FM 3-04.113 Utility and Cargo Helicopter Operations (December 2007) - page 4

 

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FM 3-04.113 Utility and Cargo Helicopter Operations (December 2007) - page 4

 

 

Employment
The system lays minefields up to 1,115 meters long by 120 meters wide with 960 mines in as
few as 18 seconds.
The system provides commanders an offensive or defensive mine-dispensing capability.
The system allows accurate emplacement of minefields at night.
3-324. Limitations of the air Volcano system are—
The system weighs 6,413 pounds, placing the aircraft near or beyond maximum gross weight for
many environmental conditions (crew may have to burn off fuel).
Flight crews cannot operate the door gun with air Volcano installed.
Aircraft cannot employ the ESSS or ERFS with air Volcano installed.
It takes 3 to 4 hours to install the system on the UH-60.
It takes a team of eight trained personnel 30 minutes to reload the canisters.
Ground transport of the aviation unit's three air Volcano systems requires two 5-ton trucks that
must come from internal assets with no TOE vehicle increase.
EMPLOYMENT PRINCIPLES
3-325. The system can emplace four minefield types—disrupt, fix, turn, block:
Disrupt. With low lethality and density, the commander's intent is to confuse enemy formations
with near randomness or denial of high-speed roads, bridge approaches, or masking terrain.
Fix. These minefields are placed to permit synchronized ground force fires once encountered.
Turn. Density and lethality are sufficient to influence the maneuver of enemy formations in
another direction.
Block. Density and lethality are sufficient to deny enemy use of terrain when emplaced with
other natural and manmade obstacles.
Both turn and block minefields have a probability of mine encounter exceeding 80
percent. The encounter probability for disrupt or fix minefields with less depth and width
drops to 50 percent.
3-326. Typical turn or block minefields are dispensed in depth, perpendicular to the enemy direction of
travel at a chokepoint. Disrupt or fix minefields are similarly perpendicular but may occur in a more offset
manner in larger planned engagement zones along high-speed avenues of approach. Disrupt minefields
fracture and break up enemy formations. This causes premature commitment of breaching assets, altering
enemy C2 focus and timing. Fix minefields may slow or stop formations with multiple smaller minefields
employed in depth in an engagement area (EA).
3-327. Mine-dispensing aircraft may increase minefield effectiveness by dispensing mines on reverse
slopes masking aircraft and the minefield itself from approaching enemy forces. Similarly, mine-dispensing
aircraft survivability improves with masked approaches to, and masked egress away from, the dispensing
pass. Channeling terrain on both sides of a minefield masks the dispensing aircraft and also serves as a
natural obstacle to hinder enemy bypass.
3-328. For narrow constricted enemy avenues of approach, an effective technique is to fly directly down
the chokepoint pass in a snake-like path. This results in a minefield difficult to breach since it extends for
hundreds of yards. This serpentine flight path is essential as no mines are dispensed within 35 meters of the
aircraft, so a straight flight path will leave a natural breach. A second dispensing aircraft, mirroring the lead
aircraft’s movements 150 meters to its rear, will form an effective turn and block minefield.
3-329. Attack reconnaissance aircraft overwatch mine dispensing operations and fire smoke rockets to
screen most likely enemy force positions from the flight path of mine-dispensing aircraft. Other high-
explosive rockets and 30-millimeter gunfire directed at wood lines within range of the flight path can
suppress hidden enemy forces. Refer to table 3-10 and table 3-11, page 3-65, for planning factors and
emplacement times.
7 December 2007
FM 3-04.113
3-63
Chapter 3
Table 3-10. Volcano planning factors
Minefield
Depth
Front
No. of
Canisters Per
Total
Minefields
Type
(Meters)
(Meters)
Strips
Strip Per Side
Canisters
Per Load
Disrupt
140
278
1
40/20
40
4
Fix
140
278
1
40/20
40
4
Turn
340
557
2
80/40
160
1
Block
340
557
2
80/40
160
1
Table 3-11. Minefield emplacement times
Disrupt/Fix
Turn/Block
160 Canister
Minefield
Minefield
Load
Knots
(Seconds)
(Seconds)
(Seconds)
20
27
54
108
30
18
36
72
40
13
27
54
55
91
18
39
80
61
131
27
120
41
91
18
Minefield Width (meters)
278.7 m (single
557.5
m
1,115
m
strip)
(each strip)
(one long strip)
No. of Passes per Minefield
1
2 (for 2 strips)2
1
No. of Canisters per Pass
40
80 (each strip)
160
Notes:
1: Indicate problematic airspeed/time combinations for Volcano dispensing.
2: UH-60s operating in pairs can lay turn and block minefields in one pass, firing 80 canisters each.
Disrupt and Fix Minefields
3-330. Disrupt and fix minefields use one centerline 278 meters long and 140 meters wide and deep
(figure 3-15). Aircrews move toward the start point, maintaining the ground speed selected in the DCU.
The pilot initiates and concludes mine dispensing by pressing the cyclic launch switch. Such minefields
employ just 40 canisters per location, allowing fully loaded aircraft to dispense up to four separate disrupt
and fix minefields.
3-64
FM 3-04.113
7 December 2007
Employment
Figure 3-15. Disrupt and fix minefields
Turn and Block Minefields
3-331. These minefields have greater density and use all 160 mine canisters at one location (figure 3-16,
page 3-66). They are longer and wider than disrupt and fix minefields. To achieve the greater depth
requires two parallel passes by one aircraft or one simultaneous parallel pass by two aircraft. The resulting
minefield is 557 meters long and 340 meters wide and deep.
Figure 3-16. Turn and block minefield
7 December 2007
FM 3-04.113
3-65
Chapter 3
AIR VOLCANO OPERATIONS
Air Volcano in Shaping and Decisive Operations
3-332. In shaping operations, deep air-emplaced minefield missions may require simultaneous insertion
of LRS teams to mark the minefield and maintain observation of obstacles for subsequent MLRS and
ATACMS fires and preplanned air attacks. Deep minefields may support operations in deep areas and
assault helicopter maneuvers by fixing enemy forces or denying enemy reinforcements of an air assault
objective. Shaping Volcano missions require attack reconnaissance aircraft security, J-SEAD, possible C2
aircraft support, and JSTARS/UAS support to assist in identifying enemy axis of advance and dispensing
the corresponding minefield locations.
3-333. In decisive operations, minefields can block enemy withdrawal during exploitation and pursuit.
Volcano minefields can protect exposed flanks by denying the enemy's use of an avenue of approach.
Following minefield self-destruction, follow-on friendly forces can employ the same avenue of approach
for parallel attacks or to bypass reconstituting units. Combat training centers continue to identify problems
with late employment of Volcano minefields, lack of security, and inadequate planning, all of which lead to
reduced Volcano aircraft survivability and minefield effectiveness.
Volcano in Offensive Operations
3-334. Volcano mines can block potential enemy avenues of approach to reduce surprises during friendly
movement to contact. Minefields employed during attacks can secure an exposed flank or reduce
vulnerability to counterattack. Routes away from objective areas can be mined to eliminate counterattack
and withdrawal routes. Minefields employed during offensive operations will often have shorter four-hour
self-destruction times to avoid disrupting friendly maneuver.
Volcano in Defensive Operations
3-335. Assault units can rapidly emplace minefields in the covering force area to delay and disrupt enemy
formations. When employed to reinforce natural obstacles at chokepoints, minefields provide opportunities
for friendly counterattacks. Minefields employed during defensive operations have long self-destruction
times to delay the enemy during friendly strategic deployments. Minefields employed during periods of
temporary defense before resuming offensive operations may employ the 48-hour self-destruct time.
3-336. A key consideration for defensive employment of Volcano is division planners preplan several
minefield locations based on the enemy reaching particular DPs indicating its axis of advance. During IPB,
DPs cue mission initiation of standby Volcano aircraft to dispense the preplanned minefield well before
arrival of threat forces.
Deliberate and Hasty Dispensing
3-337. Factors of METT-TC determine whether to conduct deliberate or hasty mine dispensing. A
deliberate run would involve a preliminary "dry run" rehearsal just before actual dispensing. It might
involve having personnel dismount the aircraft to mark the minefield start and end point with flags or
chemical lights.
3-338. Hasty dispensing involves either less time, less security, or a greater threat near the minefield
location. Hasty minefields rely on detailed premission map and threat analysis and rehearsal at another
location to ensure proper functioning of GPS/Doppler navigation systems.
3-339. LRS or scout personnel, which may precede the mine-dispensing mission, can emplace flags or
chemical lights for mission aircraft. Crew chiefs or other aviation personnel can perform the same function
concurrently, threat and time permitting.
3-340. When premarking is not an option, the most effective and preferred method is for planners to
develop start and stop points for the minefield and pass these coordinates to the aircrews as an eight-digit
grid. Aircrews fly precisely between the two points.
3-66
FM 3-04.113
7 December 2007
Employment
Air Volcano Delivery Techniques
3-341. It is imperative flight crews emplace Volcano minefields at the correct location. Failure to do so
reduces or eliminates minefield effectiveness and increases fratricide risk. There are several techniques to
help ensure proper minefield emplacement.
Visual Identification
3-342. During retrograde or covering force operations, engineer units can clearly mark minefield limits
prior to the air-dispensing mission. As mentioned earlier, LRS teams, COLTs, or scouts can mark
minefields in the same manner for deep and close missions.
Azimuth/Time Lapse
3-343. Speed may be essential to survivability during the mine-dispensing mission. Aircrews fly along a
particular azimuth from a known start point for a predetermined time at a predetermined high speed to
deliver the correct minefield dimensions. This is an effective method for night operations.
Azimuth/Canisters Fired
3-344. This technique focuses on ensuring mine-dispensing accuracy by tracking the number of mine
canisters dispensed. At the start point along a predetermined azimuth and slower airspeed, the pilot initiates
and continues dispensing until the DCU counter reaches the predetermined number of canisters.
Doppler/Global Positioning System
3-345. This technique is the most accurate. The aircraft navigation system can identify minefield eight-
digit start and end points. The crew flies precisely between these points. This technique is particularly
useful in desert and flat featureless terrain where map navigation/confirmation is ineffective. If time and
threat permit, aircraft can actually land at start and end points to get accurate GPS readings, mark the
minefield, and then fly the dispensing mission.
7 December 2007
FM 3-04.113
3-67
Chapter 4
Sustainment Operations
This chapter describes maintenance and logistics doctrine. The role of these functions
is maintaining and supplying the force during continuous operations. This chapter
discusses how to coordinate for different levels of support, and how to request and
receive support from the ASB. A thorough understanding of the mission and function
is critical to successful aviation logistics and sustainment. Refer to FM 3.04.500 for
more information on aviation maintenance and logistics operations.
SECTION I - FUNDAMENTALS
4-1. Aviation logistics organizations must be
Contents
designed to place the right logistics resources at the
right location and time. Aviation logistics
Section I - Fundamentals
4-1
organizations primarily consist of an ASB within
Section II - Maintenance
4-6
CABs at division and theater levels, and an aviation
Section III - Battalion Sustainment
maintenance company and FSC with each
Units
4-11
operational aviation battalion. These units
Section IV - Standard Army
collectively form the framework for aviation
Management Information Systems
4-19
logistics in the Army’s redesigned force structure.
4-2. It is essential for all leaders, not just logisticians, to understand the fundamentals for supporting
military operations. By understanding how the logistician is trained, manned, and equipped for sustainment
operations, the supported commander will know what to expect. The following paragraphs discuss logistics
characteristics and methods of resupply.
LOGISTICS CHARACTERISTICS
4-3. Historically, success in battle is dependent on unity of effort between the tactical operation and its
sustainment operations. The combat commander succeeds or fails by how well the logistics operators in the
operational environment understand and adhere to logistics characteristics discussed in FM 4-0. These
logistics (sustainment) characteristics are—
Responsiveness.
Simplicity.
Flexibility.
Attainability.
Sustainability.
Survivability.
Economy.
Integration.
4-4. In addition, how well the combat commander emphasizes accurate and timely reporting and
incorporates logistics leaders into the planning and preparing process prior to execution impacts his success
or failure.
7 December 2007
FM 3-04.113
4-1
Chapter 4
METHODS OF DISTRIBUTION
4-5. A company uses voice or digital means to request resupply and report status. The method used is
determined after an analysis of the factors of METT-TC. The three distribution methods of resupply are—
Supply point distribution. Supply point distribution requires unit representatives move to a
supply point to pick up their supplies using their organic transportation.
Unit distribution. The ASB may use logistics convoys to conduct unit distribution operations.
Unit distribution provides delivery of supplies directly to the unit. A unit representative meets
the resupply package at the logistics release point (LRP) and guides the package to the battalion
or company position.
Throughput distribution. Shipments bypass one or more echelons in the supply chain and
speed delivery forward. Throughput is more responsive to the user, provides more efficient use
of transportation assets, and supplies are handled or transloaded less. Throughput is used
frequently to resupply FARP operations. Throughput to forward areas leverages configured
loads, containerization, information, force structure design, technological enablers, and C2
relationships to deliver sustainment from the operational level directly to the customer or its
supporting unit.
SUPPLY OPERATIONS
4-6. The battalion is responsible for coordinating and requisitioning supplies for companies. Although
companies do not have a TOE position for a supply sergeant or officer, it should be assigned as an
additional duty. The assigned supply officer/sergeant assists the 1SG in obtaining and delivering supplies.
Some items are handled internally, while coordination is made with the battalion S-4 for transportation
assets (internal or external) to deliver bulky items. The commander ultimately establishes priorities for
delivery; however, supplies and equipment in classes I, III, V, and IX are usually the most critical to
successful operations.
4-7. To manage unit supply operations, the supply officer/sergeant uses commander’s guidance,
authorization documents (TOE/MTOE, hand receipts, TMs, and FMs), and external supply SOPs (ASB,
aviation maintenance company, and/or FSC). The battalion SOP provides detailed procedures for
requesting, receiving, storing, inventorying, issuing, and turning in supplies, equipment, and reparable
parts.
4-8. Supply operations involve acquisition, management, receipt, storage, and issuance of all classes of
supply except class XIII. FM 3-04.500, FM 4-0, JP 4-0, JP 4-03, and FM 10-1 contain additional
information. Table 4-1 provides classes of supply.
Table 4-1. Classes of supply
Classes
Items
Class I
Subsistence, including free health and welfare items.
Class II
Clothing, individual equipment, tentage, tool sets and kits, hand tools,
administrative, and housekeeping supplies and equipment (including maps). This
also includes items of equipment, other than major items, prescribed in
authorization/allowance tables and items of supply (not including repair parts).
Class III
POL, petroleum and solid fuels, including bulk and packaged fuels, lubricating oils
and lubricants, petroleum specialty products, coal, and related products.
Class IV
Construction materiels, including installed equipment and all fortification/barrier
materiels.
Class V
Ammunition of all types (including chemical, radiological, and special weapons),
bombs, explosives, mines, detonators, pyrotechnics, missiles, rockets,
propellants, and other associated items.
4-2
FM 3-04.113
7 December 2007
Sustainment Operations
Table 4-1. Classes of supply
Classes
Items
Class VI
Personal demand items (nonmilitary sales items).
Class VII
Major items: A final combination of end products that is ready for its intended use
(principal item) such as, aircraft, mobile machine shops, and vehicles.
Class VIII
Medical materiel, including medical peculiar repair parts.
Class
Repair parts and components, including kits, assemblies and subassemblies,
IX/IX (A)
reparable and nonreparable, required for maintenance support of all equipment.
Class X
Materiel to support nonmilitary programs, such as agricultural and economic
development, not included in Classes I through IX.
CLASSES OF SUPPLY
Class I
4-9. The battalion S-4 requests class I supplies automatically on the daily strength report. Class I ration
requests are consolidated by the S-4 section and forwarded to the CAB S-4 or appropriate support area if
operating independently. Extra rations are usually not available at distribution points; therefore, ration
requests must accurately reflect personnel present for duty. The CAB S-4 section draws rations from the
distribution point and issues them to the battalion. Company 1SGs have the added responsibility of
ensuring all attached, OPCON, and DS elements within their respective AOs are included in the head
count.
Class II
4-10. The supply officer/sergeant uses Unit Level Logistics System-Supply (ULLS-S4) to request class II
supplies and equipment; expendable items, such as soap, toilet tissue, and insecticide, are distributed
during LOGPAC operations. Section leaders and/or platoon sergeants submit requests to the supply
officer/sergeant, who must obtain budget approval from the parent organization S-4 before submitting the
ULLS-S4. The items are then distributed to the battalion using supply point distribution. In some cases, the
items may be throughput from division or theater to subordinate battalions.
Class III
4-11. Units normally use fuel forecasts to determine bulk POL requirements. The company 1SG submits
requests for POL to the parent organization S-4. Battalions consolidate company forecasts and estimate the
amount of fuel required based on projected operations, usually for the period covering 72 hours beyond the
next day. Battalion S-4s forward requests through the brigade S-4 to the appropriate distribution
management center (DMC). Fuel trucks from the ASB return to battalion areas either as a part of the
LOGPACs or to refueling points in FARPs.
4-12. Class III bulk for the CAB is delivered by sustainment brigade assets. The sustainment brigade can
store a one-day supply of class III bulk. The fuel is stored and distributed from collapsible bladders or
5,000-gallon tanker trailers. Class III bulk normally is delivered to the ASB and routinely delivered by the
sustainment brigade as far forward as the aviation BSA. However, it may be delivered as far forward as
battalion FARPs in certain situations.
Class IV
4-13. Consisting of construction materiels, class IV items are used by battalions for fighting positions,
perimeter defense, and access points. Commanders should ensure the SOP specifies vehicle loads for each
item. The company supply officer/sergeant requests these items using ULLS-S4.
7 December 2007
FM 3-04.113
4-3
Chapter 4
Class V
4-14. Normally, the S-4 requests ammunition from the appropriate DMC. Ammunition managers use
combat loads rather than days of supply (DOS). Combat loads measure the amount of class V a unit can
carry into combat on its weapons system. Once the request has been authenticated, the ammunition is
distributed to the battalion FSC by the ASB’s distribution company.
Required Supply Rate
4-15. Required supply rate (RSR) is the estimated amount of ammunition needed to sustain the operations
of a combat force without restrictions for a specific period. RSR is expressed in rounds per weapon per day
and is used to state ammunition requirements. The battalion S-3, in conjunction with the S-4, normally
formulates the battalion RSR, although it is often adjusted by higher HQ.
Controlled Supply Rate
4-16. Controlled supply rate (CSR) is the rate of ammunition consumption (expressed in rounds per day
per unit, weapon system, or individual) supported for a given period. It is based on ammunition
availability, storage facilities, and transportation capabilities. A unit may not exceed its CSR for
ammunition without authority from higher HQ. The battalion S-4 compares the CSR against the RSR, then
remedies shortages by requesting more ammunition, sub-allocating ammunition, cross-leveling, or
prioritizing support to subordinate units. The battalion commander establishes CSRs for subordinate units;
the company commander ensures company requirements are anticipated, requested, and received.
Basic Load
4-17. The basic load is the quantity of ammunition authorized by the theater commander for wartime
purposes and the amount required to be carried into combat by a unit. The basic load provides the unit with
enough ammunition to sustain itself in combat until it can be resupplied. The unit basic load may not be the
appropriate load to conduct operations based on contingencies. Any deviation from the unit basic load is
requested early for approval and resourcing.
Combat Load
4-18. The combat load is the quantity of supplies, such as fuel or ammunition, carried by the combat
system or Solider into combat. The commander knows the required combat load for each system and
Soldier per individual mission requirement.
Class VI
4-19. Class VI supplies are made available through local procurement, transfer from theater stocks, or
requisitioning from the Army and Air Force Exchange Service (AAFES). When a post exchange is not
available, the S-1 is responsible for overseeing and submitting class VI requests.
Class VII
4-20. Class VII items are controlled through command channels and managed by the supporting DMC.
Each echelon manages requisition, distribution, maintenance, and disposal of these items ensuring visibility
and operational readiness. Units report losses of major items through both supply and command channels.
Replacement requires coordination among materiel managers, class VII supply units, transporters,
maintenance elements, and personnel managers. Class VII items are issued based on battle loss reports a
company submits to its parent organization S-4. Each battalion should have a property book officer (PBO)
to account for these items, any stay behind equipment, or other theater issued stock items received in the
theater of operations.
4-4
FM 3-04.113
7 December 2007
Sustainment Operations
Classes IX and IX (A)
4-21. Class IX supplies include repair parts and documents required for equipment maintenance
operations. When a company orders repair parts, the platoon sergeant (ground components) and materiel
manager/tech supply (air components) coordinate with the FSC supporting the specific requests. The
company also obtains repair parts by exchanging reparable parts, including batteries for NVDs and
manportable radios.
4-22. Class IX requisition begins with the unit filling requisitions from its combat spares. If the item is not
stocked on the combat spares or is at zero balance, the requisition is passed to the supply support activity
(SSA). This SSA fills the request from its authorized stockage list (ASL) or passes the requisition to the
MMC. The ground maintenance sections of ASBs normally maintain the class IX ASL for ground
equipment. The aviation support company (ASC) maintains the class IX (A) combat spares.
Class X
4-23. Division level or higher provides instructions for request and issue of class X supplies.
OTHER SUPPLY CONSIDERATIONS
Maps
4-24. Unit personnel submit requests for unclassified maps to the battalion S-4 and classified maps through
the battalion S-2. If a digital topographic support system team is attached, personnel may also make
customized AO maps upon request to the main CP.
Support by Host Nation
4-25. Logistics support and transportation may be provided by host nation organizations and facilities.
Common classes of supply may be available and obtained from local civilian sources. Items may include
barrier and construction materiels, fuel for vehicles, and some food and medical supplies. Requisition and
distribution are coordinated through logistics and liaison channels.
SUSTAINMENT DURING COMBAT OPERATIONS
4-26. Sustainment operations are inseparable from decisive and shaping operations. Failure to sustain may
result in mission failure. Sustainment operations occur throughout the AO, not just within the
noncontiguous support areas. Sustaining operations determine how fast forces reconstitute and how far
forces can exploit success. At the tactical level, sustaining operations establish the tempo of the overall
operation.
4-27. Aviation logistics units should be trained, equipped, and manned to operate in a hostile environment
while accomplishing their mission. The aviation unit commander must consider what level of force
protection his unit can accomplish while still performing sustainment and support operations; for example
destroy Level I, defeat Level II with assistance, and employment of a tactical combat force for Level III.
This does not presume that 100 percent level of sustainment operations can occur 100 percent of the time.
Sustainment may fluctuate depending on the threat level and enemy operations. If the enemy threat is
stronger than the ability of the aviation logistics unit to destroy or defeat it, then the prudent commander
knows other forces are required to sustain logistics operations at the level desired or risk their destruction.
4-28. Aviation logistics leaders must understand the concepts of battle command as discussed in chapter 2
of this manual. This requires logistics Soldiers gain and sustain competency in executing individual and
collective level combat tasks required for their unit and its associated operational environment.
4-29. Maneuver commanders must be willing to allocate combat power as an essential part of the
sustainment mission. This allows maneuver forces to defend high risk aviation logistics units and open and
maintain as necessary ground and aerial LOCs. It may take the form of combat unit(s) escorting logistic
7 December 2007
FM 3-04.113
4-5
Chapter 4
convoys, attaching a combat unit to reinforce the perimeter defense, or occupying an area with sufficient
force for a stated period of time to eliminate an air or ground threat.
4-30. The implied task for the aviation unit commander is to possess the requisite skills necessary to
integrate the maneuver commander’s forces into his security plan. All logistics leaders must also be
capable of defending an assigned AO by employing organic assets. As appropriate, the aviation logistics
commander should coordinate with the CAB or battalion S-3 for assistance in development of the area
defense plan.
SECTION II - MAINTENANCE
PRINCIPLES
4-31. Maintenance is a combat multiplier. When enemy forces have relative parity in numbers and quality
of equipment, the force combining skillful use of equipment with an effective maintenance system has a
decisive advantage. This force has an initial advantage in that it enters battle with equipment likely to
remain operational longer. A subsequent advantage is it can repair damaged equipment, make it
operational, and return the equipment to the battle faster.
4-32. Well-trained and equipped forward maintenance elements are critical to success of the maintenance
concept. They must have the proper personnel, equipment, and tools as well as immediate access to high
usage replacement parts. Field maintenance units concentrate on rapid turnaround of equipment to the
battle, while sustainment-level maintenance units repair and return equipment to the supply system.
4-33. The maintenance system is organized around forward support. All damaged or malfunctioning
equipment should be repaired onsite or as close to the site as possible.
SUPPORT SYSTEM STRUCTURE
4-34. The maintenance support system is a two-level structure—field maintenance and sustainment
maintenance.
Field Maintenance
4-35. Field maintenance is performed by aviation brigade personnel assigned to flight companies, aviation
maintenance companies, and ASCs. The aviation maneuver battalion’s assigned flight companies perform
authorized maintenance procedures within their capability. Aviation maintenance companies assigned to
aviation maneuver battalions provide maintenance support to all flight companies. As compared to the
ASC, operational flight battalions are more agile, flexible, and mobile as they have reduced sets, kits,
outfits, tools, and special tools (SKOT).
4-36. Both the aviation maintenance company and ASC perform field-level maintenance; however, the
aviation maintenance company is limited to unit maintenance while the ASC is equipped with additional
SKOT and is authorized to perform intermediate maintenance. On a case-by-case basis, the aviation
brigade may obtain specialized repair authorization from Aviation and Missile Command (AMCOM) to
perform limited depot repairs on specific equipment classified as depot level according to the maintenance
allocation chart (MAC).
Sustainment Maintenance
4-37. According to FM 4-0, sustainment maintenance is the Army’s strategic support. The strategic
support base is the backbone of the National Maintenance Program
(NMP) and the sustainment
maintenance system. At this level, maintenance supports the supply system by economically repairing or
overhauling components. Maintenance management concentrates on identifying the needs of the Army
supply system and developing programs to meet the supply system demands.
4-6
FM 3-04.113
7 December 2007
Sustainment Operations
4-38. Sustainment maintenance support is divided and primarily performed by three separate entities: the
original equipment manufacturers and their contract field service representatives; Army depots, located at
fixed bases in the CONUS; and NMP sources of repair.
4-39. Figure 4-1 shows a graphic depiction of two-level maintenance, which illustrates the supported and
supporting relationships of field to sustainment maintenance.
Figure 4-1. Two-level aviation maintenance and sustainment
AVIATION MAINTENANCE OPERATIONS
4-40. As Army aviation transforms, the aviation maintenance company within each battalion will continue
to provide unit maintenance above the capability of the flight companies. The ASC assigned to the ASB
will continue to provide primarily intermediate maintenance and secondary backup unit maintenance to the
battalion.
4-41. Aviation maintenance is performed on a 24-hour basis. The governing concept is to replace forward
and repair rearward so units can rapidly return aircraft for operational needs. Emphasis is on component
replacement rather than repair. Such replacement requires increased stockage of line replaceable units
(LRUs) and quick change assemblies. Damaged or inoperable aircraft requiring time-consuming repair
actions are handled in more secure areas toward the rear. FM 3-04.500 provides more detail.
MANAGEMENT BALANCE
4-42. The flying hour program and operational readiness rates must be balanced ensuring bank hours
(hours remaining per aircraft until phase) are available to meet the operational needs required during a
deployment and/or training. Commanders and maintenance officers evaluate available resources and adjust
them accordingly. The problem, plan, people, parts, time, and tools (P4T2) concept may assist in this
evaluation. Another tool available for managing aircraft maintenance is the flowchart.
7 December 2007
FM 3-04.113
4-7
Chapter 4
Flowchart
4-43. The flowchart is a simple but effective method maintenance officers use. Unit Level Logistics
System-Aviation (ULLS-A) provides a flowchart outlining bank time to assist maintenance managers in
scheduling maintenance. The flowchart—
Prevents an unnecessary backlog of scheduled maintenance inspections under normal
conditions.
Prevents a corresponding sudden surge in requirements for aircraft parts.
Allows the unit maintenance officer a degree of control over individual aircraft hours flown.
Provides a graphic depiction of future scheduled maintenance requirements.
Operational Readiness Rate
4-44. The ability of an aviation unit to perform its wartime mission is numerically represented by its
aircraft operational readiness rate. Higher operational readiness rates are a direct result of effective
maintenance and logistics management by all aviation maintenance leaders, officers, and technicians.
Reducing aircraft downtime proportionally increases aircraft availability providing the battalion
commander with needed aircraft to continue and win the fight (refer to FM 3-04.500).
SCHEDULED MAINTENANCE
4-45. Scheduled maintenance takes place anytime an aircraft phase, progressive phase maintenance, and
preventive maintenance services, to include scheduled component replacement, are to be conducted. To
ensure minimum disruption to the supported unit’s mission (training/tactical), a scheduling system that
promotes efficient workflow is needed. This ensures customers receive their aircraft with the least possible
delay. Many factors must be considered when production control develops a scheduling system. These
factors may include the current workloads and priorities of supported units, availability of tools, and the
supply of major components, parts, and hardware.
PHASE AND PROGRESSIVE PHASE MAINTENANCE
4-46. The modular force is changing the levels of responsibility and management of phase/periodic
maintenance scheduling and flow. A methodical and purposeful flow of aircraft scheduled maintenance
events increases overall readiness.
4-47. Ongoing operations, training exercises, and deployments can have a major impact on readiness (for
example, flying too many aircraft into scheduled maintenance at a critical time). OPTEMPO, deployments,
training, and availability of resources (tools, maintenance personnel, repair parts, special equipment) must
be considered when planning phase maintenance.
UNSCHEDULED MAINTENANCE
4-48. Aircraft scheduled for daily mission (training/tactical) requirements may on occasions experience
unexpected malfunction, premature component breakdown, or battlefield damage causing the aircraft to
undergo unscheduled
(reactive) maintenance. Unplanned aircraft system, subsystem, or components
malfunctions or breakdowns will prompt production control to coordinate for unscheduled (reactive)
maintenance to bring affected aircraft to a fully mission capable status. It is the production control officer’s
responsibility to prioritize, manage, and track unscheduled repairs having a negative effect on the total
mission capability of the attack reconnaissance battalion
(ARB). Maintenance platoon leadership is
ultimately responsible for conducting maintenance repairs to affected aircraft systems, subsystems, and
components in accordance with established maintenance publications and references.
DEFERRED MAINTENANCE
4-49. The production control officer prioritizes maintenance actions by weighing them in terms of which
maintenance procedures must be performed immediately and which procedures can be postponed for a
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later time. When maintenance procedures are postponed, this action is commonly referred to as deferred
maintenance. Deferred maintenance actions must be performed when an aircraft goes down for
unscheduled maintenance or an airframe is scheduled for a preventive maintenance service or phase.
Regardless, deferred maintenance actions cannot be delayed indefinitely; it must be coordinated and
scheduled to be performed at the earliest opportunity. The commander is the approval authority for all
deferred maintenance actions and should be notified immediately when the status of aircraft
flightworthiness changes.
AIRCRAFT RECOVERY, EVACUATION, AND BATTLE DAMAGE ASSESSMENT AND REPAIR
Battlefield Management of Damaged Aircraft
4-50. BDAR/recovery operations are normally planned and coordinated in conjunction with PR
operations. Recovery operations move an aircraft system or component from the battlefield to a
maintenance facility. Recovery may require on-site repair for a one-time flight or movement by another
aircraft or surface vehicle. In extreme circumstances, only portions of inoperative aircraft may be
recovered. An aircraft is cannibalized at a field site only when the combat situation and aircraft condition
are such that the aircraft would otherwise be lost to enemy forces. See FM 3-04.500 and FM 3-04.513 for
more detailed information on aircraft recovery.
Responsibility
4-51. The battalion is responsible for coordinating aircraft recovery, while it is the aviation maintenance
company who is responsible for conducting the recovery. A successful recovery operation is a highly
coordinated effort between the owning organization, its ASB support, other supporting units, and ground
element where the operation is to take place. If recovery is beyond the aviation maintenance company
team's capability, ASB support is requested. Overall, control of recovery rests with the CAB CP.
Recovery Teams
4-52. Aviation battalions prepare for aircraft recovery contingencies by designating a DART. The DART,
at a minimum, includes an MP, maintenance/shop platoon personnel, aircraft assessor, and technical
inspector. The technical inspector may also be the assessor. All members must be trained to prepare aircraft
for recovery as this is a unit responsibility. The team chief ensures rigging equipment and quick-fix BDAR
kits
(tools, hardware, POL products, repair parts, and TMs) are kept ready for short-notice recovery
missions. Aircraft recovery can turn into PR if the tactical situation changes; recovery teams are integrated
into the QRF. FM 3-04.513 contains a sample aircraft recovery and evacuation SOP.
Planning Considerations
4-53. Assessment of the following factors facilitates selection of the best COA:
Location of downed aircraft.
Types of special equipment packages installed on aircraft.
Amount of damage to aircraft.
Weapon munitions onboard the aircraft and requirement for explosive ordnance disposal (EOD).
Tactical situation and proximity to enemy.
Time available (planning time for aviation maintenance company preparation and rigging is 30
to 60 minutes, which may vary based on METT-TC).
Weather.
P4T2.
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Courses of Action
4-54. The unit SOP provides guidance required to determine which of the following actions is appropriate
for the situation:
Make combat repairs, defer further maintenance, or return aircraft to service.
Make repairs for one-time flight and fly aircraft to an appropriate maintenance area.
Rig aircraft for recovery (by ground or air) and arrange for transport.
Selectively conduct controlled exchange, destroy, or abandon aircraft in accordance with TM
750-244-1-5 and unit SOP.
Aerial/Ground Recovery
4-55. General procedures are typically covered in unit SOPs. FM 3-04.513 provides detailed procedures
for preparing and performing recovery operations for specific aircraft. FM 3.04-120 provides doctrinal
guidance on requirements, procedures, and C2 tasks involved in planning, coordinating, and executing
airspace control functions. Parallel planning using P4T2 for a ground recovery should occur while any
aerial recovery operation is ongoing.
Planning
4-56. Recovery operations and, to a lesser degree, maintenance evacuations can easily be detected and
attacked by enemy forces. Units must plan command, control, and coordination for recovery operations in
advance. Recovery and evacuation procedures must be included in unit SOPs, contingency plans,
OPORDs, and AMBs.
Aircrew
4-57. Depending on the enemy situation, crew status, and aircraft communications, the following items or
additional pertinent information will be obtained from the pilot or aircraft operator:
Aircraft mission design series and tail number.
Crew status and condition (are they able to conduct evacuation of aircraft).
Describe extent of damage (is aircraft airworthy).
Enemy activity.
Aircraft altitude when it went down.
Approximate fuel remaining in aircraft.
Pilot-reported weather.
Time and place of last-known position.
Heading since last-known position.
Airspeed when aircraft went down.
Navigation equipment capability.
NAVAID signals received.
Visible landmarks.
Number of people onboard.
Point of departure and destination.
Emergency equipment on hand.
Weapons available, if any.
Destruction of Aircraft and Associated Equipment
4-58. Destruction of aircraft and associated equipment that cannot be recovered and are in danger of
enemy capture may be destroyed according to TM 750-244-1-5. The authority for destruction will be
delineated and included in SOPs and OPORDs. If possible, aircraft are cannibalized before destruction.
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The higher HQ command assigned to a theater of operations, on a mission basis, mandates recovery and
evacuation of enemy, allied, and other U.S. services’ aircraft using higher-echelon assets.
VEHICLE AND GROUND EQUIPMENT MAINTENANCE AND
RECOVERY OPERATIONS
MAINTENANCE SUPPORT STRUCTURE
4-59. Ground maintenance support for each battalion is provided by their organic FSC. Sustainment level
units provide maintenance assistance as required.
PREVENTIVE MAINTENANCE CHECKS AND SERVICES
4-60. The operator or crew and organizational maintenance personnel perform unit maintenance including
scheduled and unscheduled unit-level maintenance, repair, and PMCS. PMCS maintains operational
readiness of equipment through preventive maintenance and early diagnosis of problems.
FIELD MAINTENANCE
4-61. Field maintenance units are tailored to the weapons systems of the supported unit and provide
organizational and DS levels of maintenance with a multi-capable mechanic. They provide extensive
maintenance expertise, component replacement, and limited component repair.
SUSTAINMENT MAINTENANCE
4-62. Sustainment maintenance is characterized by extensive component repair capability. It repairs
damaged systems for issue through the supply system such as classes II, VII, or IX items. This level of
maintenance is normally found at theater or depot level.
VEHICLE AND EQUIPMENT RECOVERY PROCEDURES
4-63. The recovery manager coordinates recovery operations with overall repair effort to best support the
commander's priorities and tactical situation.
Recovery Principles
4-64. When the unit recovers its equipment but lacks the physical means to recover an item, it requests
assistance from the supporting maintenance element. Management of recovery operations is centralized at
battalion whenever possible.
4-65. Maintenance personnel repair equipment as far forward as possible within limits of the tactical
situation, amount of damage, and available resources. Recovery vehicles return equipment to the rear no
further than necessary, usually to the maintenance collection point of the supporting maintenance unit.
4-66. Recovery missions interfering with combat operations or compromising security are coordinated
with the tactical commander.
SECTION III - BATTALION SUSTAINMENT UNITS
FLIGHT COMPANY
4-67. Flight line or company maintenance activities primarily maintain Army aircraft by conducting
scheduled maintenance. Unscheduled maintenance is conducted within the unit’s capability. Strict and
disciplined company operations allow assigned aircraft to be maintained according to prescribed policies
and procedures. An atmosphere of “pride of ownership” enhances the quality and standard of assigned
company aircraft and improves overall unit readiness.
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4-68. Crew chiefs perform aircraft launch and recovery operations, and maintain aircraft logbooks in
accordance with Army guidance and unit SOPs. They perform both scheduled and unscheduled unit
maintenance to include replacement of major subsystem components, maintenance operational checks, and
main and tail rotor vibration analysis. Battalion flight companies receive backup support from the aviation
maintenance company to perform both scheduled and unscheduled maintenance.
4-69. Leaders must strictly adhere to established standards and maintenance procedures. The assigned
flight crews must conduct detailed preflight and postflight inspections according to applicable TMs. The
crew must ensure all identified deficiencies and malfunctions are promptly and accurately entered into the
aircraft logbook.
AVIATION MAINTENANCE COMPANY
4-70. The aviation maintenance company is organic to AHBs and GSABs assigned to CABs. The aviation
maintenance company consists of three modular aviation maintenance platoons: the HQ platoon, aircraft
maintenance platoon, and aircraft CRP.
4-71. The purpose of the aviation maintenance company is to provide field level maintenance to enable
CAB aircraft to sustain aviation combat power. The aviation maintenance company is organized to provide
quick, responsive, internal maintenance support and repair within its capability and in accordance with the
MAC. The aviation maintenance company troubleshoots airframe and component malfunctions and
performs maintenance and repair actions. It conducts BDAR and recovery operations within its capability
and is assisted by the ASC.
4-72. The aviation maintenance company provides mobile, responsive BDAR and DART operations
support through forward maintenance teams (FMTs). FMTs repair aircraft onsite or prepare them for
evacuation. The aviation maintenance company commander and production control officer coordinate and
schedule maintenance at forward locations of the battalion. Members of the FMT must be able to diagnose
aircraft damage or serviceability rapidly and accurately. FMT operations follow these principles:
Teams may be used for aircraft, component, avionics, or armament repair.
When the time and situation allow, teams repair onsite rather than evacuate aircraft; this
includes BDAR.
Teams must be 100 percent mobile and transported by the fastest means available (usually by
helicopter).
Teams sent forward may be oriented and equipped for special tasks to include recovery
operations; type of aircraft recovery will depend on the assets available.
4-73. In some situations, normal maintenance procedures must be expedited to meet operational
objectives. In such cases, the unit commander may authorize the use of aircraft combat maintenance and
BDAR procedures. Aircraft combat maintenance and BDAR are an aviation maintenance company
responsibility with backup from supporting ASC units.
4-74. The BDAR concept uses specialized assessment criteria, repair kits, and trained personnel to return
damaged aircraft to the battle as soon as possible. Often, these repairs are only temporary. Permanent
repairs may be required when the tactical situation permits. This method is used to meet operational needs.
It is not used when the situation allows application of standard methods.
HEADQUARTERS PLATOON
4-75. The HQ platoon contains a HQ section, production control section, QA section and technical supply
section. This platoon provides for internal management and quality of repairs, and logistics support within
the battalion. The technical supply section operates the logistics Standard Army Management Information
System (STAMIS), requisitions class IX (A) spares, and manages the battalion prescribed load list (PLL).
Oversight is provided by the battalion AMO assigned to the S-4.
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MAINTENANCE PLATOON
4-76. The maintenance platoon provides quick, responsive internal maintenance support and repair
turnaround within its capability. When assigned to support aircraft managed under the phase maintenance
concept, the maintenance platoon is primary provider of this scheduled maintenance within the battalion.
The maintenance platoon operates and maintains aviation ground support equipment (AGSE), and operates
and performs unit level maintenance on aviation ground power units, generators, and ground support
equipment.
COMPONENT REPAIR PLATOON
4-77. The CRP contains assigned aviation repair specialty military operational specialties (MOSs) to
include avionics, armament, powerplant/powertrain, hydraulics, pneumatics, and sheet metal repair assets.
The CRP diagnoses airframe and component malfunctions and performs maintenance, repair actions, and
removes and installs LRUs within its capabilities.
FORWARD SUPPORT COMPANY
4-78. An FSC is assigned to each operational aviation battalion and consists of a HQ platoon, distribution
platoon, and ground maintenance platoon (see chapter 1 for organizational structure). The FSC commander
provides all logistics (less medical) to the aviation battalion and is the senior multifunctional logistician at
aviation battalion level. The FSC is designed to provide ground, air, missile, and AGSE systems support;
refueling and rearming support; and necessary logistics support. The FSC also coordinates with the ASB
for additional logistics as required. Each of the FARPs can be task organized to support continuous
operations by providing support for maintenance, armament, and rearming and refueling. The FSC also
maintains 2 DOS of class I, provides field feeding and distribution support, maintains class IX (ground)
repair parts, and conducts ground maintenance, while maintaining one combat load each of class III (B)
and V for its supported battalion.
HEADQUARTERS PLATOON
4-79. The HQ platoon of the FSC consists of a HQ section and field feeding section.
Headquarters Section
4-80. The HQ section of the FSC provides C2 to assigned and attached personnel. It ensures subordinate
elements follow the policies and procedures prescribed by the FSC and battalion commanders. It directs the
operations of its subordinate sections as well as the overall logistics operations (less medical) in support of
the battalion.
Field Feeding Section
4-81. The field feeding section is found in the FSC of each aviation battalion. The field feeding section
provides class I food service and preparation (from the BSA) for the battalion. This section prepares hot
meals and distributes prepackaged or prepared food, or both, from the BSA. It can provide one “heat-and
serve” meal and one “cook-prepared” (A or B ration) meal per day.
DISTRIBUTION PLATOON
4-82. The key activity of the distribution platoon is the conduct of LOGPAC operations to the battalion
and getting replenishment sustainment stocks from sustainment brigade units. The distribution platoon also
provides supply and transportation support to the battalion. The distribution platoon provides classes II, III
(P, B), IV, V, VI, and VII to the battalion. The distribution platoon has the ability to conduct simultaneous
classes III and V retail support to the companies, HHC, and FSC itself and delivers hot meals to the
company area. The distribution platoon operates FBCB2 and STAMIS to support supplies ordering and
receipt.
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Chapter 4
Forward Arming and Refueling Point Operations
4-83. The FSC commander is responsible for accomplishing the FARP mission. He assists the S-3 in
formulating the FARP plan and coordinates fuel and ammunition requirements with the S-4. The FSC
commander requests additional FARP support from the ASB. The increased tempo of operations and/or
density of traffic may require ATS assets. The FSC commander may request a TACT from the GSAB ATS
company to perform this mission. In addition, a SO certifies the FARP prior to use. If an SO is not
available, a pilot of the first aircraft in the FARP certifies the FARP according to the FARP checklist in the
unit SOP. See FM 3-04.104 for more information on FARP operations.
Forward Arming and Refueling Point Location
4-84. The FARP location is METT-TC dependent and a function of the battalion S-3. The FARP should be
located as close to the AO as the tactical situation permits. The intent is to reduce aircraft travel distance or
time, thereby increasing aircraft time on station while simultaneously striking a balance that exposes the
FARP to the least possible risk.
4-85. Commanders can employ and configure their assets as the mission dictates to complete mission
requirements. The commander can choose to have one large FARP or several small FARPs. If a FARP
must be located behind enemy lines, the following factors should be considered:
Composition of the FARP should be austere.
Security will be limited because the FARP will be emplaced for a very short time.
A thorough map reconnaissance and intelligence update must be accomplished for the area.
4-86. The FARP is usually located as far forward as 18 to 25 kilometers (METT-TC dependent) behind the
FLOT. This distance increases aircraft time on station by reducing the travel times associated with
refueling. If possible, the FARP is kept outside the threat of medium-range artillery. Movement and
resupply of the FARP are conducted by ground or aerial means. The FARP should remain in one location
for only three to 6 hours; however, these times may be reduced by the factors of METT-TC. The size of the
FARP will depend on the number of aircraft that will use the FARP and the type of refueling equipment
(FARE/AAFARS or heavy expanded mobility tactical truck [HEMTT]) available. Four to eight refueling
points are normally sufficient for continuous mission sustainment.
4-87. Ammunition palletized load system trucks with mission-configured loads push supplies down to
where FARP elements meet them at LRPs. When possible, the FSC commander coordinates for direct
delivery to the silent FARP to avoid transloading. Units travel to supply points for fuel or receive
throughput from higher echelon 5,000-gallon tankers for transloading.
GROUND MAINTENANCE PLATOON
4-88. The ground maintenance platoon is organic to the FSC of each aviation battalion. Field maintenance
units are tailored to weapons systems of the supported unit to provide maintenance expertise for
component replacement and limited component repair.
4-89. The FSC’s maintenance platoon provides field maintenance to itself and its battalion. The platoon
consists of a HQ section, maintenance control section, recovery section, maintenance and service section,
and FMTs. The maintenance platoon provides C2 and reinforcing maintenance to the FMTs. The FMTs
provide field maintenance and BDAR to the companies. The platoon maintains a limited quantity of
combat spares (PLL, shop, and BS) in the maintenance control section. The maintenance platoon’s supply
section is capable of providing class IX support (combat spares) to each company and the HHC. It also
provides exchange of reparable items.
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HEADQUARTERS AND HEADQUARTERS COMPANY
ORGANIZATION
4-90. The HHC supports a higher HQ commander and his staff. It provides personnel and equipment for
C2 functions of battalion, and security and defense of the CP. The HHC also provides unit-level personnel
service, UMT, logistics, and CBRN support.
4-91. Organization and capabilities of the battalion HHC are two of the most important factors in
determining how the HHC supports its respective organizations. Force transformation restructured
composition of the HHC by eliminating most sustainment assets except for the medical treatment team.
With the new HHC organization, remaining sustainment assets are now part of the ASB and FSC.
4-92. The typical aviation battalion HHC consists of a command group, staff, company HQ section, supply
section, communications/automation section, UMT, and medical treatment team. The company command
group consists of the commander, 1SG, CBRN NCO, and decontamination specialist (as shown in chapter
1).
Supply Section
4-93. The supply section consists of a battalion supply sergeant, battalion armorer, and supply specialist.
The supply section manages distribution of supplies in support of the battalion. It utilizes Unit Level
Logistics System-Ground and Standard Army Retail Supply System-Level
1 (SARSS-1) interfaces
providing supply receipt and issue management for all classes of supplies except class VIII (medical).
Communications Section
4-94. The communications section consists of a communications section chief, team chief, LAN manager,
transmission system operator-maintenance specialists, signal support system maintenance specialists, and
radio retransmission operators. The communications section plans, coordinates, and oversees
implementation of communications systems. It performs unit-level maintenance on ground radio and field
wire communications equipment and installs, operates, and maintains the radio retransmission site. The
communications section monitors the maintenance status of signal equipment, coordinates preparation and
distribution of the SOI, and manages COMSEC activities. The communications section’s responsibilities
include supervision of electronic mail on both unclassified and classified nets and the LAN.
Unit Ministry Team
4-95. The UMT is comprised of a chaplain and chaplain’s assistant. The team provides religious support to
all personnel assigned or attached to the battalion and company. The chaplain advises all unit commanders
on religious, moral, and Soldier welfare issues, and establishes liaison with UMTs of higher and adjacent
units.
Medical Treatment Team
4-96. The HHC’s medical treatment team provides health service support (HSS) to battalion. At battalion
level, the medical section consists of a flight surgeon, physician’s assistant, and health care specialists.
4-97. The medical treatment section consists of two treatment teams (teams A and B). They operate the
BAS and provide Level I medical care and treatment. This includes sick call; emergency medical treatment
(EMT); preventive medicine; and advanced trauma management for wounds, injuries, or illness. The flight
surgeon, physician assistant, health care sergeant and specialists provide EMT and assist with advanced
trauma management procedures related to their occupational specialties. The treatment teams can operate
for limited times in split-based operations in DS of battalion units.
4-98. The medical treatment team usually operates under direction of the battalion CP. Health care
specialists provide medical treatment under supervision of the flight surgeon or physician’s assistant.
Battalion health care specialists monitor health and hygiene of the battalion, train the battalion’s combat
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Chapter 4
life saver personnel, and treat casualties requiring additional care during TACOPS. Medical personnel also
provide training in basic first aid and buddy aid, train and direct unit personnel to assist in handling mass
casualties, and assist the commander to ensure assigned and attached personnel meet all deployment
readiness criteria.
4-99. They also coordinate with the supporting medical platoon in the ASB to assist in MEDEVAC from
the point of injury to the Level I MTF/BAS and beyond. The medical sergeant keeps the S-1 and 1SGs
informed of casualties’ status, and coordinates with the S-4 for nonstandard evacuations as needed.
AVIATION SUPPORT BATTALION
4-100. The ASB is the primary aviation logistics organization above the aviation battalion. The ASB is
organic to the CAB and provides all logistics functions necessary to sustain the AHB and GSAB during
operations.
4-101. The battalion receives logistics from various elements depending on the logistics organizational
structure at brigade’s and division’s supporting sustainment brigade. Battalion XOs are responsible to their
respective commanders for overwatching sustainment operations and inserting themselves where
appropriate to ensure successful sustainment operations for the battalion. The battalion S-4 identifies
logistics requirements for the maneuver plan and provides them to the FSC, ASC, or ASB commander as
appropriate for the level of command.
AVIATION SUPPORT BATTALION ORGANIZATION
4-102. The ASB (figure 4-2) consists of four companies: headquarters and support company (HSC),
distribution company, network support company (NSC), and ASC. The ASB provides aviation and ground
field maintenance, network communications, resupply, and medical support. The HSC provides medical
support and conducts field-ground maintenance and recovery. The distribution company functions as an
SSA and distributes supplies to subordinate units of the CAB. The NSC provides network and signal
support to the CAB HQ. The ASC provides intermediate maintenance and support for on-aircraft and
critical off-aircraft field level maintenance and maintenance of UAS. The ASC also conducts BDAR and
provides backup support to the aviation maintenance company.
Figure 4-2. Aviation support battalion
Headquarters and Support Company
4-103. The battalion HSC contains a typical battalion staff structure with a command section, S-1 section,
consolidated S-2/S-3 section, S-4 section, UMT, S-6 section, and a support operations section. The
battalion HQ provides command, control, and intelligence and administration support for all organic and
attached ASB units. The battalion HQ also plans, directs, and supervises logistics support for the battalions
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of the aviation brigade. The ASB has an organic Combat Service Support Automation Management Office
that provides support to the entire brigade’s automation, including the ULLS-A system.
4-104. The support operations section is organized to coordinate logistics support and provide
distribution management to the aviation brigade. The support operations section is also manned to
accomplish contracting, medical logistics, petroleum, ammunition, movement control, transportation, and
mortuary affairs functions.
Support Company Section
4-105. The support company portion of the HSC provides ground maintenance, medical, supply, and food
service support for units organic and attached to the ASB.
Maintenance Platoon
4-106. The maintenance platoon is responsible for field level maintenance of all ASB organic ground
equipment.
Medical Platoon
4-107. The medical platoon provides Level I enhanced medical care. The platoon is organized into a HQ,
treatment, and evacuation sections. The medical platoon provides the following capabilities:
EMT and acute trauma management for wounded and diseased and nonbattle injury patients.
Sick call services.
Ground ambulance evacuation from supported units.
Mass casualty triage and management.
Limited patient decontamination.
Distribution Company
4-108. The distribution company provides a single source for all supply
(less class VIII) and
transportation operations. The distribution company includes a fuel and water platoon, supply platoon, and
transportation platoon.
Fuel and Water Platoon
4-109. The fuel and water platoon has the capability to store and distribute 105,000 gallons (1 DOS) of
fuel for the brigade using three load-handling system modular fuel farms. Additionally, the platoon has the
capability to set up and run multiple refuel points for brigade aircraft. The fuel and water platoon also has
the capability to purify 30,000 gallons of water daily and can store 18,000 gallons of water. The platoon
has an organic quartermaster petroleum QA team assigned to provide QA testing for bulk aviation fuel.
The team performs quality evaluation and provides technical assistance for handling, storing, sampling,
and identifying petroleum products and their containers.
Supply Platoon
4-110. The supply platoon has an SSA and ammunition transfer holding point (ATHP) section. This
platoon provides classes II, III (P), IV, V, VI, VII, IX and IX (A) DS to the brigade. The supply platoon
receives, stores (limited), and issues classes II, III (P), IV, and IX. It receives and distributes classes I and
VI under distribution-based doctrine of pushing supplies to the FSCs and aviation maintenance companies,
and receives and issues class VII as required. The platoon also maintains classes II, III (P), IV and IX
ASLs for the brigade. The ATHP section supports class V operations and operates the brigade ATHP.
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Transportation Platoon
4-111. The transportation platoon’s purpose is to add organic transportation and distribution capability to
the brigade and increase mobility of the ASB. The transportation platoon also has the ability to transport
classes V and IX to supported FSCs and ASCs.
Network Support Company
4-112. The NSC provides 24-hour operations supporting the aviation brigade network. It provides signal
elements designed to engineer, install, operate, maintain, and defend the network. It extends defense
information systems network services to the brigade and its subordinate elements and provides basic
network management capabilities. During military operations, the company executes its technical mission
under functional control of the brigade S-6 based on brigade OPORDs or other directives. The S-6 directs
actions and movement of signal elements in support of brigade operations. The network signal company
commander maintains command authority over the company's assigned operational platoons or attached
elements.
Aviation Support Company
4-113. Aircraft maintenance above aviation battalion level is provided by the ASB’s ASC. The ASC is
comprised of three platoons: HQ, aircraft repair platoon (ARP), and CRP. Modularity within the ASC is
based on a contact support team concept and utilizes five shop equipment contact maintenance (SECM)
vehicles per platoon. The ASC is capable of supporting split-based operations. It primarily performs
intermediate maintenance in accordance with the MAC; however, it also provides backup unit maintenance
in support of aviation battalions. The ASC provides aviation logistics support operations for battalions. It
supplies aviation and ground equipment maintenance in a sustained combat environment to include UAS
and ATC equipment. The ASC also performs production control and QA, conducts maintenance
management, and provides MP functions. Additionally, ASCs have six man electro-optics test facility
augmentation teams assigned.
Headquarters Platoon
4-114. The HQ platoon contains a production control section, QA section, and technical supply section.
This platoon provides internal management of repairs, quality of repairs, and logistics support within the
ASB. The technical supply section operates logistics STAMIS, requisitions class IX (A) spares, and
manages the ASB PLL. Oversight is provided by the battalion AMO assigned to the S-4.
Aircraft Repair Platoon
4-115. ARPs assigned to an ASC provide field-level maintenance support in accordance with the MAC.
Furthermore, ASC’s ARP has the capability to perform limited sustainment-level maintenance in support
of the aviation maintenance company’s maintenance program. The ASC’s ARP also provides technical
assistance and maintenance support, when requested by supported aviation maintenance companies and
coordinated through the ASC’s production control office. This support entails performing field level
repairs to include intermediate and, when authorized, sustainment-level (limited depot) repairs according to
applicable TMs, including electronic technical manuals (ETMs)/interactive ETMs. AMCOM logistics
assistant representatives (LARs) will issue a letter of authorization that authorizes ASC ARP maintainers to
perform a one-time sustainment level maintenance repair. The ARP has modular maintenance contact
teams to support battalion-level deployments. ARP personnel, with maintenance officers/technicians,
perform in-depth troubleshooting and diagnostics of aircraft systems, subsystems, and components. The
ARP also provides repair personnel for technical assistance, contact teams, and aircraft recovery teams.
CRP personnel may be attached to ARPs (contact and aircraft recovery teams) to expedite repair of critical
components to assist ARP personnel in providing rapid turnaround of unserviceable aircraft. The ARP
section provides modular support to the aviation maintenance company using contact maintenance teams.
The modular support is based on a contact support team concept using five SECM vehicles per platoon.
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Component Repair Platoon
4-116. CRPs assigned to an ASC provide field-level maintenance component repair support functions to
the aviation maintenance company’s assigned aircraft and corresponding aircraft systems. Furthermore,
ASC’s CRP can provide unit-level component repair support, when requested by the aviation maintenance
companies and coordinated through the ASC’s production control office. The CRP performs airframe,
LRU, and component repairs to aircraft systems at the ASC. These maintenance procedures entail
performing field-level maintenance repairs according to applicable TMs and the MAC. Furthermore, CRPs
are capable of performing limited sustainment. AMCOM LARs will issue a letter of authorization, which
authorizes ASC CRP maintainers to perform a one-time sustainment level maintenance repair. Continuous
component repair support of aviation maintenance companies and the reparable exchange (RX) program
will increase availability of serviceable aircraft repair parts, thus reducing the customers’ aircraft
downtime. Sustaining a balanced approach to the battalion’s component repair support program and RX
program will provide aviation maintenance companies with required aircraft repair parts when needed.
AVIATION SUPPORT BATTALION MISSION
4-117. The ASB distributes supply classes I, II, III, IV, V, VIII, IX and IX (A). It performs field
maintenance and recovery, both air and ground, and possesses HSS assets to conduct force health
protection Level I enhanced for battalion. It carries logistics stocks exceeding the organic carrying
capability of the AHB and GSAB that is generally 1 DOS for most classes of supply, except for classes III
(B) and V where it is one combat load for brigade. The FSCs have the same type of carrying capacity
relative to support of their battalion. The ASB plans and coordinates for the CAB’s logistics requirements
in coordination with the brigade S-4 during the brigade’s MDMP. The ASB executes replenishment
operations for the FSCs and aviation maintenance companies in concert with the operational plan
developed by brigade. The ASB is the parent battalion HQ for the network signal company in support of
brigade HQ.
SECTION IV - STANDARD ARMY MANAGEMENT INFORMATION SYSTEMS
STANDARD ARMY MAINTENANCE SYSTEM
4-118. This system includes Standard Army Maintenance System-Level 1 (SAMS-1) and Standard Army
Maintenance System-Level 2 (SAMS-2). Refer to FM 3-04.500 for more information.
4-119. STAMIS consists of computer hardware and software systems that automate diverse functions
based on validated customer requirements. STAMIS facilitate vertical and horizontal flow of logistics and
maintenance status information to units Army wide. Figure 4-3, page 4-20, illustrates the systems that
make up the STAMIS architecture. See FM 3-04.500 for more information.
STANDARD ARMY MAINTENANCE SYSTEM-1
4-120. SAMS-1 enables automated processing of DS/GS maintenance shop production functions,
maintenance control work orders, and key supply functions. Requisitions are prepared automatically and
automatic status is received from SARSS-1. SAMS-1 interfaces with other systems, such as Unit Level
Logistics System
(ULLS) and Standard Army Retail Supply System-Objective (SARSS-O). It also
provides completed work order data to logistics support activity for equipment performance and other
analyses.
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Chapter 4
Figure 4-3. Standard Army Management Information System architecture
STANDARD ARMY MAINTENANCE SYSTEM-2
4-121. SAMS-2 is an automated maintenance management system used at FSC and ASB level. It enables
monitoring of equipment nonmission capable status, and controlling and coordinating maintenance actions
and repair parts usage to maximize equipment availability. SAMS-2 receives and processes maintenance
data to meet information requirements of the manager, and fulfill reporting requirements to customers,
higher SAMS-2 sites, and the wholesale maintenance level. Data can be accessed instantly to enable
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management control, coordination, reports, analysis, and review. SAMS-2 provides maintenance and
management information to each level of command from the user to the wholesale and DA levels.
STANDARD ARMY MAINTENANCE SYSTEM-ENHANCED
4-122. Standard Army Maintenance System-Enhanced (SAMS-E) automates maintenance functions,
readiness reporting, unit status reporting functions, and unit-level supply. It provides day-to-day weapon
system and subcomponent readiness status, and maintenance and related repair parts information. It
facilitates management functions from the tactical DS/GS-level maintenance activities and the support field
and sustainment maintenance concept (two levels of maintenance). SAMS-E is assigned to ASC and FSC.
SAMS-E consists of SAMS-1 and SAMS-2 applications and supports sustainment, TOE, and
organizational-level maintenance elements. SAMS-E eliminates duplicate processes but includes critical
unit-level functions of equipment operator and qualification, equipment dispatch, equipment PMCS,
scheduling and recording, equipment fault records, organizational work order number generation, Army
Oil Analysis Program, and Army Materiel Status System reporting. SAMS-E allows multiple unit identifier
code/Department of Defense Activity Address Code (DODAAC) and stock storage in multiple locations.
In addition, SAMS-E—
Automates unit-level class IX (repair parts) functions.
Enables same-day processing of requisitions to source of supply, thus minimizing order-ship
time.
Integrates supply and maintenance applications to eliminate redundant functions.
Automates demand history and stockage-level computations to avoid out-of-stock or excess
conditions.
Uses both Federal Logistics (FEDLOG) and the Standard Army Retail Supply System (SARSS)
catalog update.
Identifies units as either direct or indirect (supported customer).
Generates a work order automatically when an operator-level fault is initiated and the part
received.
Changes management of unit data from DODAAC-based to unit identifier code-based selection
and entry.
Retains the man-hour accounting on/off switch as an option in case of deployment.
Provides password protection to the operational processes and data elements.
PROPERTY BOOK AND UNIT SUPPLY ENHANCED
4-123. Property book and unit supply enhanced (PBUSE) is the Army’s Web-based, state-of-the art,
sustainment property accountability system. PBUSE features provide standard property book system-
redesign functionality and data access by permission control system for both garrison and tactical
environments. When tactical requirements dictate and direct connection to the Web is not possible, the
system operates in a disconnected standalone mode. On completion of a standalone tactical requirement,
the system is reconnected to the Web for resynchronization of the user’s data to the central database.
PBUSE reduces the footprint and infrastructure requirements by consolidating two baselines into one. The
system functionality provides much efficiency for the logistics community. With PBUSE, the commander
has a real-time view of assets and accurate visibility of the unit’s property book account operating on the
AKO portal, which allows him to access the system for queries without having to depend on the PBO to
gather, prepare, and present the information. PBUSE also provides—
Real-time total asset visibility throughout all levels of Army management.
Automatic Logistics Army Authorization Document System
(LOGTAADS) updates;
LOGTAADS is a by-product of an MTOE. LOGTAADS, an electronic version of the MTOE,
updates PBUSE and other property book accounting systems.
Elimination of unique item tracking reporting through automatic serial number tracking.
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Chapter 4
Automated catalog changes.
Unit transfer/TF/split operations.
STANDARD ARMY RETAIL SUPPLY SYSTEM
4-124. SARSS is a multiechelon supply management and stock control system that operates in tactical
and garrison environments. SARSS comprises SARSS-1 (at the SSA), SARSS-2 aircraft, or corps/theater
automated data processing service center (CTASC), and SARSS-Gateway. SARSS provides supply-related
data to the Integrated Logistics Analysis Program (ILAP) system at various functional levels. SARSS
supports ULLS, Standard Army Maintenance System (SAMS), PBUSE, nonautomated customers, and the
dual-based operations concept. SARSS is fully integrated from the user through theater Army level. It can
support worldwide deployment of combat forces to contemporary operating environments to include
stability and civil support operations missions.
SARSS-1
4-125. SARSS-1 is the standard supply system used for receipt, issue, replenishment, and storage
operations. It operates at the ASB’s SSA and combat sustainment support battalions. SARSS-1 in each
supply echelon is capable of sustaining prime support responsibilities for each customer’s unit. Each
customer unit can interact directly with any SARSS-1. SARSS-1 is the system of record. It maintains
accountable balances and is supported by a SARSS-2A activity. It depends on SARSS-2B for catalog
support and computation of stockage levels.
SARSS-2AC/CTASC
4-126. SARSS-2A performs time-sensitive supply functions. These include management of controlled
items, lateral search of stocks to fulfill unsatisfied customer’s requirements from subordinate SARSS-1
activities, and redistribution of excess. SARSS-2AC operates on CTASC hardware. SARSS-2AC/CTASC
performs time-sensitive supply management functions for referral, excess disposition, and management for
classes II, III (P), IV, VII and IX (Air). It manages redistribution of supplies. SARSS-2AC/CTASC also
maintains a custodial availability balance file that provides visibility of SARSS-1 assets to include both
divisional and nondivisional functions.
SARSS-2B
4-127. SARSS-2B performs management functions that are not time sensitive. These include document
history, demand analysis, and catalog updates at installation and with the U.S. Property and Fiscal Officer.
It supports subordinate SARSS-1 and SARSS-2A by performing stockage-level computations, tailoring
catalog files, and maintaining active and inactive document history data.
SARSS-GATEWAY
4-128. SARSS-Gateway is an interactive/batch-oriented transaction processor that routes transactions to
and from each interfacing STAMIS. It provides a communications network, and the capability to send
transactions to the defense automatic addressing system (DAAS). It provides the appearance of a seamless,
near real-time supply system to unit-level supply and maintenance activities. SARSS-Gateway provides
customer access to all assets available within a specified geographical area. Requests are electronically
transmitted from customers to a gateway computer, where lateral search/issue decisions are made based on
the ABF residing there. If assets are not available, the gateway forwards the request to the wholesale SOS
and provides status to customers on the actions taken.
ULLS-AVIATION
4-129. The ULLS-A program will enhance the Army’s ability to more accurately track and control
aviation maintenance, logistics, and aircraft forms and records. The ULLS-A program is designed to be
user friendly while reducing man hours through complete automation. The ULLS-A is an innovative tool
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Sustainment Operations
that assists aviation maintenance personnel with various tools to enhance aircraft reporting, status, and
flying hours according to Army regulation (AR) 700-138. Furthermore, ULLS-A can process aircraft
transfers, maintain operational and historical records, process class IX (A) repair parts, and enhance
maintenance operations overall. In addition, ULLS-A automates BS listings by shop codes (stocked and
maintained manually with an automated reordering process), PLL, reportable component management, and
maintenance management processes performed by production control. ULLS-A is currently the system of
record for all PLL/BS and The Army Maintenance Management System-Aviation operations at the unit
level. ULLS-A enhances and supports those tasks associated with controlled exchange of reportable
components.
4-130. ULLS-A at the aviation maintenance company is configured into a network operation. A notebook
computer assigned to line companies facilitates those tasks previously performed on the manual logbook.
Army aviation units are normally supported by three workstation computers (production control, quality
control, and technical supply) and a file server (database) positioned in the production control office. These
automated systems comprise the LAN. Tasks and activities performed by quality control and production
control are transferred to the aircraft notebook. These procedures will ensure the ULLS-A is current and
reflects the latest maintenance and logistics status assigned to the airframe.
4-131. ASCs are provided with an ULLS-A that supports those activities necessary to perform field
maintenance support for customers and operational readiness float/return to fleet aircraft. If an aircraft is
work ordered to an ASC, the logbook and laptop computer assigned to the aircraft will accompany the
aircraft to track and record all performed maintenance actions. The ULLS-A provides production control
with the ability to generate and manage ASC-level work orders and post statuses to the maintenance
request register. ULLS-A provides the vehicle to produce and manage internal work orders (intrashop),
which are printed and supplied to the ASC component and ARPs.
INTEGRATED LOGISTICS ANALYSIS PROGRAM
4-132. ILAP is the standard management tool used by the Army that collects, integrates, and displays
logistics and financial data. ILAP operates at all echelons of the Army to provide management capability to
unit, corps, installation, component, and theater levels. Financial data are pulled from Defense Finance and
Accounting Service data sites. Logistics data are obtained from appropriate supply and maintenance sites.
The cross-functional data are integrated and aggregated to upper echelons to provide summary decision
support views and detailed information drill-down capabilities to the document detail level. This process of
assembly and aggregation affords Army departmental users the opportunity to do Army-level analysis and
data query. ILAP augments the STAMIS. Managers at all levels execute their duties more efficiently and
effectively by using ILAP data. ILAP is most useful for managers who require data from disparate and
isolated sources as ILAP virtually eliminates the time required for retrieval, integration, and display to
support management analysis.
DEFENSE AUTOMATIC ADDRESSING SYSTEM
4-133. The logistics information processing system, maintained by the DAAS, is DOD’s central
repository for information on the status of requisitions. It also augments the global transportation network
in monitoring the status of nonunit cargo shipments.
AVIATION LIFE SUPPORT SYSTEM
4-134. Commanders ensure mission-required ALSE is on hand in sufficient quantities, and equipment is
in serviceable condition. To meet the Army's demanding transformation requirements, newer and more
complex integrated systems are being fielded. These systems demand better maintenance planning, higher
maintenance skills, and dedicated facilities.
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Chapter 4
4-135. Commanders are required to establish an ALSS maintenance management and training program
budget to meet resource requirements. Funding for equipment, supplies, and repair parts is imperative.
When preparing the budget, review AR 95-1, CTA 8-100, CTA 50-900, CTA 50-970, and applicable
MTOEs and tables of distribution and allowances.
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Appendix A
Aircraft Survivability
Aircraft survivability is a primary concern throughout mission planning and
execution. Army aircrews operate in an extremely hazardous environment of highly
lethal AD threats. The array of enemy AD systems includes radar, IR, optical/electro
optical
(EO), laser, and directed-energy weapons
(DEWs). Proper use of ASE,
combined with careful route planning and movement techniques, greatly reduces the
enemy’s ability to effectively engage Army helicopters.
SECTION I - THREAT WEAPON SENSORS
A-1. The four major types of threat weapon sensors—radar, IR, DEW, and EO—must be man portable or
transportable by land, sea, or aerial platforms. The actual sensor-type and guidance package for each threat
should be determined and its inherent capabilities and limitations understood. These threat weapon sensors
are discussed below.
RADAR
A-2. Direct-threat radar weapons require LOS to hit the target. These radar weapons are either fire-
controlled AAA or, for missile systems, controlled by command, semiactive radar homing, active-radar
homing, track via missile, or ground-aided seeker. Radar weapons must detect, acquire, track, launch and
guide (or fire a ballistic solution), and assess damage. Radar systems have trouble with ground clutter. To
pick out targets from ground clutter, radar systems can detect movement using a moving target indicator,
Doppler (continuous-wave radar), or pulse Doppler. Some modern radar systems can and do track not only
the movement of the aircraft but also the rotor blades. A few older radar systems had blind speeds—called
a Doppler notch—where they could not detect an aircraft flying a specific speed toward or away from the
radar. However, modern radar systems cancel blind speeds. Even with older radar systems, aircraft had
difficulty maintaining constant speed and angle to or from one radar; it is impossible to be in Doppler
notch of more than one radar. Radar systems can be detected, avoided, decoyed, jammed, and destroyed by
direct and indirect fires—self, artillery, and antiradiation missiles.
INFRARED
A-3. All IR direct-threat weapons require LOS be established before launch; the in-flight missile must
maintain LOS with the target until impact or detonation or the proximity fuse. IR missiles require the
operator visually detect the target and energize the seeker before the sensor acquires the target. The
operator must track the target with the seeker caged to the LOS until it is determined the seeker is tracking
the target and not background objects such as natural or manmade objects. The IR sensor is also
susceptible to atmospheric conditions (haze or humidity), the signature of the aircraft and its background,
flares, decoys, and jamming. Generally, IR systems are difficult to—
Detect before launch (passive sensor).
Predict location (portability).
Respond to (short time of flight after launch).
Hard kill (requires shooting at an in-flight missile).
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Appendix A
LASER AND DIRECTED-ENERGY WEAPONS
A-4. Laser weapons/DEWs have two distinct categories—laser-guided or laser-aided weapons and pure
laser weapons/DEWs. Laser-guided or laser-aided weapons use laser for ranging, tracking, or guiding
functions of conventional explosive missiles or projectiles. Pure laser weapons/DEWs use laser and other
forms of DEW to inflict damage to aircraft or its sensors (the aircrew’s eyes may be damaged). Pure laser
weapons/DEWs are not required to burn a hole in the target to destroy it—although these weapons are
reaching such capability. Simply igniting fuel vapor near vents or burning through fuel lines is effective as
well as glazing cockpit glass so aircrew cannot see out. Inherently, laser weapons/DEWs are of short
duration, hard to detect, extremely hard to decoy or jam, and hard to kill. Fortunately, they rely on LOS
and atmospheric conditions and have a somewhat short range.
OPTICAL/ELECTRO-OPTICAL
A-5. Optical/EO sensors are used as primary or secondary sensors for all weapon systems. Although they
rely on LOS, they are, with very few exceptions, completely passive. They are limited by human eyes,
atmospheric conditions, distance, jitter, and in many cases, darkness. The optical/EO sensors are the most
difficult to detect, seldom decoyed, and can be jammed in the sense of obscurants but, when located, hard
to kill.
SECTION II - OPERATIONAL EMPLOYMENT CONSIDERATIONS
A-6. Aircraft survivability functions must be included throughout mission planning, rehearsal, execution,
and recovery operations. Intelligence drives operations. Mission planning begins with receipt of situation
and mission and continues through completion of mission execution and AAR. From receipt of enemy
situation and mission, it is important to plan and integrate aircraft survivability functions.
A-7. For ASE to provide effective protection, configuration settings must be optimized for known and
suspected threats. TACOPS ensure optimum ASE configuration settings are prepared and briefed for each
flight. TACOPS give consideration for each system and settings for specific theater of operation.
MISSION PLANNING
A-8. ASE and EW must be considered in all phases of mission planning and execution. Figure A-1, page
A-3, illustrates roles and responsibilities of ASE planning.
A-9. Once initial analysis of information is completed, the battalion S-2 notifies the battalion TACOPS
and begins the planning cycle. The level of planning involved is always predicated on time, information,
and personnel available. OPORDs for military operations are extensive in scope and contain information
acting as a baseline for most unit operations.
A-10. The generation of the OPORD begins upon receipt of enemy and friendly situation, mission, and
commander’s intent. The EW annex is created to support the OPORD using this information. Enemy and
friendly situations are further defined with emphasis on EW capabilities; each one finds, fixes, jams,
deceives, disrupts, or destroys the other. Once the situation is clearly defined, the mission is analyzed to
evaluate risk to friendly forces while accomplishing the mission within prescribed guidelines. After risk
assessment is complete, risk reduction techniques are specified in the execution instructions. These
techniques require commander’s approval if mission constraints need to be altered significantly from the
original intent. The next step is to determine service support for EW and the command and signal guidance
necessary to accomplish the EW phase of the mission.
A-11. ASE settings depend on accurately analyzing enemy AD threat. Knowing the threat is critical to
effective passive and active countermeasures. Unit TACOPS provide ASE settings/codes for training and
deployment.
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Aircraft Survivability
Figure A-1. Roles and functions
AIRCRAFT SURVIVABILITY EQUIPMENT RISK ANALYSIS
IDENTIFYING RISK
A-12. To perform a thorough risk assessment, detailed information regarding threat system operating
procedures, tactics, system capabilities, and locations must be analyzed to determine enemy advantages or
disadvantages in use of EW. Capabilities and limitations of friendly EW systems are compared to threats to
assess the risk level associated with the mission. S-2s and TACOPS officers identify the following:
Operating frequencies of radar threats.
RF threats that can or cannot be detected.
RF threats radar jamming equipment will affect (includes the extent of success jamming has).
RF threats that can be decoyed (includes the extent of success decoying has).
IR threats that may be encountered.
IR threats that can be jammed or decoyed (effectiveness of jamming and decoying).
Laser threats that can or cannot be detected.
Optical/EO threats.
ELECTRONIC INTELLIGENCE PRIORITY INTELLIGENCE REPORTS
A-13. The company sends electronic intelligence (ELINT) PIR to battalion requesting specific threat
emitter data on any templated EW/AD threats. Tabular data associated with any radar hits should also be
requested.
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A-3
Appendix A
ASSESSING RISK
A-14. Companies prioritize threat systems and optimize ASE settings for highest priority threats. Level of
risk is determined based on threat and ASE capabilities, limitations, and mission as shown in DA Form
7573 (Aircraft Survivability Equipment [ASE] Risk Management Worksheet Survivability Risk Analysis)
(figure A-2). The highest risk is used to determine overall risk to the mission. If risk due to IR threats is
high, then overall mission risk would continue to be high risk. The risk assessment worksheet is used to
determine what is causing the highest risks so controls can be developed to reduce those risks.
Figure A-2. Sample aircraft survivability equipment risk assessment worksheet
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Aircraft Survivability
DEVELOP CONTROLS
A-15. Optimum ASE configuration settings for each aircraft type and threats in the mission area are
determined based on doctrinal assets and requested ELINT PIR. Threats that are highly lethal and not
countered by ASE are identified and PIR are developed and submitted by the S-2 to higher HQ. Additional
requirements include—
Briefing the S-3 and higher commander on any medium or high risks associated with executing
the planned mission.
Using AMPS to display high threat areas.
Making recommendations to higher commander to reduce risk to include—
Adjusting routes, LZs, PZs, and/or HAs.
Adjusting time of mission.
Employing artillery and smoke to reduce threat to aircraft.
Requesting joint EW assets.
A-16. Apply risk management techniques to minimize risk and enhance probability of survival. These
measures include—
Planning mission time earlier or later to take advantage of night operations.
Requesting escort aircraft to suppress threats.
Planning J-SEAD at critical points to reduce vulnerability.
Preparing LZ/PZs with indirect fires.
Altering flight routes to avoid known AD areas.
Employing deception plan to include false insertions.
Altering formation size to reduce signature.
IMPLEMENT CONTROLS
A-17. Commanders and aircrews must take an active role in reducing risks by implementing controls and
supervising their implementation to include—
Commanders ensure ASE/EW considerations and configuration settings are briefed to all
aircrews and maintenance personnel.
Aircrews ensure ASE settings are correct during preflight ASE checks.
Aircrews ensure IFF codes are activated and deactivated at proper times and locations during
mission execution.
Commanders collect debriefings from aircrews during AAR.
Aircrews report all ASE/EW abnormalities experienced during flight (ambiguities, false alarms,
equipment failures).
A-18. Commanders ensure all ASE/EW data are entered into AMPS for the next mission (threat data,
countermeasure responses, locations of false alarms, and friendly systems reported as threats).
MISSION BRIEF
A-19. The ASE/EW mission briefing disseminates information and instructions to aircrews prior to the
mission. At least 4 hours prior to mission execution, the AMC requests an ELINT update. The briefing
alerts aircrews to risks associated with threats, optimum ASE settings, and a review of tactics specific to
the mission. These tactics include evasive maneuvers, actions on contact, multi-ship breakup and
reformation procedures, and ROE for countermeasure weapons employment. Figure A-3, page A-6,
illustrates an example of ASE/EW mission brief format.
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A-5
Appendix A
Figure A-3. Sample aircraft survivability equipment/electronic warfare mission brief format
MISSION EXECUTION
A-20. During conduct of the mission, it is important for aircrews to be familiar with ASE SA displays and
expected threat indications. Some actions must be performed without delay. When visual indications of a
gun or missile are fired at an aircraft, or ASE indicates a radar track or launch, the aircrew has only
seconds to perform an action that will prevent the aircraft from being hit. Three distinct parts of reacting to
threat engagements are—
Indicating (determines immediate action and deploys to cover).
Performing evasive maneuver and expend countermeasures (if applicable), if masking terrain is
not readily available.
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Aircraft Survivability
Performing actions on contact (decision to continue or abort mission).
CREW COORDINATION
A-21. Crew coordination must be rehearsed to perform evasive maneuvers. Standardized terminology, such
as “missile three o’clock, break right” and “break left” should be used to avoid confusion. At other times,
indications do not require evasive maneuvering, such as radar search or acquisition.
MULTI-SHIP CONSIDERATIONS
A-22. Formations and spacing intervals should be selected to provide all aircraft maneuver space necessary
to evade hostile fire. Standardized terminology, such as “Team 2 break right, missile” or “Team 1, tracers,
three o’clock, break left”, should be used to alert the flight to your actions. Briefings should include
procedures for evasive formation breakup and how to reestablish formation after breaking engagement. It
is important for one aircraft in the formation to communicate its ASE indications to the other aircraft since
it may be the only one receiving indications due to terrain, narrow radar beam, altitude, or maintenance
problems. Refer to FM 3-04.203 for more information.
SECTION III - AIRCRAFT SURVIVABILITY EQUIPMENT/ELECTRONIC
WARFARE TRAINING
A-23. The company commander is responsible for training management and documentation of the
company’s ASE/EW program. This section discusses the ASE/EW management process and training
responsibilities within the company.
A-24. The company ASE/EW program will undergo periodic inspections (command inspection program,
U.S. Army Forces Command [FORSCOM] aviation resource management survey [ARMS], Directorate of
Evaluation and Standardization, division
“fly-away” inspections, and external evaluations). When
inspections of this nature are conducted, ARMS evaluation guidelines are used as evaluation criteria.
TRAINING ASSETS
A-25. ASE/EW training must be conducted on an on-going basis to ensure aircrews are ready to operate on
today’s and tomorrow’s battlefield. Training should be conducted at individual, crew, and collective levels.
Company commanders are required to designate CBAT requirements in accordance with TC 1-210.
Commanders, TACOPS, ASE officers, and unit standardization personnel plan and implement training.
Table A-1 gives the assets that are available for ASE/EW training at levels indicated.
Table A-1. Training assets
Individual
Crew
Collective
Academic training and study
X
X
ATM flights
X
CBAT
X
X
Man portable RF/IR/ultraviolet
X
X
simulators
Combat training centers (CTCs)
X
X
EW ranges
X
X
EW threats
X
Synthetic flight training system
X
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Appendix A
TRAINING RESPONSIBILITIES
COMPANY COMMANDER
A-26. The commander is responsible for planning, executing, and documenting the company ASE/EW
program. Other responsibilities include—
Integrating CBAT into unit ATP.
Providing necessary equipment to conduct CBAT training.
Ensuring compliance with procedures for safekeeping and storage of classified materiel.
Ensuring compliance with security regulations.
Incorporating IFF training and verification plan into all unit collective training events.
COMPANY TACTICAL OPERATIONS OFFICER
A-27. The company TACOPS officer is authorized per MTOE. The TACOPS officer is school trained with
an “I” ASI. The TACOPS officer’s responsibilities include—
Ensuring optimum ASE reprogramming is completed for the area of responsibility (settings may
be changed during routine maintenance exchanges).
Advising the commander regarding ASE/threat analysis.
Performing tactical route mission planning.
Tracking all ASE equipment assigned to company.
Ensuring procedures for storage and safekeeping of classified materiels are followed.
Conducting monthly inventories of all ASE/EW hardware and software and forwarding results
of inventory to battalion TACOPS officers and S-2.
Maintaining the security clearance access roster and monitoring usage of CBAT.
Ensuring a designated, secure area is available for CBAT AT training. These areas must meet all
security requirements.
Reporting completion of CBAT requirements to company SP.
Assisting with threat and countermeasures briefs, and in establishment of unit level ASE
training.
Developing and maintaining unit ASE/EW SOP.
Ensuring unit complies with FORSCOM ARMS ASE checklist.
COMPANY STANDARDIZATION INSTRUCTOR PILOT
A-28. The company SP assists the commander in implementation of the unit ASE/EW training plan. Other
responsibilities include—
Assisting commander by developing training programs and/or STX scenarios using flight
simulators and aircraft to train and evaluate crew ASE/EW qualification and proficiency.
Ensuring individual IATFs accurately reflect individual training.
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Appendix B
Army Aviation Air-Ground Integration
Operations must be integrated so air and ground forces can simultaneously work in
the operational environment to achieve a common objective. Integration maximizes
combat power through the synergy of both forces. The synchronization of aviation
operations into the ground commander’s scheme of maneuver may also require
integration of other services or coalition partners. It may require integration of attack
reconnaissance, assault, and cargo helicopters as well. This appendix addresses
considerations for AHB/GSAB units operating independently, or simultaneously,
with attack reconnaissance units in support of ground forces during various types of
operations including shaping, decisive, and sustaining operations.
SECTION I - COMBAT IDENTIFICATION
B-1. Combat identification is the process of attaining an accurate characterization of detected objects in
the operational environment sufficient to support an engagement decision. The combat identification
process has three key purposes: to identify and classify targets in the AO; to allow for the timely
application of the appropriate weapon system(s) on targets classified as enemy; and the mitigation of
fratricide and collateral damage to noncombatants.
B-2. The combat identification process is a series of progressive and interdependent steps (or actions)—
target search, detection, location, and identification—that lead to the decision process to engage or not
engage. The detect, identify, decide, engage, and assess
(DIDEA) process provides an iterative,
standardized, and systematic approach supporting the application of specific combat identification and
ROE performance steps to target engagement activities. Individual actions of the DIDEA process are
summarized in table B-1.
Table B-1. Key terms and meaning
Detect - The acquisition and location of an object in the operational environment can entail the
use of visual, sensor, radar, electronic signals measurement, or other means for detecting.
Identify - A systematic process supporting the characterization of detected objects as friend,
enemy, neutral, or unknown. This is the primary step where specified combat identification
tasks are accomplished. It commences after an object is detected and located, and provides a
systematic process whereby the attributes of a detected object are systematically processed to
support a friend, enemy, neutral, or unknown determination. In some cases, the
characterization process may need to be further refined to include specific class, type, and
nationality determinations.
Decide - Determination of appropriate application of military options and weapons resources
on identified objects. This is the most generic step within the process and is the primary step
where specified ROE application takes place. Specific sub-steps within the decide phase will
vary depending on the weapon system/platform and mission application. In some cases the
decision may be made to employ military options other than weapons systems (such as the
repositioning of ISR assets for further monitoring of identified objects).
7 December 2007
FM 3-04.113
B-1
Appendix B
Table B-1. Key terms and meaning
In those cases where a weapons resource application is being considered, this phase would
primarily address the following questions:
• Can I engage? (ROE application)
• If multiple targets, what to engage first? (severity of threat, commander’s intent/high
pay-off targets.)
• What is the best weapons system to engage with? (lethal/nonlethal, munitions effect,
collateral damage assessment.)
Engage - Specific application of military options/weapons resources. In this step the
mechanical process of carrying out the decision made in the previous step takes place.
Assess - Did the applied weapons resources bring about the desired effect? In this step we
assess the effects of the engagement phase against desired outcomes. If the desired outcome
was not achieved, a decision to re-engage the target could be made.
GROUND UNIT AND AVIATION TASK FORCE COORDINATION
B-3. Ground maneuver commanders must understand that aviation forces can provide a significant
advantage during operations. In addition, ground maneuver planners must understand that the unique
capabilities of Army aviation require unique planning and coordination. Army aviation forces must be fully
integrated in MDMP to ensure effective combined arms employment. Effective combined arms
employment also requires aviation and ground maneuver forces synchronize their operations by working
from a common perspective. Refer to FM 3-06.11 for additional information.
SUPPORT FOR GROUND MANEUVER UNITS
B-4. Utility and cargo helicopters, such as the UH-60 and CH-47, have weapon systems (7.62-millimeter
or .50-caliber) that can aid in suppression of enemy forces when operating in urban terrain. However, their
primary role is transporting personnel, equipment, and supplies to these critical urban areas. Utility and
cargo helicopters can provide a distinct advantage by placing personnel and weapon systems at critical
locations at critical times to surprise and overwhelm the enemy. Utility and cargo helicopters can also
transport needed supplies to urban areas inaccessible to ground transportation. Ground units may also
receive support from a variety of attack reconnaissance helicopters including the AH-64 and OH-58D.
Attack reconnaissance helicopters can provide area fire to suppress targets, and precision fire to destroy
specific targets or breach structures. Attack reconnaissance helicopters can also assist with ISR and
communications using their advanced suite of sensors and radios.
B-5. The ground maneuver brigade, through their ALO and BAE, provides the aviation HQ necessary
information to meet planning requirements. Initial planning and the information to be passed to the aviation
HQ include the location of the HA, air axis, and route or corridor for entry and exit through the brigade and
battalion sector. Other planning requirements may include—
Establishing a command relationship between supported unit and supporting aircraft.
Giving initial task and purpose to aircrews.
Giving ABTF current situation estimate (intelligence and operations).
Reviewing any updates to the joint AC2 structure.
Passing call sign and frequencies for ground elements.
Establishing any control measures (recommended HAs, ROZs, no-fire areas, LZs, PZs, or EAs).
B-2
FM 3-04.113
7 December 2007
Army Aviation Air-Ground Integration
WEAPONS INTEGRATION
ACTIONS EN ROUTE TO THE OBJECTIVE
B-6. The ground maneuver HQ informs its units in contact when aircraft are inbound. En route to the HA,
the AMC contacts the ground maneuver element on the FM command network for a SITREP on enemy
and friendly forces.
B-7. A battalion close fight SITREP may consist of—
Enemy situation (composition and disposition to include threat to aviation, recent enemy
contacts, and threats to ground maneuver element).
Friendly situation (including any AC2 deconfliction with UAS or indirect fires in vicinity of the
operation).
Recommended routing to the contact.
Restrictions or constraints.
AVIATION FLIGHT CHECK-IN
B-8. It is essential to positively identify locations of friendly units and supporting aircraft. Aircrews
confirm, with each other or wingmen, their positive location. Ground elements must be extremely careful
when verifying any position information.
B-9. The aviation flight usually checks in using the command net of the unit having the element in contact
or as directed in the mission briefing. Upon initial radio contact, the aviation flight lead executes a check-
in. The flight's location may be expressed by grid coordinates or position with respect to a known point or
common graphics. At check-in, the flight lead provides—
Initial contact (aircraft present location).
Flight composition, location, and ETE for arrival at supported unit’s AO.
Munitions available (include type and amount of ordinance).
Station time/special capabilities (such as NVGs, TIS, and AIM-1).
A request for ground SITREP, which includes UAS activity.
B-10. Table B-2 illustrates ground element responsibilities.
Table B-2. Ground element responsibilities for flight check-in
Situation
Enemy
Friendly
Mission
Task
Purpose
Friendly location
Friendly marking
Coordinating
Enemy location
Enemy marking (how friendly units will mark the enemy)
instructions
C2 net for confirmation/
Clearance of fires approval authority on the ground (call
commands
sign, location, and frequency)
B-11. The aviation flight, if required, selects and occupies a holding or orbit area within FM
communications range until required coordination is complete. High-density altitudes may preclude
hovering by a fully-loaded aircraft. The AMC informs the ground unit leader of the orbiting pattern or
series of positions his team will occupy.
B-12. The AMC provides the ground maneuver unit leader with his concept for the operation. This briefing
may be as simple as relaying direction of aircraft approach or attack route (if supported by attack
reconnaissance helicopters) and time required to move to the recommended LZ. On completion of
coordination with the lowest unit in contact, the flight departs the holding or orbit area.
7 December 2007
FM 3-04.113
B-3
Appendix B
Synchronization of Weapons
B-13. The main reason for using several weapons systems at once is to overwhelm the enemy with more
than it can counter. When possible, units sequence employment of CAS, indirect fires, direct fires, and
CCA so closely they seem simultaneous in fire effects. This action may be conducted as a joint air attack
team (JAAT) if supported by attack reconnaissance aircraft. Mission fires are lifted or shifted at the most
advantageous time for ground elements to overwhelm the objective before the enemy can offer effective
opposition.
B-14. Army aviators may be key in controlling employment of multiple weapons systems due to their
vantage point in the operational environment and ability to quickly relocate. Aviation units must routinely
train with ground units so they can effectively employ other Army and joint weapons systems.
INTEGRATED OPERATIONS
B-15. True integration occurs when the commander effectively uses every available asset to the fullest
extent. The following are some available assets and capabilities:
CAS elements destroy enemy formations and installations.
Attack reconnaissance and ground units search in front of the ground force, confirm enemy
strengths and weaknesses, protect flanks, and allow the commander to orient on threats or
exploit opportunities.
Tank, mechanized infantry, light infantry, and air assault units—accompanied by AD and
engineer elements, as appropriate—forcibly take and occupy key terrain or deny terrain to the
enemy.
Attack reconnaissance helicopters maneuver to attack enemy forces and deny terrain for limited
periods.
UH-60 helicopters move troops, light vehicles, light artillery, and supplies; they can also
emplace minefields and augment C2.
CH-47 helicopters move troops, medium vehicles, medium artillery, and supplies.
Artillery provides indirect fires to disrupt and destroy enemy formations; aviation and ground
forces also employ artillery for immediate suppression of enemy elements until they can
maneuver and eliminate the threat (J-SEAD, SEAD, and on-call FS).
POSITIVE LOCATION/TARGET IDENTIFICATION
COMMAND AND CONTROL TECHNIQUES
B-16. Effective C2 techniques with Army aircraft during air-ground operations include the following:
Reference point technique uses a known TRP or an easily recognizable terrain feature.
Grid technique uses grid coordinates to define the point.
Sector/terrain technique uses terrain and graphics available to both air and ground units.
Phase line technique uses graphics available to both air and ground units.
MARKING
B-17. There are various ways to mark a location or target (table B-3, page B-5). The effectiveness of vision
systems on helicopters compares to those found on ground vehicles. During the day, vision systems of
aircraft allow accurate identification of targets. During periods of reduced visibility, resolution is greatly
degraded, requiring additional methods of verification. This situation requires extra efforts from the ground
unit and aviation element.
B-4
FM 3-04.113
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