Commander’s Primer to Combat-Trains Command Post

Winter-Spring 2024 Commander’s Primer to Combat-Trains Command Post by CPT Evan Ringel The combat trains and combat-trains command post (CTCP) are the least un derstood elements within the battal ion. However, they provide the func tions critical to ensuring the unit is combat ready. The CTCP is often disap pointingly underused, and the person nel are undertrained for the mission. The CTCP can provide tremendous re dundancy for current operations, com munications flexibility and adaptability based on the threat environment. These capabilities provide battalion commanders options that often they don’t know they have. An empowered CTCP will find the gaps and seams in the unit’s readiness and be postured to solve them before they impact the rest of the unit. The better prepared the combat trains and CTCP are for multidomain opera tions, the better the unit will perform at combat-training centers (CTCs) and during deployments. What is CTCP? The combat trains are the maneuver battalion or Cavalry squadrons’ prima ry node for logistics support on the battlefield. Their function is to gener ate combat power for the battalion and coordinate maintenance, medical and supply functions for every compa ny within the battalion. The CTCP man ages the combat trains. The unit maintenance-collection point (UMCP) and battalion aid station (BAS), usually with Role I capabilities, are ei ther co-located or within supporting distance of the combat trains. Mission, enemy, terrain and weather, troops and support available, time available and civil considerations (in formational considerations), or METT-TC(i), considerations will help leaders decide to combine or separate the command post (CP) and each of these functions into their node. However, the responsibilities, functions and support the CTCP, MCP and BAS will not change based on geographic dispersion of the combat trains. The Center for Lessons-Learned pam phlet Combining Arms in the Close Fight details the small and agile nature of the CTCP and its critical purpose in generating combat power. This con trasts with the field trains and field-trains command post (FTCP), which re ceives, configures, and delivers all classes of supply by its connection and location within or close to the brigade-support area (BSA).1 This article matches closely with the in tent and function of the CTCP from that publication but is specific to CTCP users within the battalion. Challenges of CTCP and combat trains Well-run combat trains and a CTCP can be challenging for several reasons. First, with headquarters and headquar ters company (HHC) and forward-sup port company (FSC) elements, as well as crews, Soldiers and equipment from other companies within the battalion, it can take a lot of work to have unity of command. Even if a centralized ap proach is used, communication among the shop office, aid station, CTCP, dis tribution platoon and FSC CP (if pres ent and separate) can be incomplete and untimely. Finally, the combat trains, with all its parts, become the most extensive sin gle collection of equipment and com munications in the battalion, making security, masking and discipline very challenging. The keys to overcoming these challeng es are humility and practice. HHC and FSC commanders, first sergeants, exec utive officers and other key personnel such as battalion maintenance techni cians (BMTs) and medical officers need to develop clear responsibilities and processes with egos aside to ensure they provide first-rate support to the battalion. Second, practice exposes flaws in the plan and the execution to rectify for the next iteration. Establishing the CTCP and combat trains at a CTC is not enough. Situational-training exercises and crew, platoon and company livefire improve armor and infantry profi ciency and skill. Similarly, a CTCP must be trained and practiced to codify best practices, reduce the time needed to establish and increase the bandwidth for support. Roles and responsibilities at combat trains

• HHC commander: Usually the most senior commander operating in the CTCP. Exercises command authority over elements at the combat trains and implements the battalion commander’s guidance. 2 Clearly defines, understands and solves problems through his/her perspective and experience to provide time and focus for the other CPs and companies.

• HHC first sergeant: Enforcer of discipline and standards within the combat trains with the FSC first sergeant. Ensures security and other priorities of work are clearly established and followed. Responsible for ensuring medical, maintenance and logistics support for HHC scout and mortar platoons. May also be responsible for support for the main CP or tactical CP (TAC).3

• HHC executive officer: Can be located where they best resolve problems for HHC and the battalion. This may be providing direct support to the main CP or TAC, or with the MCP to ensure rigor and adherence to maintenance priorities.

• Battalion chaplain: Ensures religious support to the battalion from anywhere on the battlefield. Plans and conducts mortuary affairs for the battalion.4

• FSC commander: Primary logistics executor for the battalion. Can be located at either the combat trains or FTCP to best facilitate support for the organization. The primary focus is on the movement of classes of supply, recovery assets and maintenance around the battlefield. Either the FSC

Winter-Spring 2024 or HHC commander can act as the direct liaison to the brigade-support battalion (BSB) to ensure support to the combined-arms battalion.2

• FSC first sergeant: Enforcer of discipline and standards within the combat trains with the HHC first sergeant or can be located at the FTCP. Usually responsible for logistics support to the combat trains and MCP but can also support the main CP and TAC CP, depending on the ability of the HHC first sergeant to do so.

• FSC executive officer: Can be located where they best solve problems for the FSC. The best location may be at the BSA, FTCP, CTCP or forward with a forward-logistics element. Tracks and supports all FSC operations from their location and provides relevant reports to the BSB.

• Distribution-platoon leader/platoon sergeant: Officer-in-charge (OIC) or noncommissioned-officer-in-charge of logistics packages (LOGPACs) from the BSA forward to the logistics-release point. Ensures LOGPAC has appropriate supplies, methods of marking, communications and understanding of each mission. Must enforce the battalion standing operation procedures (SOPs) for LOGPAC duration and plan for subsequent draw of Classes I, III, IV, V and IX.

• Battalion maintenance tech: Maintenance subject-matter expert within the MCP or at the FTCP. Along with the battalion executive officer and battalion maintenance officer (BMO), sets maintenance priorities for the battalion and facilitates parts flow.

• Battalion motor sergeant: Manages placement and operation of FSC elements with the CTCP, including the unit maintenance-collection point, recovery section and field-maintenance teams (FMTs). Helps manage non-mission-capable vehicle placement, distro-platoon assets and overall traffic flow within the CTCP.

• BMO: Primary liaison between the battalion S-4 and the FSC maintenance elements wherever they might be located.1 With the BMT and battalion executive officer, establishes and enforces maintenance priorities and facilitates parts flow from the Supply-Support Activity (SSA). Can be the release authority for recovery and maintenance missions.

• Battalion S-4: Primary logistics planner for the battalion and usually the CTCP OIC.5 Primary focus is generating combat power for the battalion through maintenance, medical, supply and personnel replacement. Inherent in that focus is understanding the current and projected status of each and advising the battalion commander, executive officer and S-3 on the mission readiness of the formation.

• Battalion S-1: Force manager for the battalion and alternate CTCP OIC. The S-1’s primary focus is personnel tracking and requesting replacements to maintain combat power. Figure 1. CTCP layout and load plan.

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• BMO: Medical planner for the battalion.6 Tracks patients across the battlefield from program of instruction to Role III as necessary. The medical officer directs the setup and break down of the BAS and any attachments and ensures rigorous reporting to the battalion S-1 and brigade medical officer.

• Battalion medical-platoon leader: Manages the operations of the battalion Role I and treatment of patients. Functions The general functions of the CTCP are the same as any CP:7

• Conducting knowledge management and information management;

• Building and maintaining situational understanding;

• Maintaining running estimates in support of the commander’s decision-making;

• Controlling operations;

• Assessing operations;

• Coordinating with internal and external organizations; and

• Performing CP administration. The functions specific to the CTCP that enable it to support the battalion are:

• Monitors current operations and Figure 2. CTCP operational capacity. prepares to assume the functions of the main CP;

• Provides sustainment representation to the main CP for planning and integration;

• Net-control station for the administrative and logistics net;

• Monitors main and alternate supply Table 1a. CTCP mission tracker. Table 1b. CTCP mission in/out tracker.

Winter-Spring 2024 Table 2. Combat-slant tracker. Table 3. Recovery-mission tracker.

Winter-Spring 2024 Table 4. Maintenance-fault tracker. Figure 3. Personnel tracker.

Winter-Spring 2024 Figure 3 is an example personnel track er that helps S-1 track personnel status (PERSTAT) and casualties through treat ment roles. Figure 4 is a basic logistics status (LOGSTAT) that enables the S-4 and FSC project requirements for the next 72 hours. The FSC should use this information to create its logistics-syn chronization (LOGSYNC) matrix to align inflow and outflow of classes of supply with the higher headquarters concept of support. Table 5 provides a method for nesting battle rhythm, reports and other criti cal events into a cohesive timeline. This method ensures that all tasks are assigned to a specific lead, have a specified audience and are deconflict ed with other key events. By creating this product with all stakeholders, leaders can generate buy-in and can ensure task completion. Physical design The physical design of the combat trains and CTCP are METT-TC(i) depen dent. CTCPs will function like a large patrol base or company assembly area and use the same site-selection crite ria. However, CTCP elements must be routes and controls sustainment traffic within the battalion’s area of operations;

• Coordinates evacuation of casualties, equipment and detainees;

• Plans, coordinates and controls sustainment for tactical operations;

• Prepares to shift support if the main effort changes;

• Maintains personnel status and logistics status (LOGSTAT) reports on all organic and attached units;

• Establishes the MCP;

• Ensures personnel accountability of all assigned or attached battalion personnel; and

• Provides essential personnel services. While some of these functions are in herent in daily operations, most are outside the scope of normal duties for Soldiers in the CTCP. S-1, S-4, Supply and FSC personnel are not usually fa miliar with CP operations that enable situational awareness and decisionmaking at the same level of proficiency as the main CP. Shifts in duties from administrative or garrison operations to tactical operations must be specified and prac ticed well in advance. Figures 1 and 2 are products that can be used to facilitate shared under standing and fuel decision-making within the CTCP. Figure 1 provides an example CTCP lay out and load plan using a M1068 plat form with Modular Command-Post Sys tem tent. Figure 2 is an operational-ca pacity example that shows how the CTCP can be configured based on METT-TC(i) considerations. Tables 1a and 1b are mission trackers that synchronize understanding of as sets in and out of the CTCP. Table 2 is a combat-slant tracker to help under stand current combat power across the battalion. Table 3 tracks recovery missions to help triage missions and allocate the recovery section or specify if an FMT needs to recover the vehicle to a main tenance exchange point. Table 4 tracks maintenance faults by bumper number to enhance understanding and help the BMO, BMT and battalion S-4 proj ect readiness and provide estimates for upcoming missions. Figure 4. LOGSTAT example.

Winter-Spring 2024 able to conduct their mission while maintaining communications, security and protection considerations while belonging to different companies. Also, as the largest collection of equip ment and personnel in the battalion, inflow and outflow from each of the subordinate elements is critical. For ex ample, a clear entrance and separate exit route to and from the aid station that facilitates patient drop off and pick up is crucial to ensuring timely treatment of injuries. Space must be allocated to each of the FMTs to ensure that they can troubleshoot faults and make repairs while maintaining rea sonable distancing of vehicles. Security considerations are as critical as functional considerations. Using a triangle method for security, like a pa trol base, can ensure three well-pre pared apexes with effective fires around the combat trains. Make use of combat platforms in the combat trains for repairs by integrating them into the security plan. A successful standard practice is to al ways maintain the most devastating vehicle with functional fire-control systems at the entrances to the com bat trains. The following are some considerations for the site, layout and security of the combat trains:

• Pick terrain that masks the combat trains from likely enemy positions and away from high-speed avenues of approach. Valleys or depressions work well if the surrounding terrain allows establishment of security positions with good observation and fields of fire.

• Do not have an entrance or exit immediately off an avenue of approach. Dirt tracks must not seem to lead right to the combat trains. By taking a route with several turns to get to a concealed combat train, the risk of compromise will be decreased.

• Allow minimum 50 meters spacing between vehicles, even with an influx of vehicles for maintenance. Vehicles should be concealed to the best of Soldiers’ ability and pre-marked with pickets during establishment.

• Apexes or other security positions should be covered and concealed, and constantly improved. Integrated mounted and dismounted positions are preferable.

• Antennas should be kept to as few as possible and as low as functional. By placing the CTCP close to the shop office with very-small-aperture terminal (VSAT) / inflatable satellite antenna (ISA), there is no need for a Combat Service Support Automated Information System Interface (CAISI) between the two positions. Similarly, not every element of the combat trains needs to monitor every net, which reduces the number of antennas up and emitting.

• Field-feeding and ammo sections can be located within the combat trains but will require more space and element-specific requirements for their operations. Flat racks, pallets, concertina wire and fire extinguishers must be considered for ammo operations. Gray water, meals-ready-to-eat pallet space and thermal masking must be considered for field feeding.

• Light and sound considerations during daylight and nighttime must be considered. Use reconnaissance and security (R&S) patrols for more security and to observe the outside of the combat trains. Figure 5. Combat-trains layout example.

Winter-Spring 2024 Figure 5 shows an example of a trian gle-style combat trains that uses ma chinegun and combat vehicles for se curity at the apexes. This example shows traffic control through the 6 o’clock position, estab lishing clear lines of sight to vehicles entering and exiting the combat trains. Using this layout aids in effective com munication between the entry-control point and the CTCP. CTCP and combat-trains training Training the CTCP and the combat trains can be challenging. Deploying all the assets within the combat trains will almost certainly disrupt daily opera tions and have impacts on other bat talion training and events. Much more emphasis is put on training the battalion staff in the military decision-making process and current operations through CP exercises and other training events. An efficient and progressive method for training the combat trains and CTCP must consider the time and impact of deploying while meeting CP training objectives. The CTCP needs multiple iterations to refine products and processes. There are no standard products that must be used. Using resources on-installation Table 5. Combat-trains task-assignment matrix. Table 6. CTCP training progression.

Winter-Spring 2024 the impact of placing key administra tive functions like S-1 and S-4 into a potentially austere training environ ment. Also, Soldier burnout can lead to diminishing returns on training time. Table 6 is an example of a crawl-walk-run progression that could be used to structure a training plan. Fortunately for HHC and FSC commanders, CTCP and combat-trains operations tie directly to two of the three mission-essential tasks (METs) for an HHC and five of six METs for an FSC. They are also high-payoff tasks. Conclusion The combat trains and CTCP provide unrivaled impact on battalion readi ness. Seamless operation due to tar geted and effective training ensures that the battalion generates and main tains combat power and extends oper ational reach. The CTCP’s nature allows commanders to identify the most effective staff to generate return for the battalion. Commanders often want maximum staff participation at all events in the main CP. This is not always feasible and often not recommended in this age of pervasive surveillance and precision-strike capabilities. Task, purpose and trust must be given to the right people at the CTCP to fa cilitate the battalion’s readiness. This relationship and decentralized deci sion-making must be practiced often during home-station training. With the right trust, people and train ing, the combat trains and CTCP are combat-multipliers to the formation and will facilitate unfettered opera tions, enabling success on the battle field. Promotable CPT Evan Ringel is a student at the Command and General Staff Officer Course, Fort Leavenworth, KS. Previous assignments include observer/coach/trainer at National Training Center Operations Group, Fort Irwin, CA; commander, HHC, 2nd Battalion, 8th Cavalry, 1st Armored Brigade Combat Team (ABCT), 1st Cavalry Division, Fort Cavazos, TX; commander, Company B, 2-8 Cavalry, 1st ABCT, Fort Cavazos; operations officer, 2nd Battalion, 12th Cavalry, 1st ABCT, Fort Cavazos; and executive officer, Company D, 1st Battalion, 26th Infantry, 2nd Infantry Brigade Combat Team, 101st Airborne Division (Air Assault), Fort Campbell, KY. He has served exclusively in armor and infantry formations, deployed to Iraq from 2016-2017 and has conducted two regionally aligned forces missions to Poland and Lithuania. His military schooling includes Basic Airborne Course, Air-Assault Course, Pathfinder Course, Ranger Course, Cavalry Leader ’s Course and Army Reconnaissance Course. CPT Ringel holds a bachelor’s of arts in communications from the University of Illinois Urbana- Champaign and is in progress in obtaining a master’s of science degree in finance and economics from West Texas A&M University. Notes 1 Center for Army Lessons-Learned; Com bining Arms in the Close Fight; Nov. 4, 2022. 2 Army Technical Publication (ATP) 3-90.5; Combined Arms Battalion; July 2021. 3 Ibid. 4 Ibid. 5 Ibid. 6 Ibid. 7 ATP 6-0.5; Command Post Organization and Operations; March 2017.

8 ATP 3-90.5.

Acronym Quick-Scan AHA – ammunition holding area ATHP – ammunition transfer holding point ATP – Army technical publication BAS – battalion aid station BCT – brigade combat team BFiST – Bradley fire-support team BMO – battalion maintenance officer BMT – battalion maintenance technician BSA – brigade-support area BSB – brigade-support battalion CAISI – Combat Service Support Automated Information System Interface CBRNE – chemical, biological, radiological, nuclear and explosives CK – containerized kitchen CP – command post CTC – combat-training center CTCP – combat-trains command post CUOPS – current operations DR – driver ESR – equipment-status report FM – frequency modulation FMC – fully mission capable FMT – field-maintenance team FRH – fire-resistant hydraulic fluid FSC – forward-support company FTCP – field-trains command post GAA – grease, automotive and artillery HHC – headquarters and headquarters company ISA – inflatable satellite antenna JBC-P – Joint Battle Command-Platform LOGPAC – logistics package LOGSTAT – logistics status LOGSYNC – logistics synchronization LRP – logistics-release point MCP – maintenance-collection point MET – mission-essential task METT-TC(i) – mission, enemy, terrain and weather, troops and support available, time available and civil considerations (informational considerations) MTRCS – Multi-Temperature Refrigerated Container System NCO – noncommissioned officer OH – on-hand OIC – officer in charge PAX – personnel PERSTAT – personnel status POL – petroleum, oil and lubricants QTY – quantity R&S – reconnaissance and security SoG – sergeant of the guard SOP – standard operating procedures SPO – support-operations office(r) SSA – Supply-Support Activity STT – Satellite Transportable Terminal TAC – tactical command post TC – tank commander Upper TI – Upper Tactical Internet UMCP – unit maintenance-collection point UOM – unit of measure VIC – vehicles VSAT – very-small-aperture terminal