (paragraph 08) platoon leader and platoon sergeant serve as the
forward repair platoon.
C-21
FM 4-30.3
1 sqd 92Y30 w/ 5 soldiers 1 sqd 27E40 w/ 6 soldiers 1 sqd 35W40 w/ 11 soldiers 1 sqd 92A30 w/ 5 soldiers
1 sqd 27T40 w/ 7 soldiers 1 sqd 27T30 w/ 5 soldiers 1 sqd 35E30 w/ 5 soldiers 1 sqd 92A30 w/ 6 soldiers
1 sqd 35Y40 w/ 4 soldiers 1 sqd 27M40 w/ 12 soldiers 1 sqd 63H40 w/ 5 soldiers 1 sqd 88M30 w/ 5 soldiers
63H40
RX/QSS
SEC
Concept
The company headquarters paragraph 01 and the maintenance control section paragraph 02 are
combined into a headquarters Platoon.
C2 Relationships
The maintenance control officer is dual hatted as the headquarters Platoon Leader. Designate
the 35W40 C/E inspector as the Platoon sergeant. This inspector is under utilized and not
needed do to the limited test equipment available (GRM test set Auth 02).
The company headquarters consists of one squad led by the 92Y30 supply sergeant.
The maintenance Control section is one squad led by the 27T40 inspector.
If the test and diagnostics section is attached to the company they will serve as the third squad
with the NCOIC the squad leader.
No changes with the MSL maintenance, C/E or Tech Supply Platoons. All are authorized platoon
leaders and platoon sergeants. All support section NCOICs will serve as squad leaders.
C-22
Recommended Maintenance Company Organizations
1 Squad
63H30
ALLIED
TRADES
SEC
1 Squad
44E30
Concept
Consolidate the sections company headquarters (paragraph 01) and MCO (paragraph 02) which
do not currently fall under a platoon with the former maintenance support platoon (paragraphs
09, 10, 11) (23 soldiers) into a headquarters platoon.
C2 relationship
The senior first lieutenant will serve as maintenance control officer.
2LT OD platoon leader and 63H40 platoon sergeant comes with the maintenance support
platoon (paragraph 09).
Automotive and GSE platoons are both authorized platoon leaders and platoon sergeants.
Section NCOICs will serve as squad leaders, with the exception of automotive which due to
number of personnel must be broken into three squads with 63H30 squad leaders.
C-23
FM 4-30.3
Proposed OD
(MAINT) CO
277 Personnel
MSL MAINT
REP SEC
Concept
The company headquarters (TOE paragraph 01), maintenance control section (paragraph 02),
and class IX support section (paragraph 03) form the headquarters platoon.
The Base Shop Platoon consists of the automotive maintenance repair section (paragraph 05),
armament maintenance repair section (paragraph 06), service/recovery section (para 09), gse
repair section (paragraph 10), electronic equipment repair section (paragraph 11), and missile
maintenance repair section (paragraph 12).
The automotive maintenance repair section and armament maintenance repair section form one
squad with the senior NCO, 63H40, of the automotive maintenance repair section serving as the
squad leader.
The forward repair platoon consists of three infantry system support teams (SST) (43539LA00)
and artillery SST (paragraph 07).
C-24
Recommended Maintenance Company Organizations
C2 Relationship
The MCO and MCS are dual hatted as the headquarters platoon leader and platoon sergeant.
The company motor sergeant is dual hatted and serves a squad leader of his section. The supply
sergeant serves as the squad leader for supply, armor, NBC, communications, and all other
headquarters personnel not assigned to the motor pool section. The senior inspector, 63H30, is
in charge of the maintenance control section personnel. The senior NCO, 92A40, serves the class
IX support section squad leader, responsible for both DS CL IX support and assigned personnel
support (administrative and training).
The Automotive/Armament Maintenance Platoon headquarters (paragraph 04) platoon leader
and platoon sergeant are in charge of the Base Shop Platoon. The senior NCO of each section,
minus Automotive/Armament, serve as squad leaders tasked with DS support and assigned
personnel support (administrative and training).
The GSE platoon headquarters (paragraph 08) platoon leader and platoon sergeant serve as the
forward repair platoon.
C-25
FM 4-30.3
Armament Section
para 13
Armament Section
1 sqd - 45K30 w/ 6 soldiers (13) RX / QSS Section
para 08
RX / QSS Section
1 sqd - 92A30 w/ 7 soldiers (08)
C&E Section
1 sqd - 35W40 w/ 9 soldiers (14)
Concept
The maintenance control section (TOE paragraph 04), the battalion consolidated motor pool
(paragraph 02,03) and the company headquarters (paragraph 01) are combined to make a
headquarters platoon.
The cavalry systems support team (paragraph 15) normally operates with the division cavalry in
or near their motor pool/UMCP.
C2 relationships
The maintenance control Officer (shop officer) is dual hatted as the headquarters platoon leader.
The battalion motor sergeant, as the senior enlisted soldier in this platoon, and also who controls
the bulk of the soldiers, serves as the headquarters platoon sergeant. For day-to-day operations,
the supply sergeant is in charge of the headquarters sections (supply, arms room, NBC room,
and so forth), the maintenance tech (CW2) is in charge of the battalion consolidated motor pool,
and the maintenance control sergeant manages the maintenance control section (shop stock
clerk, maintenance control clerk and inspectors).
C-26
Recommended Maintenance Company Organizations
Armament Section
para 13
Armament Section
1 sqd - 45K30 w/ 6 soldiers (13) RX / QSS Section
para 08
RX / QSS Section
1 sqd - 92A30 w/ 7 soldiers (08)
C&E Section
1 sqd - 35W40 w/ 9 soldiers (14)
Concept
The maintenance control section (TOE paragraph 04), the battalion consolidated motor pool
(paragraph 02,03) and the company headquarters (paragraph 01) are combined to make a
headquarters platoon.
The cavalry systems support team (paragraph 15) normally operates with the division cavalry in
or near their motor pool/UMCP.
C2 relationships
The maintenance control Officer (shop officer) is dual hatted as the headquarters platoon leader.
The battalion motor sergeant, as the senior enlisted soldier in this platoon, and also who controls
the bulk of the soldiers, serves as the headquarters platoon sergeant. For day-to-day operations,
the supply sergeant is in charge of the headquarters sections (supply, arms room, NBC room,
and so forth), the maintenance tech (CW2) is in charge of the battalion consolidated motor pool,
and the maintenance control sergeant manages the maintenance control section (shop stock
clerk, maintenance control clerk and inspectors).
C-27
FM 4-30.3
CO HQ Section
Auto Maint Section Armament Section
para 01
para 06,07 para 08
Heaquarters
1 sqd - 92Y30 w/ 5 soldiers (01) Automotive Base Shops
1 sqd - 63H40 w/ 11 soldiers (06) Armament Section
1 sqd - 63H30 w/ 11 soldiers (06) 1 sqd - 45K30 w/ 7 soldiers (08)
BN Cons MP Section
para 02, 03 GSE Section Commo & Elec Section
para 07 para 09
Unit Maint Section
1 sqd - 63B30 w/12 soldiers (03)
1 sqd - 63B30 w/12 soldiers (03) C&E Section
GSE Section
1 sqd - 52X40 w/12 soldiers (03) 1 sqd - 35W40 w/ 9 soldiers (09)
1 sqd - 52X40 w/11 soldiers (07)
Concept
The maintenance control section (MTOE paragraph 04), the BN Consolidated MP (paragraph
02,03) and the company headquarters (paragraph 01) are combined to make a headquarters
platoon. The DS platoon has each of the SFC section sergeants assigned as the squad leader for
that section.
C2 relationships
The maintenance control Officer (shop officer) is dual hatted as the headquarters platoon leader.
The Battalion motor sergeant, as the senior enlisted soldier in this platoon, and also who controls
the bulk of the soldiers, serves as the headquarters platoon sergeant. For day-to-day operations,
the supply sergeant is in charge of the headquarters sections (supply, arms room, NBC room,
and so forth), the Maintenance Tech (CW2) is in charge of the Battalion Consolidated Motor Pool,
and the maintenance control sergeant manages the maintenance control section (shop stock
clerk, maintenance control clerk and inspectors).
SFC section sergeants are also squad leaders for their respective sections. This ensures a single
chain of command for the lower enlisted soldier.
C-28
Recommended Maintenance Company Organizations
Tank/Inf SST
Maint Control Auto Maint Section Armament Section X3
Section CW4 - Section Chief CW3 - Section Chief SFC - Squad Ldr
18 Pers 0563H40 SFC-SL 0645K40 SFC - SL
Para 02 Para 05 27 Pers Para 06 37 Pers
Arty SST
0263H30 SL Inspection 11 Pers 0563H30 TL Wheel 8 Pers 0645K40 Fr Cont 12 P 0763H40SFC - SL
0263H40 SL MCO 7 Pers 0563H30 TL Track Rep 12 Pers 0645B20Small Arms 4 P 21 Pers
0563G20 TL F&E 5 Pers 0645K20 Tk/Tt #1 9 Pers Para 07
Company HQ 0645K20 Tk/Tt #2 10 Pers
Section
0745K20Armt/Pwr G 8
Para 01 30 Pers Svc/Rec Section Elec Rep Section
0763H30Whl/Trk 12 P
CW2 - Section Chief CW2 - Section Chief
1044E40 SFC - S L SFC - Squad Ldr EN SST
0163B40 SL MP 22 Pers Para 10 24 Pers Para 12 26 Pers 0863H40 SFC - S L
19 Pers
0163B30 TL Wheel/track 12 Pers 44B20Weld 13 P 1235N20 DCO 4 P Para 08
0152C20 TL Util/PLL 8 Pers 44E20MCH 4 P 1235F30 SED 6 P
0192Y30 SL HQ/Sup 8 Pers 1063H30Rec 5 P 1235M20 Rdr 4 P 0862B20En/Armt/Gen 6 P
1235E30Cmo 10 P 0863H30 SL Whl/Trk 12 P
Class IX
SSA MSL Maint Team GSE Rep Section
28 Pers CW2 - Section Chief 1152X40 SFC - S L
Para 03 1327E30 SSG - S L 16 Pers
Para 13 10 Pers Para 11
0392A40 SL
0392A30 TL Stock Con 9 Pers 1152D30 P Gn 5 P
0392A30 TL Storage 14 Pers 1152D30 AC 5 P
1163J20 QM 5 P
Stor TM 5 Pers
Stor TM 4 Pers
Stor TM 4 Pers
0392A30 TL Shipp/Trans 7 Pers
Concept
Consolidate all base functions and re-name as base maintenance platoon
Put all MSTs/SSTs under one platoon, re-name forward maintenance platoon.
Make headquarters platoon out of Co headquarters, MCO and Class IX support section. Give
MCO additional duty as platoon leader.
Convert 45K30 Inspector position to 45K40 and make authorized headquarters platoon sergeant.
C2 Relationship
None not already noted.
Notes
Although functions are better aligned (MSTs versus base maintenance) one must consider the
task and purpose for the forward repair platoon and the platoon sergeant in a field environment.
Will the platoon leader and platoon sergeant be able to effectively manage the MSTs and how
will they manage this with limited resources (one M998 authorized for both). Although the span
of control is acceptable for the base maintenance platoon, one must also consider how much area
that platoon will have to defend in a field environment and will the platoon frontage be too much
for a platoon leader to manage and defend.
C-29
FM 4-30.3
Tank/Inf SST
Maint Control Auto Maint Section Armament Section X3
Section CW4 - Section Chief CW3 - Section Chief SFC - Squad Ldr
18 Pers 0563H40 SFC-SL 0645K40 SFC - SL
Para 02 Para 05 27 Pers Para 06 37 Pers
Arty SST
0263H30 SL Inspection 11 Pers 0563H30 TL Wheel 8 Pers 0645K40 Fr Cont 12 P 0763H40SFC - SL
0263H40 SL MCO 7 Pers 0563H30 TL Track Rep 12 Pers 0645B20Small Arms 4 P 21 Pers
0563G20 TL F&E 5 Pers 0645K20 Tk/Tt #1 9 Pers Para 07
Company HQ 0645K20 Tk/Tt #2 10 Pers
Section
0745K20Armt/Pwr G 8
Para 01 30 Pers Svc/Rec Section Elec Rep Section
0763H30Whl/Trk 12 P
CW2 - Section Chief CW2 - Section Chief
1044E40 SFC - S L SFC - Squad Ldr EN SST
0163B40 SL MP 22 Pers Para 10 24 Pers Para 12 26 Pers 0863H40 SFC - S L
19 Pers
0163B30 TL Wheel/track 12 Pers 44B20Weld 13 P 1235N20 DCO 4 P Para 08
0152C20 TL Util/PLL 8 Pers 44E20MCH 4 P 1235F30 SED 6 P
0192Y30 SL HQ/Sup 8 Pers 1063H30Rec 5 P 1235M20 Rdr 4 P 0862B20En/Armt/Gen 6 P
1235E30Cmo 10 P 0863H30 SL Whl/Trk 12 P
Class IX
SSA MSL Maint Team GSE Rep Section
28 Pers CW2 - Section Chief 1152X40 SFC - S L
Para 03 1327E30 SSG - S L 16 Pers
Para 13 10 Pers Para 11
0392A40 SL
0392A30 TL Stock Con 9 Pers 1152D30 P Gn 5 P
0392A30 TL Storage 14 Pers 1152D30 AC 5 P
1163J20 QM 5 P
Stor TM 5 Pers
Stor TM 4 Pers
Stor TM 4 Pers
0392A30 TL Shipp/Trans 7 Pers
Concept
Consolidate all base functions and re-name as base maintenance platoon
Put all MSTs/SSTs under one platoon, re-name forward maintenance platoon.
Make headquarters platoon out of Co headquarters, MCO and Class IX support section. Give
MCO additional duty as platoon leader.
Convert 45K30 Inspector position to 45K40 and make authorized headquarters platoon sergeant.
C2 Relationship
None not already noted.
Notes
Although functions are better aligned (MSTs versus base maintenance) one must consider the
task and purpose for the forward repair platoon and the platoon sergeant in a field environment.
Will the platoon leader and platoon sergeant be able to effectively manage the MSTs and how
will they manage this with limited resources (one M998 authorized for both). Although the span
of control is acceptable for the base maintenance platoon, one must also consider how much area
that platoon will have to defend in a field environment and will the platoon frontage be too much
for a platoon leader to manage and defend.
C-30
Recommended Maintenance Company Organizations
MCO Company HQ Mech Maint Section Armament Section ADA BN Spt Team MI BN Spt Team
0263H40 - SL 30 Pers CW4 - Section Chief CW3 - Section Chief 0963H30 - SL 1163H30 - SL
Para 02 11 Pers Para 01 0463H40-SL 0545K30 - SL Para 09 12 Pers Para 11 Pers
Para 04 44 Pers Para 05 9 Pers
0535E20 TL Cmmo 3 P
0535M20 TL Rdr 3 P
0535F20 TL SED 3 P
0535J20 TL DCO 3 P
Concept
Minor changes to make due to simplicity of original design.
Make the MCO and company headquarters section underneath a headquarters platoon give
MCO additional duty as platoon leader.
Make 35Y50 the platoon sergeant (additional duty) for headquarters platoon.
C2 Relationships
None not already noted.
Issues
Task/Purpose for 35Y50 in MCO section when MCS is 63H40—Could put 35Y50 as MCS or, use
additional 63Z50 in company headquarters as MCS.
Task/Purpose for 63Z50 in company headquarters.
Figure C-27. Area MAINT Company, Division Support Battalion, Heavy Division
(Force XXI), 43208F000
C-31
FM 4-30.3
Company HQ Maint Control Section/PLT HQ Wheel Veh Rep PLT Maint Spt PLT
1LT XO (OIC) MCO(PLT LDR) - 1LT 1LT - Platoon Ldr 1LT Platoon Ldr
Para 01 6 Pers 0263Z50-PSG Para 07 45 Pers Para 09 46 Pers
Para 02 61 Pers
1227E30 TL MSL 6 P
1235E20 TL ELEC Rep 10 P
Changes
Move Service and Recovery Section (7 SM) to Wheel Vehicle Repair Platoon
This move will better align the mission of the wheel vehicle repair platoon to base maintenance
while giving a focus of maintaining C2 for the CRTs.
Secondary benefit is that the span of control for the platoons and leader to lead ratio is improved.
C-32
Appendix D
Maintenance Meetings
It was two hours prior to line of departure (LD) and the Infantry
Battalion BMO was briefing his TF Commander on projected combat
power for the upcoming mission. The TF Commander was not happy!
They were conducting a movement to contact, and they were the main
effort. The TF Commander wanted to get the maximum amount of combat
power to ensure he could meet the Brigade Commander’s intent.
However, the projections were not as good as the BMO briefed at
yesterday’s brigade maintenance meeting. The BMO remembered telling
the Brigade XO and the SPO that at least two final drives were needed; a
Turret Distribution Box (TDB) and several other parts for his key combat
systems. However, he did not have document numbers or National Item
Identification Numbers (NIINs) for the parts. He thought they had been
ordered, but in hindsight it appeared they had not. The SPO and the
Maintenance Officer did not make any commitments to get these parts (it
was imperative to have the critical information, document numbers and
NIINs, to ensure the parts could be obtained).
The battle went as expected. With only 30 of the 44 M1s and M2s
operational for the battle, the TF was not successful in meeting the
Brigade Commander’s intent. As a result, the battalion and ultimately the
brigade had to go to a hasty defense. The reality facing the Brigade
Commander was far different from the projections he heard from the XO
the night before. The Brigade Commander made a mental note to himself
to discuss this issue with the XO and the FSB Commander. The reason
this happened is because the Brigade did not have a SOP, which specified
the purpose of the maintenance meeting. The Brigade Commander
embarked upon the operation with inaccurate information concerning the
status of his critical combat systems. The problem lay in the flawed
maintenance meeting process. The Brigade Commander did not have a
reliable system for collecting, analyzing, and acting upon maintenance
management information. In this article, the characteristics and
dimensions of an effective maintenance meeting will be explored and it
will be explained how the components of the maintenance meeting process
combine to provide the Brigade Commander with maximum combat
power at the decisive point on the battlefield.
D-1
FM 4-30.3
Maintenance Meeting
Predictive
How Do We Maint MTG
Climb The Ladder? Maint Effort Tied To
CDR’s Intent
Immediate Feedback of
Part Availability
Track Hi-Pri From Issue To
FMC (VERIFY)
Unit PLL Listings for Cross-Level
ULLS BLAST
ULLS Disks Turn-in
Manifesting From DSA
Improved 026 Print BDE XO
Participants Prepare for Meeting Is The
Logbird To BSA/UMCP “Hammer”
Key Leader Involvement
Reactive
Maint
Meeting
D-2
Maintenance Meetings
maintenance managers may miss many critical areas. The meeting will
eventually become reactive rather than proactive. Without a clear focus,
maintenance managers will not gain a clear picture of their unit’s
maintenance posture.
ATTENDEES AND THEIR ROLES
D-4. When planning for the maintenance meeting process, it must be
considered who should conduct the meeting and which key participants
should be involved. A commander would never conduct a training
meeting without his key subordinates. The same holds true for the
maintenance meeting. For an effective maintenance meeting, unit
leadership must be involved. Without key leader involvement,
enforcement of contracts between different units is difficult, and the
commander’s intent may not get adequately relayed or enforced. The
following is a suggested list of attendees:
• Higher-unit Executive Officer (such as the Brigade XO for a
brigade maintenance meeting) – responsible for chairing the
meeting.
• Support Battalion SPO.
• Support Operations Maintenance Officer.
• Material Management Center (MMC) Representative.
• Higher-unit S4 Representative.
• Unit Maintenance Technicians/Officers.
• Separate Company XOs/Motor Sergeants.
• SSA or TSO Supply Technician/Representative.
• DS Maintenance Company Shop Officer.
• Logistics Assistance Representatives (LARs).
• Combat Service Support Automation Management Office
(CSSAMO) Representative.
Described below are the roles of the previously mentioned key attendees:
• Unit XO. Chairs the maintenance meeting and ultimately, is
the “hammer” or the enforcer of contracts. The XO enforces
the completion of contracts and ensures the commander’s
intent is followed during the conduct of the maintenance
meeting.
• Support Operations Officer. Usually co-chairs the
maintenance meeting but chairs the meeting in the absence of
the unit XO. In addition, this officer conducts the pre-
maintenance meeting, supervises the maintenance meeting
site set-up, tracks contracts at the maintenance meeting, and
finally, coordinates the efforts of the SSA Supply Technician
and Shop Officer.
• MMC Representative. Serves as the interface between the
support battalion and the units providing support to the
support battalion. In a division, the MMC Representative
provides interface between the Support Operations Section
and the FSB. In addition, the MMC representative has the
D-3
FM 4-30.3
Maintenance Meeting
WHAT THE PARTICIPANTS SHOULD
BRING WITH THEM
UNIT
• Status of Combat Power/NMC SUPPORT OPS MAINT
• ULLS generated NMC reports • 026 Print
• PLL listings • Theater ASL listing
• Key issues/concerns • Listing of contracts/issues from
• UMCP Locations ( Curr/Proj) previous meeting
• Manifest of Critical Parts Shipments
SHOP OFFICE
• 006 print TSO
• ULLS disk T/I status • ASL listing
• Shop stock listing • ULLS disk T/I status
• Customer parts P/U status
DMC
• Theater ASL listing LAO
• Manifests of any recent Class IX • Status on any long lead time parts
shipment • Status of parts that are not available in
• Local purchase status theater
• Critical Parts From MSB • Critical Maint Issues/SOUM/MAM
D-4
Maintenance Meetings
Maintenance Meeting
Agenda
• Roll call
• Bde mission next 24/48/72 hrs
• Bde priority of support/maintenance
• Bde XO issues
• Support Ops issues
• Disk turn-in status/req volume
• ULLS-G problems
• 026 scrub in conjunction with reviewing issue from previous main t mtg
• Current Combat Power
• DMC/SPT OPS mnt comments on parts availability
• LAO comments on long lead time parts
• Contract generation
• Cross-level options Consider having the units
• Projected Combat Power Based on with priority of support/maint
Contracts/Maintenance Mtg brief first and then leave so
as to maximize their time in
• Misc - -(AOAP, ORIL if applicable) the UMCP
• Final review of contracts
• Closing comments
D-5
FM 4-30.3
D-6
Maintenance Meetings
D-7
FM 4-30.3
D-8
Glossary
AB Aviation Brigade
AIM Armor-Infantry-Mechanized
AM amplitude-modulated
AMSF-E AMSF-Europe
AMSF-P AMSF-Pacific
Glossary-1
FM 4-30.3
AO area of operations
AR Army Regulation
BD Battlefield distribution
Glossary-2
Glossary
C Celsius
C-E communications-electronics
Glossary-3
FM 4-30.3
CP command post
CS combat support
Glossary-4
Glossary
CZ combat zone
Glossary-5
FM 4-30.3
DS direct support
F Fahrenheit
FA field artillery
Glossary-6
Glossary
FM field manual
FP Force Projection
FY fiscal year
GP general purpose
GS general support
Glossary-7
FM 4-30.3
HN host nation
HQ headquarters
hrs hours
HVY heavy
HW hazardous waste
Glossary-8
Glossary
km kilometer
kw kilowatt
LD line of departure
LO Lubrication order
LP listening post
LT light
Glossary-9
FM 4-30.3
MA mortuary affairs
MAINT maintenance
MI military intelligence
MM millimeter
Glossary-10
Glossary
MP military police
Glossary-11
FM 4-30.3
OP observation post
PC Production Control
PD priority designator
Glossary-12
Glossary
PM program manager
PP protective posture
QA quality assurance
QC quality control
QM Quartermaster
RC recovery code
RF radio frequency
Glossary-13
FM 4-30.3
RX Reparable Exchange
S1 Adjutant
S4 Supply Officer
Glossary-14
Glossary
SD stock determination
SM sustainment maintenance
SN serial number
SP special purpose
SPT support
Glossary-15
FM 4-30.3
SU situational understanding
TB technical bulletin
TC training circular
Transportation Coordinators’ Automated Information for Movements
TC-AIMS II
System II
TCF Tactical Combat Force
TF task force
TI technical inspection
TM technical manual
Glossary-16
Glossary
TO task order
UN United Nations
Glossary-17
FM 4-30.3
WO work order
XO Executive Officer
XXI Twenty-One
Glossary-18
Bibliography
ALSM 18-L21. SAMS-1 Users Manual. www.gcss-army.army.mil/SAMS.htm
AR 190-14. Carrying of Firearms and Use of Force for Law Enforcement and
Security Duties. 12 March 1993.
Bibliography-1
FM 4-30.3
Bibliography-2
Bibliography
CDA Pamphlet 18-1. Code Reference Guide for the ARMS Monthly AMDF.
Bibliography-3
FM 4-30.3
Bibliography-4
Bibliography
Bibliography-5
FM 4-30.3
FM 10-15. Basis Doctrine Manual for Supply and Storage. 12 December 1990.
Bibliography-6
Bibliography
Joint Publication 3-07. Joint Doctrine for Military Operations Other Than War.
16 June 1995.
Joint Publication 3-07.3. Joint Tactics, Techniques, and Procedures for Peace
Operations. 12 February 1999.
Bibliography-7
FM 4-30.3
Bibliography-8
Bibliography
Bibliography-9
FM 4-30.3
TB 43-0211. Army Oil Analysis Program (AOAP) Guide for Leaders and Users.
15 September 2003.
TB 43-0213. Corrosion Prevention and Control Including Rustproofing
Procedures for Tactical Vehicles and Trailers. 4 December 1990.
Title 29, CFR, Part 1910.95, 1993 REV. Occupational Safety and Health
Administration. General Industry Standards. 1993.
Bibliography-10
Bibliography
TM 9-243. Use and Care of Hand Tools and Measuring Tools. 12 December
1983.
Bibliography-11
FM 4-30.3
Bibliography-12
INDEX
A Area Maintenance and Light Division (DISCOM),
Supply Facility (AMSF), 2-45, 2-46
Accident Follow-Up 2-7, 2-8, 3-36, 3-37 Main Support Battalion,
Procedures, 7-3 Area TMDE Support Team 2-46, 2-47
Adverse Environments, 3-52 (ATST) Maintenance Company,
Airborne Division Operational Concept – Forward Support
DISCOM, 2-51 Corps, 6-4 Battalion, 2-49, 2-50
Forward Support Mission Equipment, 6-4 Maintenance Company,
Battalion, 2-55 Modes of Operation, Main Support Battalion,
Forward Support 2-13, 6-5 2-47, 2-48
Battalion, Maintenance Operational Concept – Army Maintenance
Company, 2-56 Division, 6-4 Transformation, 8-1, 8-2
Main Support Battalion, Operations, 2-13 Army Service Component
2-52 Armored Cavalry Regiment Command (ASCC), 2-1, 2-2,
Main Support Battalion, Maintenance Troop, 3-20, 3-21, 3-36, 4-2, 5-2,
Heavy Maintenance 2-65 5-23
Company, 2-52, 2-53 Support Squadron, 2-63, Assessment and
Main Support Battalion, 2-64 Regeneration, 3-22
Light Maintenance Army of Excellence Aviation Support Battalion,
Company, 2-54 Concept of Maintenance Ground Maintenance
Air Assault Division Support, 3-41 Company, 2-43, 2-44
DISCOM, 2-57 Division Concept, 5-13 Aviation Support Battalion
Forward Support Maintenance Concept, (Heavy Division), 2-42, 2-43
Battalion, 2-61 3-45
Forward Support Army of Excellence and B
Battalion, Maintenance Brigade Support Areas –
Company, 2-62, C-15 Heavy Division (Division Bases and Base Clusters,
Main Support Battalion, Support Command) 10-3
2-58 Aviation Support Base Support Company,
Main Support Battalion, Battalion, 2-42, 2-43 Forward Support Battalion,
Heavy Maintenance Electronic Maintenance 2-76
Company, 2-58, C-17 Company, Main Battalion Task Force
Main Support Battalion, Support Battalion, 2-37, Organization, 2-31, 2-32
Light Maintenance 2-38, 2-39, 3-42, 3-43 Battalion (Unit-Level
Company, 2-60 Forward Support Maintenance) SOP
Anticipatory Maintenance, 1-3 Battalion, 2-39, 2-40, (Sample), A-1
Area Support Group (ASG) 2-41 Battle Command Sustainment
Maintenance Battalion, Ground Maintenance Support System, 4-28
Collection and Company, Aviation Battle Damage Assessment
Classification Company, Support Battalion, 2-43, and Repair (see also
2-18 2-44 BDAR), 1-18, 3-23, 3-24
Maintenance Battalion, Heavy Division Battle Support
2-13 (DISCOM), 2-34 Cannibalization Procedures,
Maintenance Battalion, Heavy Maintenance 5-23, 5-24
Maintenance Company Company, Main Battlefield Maintenance
(DS), 2-14 Support Battalion, 2-36, (Managing), 1-16, 1-17
Maintenance Battalion, 2-37 BDAR (see also Battle
Maintenance Company Main Support Battalion, Damage Assessment and
(DS), Patriot, 2-23 2-35 Repair)
Maintenance Battalion, Maintenance Company, Actions, 3-23
Maintenance Company Forward Support Training, 3-24
(GS), 2-16 Battalion, 2-41, 2-42 Brigade Support Battalion,
Maintenance Battalion, Army of Excellence Division Stryker Brigade Combat
Ordnance Missile and Brigade Support Areas Team, 2-78 through 2-82
Support Company (GS), – Light Division (Division
2-21 Support Command)
Organizations, 2-6 Forward Support
Battalion, 2-49
Index-1
FM 4-30.3
C D E
Index-2
Index
Index-3
FM 4-30.3
Index-4
Index
Index-5
FM 4-30.3
Index-6
FM 4-30.3
28 JULY 2004
PETER J. SCHOOMAKER
General, United States Army
Chief of Staff
Official:
JOEL B. HUDSON
Administrative Assistant to the
Secretary of the Army
0418001
DISTRIBUTION:
Active Army, Army National Guard, and U.S. Army Reserve: To be distributed in
accordance with the initial distribution number 115479, requirements for FM 4-30.3.
PIN: 078425-000