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DEPARIENT ATI ARMY FIELD MANUAL, A n3/0/- /_

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HEADQUARTERS, DEPARTMENT OF THE ARMY

APRIL 1960

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* FM 10-53

FIELD MANUAL HEADQUARTERS,DEPARTMENT OF THE ARMY

No. 10-53 WASHINGTON 25, D. C., 29 April 1960

HEADQUARTERS AND HEADQUARTERSDETACHMENT, QUARTERMASTER BATTALION

CHAPTER 1.

2.Section I.

II.III.

CHAPTER 3.

4.Section I.

II.

III.IV.V.

VI.

CHAPTER 5.

6.

APPENDIX I.

II.

Paragrap

INTRODUCTION__.______- 1-3THE UNITGeneral -________________ 4-6Organization -____________ 7-11Duties of key personnel_ 12-22EMPLOYMENT .________ 23, 24OPERATIONSPreparation for operations_ 25-27Operating techniques and 28-34

controls.Administrative procedures_. 35-41Intelligence operations ___ 42-45Inspections_______________ 46-48Training ________________ 49-54SECURITY AND 55-61

DEFENSE.

COMMUNICATION -______ 62-65

REFERENCES___________

EXAMPLE OF A STAND-ING OPERATING PRO-CEDURE FOR THE-ATERS OF OPERA-TIONS.

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*This manual supersedes FM 10-53, 22 June 1950.

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Paragraph Page

APPENDIX III. EXAMPLE MOVEMENT ----- 87

INSTRUCTIONS.

IV. OPERATIONAL INSPEC- ----- 99

TION CHECKLISTS.INDEX- .------------------------------------- 118

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CHAPTER 1INTRODUCTION

1. Purpose and ScopeThis manual furnishes operational and tech-

nical information for the normal employment andfunctioning of the Headquarters and Head-quarters Detachment, Quartermaster Battalion(TOE 10-536) and representative examples ofuses of the battalion. A suggested battalionstanding operating procedure is also included.

2. ModificationDevelopments in tactical and logistical fields

and organizational changes in the Army willnecessitate preparation of corrections andchanges to this publication. Field experience mayalso suggest modification. Users are thereforerequested to submit such recommendations directto the Commanding General, QuartermasterTraining Command, U.S. Army, Fort Lee,Virginia.

3. ApplicationThe procedures described in this manual are

intended as a guide and should not be consideredinflexible. Conditions under which the battalionmay operate will vary and each situation must bemet by an intelligent interpretation and applica-tion of basic operating principles. The materialpresented herein is applicable to nuclear and non-nuclear warfare.

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CHAPTER 2

THE UNIT

Section I. GENERAL

4. Mission

Headquarters and headquarters detachment,quartermaster battalion, commands, controls, di-rects, supervises, and coordinates staff planning,administration, employment, training, and supplyof attached quartermaster units. Its span of con-trol is normally limited to a maximum of eightquartermaster companies.

a. The organization is normally dependentupon attached units for mess and motor mainte-nance, but appropriate detachments of theQuartermaster Service Organization (TOE 10-500) or the Composite Service Organization(TOE 29-500) may be made available for suchpurposes.

b. It is provided with communication andtransportation facilities to meet minimum ad-ministrative requirements. Army or logisticalcommand signal and transportation facilitiesmust be relied upon to furnish necessary com-munications and transportation for operationalneeds.

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5. Assignment

Headquarters and headquarters detachment,quartermaster battalion, is normally assigned totheater army logistical command, field army, orindependent corps. It may be attached to a Head-quarters and Headquarters Detachment, Quarter-master Group (TOE 10-22); Headquarters andHeadquarters Company, Quartermaster Depot(TOE 10-521); or other quartermaster head-quarters.

6. Functions

The headquarters and headquarters detach-ment, quartermaster battalion--

a. Commands attached units, within the poli-cies and directives prescribed by higher head-quarters, in the accomplishment of their assignedmission.

b. Assigns missions to subordinate units, andsupervises and coordinates operations to assurecompliance with plans, schedules, orders anddirectives.

c. Develops training schedules, directs andsupervises training throughout the battalion, andevaluates the training of subordinate units.

d. Develops the battalion intelligence plan andsupervises its execution.

e. Develops the battalion communication planand supervises internal battalion communications.

f. Selects general operating sites and bivouacareas for attached units.

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g. Procures and allocates additional facilities,equipment, manpower, or materiel required foroperations.

h. Supervises and coordinates administrationof attached units.

i. Develops and executes plans for the securityof the battalion headquarters and attached units.

i. Accomplishes additional assignments pre-scribed by higher headquarters.

Section II. ORGANIZATION

7. General

Headquarters and headquarters detachment,quartermaster battalion (fig. 1), consists of bat-talion headquarters and a headquarters detach-ment.

a. Battalion headquarters consists of the bat-talion commander, executive, chiefs of staffsections, and the sergeant major. It directs andcoordinates all activities of the unit.

b. Headquarters detachment is organized intoa detachment headquarters, which provides per-sonnel for internal administration of the unit,and an administrative section, operations section,and battalion supply and maintenance section.These function as the operating elements of bat-talion headquarters under direction of the appro-priate battalion staff officer.

Note. When battalion strength is 650 or more, aug-mentation of a chaplain and assistant is authorized inthe combat zone.

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8. Detachment Headquarters

Detachment headquarters is the center of in-ternal operations for the battalion. It-

a. Supervises training, discipline, and securityof assigned personnel and equipment.

b. Coordinates internal administration, mess,billeting, supply, maintenance, and communica-tions for battalion headquarters.

9. Administrative Section

The administrative section coordinates admin-istration for battalion headquarters and attachedunits. The personnel administration clerks ofattached units will normally maintain the per-sonnel records for their units at battalion head-quarters under the supervision of the battalionpersonnel officer and his enlisted assistants. Theadministrative section-

a. Routes incoming communications to propersections.

b. Acts upon official correspondence, preparesoutgoing administrative directives, and authenti-cates and distributes all directives.

c. Reproduces printed matter required by thebattalion headquarters.

d. Maintains an office of record.e. Supervises the preparation and maintenance

of records, rosters, and reports concerning per-sonnel matters.

f. Prepares orders and vouchers for pay,travel, allotments, and deductions.

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g. Provides mail and courier service for bat-talion headquarters.

h. Processes recommendations for awards, dec-orations, and promotions.

i. Supervises the maintenance of personnelrecords and the performance of personnel admin-istrative activities by subordinate units.

j. Coordinates with the operations officer theallocation of replacements in battalion head-quarters and attached units.

10. Battalion Supply and Maintenance Section

The battalion supply and maintenance sectionsupervises internal supply, organizational main-tenance, evacuation, and transportation service.Its major responsibility is to supervise unit sup-ply and supply management for battalion head-quarters and attached units.

11. Operations Section

The operations section directs and supervisesthe employment and operations of attached units.Its major responsibilities are to-

a. Advise, assist, and provide information tothe battalion commander and the staff in plan-ning, coordinating, and supervising the opera-tions of attached units.

b. Prepare operational plans, estimates, anddirectives.

c. Provide the battalion commander and staffwith information and assistance on intelligencematters.

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d. Recommend or select general operationalsites for subordinate units.

e. Implement operational procedures and di-rectives of higher headquarters in the employ-ment of attached units.

Section II1. DUTIES OF KEY PERSONNEL

12. Battalion Commander

The battalion commander is responsible for theoperation of the quartermaster battalion. Hisprimary responsibilities are to plan, direct, andsupervise the administration, training, employ-ment, operations, supply, security, and disciplineof battalion units. He exercises command throughhis unit commanders. He prescribes policies,missions, and standards for the battalion. Hemust possess a thorough knowledge of the opera-tions of quartermaster support units and anunderstanding of the functions and requirementsof supported forces. When two or more quarter-master airborne units are attached, the battalioncommander may be parachute qualified.

13. Executive Officer

The executive officer coordinates for and ad-vises the battalion commander. He assumes manydetails of operations and administration, thuspermitting the commander to devote more timeto command functions. During temporary ab-sences of the commander, the executive officerdirects the action according to the commander's

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policies. Normally, he will advise the appropriatestaff officers of the commander's decisions so thatnecessary orders may be prepared and published.He sees that all instructions conform to the com-mander's plans and policies. The executive officerassumes command of the battalion when the com-mander becomes a casualty. Specifically, theexecutive officer-

a. Formulates and announces policies for thegeneral operation of the headquarters staff.

b. Directs the activities of the staff, and co-ordinates activities between staff members, andbetween the staff and subordinate units.

c. Keeps the commander informed as tostrength, morale, training, equipment, supply,evacuation, and general operating effectivenessof the battalion.

d. Insures by personal observation and withthe assistance of the staff, that the orders andinstructions of the commander are executed.

e. Studies the supply situation continuouslyto increase effectiveness and to anticipate con-tingencies and future operations.

f. Establishes and supervises liaison with head-quarters of adjacent, higher, subordinate, andsupported units.

14. Adjutant

The adjutant advises the battalion commanderon administrative and personnel matters. He-

a. Develops and issues instructions for sub-mission of records and reports.

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b. Supervises the operations of internal head-quarters communications control, distributioncenter, and messenger service.

c. Safeguards, supervises distribution of, andaccounts for classified material or information.

d. Authenticates and supervises distribution oforders and instructions.

e. Supervises the maintenance of the office ofrecord for the headquarters, including all person-nel records not kept in subordinate units.

f. Supervises the requisition, storage, and dis-tribution of publications and blank forms.

g. Serves as commanding officer of detachmentheadquarters.

15. Quartermaster Operations Officer

The quartermaster operations officer is respon-sible for planning, directing, and supervisingsupply and service support operations of battalionheadquarters and subordinate units. He may beparachute qualified when two or more airborneunits are attached. The operations officer-

a. Supervises the assistant operations officer,quartermaster supply officer, and quartermastermaintenance and services officer.

b. Estimates the capabilities of subordinateunits under operational conditions based on in-formation provided by the operations section.

c. Recommends or selects general operatingsites for subordinate units.

d. Coordinates the assignment of unit missions.

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e. Assists the battalion commander in inspec-tion of attached units.

f. Plans, coordinates, supervises security anddefense measures, and damage control for thebattalion and attached units.

g. Plans and supervises movements of theheadquarters and subordinate units.

16. Assistant Operations OfficerThe assistant operations officer directs and

supervises training in the battalion. In addition,he normally directs the security and intelligenceactivities of the operations section in accordancewith the plans, instructions, and desires of thequartermaster operations officer. Assisted by theoperations sergeant, he develops and supervisesthe collection, processing, and use of pertinentintelligence information. Assisted by the in-formation specialist, he organizes and supervisesthe troop information program for battalionheadquarters and attached units. The informa-tion specialist is also a light vehicle driver.

17. Quartermaster Supply Officer

The quartermaster supply officer advises andassists the quartermaster operations officer indirecting and supervising the activities of sub-ordinate supply units. He is particularly con-cerned with procedures and schedules for therequisition, receipt, storage, and distribution ofclass I, III, and quartermaster class II and IVsupplies to supported units. He implements theplans and directives of the quartermaster opera-

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tions officer for the provision of such supplies tosupported units. He coordinates supply controland stock accounting activities, as required. Heis normally assisted by the quartermaster supplysupervisor and other clerical personnel of theoperations section.

18. Quartermaster Maintenance and Services OfficerThe quartermaster maintenance and services

officer assists and advises the quartermasteroperations officer in directing and supervising themaintenance and service operations of subordi-nate units. He is particularly concerned with fieldmaintenance functions; laundry, bath, and cloth-ing exchange operations; and graves registration.He may act as area quartermaster maintenanceofficer. Assisted by the quartermaster equipmentmaintenance inspector, he may supervise-

a. Establishment of priorities, schedules, andrepair time limits for maintenance of quarter-master equipment.

b. Repair parts supply.c. Inspection of subordinate service units to

insure compliance with prescribed policies andprocedures.

19. Battalion S4The battalion S4 functions as battalion supply

officer, motor officer, and communications officer.

a. As battalion supply officer, he is assistedby the battalion supply sergeant, senior supplyclerk, and supply clerk. He is responsible for the

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coordination of supply, evacuation, and relatedfunctions. He is the battalion property bookofficer. He is the manager of internal supplyoperations of the battalion and attached units.Upon request of the battalion S4, attached unitswill furnish additional qualified personnel toassist in-

(1) Determining internal supply require-ments, requisitioning, and distribution.

(2) Coordinating supply management activi-ties for the battalion and attached units.

(3) Control of supply and maintenance ofestablishments operated by the battalion.

(4) Evacuating battalion personnel.b. As motor officer, he is assisted by the bat-

talion motor sergeant, and-(1) Supervises inspection and organizational

maintenance and repair of wheeledvehicles.

(2) Directs planning for motor movement.(3) Utilizes motor vehicles for maximum

efficiency.(4) Reports directly to the battalion com-

mander in all matters pertaining totransportation.

c. As communications officer, he is responsiblefor-

(1) Establishment and operation of bat-talion communications facilities.

(2) Maintenance of battalion communica-tions equipment.

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20. Personnel Officer

The personnel officer is responsible for theadministration of the personnel of the battalionand attached units, and for the training of theadministrative personnel of the headquarters andsubordinate units.

a. Assisted by the personnel sergeant, person-nel management specialist, and personnel admin-istration clerk, he supervises the-

(1) Administration of the battalion leaveprogram.

(2) Procurement and allocation of replace-ment personnel.

(3) Classification, assignment, reclassifica-tion, reassignment, promotion, retire-ment, discharge, and separation ofpersonnel of the battalion.

(4) Preparation of payrolls and fiscal ac-counts.

b. Attached units may be directed to makequalified personnel available to assist in perform-ing duties shown above and to maintain unitpersonnel records under the direction of the per-sonnel officer.

21. Communications Personnel

Communications personnel operate under thesupervision of the battalion S4. They include theintermediate speed radio operator, who operatesthe radio set mounted in the 1/4-ton truck usedby the battalion commander and executive officer;the switchboard operator; wireman; and the

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radio-teletypewriter operators in the operationssection. All communications personnel also actas light vehicle drivers. The switchboard opera-tor is also a qualified wireman, and the wiremanoperates the generator set in detachment head-quarters.

22. Administrative Personnel

The principal enlisted administrative assistantis the sergeant major who assists the adjutant atbattalion headquarters and also acts as the firstsergeant of the headquarters detachment. A mes-sage clerk and mail delivery clerk are also pro-vided. The mail delivery clerk may assist in thedelivery of messages and is a qualified lightvehicle driver.

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CHAPTER 3

EMPLOYMENT

23. Generala. Quartermaster support in the field embraces

both supply and service. It involves supply ofall quartermaster supplies and equipment; opera-tion of depots and supply points; and provisionof bath and laundry services, field maintenance ofquartermaster equipment, a salvage system, col-lection and evacuation of deceased personnel; andestablishment, operation, and maintenance oftemporary military cemeteries. Present planningfor quartermaster support aims at adequate andtimely provision of such supplies and servicesthrough organizations fitted to anticipated re-quirements of troops committed against theenemy. While the underlying objective of suchplanning is quartermaster support as close aspossible to combat elements, considerations ofmobility and dispersion require echelonment ofquartermaster support with reliance upon conti-nuity of supplies and services, actively controlledby command and supervisory headquarters,rather than upon concentrations of stocks andfacilities.

b. The different operational environments un-der which United States Army forces may becommitted, require differing organizations for

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logistical support. However, a standard patternwill exist under all except the most exceptionalsituations. Quartermaster support can, in gen-eral, be categorized as direct support and asgeneral support.

(1) Quartermaster direct support providessupplies and services directly to usingunits. To accomplish this, both in thecombat and communications zones,quartermaster units are organized intobattalions (TOE 10-105), each capableof supporting approximately 32,000troops. The organization, function, andoperation of these are discussed in otherDepartment of the Army publications.

(2) Quartermaster general support rein-forces direct support operations andwidens the scope of quartermaster sup-port. At the general support level atransition develops in the organizationof quartermaster support units in thecommunications zone and in the armyarea.

(a) In the combat zone, quartermastergeneral support units are organizedinto battalions (TOE 10-445D), ona normal basis of one per corps. Theorganization, function, and operationof these are discussed in other publi-cations.

(b) In the communications zone, quarter-master general support is provided by

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separate companies under the controlof a headquarters and headquartersdetachment, quartermaster battalion(TOE 10-536). These companies in-clude the Support Depot Company(Comm Z), Field Maintenance andService Company, Service Company,Aerial Supply Company, Air Equip-ment Repair and Depot Company, andSales Company.

(c) In addition, the Quartermaster willoperate the Petroleum IntersectionalService (POLIS). This intersectionalwill extend from terminals in the baselogistical commands as far forwardas permitted by the tactical situation.Under optimum conditions, the for-ward most POLIS terminal will belocated in the rear area of the combatzone, and will be responsible for allwholesale distribution of bulk petro-leum. The organization, function, andoperation of POLIS are discussed inother publications.

24. MethodsCurrent concepts, in emphasizing flexibility

and continuity of logistical support, suggest bothbranch and general depots in the communicationszone. General depots (depot complexes) are en-visioned for advance logistical commands; branchdepots for base logistical commands. Quarter-master units operating at such depots will nor-

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mally be placed under command and control of aquartermaster battalion headquarters.

a. Organizational structure and policies of thecommand form the framework within which thebattalion command controls and directs subordi-nate units. In all cases, technical supervisionover battalion activities is provided by the com-mand quartermaster through such intermediateagencies and headquarters as may be established.

(1) A quartermaster battalion headquartersmay direct and control communicationzone quartermaster units engaged insupply operations in support of forcesin the combat zone and in the provisionof general quartermaster support tologistical command troops and installa-tions.

(2) In addition, battalion headquarters, asan operating agency of the commandquartermaster, may control supportingquartermaster units engaged in-

(a) Maintenance and repair of quarter-master equipment.

(b) Receipt, identification, and evacuationof deceased personnel and personaleffects.

(c) Receipt, classification, and evacuationof salvage.

(d) Establishment, operation, and main-tenance of cemeteries.

b. The common mission of a headquarters andheadquarters detachment, quartermaster bat-

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talion, is to command, supervise, direct, adminis-ter, and control subordinate units. Specificbattalion missions are determined by commanddirective and policy, logistical situation, andavailable facilities and area. In addition to oneor more of those outlined above, a specific missionmay be control of any operation that higher com-mand believes requires the services of a quarter-master headquarters.

c. Operational conditions, tactical require-ments, and/or other considerations may requirethe organization of a battalion to control anddirect specific types of units or units with a re-lated mission.

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CHAPTER 4

OPERATIONS

Section I. PREPARATION FOR OPERATIONS

25. Reconnaissance

Higher headquarters normally designates thegeneral location for the quartermaster battalion.Unless a specific site for the battalion commandpost is also designated, the commander selectsit after reconnaissance and consultation with hisstaff. The extent of the reconnaissance and thecomposition of the reconnaissance party dependupon the time available and the existing situa-tion. The quartermaster operations officer andadjutant (as detachment commander), or theirrepresentatives, are ordinarily essential membersof the party. Because the command post must belocated to facilitate control over battalion ele-ments, the reconnaissance party should also indi-cate general locations for subordinate units.When practicable, therefore, unit commandersshould be included or represented in the recon-naissance party. Battalion headquarters willnormally prescribe procedures by which sub-ordinate units will report exact location and timeby which operations are to begin.

26. Site Selection

Accomplishment of the mission of the head-

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quarters and headquarters detachment, quarter-master battalion, is always the uppermost con-sideration in the selection of the site for thecommand post and headquarters installations(fig. 2). Based on this mission, the best avail-able site is selected in consonance with the follow-ing considerations:

a. Cover and Concealment. Cover and conceal-ment are necessary for protection. A site that isnear definite landmarks shown on maps should beavoided. When possible, existing buildings shouldbe used. Use of buildings should be made afterconsideration of such factors as the possibilityof air attack, booby traps, and contamination.

b. Terrain. A firm, high, well-drained, woodedarea is desirable. Gentle hillsides or slopingground afford a better site than a level area whichmay be turned into a bog by rain.

c. Additional Factors. Other desirable featuresinclude accessibility to water, nearness to the axisof supply and evacuation, and natural defensebarriers. Another consideration is the fact thatbattalion headquarters and headquarters detach-ment is dependent upon a subordinate companyfor mess and maintenance. In addition, an alter-nate site should be selected in case the situationchanges and a movement of the command postis necessary.

27. Command Post ArrangementThere is no set pattern for the layout or ar-

rangement of the command post. It may be

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located within a building or the several elementsmay be under the tentage provided. Arrangementunder any situation, however, should provide forcentralized functional control.

a. Operations Section. The operations ele-ment consists of the operations section. Thiselement should be centrally located with respectto unit operating areas, but may be removed fromthe rest of the command post. When organizedand located in this manner, the battalion com-mander and quartermaster operations officer cankeep abreast of all aspects of the operating situa-tion and communicate instructions to subordinateelements.

b. Administrative Section. This section worksclosely with the detachment headquarters. Whenpracticable, it should be located in the vicinityof the unit upon which the headquarters is de-pendent for mess.

c. Battalion and Maintenance Section. Thissection should be as centrally located as practi-cable for carrying out supply activities in supportof subordinate units.

d. Related Elements. The battalion messagecenter should be easily reached by incoming per-sonnel. A parking area should be established ina concealed location and so located that detectionwill not disclose other elements of the commandpost. Communications equipment should be in-

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,

4A-122

1 Bivouac area 3 Administrative and operations sections

2 Command post 4 Battalion supply and maintenance section

Figure 2. Sample layout of quartermaster battalionheadquarters.

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stalled with consideration for its operating char-acteristics, convenience of users, and in relationwith overall command grid and communicationssystem.

Section II. OPERATING TECHNIQUES AND CONTROLS

28. Plans and Procedures

The battalion commander must base his plansand procedures upon directives of higher head-quarters. Plans must be firm enough to providedirection and cohesion, but sufficiently flexible topermit adaptation to changing requirements andoperational conditions. Procedures must be de-signed to insure uniform and proper executionand implementation of plans. They should pro-vide essential guidance but permit subordinateunit commanders sufficient latitude to fit thecapabilities of their units to the accomplishmentof the assigned mission.

29. Policies

a. Standing Operating Procedures. Standingoperating procedures (SOP) may be effectivelyused to set forth instructions for the performanceof operations the commander desires to makeroutine. A single standing operating proceduremay be published for all battalion activities orseparate procedures may be published for suchfunctions as displacement, occupation, and organ-ization of the battalion area; actions requiredfor nuclear, chemical, and biological defense;

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unit supply procedures; or damage control. Anexample of a standing operating procedure ap-pears as appendix II.

b. Policy File. In addition to the SOP, thecommander may maintain a policy file. While notmandatory, the commander may use this file as ameans of making his desires and policies knownto members of his staff. Such a file may consistof brief notes, plans, studies, past decisions, orsample orders. It may be used effectively toindoctrinate new staff members as required.

30. Orders and Directives

A complete discussion of orders can be foundin FM 101-5. As indicated in paragraph 29,however, many battalion operations can becovered by standing operating procedures,thereby decreasing the need for formal orders.The battalion commander may also effect hisplans and issue orders through conferences withmembers of his staff and subordinate unit officersto solve operational problems or to acquaint sub-ordinates with policies and/or decisions. Aformal written order should be used, however,when an operation is not fully covered by SOP orwhen otherwise required to provide firm guidanceor direction.

31. Coordination

Coordination means teamwork between ele-ments of the battalion staff in the performance ofassigned functions. It is the primary responsi-bility of the executive officer. Coordination also

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involves close contact and exchange of informa-tion of each staff section with the staffs of higher,lateral, and lower headquarters. In this latteraspect, coordination assures the commander thatessential information, decisions, and orders arepromptly and correctly transmitted to subordi-nate units.

32. Records and Reports

a. General. Various routine and special re-ports will normally be required of subordinateunits. These may be submitted by telephone,teletypewriter, or other means of communication.They will normally be consolidated in battalionheadquarters and transmitted in the prescribedmanner to appropriate headquarters.

(1) Reports of strength and records ofoperations are submitted by the sub-ordinate units through battalion head-quarters to higher headquarters. Re-ports and records assist both the bat-talion and higher headquarters in mak-ing estimates, plans, and decisions,and in supervising personnel and unitoperations and procedures. They arethe basis for corrective action, orders,and future planning.

(2) The battalion headquarters must super-vise the preparation of strength reportsor operational records with constantreference to their accuracy and timeli-

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ness. Strength reports will remain rela-tively the same, but operational recordswill vary with the type of subordinateunits employed.

b. Recurring Reports. Recurring reports aresubmitted at regularly prescribed intervals.Types, channels, and times for submission willnormally be contained in battalion SOP.

c. Administrative Reports. Administrative re-ports include morning reports, training statusreports, strength reports, rosters, special serv-ices reports, and information and education re-ports. The principal administrative reports are-

(1) Command report. The command reportis a periodic narrative summary ofevents from the point of view of thecommander. It is the medium throughwhich he records, reviews, and evaluatesoverall activities of the unit. In thereport he may recommend to higherheadquarters changes in doctrine, organ-ization, training techniques, administra-tion, and equipment which he believesjustified as a result of experience. Spe-cific instructions for the preparation ofthe command report are contained inArmy regulations.

(2) Unit equipment status report. The unitequipment status report, prepared underthe provisions of Army regulations,shows the status of selected items ofproperty in the hands of troops.

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(3) Unit report. The preparation of a unitreport will depend upon instructionsfrom higher headquarters. The purposeof the report, if required, is to informhigher headquarters of unit operationsand of the situation that exists at thetime the report is submitted. It willusually contain only information desiredby higher headquarters.

d. Operational Reports. Operational reportsinclude data and information on the number ofitems processed or produced by a unit, operatinghours, operating supplies on hand or consumed,and troops served. Forms, information desired,and method of transmittal are normally pre-scribed by standing operating procedures.

e. Statistical Compilations. Statistical com-pilations are reports, graphs, or charts thatsummarize or consolidate information containedin operational reports submitted by subordinateunits. These compilations will normally be madeat battalion headquarters and are used as aprimary management and reporting medium.The following are examples of statistical com-pilations that battalion headquarters may main-tain on the operations of subordinate units. Thecompilations vary, however, with the operationalsituation.

(1) Laundry.(a) Number of pieces and pounds of

laundry.(b) Number of trailer operating hours.

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(c) Laundry supplies on hand or con-sumed.

(d) Number of troops served.

(2) Bath.(a) Number of troops processed and

showered.(b) Average number of troops processed

and showered per day.(c) Operating supplies used.(d) Number of items issued to using units.

(3) Bakery.(a) Amount of bakery items produced.

(b) Number of unit operating hours.

(c) Bakery supplies on hand or consumed.

(4) Refrigeration.(a) Cubage, tonnage of items of perish-

ables received, on hand, and dis-tributed.

(b) Number of trailer operating hours.(c) Number of units operating.(d) Trailer mileage.

(5) Petroleum.

(a) Strength served.(b) Number of supply points operated.(c) Number of gallons of gasoline re-

ceived, on hand, and distributed.(d) Number of gallons of oil (by SAE

number) received, on hand, and dis-tributed.

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(e) Number of pounds of grease received,on hand, and distributed.

(6) Salvage.(a) Number of items shipped.(b) Pounds of material shipped (miscel-

laneous items only).(c) Number of hours of operation.(d) Number of squads operating.(e) Number of technical service items re-

ported.(f) Number of repaired items on hand.(g) Additional labor requirements.

(7) Maintenance.(a) Tabulations of items received and dis-

posed of.(b) Number of reparable items.(c) Number of hours of operation.(d) Number of platoons operating.(e) Deadlined equipment needing repairs.(f) Number of days of operating supplies.(g) Value of items repaired.(h) Cost per item.

(8) Subsistence.(a) Rations on hand by type.(b) Strength for rations.(c) Tabulations of issues of rations by

types.(d) Number of issues to agencies other

than Army.

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(e) Number of issues to hospitals (includ-ing number of patients).

(f) Number of issues of reserve rationsby types.

(9) Class II and IV.(a) Number of items received, on hand,

and distributed.(b) Strength served.(c) Number of days of supplies on hand.

(10) Sales.(a) Number of items received, in stock,

and distributed.(b) Value of property on hand.(c) Money receipts.(d) Disposition of funds.(e) Cash on hand.(f) Strength served.

(11) Graves registration.(a) Number of burials reported (by cate-

gories).(b) Number of bodies recovered and re-

buried.(c) Number of personal effects inventories

completed.(d) Cemeteries currently in operation and

cemetery populations.

33. Unit Journal

A unit journal, prepared in accordance withinstructions contained in FM 101-5, is a chrono-

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logical record of important matters affecting theunit. It should contain a resume of all messagessent or received, notations of events such asvisits of higher commanders and absences of thecommander, and a summary of major activitieswith reasons for decisions made. The journalmay be closed daily or as determined by higherheadquarters.

34. Situation Maps

Situation maps are graphic presentations ofthe dispositions and activities which concern thebattalion. A situation map may be maintainedwithin the operations section to show the disposi-tion of battalion facilities and installations andthe location of supported units. A situation mapmay be maintained by the administrative sectionand/or battalion supply and service section toshow the location of subordinate element com-mand posts, supply and evacuation routes, andsuch other information as may be desired.

Section III. ADMINISTRATIVE PROCEDURES

35. Supply

The headquarters and headquarters detach-ment, quartermaster battalion, obtains suppliesfrom designated supply installations. Althoughthe battalion headquarters has vehicles for sup-ply activities, it may call upon subordinate unitsfor additional transportation or manpower.

a. Class I. Subordinate units normally obtainrations by transmitting requests to battalion

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headquarters. The request is then sent to thesupply point or depot designated by higher head-quarters. Battalion headquarters is normally re-sponsible for breakdown and distribution. ClassI supplies may be drawn directly from the supplypoint by the subordinate units when this pro-cedure has been authorized by higher head-quarters. Methods of breakdown and issue aswell as detailed coverage of class I supply opera-tions are contained in FM 10-60.

b. Class II and IV. Class II and IV suppliesare normally obtained by subordinate units anddetachment headquarters by requisition at timesfixed by battalion headquarters. Requisitions forclass II and IV supplies are submitted by thesubordinate units through battalion headquarters.The battalion supply officer is responsible forinsuring that the most efficient procedures areemployed. In emergencies, the procedures out-lined above are simplified and the units may beauthorized to draw class II and IV items directfrom the depot. Detailed procedures of quarter-master class II and IV supply are contained inFM 10-64.

c. Class III. Vehicles of the battalion and sub-ordinate units usually obtain gasoline directlyfrom class III supply points established in the areaof operations. Requisitioning of class III suppliesis by submission of periodic estimates by theunits through battalion headquarters. Additionalinformation on class III supply is contained in

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FM 10-77 and other Department of the Armypublications listed in appendix I.

d. Class V. Necessary class V supplies are ob-tained by requisitioning through battalion head-quarters channels. To procure class V supplies,battalion headquarters presents authenticatedammunition transportation orders to the supplypoint designated by higher headquarters. Thisorder, which is a written request by a unit todraw a specific amount of ammunition by typefrom a designated ammunition supply point ordepot, is the authority for the supply point ordepot to issue the ammunition.

e. Water. The assurance of an available sup-ply of potable water for headquarters and head-quarters detachment, quartermaster battalion,and subordinate units is the responsibility of thebattalion commander. Water usually is suppliedfrom designated water supply points.

36. Troop Information

The troop information program includes theconduct of troop information discussion periods;operation of troop information centers; use ofdaily news summaries; and the use of Armynewspaper, armed forces radio, and armed forcesmotion picture facilities.

a. Mission. The mission of the troop informa-tion program is to inform the soldier on mattersof significance to him in connection with hismilitary duties, to afford a source of general in-formation so that he may understand and evalu-

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ate his responsibilities as a soldier and a citizen,and to provide an opportunity for free discussion.

b. Training Period. Normally, one undividedhour a week is allotted for training under thetroop information program. Subjects used introop information activities should be developedin enough detail and over a long enough time tobe valuable to the men. Educational activitiesshould be presented in an interesting and helpfulmanner, with a view towards showing the soldierhow to help himself. The assistant operationsofficer supplies discussion leaders with an out-line or guide. Discussions are held in platoon-size groups in the detachment and subordinate'units. Additional material on troop informationis given in AR 355-5, and AR 355-6, and 'TM28-210.

37. Troop Education

a. General. The troop education program con-sists of educational and vocational guidanceactivities, educational services including corres-pondence courses provided by the United StatesArmed Forces Institute (USAFI), the establish-ment of Army education centers, and the ac-creditation procedures for the benefit of thosecompleting the program. In some instances, aquartermaster battalion may establish and con-duct an Army education center to serve subordi-nate units or elements in the area. Servicesoffered are based on the needs and desires ofpersonnel served by the center.

b. Mission. The mission of the troop education

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program is to assist military personnel in obtain-ing the education necessary to develop theirmilitary careers, provide them with continuingopportunity for nonmilitary education, and aidin maintaining discipline and morale.

38. Athletics and Recreation

Organized athletics and recreational opportuni-ties are essential for the physical and mentalwelfare and morale of personnel of the battalionheadquarters and subordinate units. In planningphysical welfare and morale-building activities,the battalion commander designates a well-qualified staff officer to take over the generalsupervision of the program.

a. Athletics. Intramural competitions usuallyare successful when they are a part of an organ-ized athletics program. Such intramural compe-tition can include volleyball, basketball, baseball,or softball leagues with teams from quarter-master units, the headquarters detachment, andteams consisting of officer personnel of the head-quarters and various units. Boxing tournamentscan also be arranged and transportation madeavailable for those who desire to attend.

b. Recreation. Organized recreation is moralebuilding. Excursion trips are popular in theatersof operations. At times there are opportunitiesto obtain and operate moving picture projectors,build up battalion libraries, or arrange recrea-tional games. Members of the battalion mayorganize instrumental bands, which provide

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music for social affairs. Group singing is also agood form of recreation.

39. Prisoners of War

Prisoners of war, used in the theater of opera-tions for labor, may be administered and con-trolled by headquarters and headquarters detach-ment, quartermaster battalion. In providing forthe proper treatment and efficient administrationof prisoners of war under his command, thebattalion commander must be certain that theprovisions of the Geneva Convention are beingcomplied with by all responsible personnel.Prisoner of war work will have no direct rela-tion to war operations, the manufacture ortransportation of arms and munitions, or thetransportation of any material intended for com-bat units. Prisoner of war labor may be utilizedin informal groupings or may be organized intounits.

40. Deceased Personnel

Deceased personnel of headquarters and head-quarters detachment, quartermaster battalion,are buried by the graves registration service orby battalion headquarters. Higher headquartersdesignates the organization responsible forburial. If battalion headquarters takes charge ofthe burial, reports are made through channelsgiving the location of the grave and such otherdata as may be required for graves registration.The data include name, serial number, grade, andorganization of deceased; place, cause, and date

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of death; date of burial; and location of grave.Effects are forwarded through supply channelsto the depot designated by higher headquarters.

41. Movement

The battalion commander is responsible forpreparing his organization and subordinate unitsfor movement. This requires the preparation andmaintenance of movement plans fitted to theneeds of the situation. Duties and responsibilitiesof unit personnel during movement should beincluded in the battalion headquarters SOP. Unitcommanders should be advised of their responsi-bilities in connection with the development ofmovement plans for their units. Movementorders normally originate from higher head-quarters and specify the method of travel, desti-nation, time of departure, and estimated time ofarrival. Movement orders are generally precededby warning orders. Different problems are in-volved for movement by each mode of transpor-tation.

a. Movement by Highway. The headquartersand headquarters detachment is capable of mak-ing an independent motor movement of person-nel and equipment. When such is directed, thebattalion commander or designated representa-tive may be required to coordinate with the head-quarters controlling the movement to arrangefor a reconnaissance of the route and the area theunit is to occupy; make provisions for refuelingor feeding en route, if the move is a long one;

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and to develop plans for the defense of the unitduring the move.

(1) When making an independent movement,the vehicles of a headquarters and head-quarters detachment, quartermaster bat-talion, are formed in a march unitaccording to plans of the battalion com-mander. Command responsibilities formovements are discussed in FM 25-10.

(2) Normally, the battalion commanderheads the column. The assistant opera-tions officer or other designated controlofficer is next in the column. He is re-sponsible that the column follows thedesignated route and regulates the speedof movement. The S4 (motor officer) isat the rear. He takes care of disabledvehicles, notes infractions of marchdiscipline, and takes precautionarymeasures when the column is halted.Personnel and equipment sometimes areplaced together on trucks so that per-sonnel may keep control of the equip-ment and prevent its loss or damage.

b. Movement by Rail. General proceduresgoverning rail movements are described in FM100-5. Technical and logistical data pertainingto rail movements are contained in FM 101-10.General organization, operation, and control ofrail transportation are discussed in 100-10. Ad-ditional instruction on rail movements may befound in the Army regulations of the 55-series.

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c. Movement by Air. If movement by airshould be directed, movement orders or subse-quent instructions from higher headquarters willnormally specify the agency responsible forfurnishing the necessary air transportation.Upon receipt of such orders the battalion com-mander should establish liaison, through com-mand channels if direct communication is notauthorized, with the responsible agency. Heshould be prepared to provide rosters of person-nel, weight and cubage data for equipment, andother necessary information. Additional in-formation on air movement of personnel andequipment is contained in TM 57-210.

d. Oversea Movement. Army Regulations anddirectives of headquarters USCONARC prescribepolicies and procedures to be implemented inaccomplishing preparation of units for overseamovement. These require unit commanders inthe continental United States to maintain currentmovement tables at all times. They set forthinstructions that must be complied with whenmovement of the unit is required. In consonancewith these directives and regulations, quarter-master battalion headquarters are responsiblefor insuring that commanders of subordinateunits maintain complete plans for movement andfor providing supervision and assistance to suchunits in the event of movement. Appendix IIIis an example of a movement instruction docu-ment and checklist developed to insure compliancewith headquarters USCONARC operational

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readiness directives. It is included for guidanceonly and may be modified or adapted as required.Particular situations and local ground rules intheaters of operations will normally requirecompliance with different procedures.

Section IV. INTELLIGENCE OPERATIONS

42. General

The assistant operations officer is the intel-ligence officer for the quartermaster battalion.In this capacity, he-

a. Directs battalion intelligence operations.b. Forwards selected information or ma-

teriel through intelligence channels to higherheadquarters.

c. Disseminates intelligence to battalionunits.

43. Application of Intelligence

Intelligence information of value to a quarter-master battalion headquarters may include-

a. Information as to laundry, bakery, and re-frigeration facilities available in the operatingarea; availability of non-United States personnelto operate them; and information regarding cus-toms, skills, attitudes, and economic needs of thecivilian populace.

b. Terrain intelligence, which is important inthe location of supply points, determination oflocations for drop zones, and establishment oftemporary cemeteries.

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c. Climatic data, which is important in antici-pating requirements for clothing and equipmentoccasioned by seasonal changes, for protection ofquartermaster supplies and equipment stored inthe open, and similar consideration. For example,information regarding wet, tropical, or freezingconditions can enable the quartermaster battalionto obtain at the opportune time the special cloth-ing and equipment required for efficient operationunder these conditions.

44. Technical Intelligence DetachmentsTechnical intelligence detachments, organized

under TOE 10-500, collect, report, and expediteevacuation of captured materiel for intelligencepurposes. These detachments normally work inclose cooperation with the operations section.

45. CounterintelligenceThe objective of counterintelligence is to pre-

serve secrecy and neutralize or decrease effective-ness of hostile intelligence. The assistant opera-tions officer formulates and exercises staff super-vision over battalion counterintelligence plansand policies. Counterintelligence at battalionlevel, is passive and normally includes suchmeasures as security of classified documents,signal communications security, and camouflageand concealment.

Section V. INSPECTIONS

46. GeneralFrequent staff visits and inspections are made

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no mandatory plan for the personnel officer andsergeant major to follow when inspecting person-nel records of subordinate units. However, thesergeant major usually inspects the morning re-port. The personnel officer and personnel ser-geant usually inspect the correspondence and 201files, orders, the unit punishment record, and theposting of Army regulations and other Depart-ment of the Army publications. They also inspectthe following records:

(1) Council book.(2) Daily sick report.(3) Duty roster.(4) Service record (if applicable).(5) Extract from service record (if appli-

cable).(6) Qualification card (if applicable).

c. Inspection of Supply. While there is nostandardized plan for the inspecting of supplyrecords, the supply officer and the supply ser-geant usually check the following:

(1) Unit property slips or record.(2) Issue slip.(3) Turn-in slip.(4) Statement of charges.(5) Report of survey.(6) Weekly collection and delivery sheet-

quartermaster laundry.(7) Monthly roster and statement.(8) Individual clothing request records.(9) Individual clothing records.

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Section VI. TRAINING

49. Objective

The ultimate objective of training the head-quarters and headquarters detachment, quarter-master battalion is to develop command and stafftechniques that will enable it to function as anefficient organization in the field. This objectiverequires thorough and continuous training basedupon fundamental doctrine and principles enunci-ated in FM 21-5 as well as upon implementinginstructions contained in policy and proceduraldirectives, mobilization plans, activation sched-ules, and similar documents published by Head-quarters, USCONARC. Training is accomplishedin a definite cycle beginning with individual tacti-cal and technical training and progressing tobattalion training, which emphasizes team workand coordinated action among functional ele-ments.

50. Responsibility

The battalion training program is normallydirected to a specific training objective de-termined by higher headquarters. The battalioncommander is responsible for supervising anddirecting the training of his headquarters andsubordinate units toward that objective. Hisprincipal assistant is the assistant operationsofficer to whom he may delegate development ofthe general training program for the battalion.This may involve the preparation of training

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48. Inspection Checklists

Checklists, prepared by staff sections to coveractivities for which they are responsible, providefor uniform conduct of inspections. It is im-portant within the limits of this manual to pre-pare detailed checklists to meet every operationalsituation. In preparing such checklists, informa-tion in technical manuals as well as informationaccompanying equipment should be used. Ap-pendix IV contains operational checklist sugges-tions which may be adapted and/or expanded toinclude the quartermaster units that may beattached to a battalion headquarters. Some gen-eral points which may be applied to any quarter-master unit are suggested below. These may bechanged and modified as the situation requires.

a. Inspection of Installations.

(1) Site.

(a) Is best advantage being taken ofavailable cover in selecting theoperating site?

(b) Has the site been selected for con-venience to road net?

(c) Is there enough room to perform op-erations efficiently and provide spacefor vehicles?

(d) Is operational area well policed?

(e) Is the site adequately identified?

(f) Is lighting provided for night opera-tions, if necessary?

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(2) Administration.(a) Are the goals worthwhile and attain-

able?(b) Are production schedules being main-

tained by the unit?(3) Personnel.

(a) Are authorized personnel being uti-lized efficiently?

(b) Are men being kept active on the job?(c) Are the men as satisfied as possible

under prevailing conditions and de-termined to execute their missioneffectively?

(d) Is there evidence of lack of discipline?(e) Are the key jobs within the unit prop-

erly filled?

(4) Equipment.(a) Are the supplies, material, and equip-

ment on hand sufficient to allow theunit to execute its mission?

(b) Does the equipment present as cleanand orderly appearance as possible?

(c) Are all necessary articles of equip-ment provided in the present tablesof basic allowances?

(d) Is full use being made of authorizedallowances as prescribed in tables oforganization and equipment andtables of allowances?

b. Inspection of Personnel Records. There is

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by the battalion commander and his staff to de-termine efficiency of battalion units. They areconducted in accordance with FM 101-5 and per-tinent Army regulations.

a. The conduct of any inspection should bethorough, fair, and courteous. The inspectorshould be openminded, quick to praise, and slowto criticize. Before inspecting a unit the inspect-ing officer should learn the key jobs in the unitand the names of key personnel. After checkingprevious inspection reports and noting the de-ficiencies mentioned, he should prepare an itin-erary. Upon arrival at the unit, the inspectorshould report to the unit commander, tell him thetype of inspection he wishes to make, and requestany assistance needed in performing the inspec-tion. All available records should be given to theinspector to study. After completing his inspec-tion, the inspecting officer should outline to theunit commander the good points and the de-ficiencies noted and offer constructive suggestionsfor any major problems.

b. Group headquarters and other higher au-thority may either conduct their own inspectionsof the battalion headquarters and its units ormay direct the battalion commander to investi-gate conditions within his own headquarters. Thebattalion commander usually delegates routineor daily inspection responsibilities to staff officers,but by his own frequent inspections, keeps aclear picture of the military efficiency, includingtechnical operations of the subordinate units.

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47. Types of Inspections

a. Tactical and Training. Formal or informaltactical and training inspections (par. 54) areused to evaluate training, to ascertain readinessfor field duty, and to correct training or otherdeficiencies. Tactical inspections require theactual solution of tactical problems and field exer-cises and, when possible, are conducted withmaximum strength, equipment, and transporta-tion. Training inspections include analyses ofthe current training program and observation ofscheduled training.

b. Administrative. Administrative inspectionsare conducted to determine whether subordinateunits are complying with prescribed regulationsand directives, battalion standing operating pro-cedures, and instructions from higher head-quarters.

c. Command Maintenance. Command mainte-nance inspections (AR 750-8) of quartermasterequipment are made to determine serviceability,proper utilization, and operational readiness ofequipment as well as efficiency of maintenanceoperations. Spot check inspections determineadequacy and efficiency of organizational main-tenance.

d. Command. Command inspections normallycover food handling, personal hygiene, sanitation,orderliness, discipline, and other related matters.The battalion SOP may, however, specify thenature, purpose, coverage, and frequency of suchinspections.

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directives and policies and consolidation andpublication of battalion training schedules.

a. Each subordinate unit commander is directlyresponsible for the training of his unit. He com-pletes prescribed training assignments and pre-pares and submits training schedules andrequired status reports.

b. Training within units must be carefullyplanned and closely supervised. In the interestof attaining highest proficiency possible, trainingfacilities available to the unit must be exploitedto the maximum. Individuals must be trained intheir military occupational specialties by a care-fully developed and well-coordinated programinvolving unit school, service school, and on-the-job training. Unit training must emphasizedispersed and independent operations underatomic and/or nuclear conditions. Team trainingshould receive a high priority. Training shouldbe designed so that platoons, sections, and teamsoperate as such.

51. Training Management

Training management involves the planningand directing training to develop a unit to ac-complish its mission with the means available ina specified period of time. The quality andthoroughness of training are directly propor-tional to the amount of active and personal super-vision given to training activities by the battalioncommander and members of his staff.

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52. Guidance

Suggested methods and procedures for train-ing quartermaster specialists and technicians areincluded in Army Training Program (ATP)10-110. Suggested methods, procedures, andschedules for unit training are contained in ATP10-22 and appropriate Army subject schedules.While these publications are a means to stand-ardize training throughout quartermaster units,they do not preclude modification to fit specifictraining requirements or objectives. On thecontrary, arbitrary boundaries between phasesshould be avoided to provide for more realisticand effective training. This may entail concur-rent training in related subjects or, to some de-gree, an overlapping of subjects presented duringadvanced individual and unit training.

53. Training Plan

A careful estimate of the training situation isprerequisite to the inauguration of an adequatetraining program. The most important consider-ation in this estimate is the mission of the unit.If the battalion is assigned more than one mis-sion, the battalion commander establishes train-ing priorities.

a. The commander's estimate of the trainingsituation is followed by his decision or generalplan of action to accomplish the training objec-tive. These plans will normally require thepreparation of training schedules both for head-quarters personnel and subordinate units.

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a warning system, perimeter defense, and ex-ploitation of obstacles.

a. The warning system may involve the use ofobservation posts, outposts, patrols, and prepareddefensive positions. Trip flares or other devicesmay be used in conjunction with these elementsto give warning of night attack. The extent towhich the warning system is developed and uti-lized depends upon such factors as the immediatesituation within the area, the defense plan andfacilities of the area command, and the opera-tional mission of subordinate elements.

b. While perimeter defense is a function of thearea command, the quartermaster battalion de-fense plan may designate sectors of defense tosubordinate units and require the assignment oftroops to defend them. The designation of suchfactors should provide not only for the defense ofthe battalion area, but also be an integral partof the defense plan established by area commandheadquarters. An effective perimeter defensedemands the proper positioning of crew-servedweapons, supporting small arms fire, use of slittrenches and foxholes, and familiarization ofpersonnel with defense positions and duties.While the sectors assigned to battalion unitsneed not be occupied in force unless attack isimminent, a small defense force should be inposition at all times to protect against surprise.

c. Maximum advantage should be made of suchnatural obstacles as streams, swamps, ravines,and cliffs. When practicable, these should be

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supplemented with barbed wire, mines, road-blocks, booby traps, and other devices. Thepreparation and/or construction of such artificialobstacles will normally require command ap-proval and the provision of trained personnel forthis purpose.

58. Passive Defense Measures

For the most part, the quartermaster battalionrelies heavily upon passive defense measures forprotection. Passive defense measures are thosetaken to deny the enemy information and obser-vation and to reduce casualties and damage in theevent of enemy attack. Camouflage, concealment,and dispersion are the principal passive defensemeasures. The battalion defense plan shouldrequire rigid enforcement of camouflage disci-pline and effective application of the principlesof concealment.

59. Nuclear Defense

Security measures to be taken against attackby nuclear and other mass-destruction weaponswill be largely controlled and influenced by plansand directives from higher headquarters. Withinsuch directives, the battalion may publish a singlenuclear defense plan or each subordinate unitmay prepare one as an annex to its defense planwith supervision of battalion headquarters. Inany event, provision should be made for-

a. A warning system with provisions to desig-nate the type of attack, if practicable.

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CHAPTER 5

SECURITY AND DEFENSE

55. GeneralThe introduction of nuclear and other mass-

destruction weapons has changed concepts ofsecurity and defense. The need for dispersion isno longer limited to combat forces. While techni-cal installations are susceptible to hostile groundattack, they are also lucrative targets for nuclear,missile, guerrilla, and airborne attack. Defenseplans for such installations must, therefore, in-clude both active and passive measures and,particularly in rear areas, be coordinated withdefense and damage control activities of thecommand charged with the general defense ofthe area. Command agencies, such as quarter-master battalion headquarters, exercise closesupervision over the formulation of subordinateunit defense plans to insure employment of per-sonnel and equipment consistent with accomplish-ment of the primary mission.

56. Battalion ResponsibilityThe quartermaster battalion commander is re-

sponsible for the security and defense of all bat-talion units and installations. The overallbattalion defense plan must be flexible so thatevery foreseeable situation can be covered. It

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must be based upon the defense plan of higherheadquarters. It should assign definite responsi-bilities in order to provide the strongest possibledefense within the capabilities of availableweapons and personnel. Frequent rehearsals canbe used effectively in acquainting personnel withassigned tasks and in minimizing damage re-sulting from enemy action.

a. The assistant operations officer is chargedwith staff supervision of battalion defense. Headvises and assists subordinate commanders andstaff officers in the preparation of defense plans,consolidates and integrates subordinate unit de-fense plans into the battalion defense plan, andcoordinates with higher commands in integratingthe battalion defense plan into overall area de-fense and damage control activity.

b. The adjutant, as detachment commander,is responsible for developing the defense planfor battalion headquarters and headquarters de-tachment. Due to the limited number of person-nel and weapons, defense of the command postand headquarters installations must be closelycoordinated with and integrated into the bat-talion defense plan.

57. Active Defense Measures

Active defense measures include limited offen-sive action, counterattacks, and other actiontaken to deny or prevent penetration of an areaby the enemy. The principal active defensemeasures within a quartermaster battalion are

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b. A unit training schedule gives detailed in-structions for unit training. Based on appropri-ate ATP's, it prescribes the date, hour, subject,place, instruction, reference material, uniform,and any remarks affecting training for eachperiod of instruction. Training schedules pre-pared by each unit are normally forwarded tobattalion headquarters for review and publica-tion as the consolidated battalion trainingschedule.

c. TOE 10-536 designates cadre positionswhich must be filled by personnel trained andqualified to perform essential duties in the forma-tion, administration, and training of similarunits. In order that transfer of the cadre will notdeny sufficient experienced personnel to the par-ent organization or the newly formed unit, alter-nate personnel should be qualified and trainedfor each cadre position as quickly as practicable.This requires, in most instances, training of head-quarters personnel in both their primary andsecondary military occupational specialties.. Pro-vision for such training should be a part of thebattalion training plan.

54. Training Operations and Inpections

Training operations depend primarily uponlocal facilities and a number of variables, includ-ing training status of the unit, status of equip-ment, and time available for training. Thesefacts should be recognized, and battalion and unittraining programs developed with priorities as-

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signed to those elements considered essential tounit proficiency. Army training tests (ATT 10-22 in the case of the quartermaster battalion)and field exercises to evaluate the proficiency ofthe unit are conducted as a part of the normaltraining program. These may be supplementedby-

a. Training Inspections. Higher headquartersmay periodically inspect to determine whetherthe approved training program is being executedand estimate the efficiency of the unit trainingschedule. The value of the training is determinedby a performance or written test, oral question-ing, or observation. The headquarters conductingthe inspection should follow it with a critiqueemphasizing good and bad areas disclosed andsuggest required corrections.

b. Mobility Tests. Mobility test exercises willbe conducted by higher headquarters to observeand evaluate actions by organizations and unitsin the implementation of readiness plans.

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b. Assignment of personnel and description ofduties for fire guards, security guards, and othertasks.

c. Training of all personnel in individual pro-tective and first aid measures.

d. Inspection of materiel received from usingunits, if contamination is suspected.

e. Methods for segregating equipment knownto be contaminated, if decontamination cannotbe accomplished by unit personnel. The area inwhich such equipment is collected should beproperly marked to warn other personnel.

f. Liaison with chemical units for technicaladvice and assistance as required.

g. Use of protective masks, special clothing,and other protective equipment.

h. Use of protective shelters for personnel andsupplies.

i. Immunization and field sanitation proce-dures.

60. Damage Control

Damage control consists of measures taken tominimize the immediate effects of a mass-destruction weapons attack or natural disaster,and to preclude such secondary effects as enemyfollowup, guerrilla, or airborne attack.

a. These measures normally include-(1) Adequate prior planning.(2) Organizing, equipping, and training

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area defense and damage control per-sonnel.:-

(3) Dispersion and concealment.'(4)'Use of natural cover or any protection

afforded by terrain'features.'(5) Control of personnel and traffic (mili-

tary and civilian) .'(6) Active defense agai.nt guerrilla or air-

borne action.(7) Fire prevention and firefighting.(8) First aid and evacuation of casualties.(9) Protection against chemical and bio-

logical hazards, including evacuationfrom heavily contaminated areas.

(10) Emergency supply of food,. clothing, andwater.

(11) Disposal of unexploded ammunition.(12) Initiation of salvage operations and the

clearance of debris and other obstruc-tions from roads and installations sothat normal operations may be resumed.

b. The area commander is responsible for co-ordinating all resources in his area to effect thearea damage control plan. Normally, the func-tions of the area defense and damage control aresupervised through command and staff channelsin accordance with standing operating proce-dures. In area damage control, the headquartersand headquarters detachment, quartermaster bat-talion, may be responsible for supervising-

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(1) Preparation of damage control plans forheadquarters installations and unitsoperating under its command.

(2) Implementation of these plans whenlocal conditions require, or when soordered by higher headquarters.

(3) When required, the organization, equip-ment, and training of light rescue and/or emergency decontamination squadswithin subordinate units.

61. DemolitionDemolition is performed in emergencies to

prevent serviceable supplies and equipment fromfalling into enemy hands. The destruction of ma-terial is a command responsibility and, exceptin emergencies, authority must be granted byhigher headquarters. Each subordinate com-pany or detachment will prepare its own demoli-tion plan. Instructions for the demolition ofvarious types of supplies and equipment arecontained in FM 5-25.

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CHAPTER 6

COMMUNICATION

62. General

Signal communication includes all means ofconveying information of any kind from oneperson or place to another, except by personalconversation and mail. Current concepts of war-fare dictate that service support units in theatersof operations be mobile, flexible organizationscapable of operating at dispersed locations. Thisrequires adequate and flexible communicationfacilities. To operate effectively under these con-ditions, the headquarters and headquarters de-tachment, quartermaster battalion, has been pro-vided means for wire and radio communication.Messenger service provides a third means.

a. Official messages between command postsare normally transmitted and received by signalcommunication means operated by signal or com-munication personnel. At the command post,these agencies operate in conjunction with a mes-sage center, which has personnel and equipmentestablished by TOE and which serves as a cen-tral agency of signal communication for theprocessing of official messages. The mission ofall message centers is substantially the same,and personnel at such centers perform the follow-ing duties:

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(1) Coordinate the use of available means ofcommunication.

(2) Maintain current information on theeffectiveness of each means of communi-cation.

(3) Select the means of transmission, anddetermine the routing of outgoing mes-sages.

(4) Comply with standing operating proce-dures in the handling of incomingmessages.

(5) Keep records to assist in the prompt andaccurate handling of messages.

(6) Operate the official messenger service.(7) Comply with security regulations in the

handling of messages.

b. The means employed are generally thosethat provide the maximum reliability, flexibility,security, and speed. The reliability of the com-munication system is of paramount importanceand is directly increased by the use of all meansavailable. No one means should be used habitu-ally in all situations to the exclusion of the othermeans available. In the choice of a means, thevarying degrees of reliability, flexibility, security,and speed must always be weighed in the lightof the current situation.

63. Radio Communication

Radio should be regarded as a primary meansof communication because of the flexibility and

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speed it affords. While radio is less vulnerableto enemy fire than other means of communication,it is the least secure means. It must be assumedthat interception occurs every time a transmitteris operated; therefore, communication securitymust be a constant consideration when radios areused. The reliability of radio communication de-pends largely upon the skill of the operators. Theactual ranges obtained may be more or less thanthe rated ranges, depending, once again, upon theskill of the operator, weather, terrain, inter-ference, and the locations from which the setsare operated.

a. Detachment headquarters is equipped witha truck-mounted radio set that is used to contacthigher headquarters and attached units. The sethas a voice-operating range of approximately 15to 30 miles, depending upon stationary or mobileoperation.

b. The operations section is equipped with aRadio Teletypewriter Set AN/GRC-46, which isused to transmit and receive reports, logisticaldata, and other messages. It is used to transmitvoice, radio telegraph, and radio teletype signals.This equipment has a voice range of approxi-mately 35 miles and a radio telegraph and radioteletypewriter range of approximately 75 miles.

64. Wire Communication

Wire communication furnishes person-to-person telephone contact and teletype servicebetween stations. Wire communication is con-

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sidered more reliable and secure than radio, butrequires more time to install. The amount oftime necessary for installation depends mainlyupon the length of the line, extent of the system,and the method of laying the wire. The internalwire net is installed and maintained by the wire-man and switchboard operator under the super-vision of the battalion S4.

65. Messenger Communication

Communication by messenger is a means avail-able to all units. It is the most secure means oftransmission. It is flexible and reliable, but hassome definite limitations. It is slow, vulnerableto enemy action, and does not permit the personwho transmits the message to talk directly withthe person who receives it. Scheduled messengerservice may be established when locations arefixed and the amount of traffic warrants a fixedschedule. Special messenger service may be em-ployed whenever required by the situation or theurgency of the message. When necessary, veryimportant messages may be sent over differentroutes by two or more messengers.

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APPENDIX I

REFERENCES

AR 55-145

AR 220-10

AR 220-70

AR 220-160

AR 220-345AR 220-346AR 310-1

AR 310-3

AR 310-25

AR 320-5

AR 320-50

AR 345-210

AR 355-5

Transportation of Troops; En-training, Duties En Route,and Detraining.

Preparation of Oversea Move-ment of Units (POM).

Companies-General Provi-sions.

Tactical and Training Inspec-tions.

Unit Histories.Journals and Journal Files.Military Publications--

General Policies.Military Publications--

Preparation and Processing.Authorization for Travel and

Orders Involving Travel ofMilitary Personnel.

Dictionary of United StatesArmy Terms.

Authorized Abbreviations andBrevity Codes.

Records Administration-Files Systems.

Troop Information and Edu-cation-General Provisions.

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AR 355-6

AR 380-5

AR 385-10AR 525-24AR 611-201

AR 700-2300-1AR 711-10AR 711-16

AR 711-41

AR 715-30

AR 735-3

AR 735-11

AR 735-35

AR 750-8

AR 755-380

SR 605-105-5

68

Troop Information Instruc-tion.

Safeguarding Defense Infor-mation.: -

Army Safety Program.Command Report.Manual of Enlisted Military

Occupational Specialties.Motor Vehicles.Supply Economy.Installation Stock Control and

Supply Procedures.Army Supply Status Reporting

System, Unit and Organiza-tion Equipment Status Re-port.

Local and Regional Purchaseof Civilian Type Items.

Receipt, Shipment, and Issueof Property.

Accounting for Lost, Damaged,or Destroyed Property.

Supply Procedures for TOEUnits, Organizations, andNon-TOE Activities.

Command Maintenance In-spections.

Disposal of Radioactive Ma-terial.

Commissioned and WarrantOfficer Personnel MilitaryOccupational Specialties.

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DA Pam 20-23

DA Pam 108-1

DA Pam 310-1

DA Pam 310-2DA Pam 310-3

DA Pam 310-4

DA Pam 310-5

DA Pam 310-7

DA Pam 310-30

FM 3-5

FM 5-15FM 5-20

FMFMFM

5-225-235-25

Armed Forces Newspaper:Editors' Guide.

Index of Army Motion Pic-tures, Film Strips, Slides,and Phono-Recordings.

Index of Administrative Pub-lications.

Index of Blank Forms.Index of Training Publica-

tions.Index of Technical Manuals,

Technical Bulletins, SupplyBulletins, Lubrication Or-ders, and Modification WorkOrders.

Index of Graphic TrainingAids and Devices.

Index of Tables of Organiza-tion and Equipment, TypeTables of Distribution, andTables of Allowances.

Index of Supply Manuals:Quartermaster Corps.

Tactics and Techniques ofChemical, Biological, andRadiological Warfare.

Field Fortifications.Camouflage, Basic Principles

and Field Camouflage.Camouflage Materials.Field Decoy Installations.Explosives and Demolitions.

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FM 10-2

FM 10-6

FM 10-13FM 10-15

FM 10-37

FM 10-52

FM 10-60

FM 10-63

FM 10-64

FMFMFMFM

20-1520-3221-521-6

FM 21-10FM 21-13FM 21-15

FM 21-26FM 21-30

70

Headquarters and Headquar-ters Company, Quartermas-ter Group.

Quartermaster Service Com-pany.

Quartermaster Reference Data.Quartermaster Sales Company,

Mobile.Quartermaster Petroleum De-

pot Company.Headquarters and Headquar-

ters Company, Quarter-master Depot.

Supply of Subsistence in aTheater of Operations.

Handling of Deceased Person-nel in Theaters of Opera-tions.

Quartermaster Class II and IVSupply in Theaters of Opera-tions.

Tents and Tent Pitching.Land Mine Warfare.Military Training.Techniques of Military In-

struction.Military Sanitation.The Soldier's Guide.Care and Use of Individual

Clothing and Equipment.Map Reading.Military Symbols.

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FM 21-40

FM 21-41

FM 21-75

FM 23-30FM 25-10

FMFMFM

26-527-1030-7

FM 31-15

FM 41-10

FM 41-15

FM 100-5

FM 100-10

FM 101-5

Small Unit Procedures inAtomic, Biological, andChemical Warfare.

Soldier's Handbook for Nu-clear, Biological and Chemi-cal Warfare.

Combat Training of the Indi-vidual Soldier and Patrol-ling.

Grenades and Pyrotechnics.Motor Transportation, Opera-

tions.Interior Guard.The Law of Land Warfare.Combat Intelligence, Battle

Group, Combat Command,and Smaller Units.

Operations Against AirborneAttack, Guerilla Action andInfiltration.

Civil Affairs/Military Govern-ment Operations.

Civil Affairs/Military Govern-ment Units.

Field Service Regulations; Op-erations.

Field Service Regulations; Ad-ministration.

Staff Officers' Field Manual;Staff Organization and Pro-cedure.

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FM 101-10

ATP 10-22

ATP 10-110

ATT 10-22-1

TM 3-220TM 3-350

TM 5-310

TM 9-2800TM 19-500TM 28-210

TM 38-660-2

TM 57-210

72

Staff Officers' Field Manual;Organization, Technical, andLogistical Data.

Army Training Program forHeadquarters and Head-quarters Detachment, Quar-termaster Battalion andGroup.

Advanced Individual Trainingof Quartermaster Personnel.

Training Test for Headquar-ters and Headquarters De-tachment, QuartermasterBattalion and Group.

Decontamination.Improvised CBR Protective

Shelters.Military Protective Construc-

tion.Military Vehicles.Enemy Prisoners of War.Troop Information and Edu-

cation.Maintenance Instructions and

Procedures for Administra-tive Vehicles.

Air Movement of Troops andEquipment.

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APPENDIX II

EXAMPLE OF A STANDING OPERATING

PROCEDURE FOR THEATERS OF OPERATION*

HQ QM BN.GRID CORD 61673919 May 1959

1. Application

Bn SOP appl except when mod by order higherauth. Subor SOPs will conform.

2. Organization

Hq & Hq Det, QM Bn; QM SvcCo; QM Svc Co; QM Sup Dep Co.

3. Intelligencea. Observation.

(1) Unit comdrs are resp for obsr of ap-proaches favorable for abn and gnd atkto incl raids and sabotage.

(2) Rept loc of all OP to Asst. Opns Off.(3) Rept immed: any contact with En;

*This suggested standing operating procedure is to beused only as a guide. It covers only those operational andadministrative matters that are not normally subject tofrequent change. It omits data and information normallyprescribed by the headquarters to which the quartermasterbattalion may be attached in conformity with the condi-tions and circumstances of operation and employment.

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approach of En armor; acft; or abn trp;inl En msl or acft fire; ID of En units;info on CW, BW, and radlwar agents;atomic wpns, rad jamming, or En interfwith comm.

b. Prisoners, Captured Documents, and Ma-teriel.

(1) Prisoners.(a) Capturing indiv or units disarm,

search, silence, and segregate pris bynationality, sex, grade, agents, civ,and recov deserters.

(b) En of fld off gr or higher to Bn Hq wodelay.

(c) Cptr air crew and GM pers reptimmed to Bn Hq wo intg beyond ID.

(d) Systematic search for En dead fordocu and ID.

(2) Documents. Crypto mat dlvr promptlyto Asst Opns Off. All docu mk W date,time, and place found or cptr, capturingunit, and cond under which found orcptr to incl name and rank of POW.POW not allowed to dest docu.

(3) Materiel.(a) Repts of new and unusual En eqp,

armaments, or gases fwd immed toAsst Opns Off with brief description.

(b) Cptr or crashed En acft or GM reptimmed to Asst Opns Off and grd bydiscovering unit.

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(c) All cptr En mat properly safeguarded,insp by Tech Svc intel team and evacby int Tech Svc.

(d) Indiv may retain only those items ofEn eqp prescribed. Cert of retentionrqr for mailing.

c. Maps and Photos. Req in ex of norm mapalws will be sbm to this Hq.

d. Counterintelligence.(1) Trps give only name, rank, SN, and date

of birth in event of cptr.(2) Search evac instl to ins no clas or ID

mat left.(3) Eff pass sys to be est. Civ and unk mil

pers must ID themselves before beingallowed freedom of mov wi mil instl, orbefore being given mil info. Sec measand grd sys insp and tested freq.

(4) Clas info distr on a "need-to-know" andtimely basis.

(5) When abn or mecz atk imminent, CPand dir signs removed to extent prac-ticable.

(6) Secure maps showing any info valuableto En.

(7) Comm sec per SSI.(8) Civ infiltrating through our areas or fr

En lines will be app and dlvr to Bn Hq.(9) Escapees and evadees evac to Bn Hq wo

delay.

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(10) All breaches of sec and- compromise wbrept. at once to Asst Opns Off.

(11) Mntn emerg dest plan for clas mat.

4. Operations

a. Subor Units. Bn will supv and cord empland op of atch units. For op procedures of atchunits, see Anx B through D. Pri of ovc wb ann.

b. Orders. Cmpl written 0 only when timeallows and for rec. Max use of overlays, tables,and charts.

c. Security. Asst Opns Off cord def againstarmd, air, and abn atk. Each unit resp for localsec.

d. Combat. Mntn contact w aja units and whigher and lower units.

(1) Unit loc. Units rept loc immed uponchange.

(2) CBR warfare. See Anx E, Unit DefensePlan.

(3) Defense against air atk.(a) Acft fired on when acft atks.(b) Under atk, rifles wb fired at acft only

during daylight, and when undercentralized con of plat or larger unit.

(c) During mov, air, gnd, and all vehicu-lar mtd MG furn AA protection. Inevent of air atk, trps and mtr vehdisperse to the extent practicable.

(4) Defense against nuclear atk. See An-nex E.

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(5) Bomb and shell disposal. Units rept locunexploded bombs, msls, or shells to BnHq. Estb safety precautions.

e Movement.(1) Headquarters detachment. Hq Det will

move with Bn Hq on O of the Bn Comdr.(a) Advance party. The adv pty will cons

of pers dsg by Bn Comdr.(b) Main party. Remainder of Hq & Hq

Det will const main pty and will moveout on 0 of sr off present.

(2) Attached units. Ea atch unit will dis-place own Cp and OL on instr from BnComdr. Fac wb phased out of OL andinto new loc in such manner as to inscont and uninterrupted OPNS andcomm. Spec mov plans wb dev and pubby the comdr of ea unit as part of theunit SOP atch as Anx B-D.

(3) Battalion headquarters.(a) Reconnaissance party. Bn Comdr will

dsg recon pty. Recon pty wp on 0 ofBn Comdr.

(b) Forward echelon. Bn Comdr will dsga fwd ech to move as a sep mar unitfol recon pty on O.

(c) Main command post party. The CPpty at the post or instl will cont OPNSuntil the O to close is rec or until apredsg close-out time is reached, atwhich time the pty wp to new CP onO of sr off present.

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(4) Ser cmdrs provide own sec. Prior recon(routes, biv, and assy areas), guides,and posting (or removing) of routesigns are resp of ser cmdrs, supple-mented (for main routes) and cord byBn Hq tfc con as ann. HR rept to Bnof loc of heads of ser with ref to checkpts.

(5) Priority on roads. Will be ann.(6) Density and speed of mtr veh.

(a) Night. Close col (distance betweenveh min 25 yds. Max speedometermultiplier of 2) at 15 mph max.

(b) Daylight. Open col (distance betweenveh min 75 yds. Max speedometermultiplier of 4) at 25 mph max.

(c) Emergency. Infiltration. Irregulardispatch, 3 veh per mi at 15 mph.

(d) Not over 8 veh per march unit. Timebetween march units 1 to 4 minutes;time between ser min of 15 minutes.

(7) Halts during mtr mov. 10 minutes everyhr. Trp, except mtd gunners, disperse.Foxholes dug and veh dispersed undercover at directed halts of 1 hr or longer.

(8) Lights. Blackout when directed.

(9) Passing. Convoy will not pass otherconvoys or ser (either halted or movingin the same dir) until clnc has been ob-tained from cmdr of ser to be passed.

(10) Veh marking. On front of first veh and

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rear of last veh of each march unit andser atch sign showing march unitand/or ser number, with indication of"first" or "last" veh.

(11) Accidents. Off at tail of each ser invesand take nec act.

5. Logistics

a. Supply.(1) General. Sup pt distr except C1 III.(2) Cl I. Rat cycle begins with supper. Res

to be ann.(3) Cl II & IV. Units reqn through Bn S4.(4) Cl III. Gasoline for other than veh iss

on drum-for-drum basis. Veh fuel unitdistr daily. Greases and oils by reqn.Trk 1/4-T carry 5 gal res; other veh10 gal res.

(5) Cl V. Units mntn basic loads.(6) Water. All water except that secured

from Engr WSP will be considered con-taminated. Water from nearest WSP.

(7) Salvage. Unit cmdrs resp for coll anddlvr to nearest Salv Coll Pt. Units orgcoll teams.

(8) Captured materiel. See par. 3b(3).

b. Evacuation and hospitalization. Unit evacto nearest Coll Pt. During mov, evac to MarchColl Pt estb by Bn Cmdr. As reqr, unit vehs serveas evac vehs in evac of sick, injured, or wounded.

c. Transportation. For add transp, specify nr

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of pers or tonnage. Submit req to Bn Hq as farin adv of need as practicable.

d. Service. Req for QM or other tech svcs toBn Hq.

6. Personnel

a. Strengths. See par. 7d.

b. Replacements. Req sbm daily as of 1800 by2200 to Bn Adj.

c. Discipline, Law and Order.(1) Pers awaiting trial remain in their units

unodir by this Hq. See Anx F.(2) In occ areas, MP have auth and jurisdic-

tion and are empowered to enforce lawsand rules, and to make apprehensionswithin Bn Area wo regard to nation-ality, svc, or civ status, and to util anyUS mil pers to asst them. See par.3d (3).

d. Prisoners. See par. 3d.

e. Recovery and Disposition. Unitto coll, ID, and evac US, allied, andnearest Coll Pt.

cmdrs respEn dead to

f. Morale and Personnel Services.(1) Lv and rest camp quotas will be ann.(2) Decorations and awards.

(a) No quotas.(b) Recm sbm within 2 days after act on

any person who possibly qual.(c) All recm to Bn Hq.

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(3) Units pick up mail daily at Bn Hq.(4) Dates, times, and places of church serv-

ices to be ann.

7. Command and Signal.

a. Command Posts.(1) Unit cmdrs sel and rept loe of CPs with

time of opening and closing.(2) During mov-at head of unit ser.

b. Liaison.(1) Mntn norm In with aja units and Bn

Hq.(2) Asst Opns Off will prov and mntn sit

map for In pers and of 1 visitors.

c. Signal Communications.(1) Rept immed loss or compromise of curr

SSI or SOI.(2) Radio. Restr (netting and urgent msg

permitted) when wire comm estb. Radsilence (xmtr and rcvr turned off) orlistening silence (xmtr turned off)when prescribed.

d. Reports. By units to Bn Hq.Reports How submittted Time

Spot repts-En activities Soonest comm At onceShel rept, bom rep, Rad or tp At once

toxrept, mslrepSitrep Msg forw rad As of 1800

or tp daily by2200 daily

Logrepts Prescribed forms As necessary

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ReportsPersrep

How submitted Time

Daily summaries As of 1800daily by2100 daily

JONESLt Col

AnnexesList of SupportedQuartermaster

(omitted)

Units (omitted)Service Company

C Quartermaster Service Company(omitted)

D Quartermaster Supply Depot Com-pany (omitted)

E Unit Defense Plan (attached)F Courts Martial Procedures (omitted)

Distr: Bn Stf Off (1)Unit Comdr (5)

OFL: GREENAdj

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ANNEX E

UNIT DEFENSE PLAN*

Section I. SECURITY

1. General

General policy and responsibility (refer toFM 26-5, AR 345-15, and AR 380-5).

2. Security of Bivouac

a. Camouflage.

b. Mines and booby traps.

c. Placement of weapons for-(1) Air attack.(2) Mechanized attack.(3) Troops and guerrillas.

d. Sentry posts and outposts.

3. Security of Working Parties

a. Responsibility.b. Camouflage of equipment.

4. Warning Signals

a. Air attack.

b. Airborne or ground attack.

c. Mechanized attack.

*Suggested outline for use in development of annex E,appendix II.

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d. Gas attack.e. Nuclear and/or CBR attack (refer to Sec.

II of this annex).

5. Fire Safety and Fire Fighting

a. General fire plan.

b. Fire personnel and duties.

c. Safety rules.

Section II. NUCLEAR AND CBR DEFENSE

6. General

General procedure, scope, and application.

7. References

Publications and documents on which plan isbased.

8. Responsibilities

a. Individual.

b. Staff Officers and NCO's.c. Company commander.

9. Dispersion

General guides to be followed in dispersingactivities.

10. Alarms

a. Nuclear attack.b. CBR attack.c. Air attack.d. Ground attack.

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11. Procedures

a. Action prior to attack.b. Action during attack.

(1) Protective equipment and material.(2) Cover and movement.(3) Unit protective measures.(4) Coordination between higher, lower,

and adjacent units.c. Action after attack.

(1) All-clear signals.(2) Calculation of contamination.(3) Marking and reporting contaminated

areas.(4) Handling and evacuation of contami-

nated materials.(5) Decontamination of supplies and equip-

ment.(6) Continuation of mission.(7) Replenishment of protective equipment

and material.(8) Reports.

12. Protection

a. Individual.

b. Unit.

13. Supply

Requisitioning of special supplies and equip-ment for defense against nuclear and CBRattack.

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14. Personnel

a. First aid.b. Medical assistance.c. Reporting casualties.d. Evacuation of casualties.

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APPENDIX III

EXAMPLE MOVEMENT INSTRUCTIONS

HEADQUARTERS588TH QUARTERMASTER BATTALION

CIRCULARNUMBER 67 7 June 1959

PREPARATION FOROVERSEA MOVEMENT OF UNITS

1. Purpose. The purpose of this circular is toprescribe policies and procedures for accom-plishing the preparation for oversea movementof units.

2. Responsibilities. a. Designated elements ofthis headquarters will take the actions prescribedin Section I of the attached "Check List ofActions."

b. Commanding Officer, 588th QuartermasterBattalion will insure that commanders of sub-ordinate units maintain complete, workable POMplans, subject to actual test and inspection bythis headquarters. Unit POM plans will be pre-pared and maintained as follows:

(1) Each TOE unit will prepare plans formovement of the unit at currently authorizedstrengths.

(2) Specified units will prepare plans for

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movement of unit components as required bycontingency plans.

(3) Planning data to be prepared and main-tained current by TOE units will include:

(a) Unit movement data.(b) Detailed packing plans.(c) Movement plans to include movement

by rail and highway. Air movement plans willbe maintained if required by contingency plans.

(d) Requirements for packing, crating,blocking, bracing, and tie-down materials.

(e) Lists of accompanying supplies (ex-pendable supplies, repair parts, operational sup-plies, and special items as required).

(f) Instructions for completion of POMEquipment Status Record.

(g) Check list of actions (sec. II).(h) Guide for POM planning (to be pub-

lished under separate cover).

FOR THE COMMANDER:OFFICIAL: JAMES D. ALESHIRE

Colonel, GSChief of Staff

ROSCOE P. JOHNSONCaptain, AGCAssistant Adjutant General1 Incl

Check List of ActionsDISTRIBUTION: C

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CHECK LIST OF ACTIONSSection 1. BATTALION

1. Action Upon Receipt of Warning Orders

a. Headquarters.(1) Initiate action to obtain replacements

required to insure departure of unit atauthorized shipping strength.

(2) Assist unit in completing administrativerequirements for movement overseas.

(3) Advise unit commander on personnelprocedures.

b. S4.(1) Assist the unit commander in the prepa-

ration of POM Equipment StatusRecord.

(2) Coordinate technical inspections ofmajor items of equipment.

(3) Upon receipt of show-down shortage re-port, determine supply action to betaken pending receipt of movementdirective.

2. Action Upon Receipt of Movement Orders

a. Headquarters.(1) Initiate action to notify MRU servicing

unit and the army terminal of the move-ment. Obtain Locator Cards from MRUand forward to unit.

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(2) Initiate action to transfer all unquali-fied personnel from unit (includingAWOL's) as of twenty-four (24) hoursprior to departure.

(3) Assist POR Check Board to insure thatall requirements for oversea shipmenthave been met.

b. Operations Officer.(1) Prepare and distribute movement order.(2) Notify group headquarters of time of

departure, loading point, unit involved,destination, and method of travel.

(3) Advise unit of shipment number andletter, and any change to the TOE.

(4) If classified movement, prepare extractcopies of movement orders per AR310-25. If unclassified movement, fur-nish full copies of movement orders tostaging area and/or terminal (SR 55-720-1).

(5) Assure completion of individual train-ing requirements: basic combat train-ing followed by advanced individualtraining under appropriate ATP's,Army Service School and/or on-the-jobtraining with a unit performing in itsoperational role.

c. Miscellaneous.(1) In event of classified movement, security

measures will be observed.(2) Within five (5) calendar days after re-

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ceipt of movement order, supply short-ages from station stocks to the extentpracticable.

(3) Determine which shortages of the unitcannot be supplied in time to meet thedeparture of the unit. Prepare POMrequisitions for items not available instation stocks.

(4) Furnish technical advice and assistanceto units in processing, packing, andmarking equipment.

(5) If move is to be made by rail, appro-priate Transportation officer will pre-pare an entraining schedule, showingnumber of rail cars, number of person-nel that may be assigned each car, andthe location of each car in the train.

(6) In event a troop kitchen car is notavailable, a baggage car will be fur-nished in lieu thereof.

Section II. UNIT COMMANDER

3. Action Prior To Receipt of Warning Orders

a. Mark clothing and equipment as prescribed.b. Maintain up-to-date POM files as outlined

in paragraph 2b of basic circular.c. Include in the unit training program recur-

ring practical instructions in packing, marking,and loading equipment, and in administrative,supply, and transportation procedures applicableto POM.

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4. Action Upon Receipt of DA Warning Orders

a. Coordinate with battalion S4 throughoutpreparation of POM Equipment Status Record.

b. Determine organizational clothing andequipment to be taken.

c. Determine personal clothing and equipmentto be taken.

d. Bring individual clothing records up to date.

e. Conduct a show-down inspection to deter-mine the status of the unit's personal and organ-izational clothing and equipment, and suppliesauthorized to be taken from the home station.Shortages of organizational equipment will bereported to battalion S4.

f. Review outstanding DA Form 1546 (Re-quest for Issue or Turn-In) and follow up to de-termine availability. Items not authorized to betaken from home station will be cancelled.

g. When requested by battalion supply officer,submit DA Form 1546 for shortages of equip-ment to be shipped with the unit.

h. Transfer property not authorized to accom-pany unit to battalion supply officer.

i. Prepare Reports of Survey or Statements ofCharges to cover shortages determined by show-down inspections.

j. Perform required maintenance of equip-ment. Special purpose equipment will be givencomplete second echelon maintenance.

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k. Make arrangements for immediate repair oforganizational equipment authorized for themovement which has been determined to be eco-nomically reparable and suitable for extendeduse.

I. Dispose of all unit fund property that can-not be taken overseas.

m. Screen personnel for eligibility for over-sea duty.

n. Advise battalion headquarters as to the in-dividuals appointed as representatives for intel-ligence.

5. Action Upon Receipt of Movement Orders

a. Conduct a final show:down inspection ofpersonal and organizational clothing and equip-ment.

b. Insure replacement of shortages of POMqualified personal clothing items.

c. Submit DA Form 1546 for shortages oforganizational clothing items.

d. Complete POM Equipment Status Record.

e. On day of receipt of movement orders, placerequests for rations and/or kitchen car equip-ment with Post Quartermaster. If appropriate,request Post Food Advisor to render assistance insetting up kitchen cars.

f. Close station property book to zero balanceby turn-in to the custodian designated by bat-talion headquarters, to receive and make disposi-tion of station property.

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' ..:Su:bmit: Report: of Survey or -Statement of'Charges or quarterly droppage allowance, if ap-'propriate, :to cover:'shortages'of property, if any.

* 'h. 'Ascertain that' all peisoniiel' have completedrequired training and that completed training hasbeen recorded in' individual personal records.

(1) Qualification and familiarization inarms 'within twelve (12) month periodimmediately preceding date of shipment.

. (2) Battle. indoctrination, both day andnight' infiltration courses, and close com-bat course.

(3) CBR traiiiing for all personnel within-- twelve (12) months, or two (2) hour

-: ' ' :'.refresher course.(4) Basic combat training followed by ad-: . -vanced individual training under appro-

priate- ATP's, Army Service Schools,and/or' on-the-job training with unitperforming .its operational role. The

: total of. such training will be for aperiod of not less than 16 weeks.

-. i ..Assure. that each individual is equipped withtiieniatfition tags. If. tags must be furnished .at

:the: p r.ta, shortage rster will be prepared ,toinclude all information required for same in orderth..t exp:itius . issue.xiay be ,made at the port.

- . A;. -. r1ange: £fr,:neessar:jy. 'immunizations- (spe--. ia-: di:mmaiuzaltion ,requ-irements ':willt -. e specifiedin the DA movement ordrr,.),,:.: :- ..-. : .. ;

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k. Take necessary action on preembarkationleaves and pay.

I. Accomplish counseling and furnish neces-sary assistance with personal affairs, to includeassurance that individuals have made satisfactoryarrangements as to outstanding commercial ac-counts; explanation of Soldier's Deposit Plan;allotments, insurance, purchase of US SavingsBonds, shipment of household goods, movementof dependents, etc.

m. Assure that all personnel records are COM-PLETE, CORRECT, AND CURRENT, and thatthey reflect the current status of individualtraining.

n. Complete Check List for Oversea Movementfor each individual and file with his 201 file.

o. Immediately upon receipt of port call, pre-pare unit rosters in accordance with prescribedprocedures. In addition to distribution indicated,copies will be furnished the following:

(1) Assistant operations officer.(2) Transportation Officer.(3) Post Locator.

p. Nonappropriated funds and property will behandled in accordance with regulations.

q. Dispose of trophies and organizationalarticles of sentimental or historic value.

r. Prepare I&E materials to accompany troops.s. Contact Records Management Officer imme-

diatelyj upon receipt of movement directive; rela-tive to instructions for disposition of records.7:-'`:;

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t. Obtain two sets of Locator Cards from bat-talion headquarters. Retain one set with unit anddeliver other to personnel officer at the stagingarea (SR 55-720-1).

u. Not less than five (5) days prior to depar-ture of unit, require each individual to completean address.

(1) One DA Form 1846 (Change of Ad-dress) to the publisher of each magazineor other periodical.

(2) One DA Form 1846 to each of his corre-spondents.

v. Designate and furnish advance party if re-quired or desired.

w. Officer designated as Troop Train Com-mander will contact the Transportation Officerand verify information as follows:

(1) Date of departure and/or required dateof arrival at ZI destination.

(2) Total number of personnel, specifyingnumber of officers, warrant officers, andenlisted men (these figures must be ac-curate since they are to be used in deter-mining amount of passenger equipmentto be ordered) (applies to rail move-ments).

(3) Amount of personal baggage to beshipped. This information is essentialso that the Transportation Officer mayorder the required passenger equipment.

x. Issue instructions concerning personalbaggage.

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y. Take necessary action to accomplish pack-ing, crating, and marking, to include:

(1) Furnish technical services with require-ments for necessary supplies and ma-terials to accomplish packing, crating,marking, and loading activities.

(2) Assure that items of only one technicalservice are packed in the same containerto maximum extent practicable.

(3) Assemble and separate required boxesand crates for packing equipment to beused en route to port.

(4) Process Ordnance equipment for overseashipment in accordance with SB 9-4.

(5) Have tools and accessories of vehiclesboxed and secured in their respectivevehicles.

(6) Radios, machineguns, and accessories oncombat vehicles will be dismantled, se-curely packed and secured to their re-spective vehicles. Machineguns on ve-hicles other than combat vehicles, in-cluding accessories and mounts will bedismounted, securely packed, andshipped to the port as organizationequipment.

(7) Assure that vehicles do not contain anyitem of equipment not a component partof the vehicle.

(8) Pack two copies of each publication per-taining to maintenance and applicable

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repair parts of major items of equip-ment with the equipment.

(9) Assure that articles in which gasolineor other solvents are used are drainedand flushed before being boxed andcrated and attach certificate to thateffect to crates containing such items.

(10) Prepare individual packing lists.(11) Prepare consolidated packing list.(12) Insure that unit movement data chart

maintained by the Transportation Offi-cer reflects any changes in supplies andequipment being processed for shipment.

(13) Coordinate with Transportation Officeron requirements for blocking and secur-ing vehicles.

z. Prepare Requisition and Invoice/ShippingDocuments.

aa. Inspect to determine that no ammunitionis in the possession of, or accessible to, unauthor-ized individuals during the movement. Turn inall ammunition except a sufficient quantity forissue to train or convoy guards.

ab. Accomplish disposition of classified ma-terial as appropriate.

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APPENDIX IV

OPERATIONAL INSPECTION CHECKLISTS

1. General'

The operational inspection checklists whichfollow are suggestive only and not mandatory.They may be used by the commander of a head-quarters and headquarters detachment, quarter-master battalion, to determine whether or not the,quartermaster units under his supervision arefulfilling their missions efficiently. Commandersshould alter or expand the lists to meet the re-,quirements of the inspection.

2. Quartermaster Petroleum Operations

a.:: C.ontainers.(1) Is recommended arrangement being

--followed?(2) Has 'a fire trench been dug around each, ..: group of cans?(3) Are containers being handled carefully

to avoid. damages::causing leaks,:; waste. gasoline, or fire hazards? ..

(4) Are containers, .whether filled :or empty,-kept, closed at all times?

(5) Are containers safely:.grounded before-.: being filled?. -

(6) Is thel practice :., striking. the hose

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nozzle against cans or striking canstogether avoided?

b. Dispensing Equipment.

(1) Is unit properly trained in handlingequipment used to drain fuel from bulksupply?

(2) Is safety trench dug to a 2-foot deptharound the gasoline dispenser?

(3) During operations, is a spark arresterplaced on the exhaust of the dispenserengine by the operator?

(4) Are funnels and other dispensing equip-ment wiped clean and dry before andafter use?

(5) When dispensing unit is operating, arethere rattles, knocks, squeaks, or humswhich may indicate trouble?

(6) Are there any leaks in fuel system, ex-haust system, hoses, and hose connec-tions ?

(7) Does engine respond to controls andhave maximum pulling power?

(8) Does engine stall, misfire, overheat, orsmoke excessively?

c. Fire-Extinguishing Equipment.

(1) Is equipment readily accessible and notsubject to injury?

(2) Do extinguishers show any sign of beingdamaged?

(3) Is hose in good condition with no cracksor signs of deterioration?

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(4) Are any new hazards existing in pro-tection area? (Change type of extin-guisher or add new units if necessary.)

d. Fuels and Lubricants.(1) Are all measures being taken to control

formation of gasoline vapor ?(2) Is gasoline leakage covered immediately

by loose earth to retard evaporation?(3) Are inspections for oil and gasoline

leaks made frequently?(4) Are there any evidences of dripping

gasoline forming a pool which might beeasily ignited?

(5) Are oils and other lubricants that arepacked in cardboard or wooden casesstacked on dunnage on dry, level groundand kept covered until issued?

e. Personnel.(1) Are personnel thoroughly indoctrinated

in the dangers of handling gasoline con-tainers?

(2) Is rotation of personnel to avoid toxicpoisoning being practiced?

(3) Are shoes of personnel free from metalplates and nails?

f. Safety Precautions.(1) Are safety precautions relating to fires

and the lighting of matches near thegasoline site being enforced?

(2) Are all flashlights except the vaporprooftypes kept away from the cans?

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(3) Are any waste or oily rags present atthe site?

g. Tank Cars.(1) If tank cars are being used, are they

properly grounded?(2) Are other tank car precautions being

followed ?(3) Are only nonsparking tools used for the

purpose of unloading tank ca'rs?

3. Quartermaster Bakery Operations

a. General.(1) Is baking equipment adequate for the

task?(2) Is an adequate supply of accessories and

spare parts available?(3) Is the bakery located in the best avail-

able protected area with proper relation'to ingredient'supply points and to bread-' consuming organizations ?

(4) Are there enough tents to house the-· bakery personnel, equipment,: and sup-

plies adequately,?'('5 :,e:Aree:he ten'ts' iproperlyf han'dled and

maintained? . . :(6) Has a well-orga'nized Iayout' plan for

bakery': supplies -and equipment ibeenf .. £ollowed :totake advantage of the bene-fitsK' -.derived -:,from ' straight-lining of

:;. ::bread-baking. *proedur~es?.,;; .. · . ':,(7:.:Are :Departmhent "o6f the -Army and ma-

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chinery manufacturers' manuals beingused ?

(8) Are current dough-mixing and bakingformulas being adhered to?

(9) Are properly timed dough-productionschedules being maintained?

b. Safety Precautions.(1) Are all safety precautions for operation

of burners being followed?(2) Are fuel cans kept upright on ground

or floor when not in use?(3) Are fire extinguishers undamaged and

readily accessible for use?(4) Do any new hazards exist requiring

additional extinguishing units?c. Sanitation.

(1) Is fuel stored so that contaminationof baking ingredients is impossible?

(2) Are the ingredient area, the bakingequipment area, and the entire bakingarea and machinery kept scrupulouslyclean at all times?

4. Refrigeration Operations

a. Personnel.(1) Are clothing and equipment of food

handlers scrupulously clean?(2) Are personnel familiar with proper lift-

ing and loading procedures?b. Semitrailers.

(1) Are brakes in proper adjustment?

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(2) Are red and green pilot lights operatingcorrectly ?

(3) Are there any evidences of loose lamps,broken brackets, or cracked lenses?

(4) Can fifth wheel be tipped sidewise orlengthwise without binding? (Bindingindicates bent or damaged shafts.)

(5) Are all tires correctly inflated?(6) Are leaves of springs broken or shifted?(7) Are spring clips in good condition?(8) Are spring-to-axle U-bolts tight?(9) Does listening test show air leaks in

brake-line connections?(10) Are lubrication orders being complied

with ?(11) Are loads evenly distributed over bed of

trailer and arranged to permit free cir-culation of air?

(12) Are doors and door gaskets in goodcondition ?

(13) Is trailer in a sanitary condition?

c. Refrigeration Unit.(1) Is refrigeration unit mounted firmly

with no loose fastenings?(2) Are there any engine, compressor, or

refrigerant-line leaks?(3) Is oil supply of refrigeration unit

adequate?(4) Is correct grade of oil being used?(5) Is oil standing approximately in the

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center of the sight glass on the com-pressor of the unit?

(6) Does coolant appear in the bottom ofthe filler gooseneck?

(7) Is correct engine-oil pressure main-tained?

(8) Does refrigerant low-side gage showcorrect reading?

d. Loading.(1) Are heavier items in bottom of trailer?(2) Are loads evenly distributed over bed of

trailer and arranged to permit free cir-culation of air?

5. Salvage Operations

a. Sorting.(1) Do personnel have a good working

knowledge of methods of recognizingand classifying metals?

(2) Is all ammunition being removed fromclothing, belts, and equipage?

(3) Are personal property and papers beingremoved from clothing?

(4) Are papers, correspondence, or otherdocuments found in enemy clothingbeing forwarded to S-2 at battalionheadquarters?

b. Packing and Loading.(1) Do packing procedures permit ease of

handling and loading and prevent dam-age to delicate equipment?

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(2) Is salvage carefully and securelypacked?

(3) Are like items being bundled or packedtogether and sacked when possible?

:(4) Are special precautions being taken withgassed material?

(5) Is leather collected by the company beingplaced in sacks, if possible?

(6) Is saddlery packed separately?('7) Are matched shoes tied together by their

shoelaces?(8) Are materials dry when packed?(9) Do boxes contain one type of article

only?'10) Are only two slats of a box nailed across

the top so that rapid identification ofcontents is possible?

c. Shipping.(1) Before a car is loaded for salvage, is it

swept out thoroughly?(2) Are heavy boxes packed at the bottom

and lighter cases on top?(3) Are all materials dry when shipped?(4) Are car cards made out in crayon pasted

on both sides of car?(5) Is copy of manifest tacked in a con-

spicuous place on the side of the car?(6) Are cars loaded to capacity?(7) Are cars sealed before shipment?

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6. Reclamation and 'Mciintenance: Operations- .. -a. Trailers.

(1) Are tires inflated to the; correct pres-sure . ..

(2). Are leveling jacks operating properly?(3) Are .leveling. jacks retracted properly

. before. trailer is ready for travel so thatno part,' projects, below the trailerframe ?

(4) Are tail and stop lights in good operat-ing condition? '

,(5) Are lubrication orders" being followed?(6) Is fire exting"uisher in satisfadctory oper-

ating coinditionn?(7) Are equipment compiirtnments secured

properly when trailer. 'is, ready for'travel ? . .. ....

(8) "Is equipment fastened":securelyr to com-*. partments ? ': ..... -

(9) Is generator of::clothing-repair trailersecured ,to the trailer- before .trailer is

..moved?. ..

b. Shoe Repair:d X ..': :C ... ' ; .,:

(1) Dot'shoe:. repairs' comply: with .specifica-tions?

(2)).. Is,shoe-repair :machin exry serv,,ice peri-odically by a company mechanic? .

(3) Is stitchir g machine properly"oiled to'preven't exces'sive thr'ea;' brealge ?

(4) Are instrti C'ti6s 'i;i':"epart: ment of the" f!"' A ir'm'y':: - and: i:a'n:uifaetfrrsr'! ; manuals

b Jeini adihered to ?:' 'i.. ' :

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(5) Are spare parts available for the curvedneedle stitcher?

c. Clothing Repair.(1) Are implements used by tailors for

clothing repair in excellent condition?(2) Are these implements used only for the

purpose for which they are intended?(3) Is thread of standard Army specifica-

tions ?(4) Are small holes or thin places in fabrics

being darned inconspicuously and, whenpossible, with thread unraveled fromanother part of the garment?

(5) Is darning being done on face side offabrics?

(6) In mending straight tears, are tornedges carefully matched and drawn to-gether with fine rows of darningstitches, irregular in length?

(7) When zippers are being replaced, isenough opening provided for free pas-sage of slide-locking device?

(8) Are pockets of garments free of ripsand tears?

(9) Is clothing being sized correctly?

d. Canvas Repair.(1) Are cement patches being applied cor-

rectly to heavy canvas?(2) Are cement patches round and applied

to the outside of the canvas article?

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e. Metal Repair.(1) Are metalworkers given basic instruc-

tion in at least two other phases of thecompany's technical operations?

(2) Do careless habits on part of workerscreate a hazard?

7. Bath Operations

a. General.(1) Is pure, clean water free of sediment

being used for baths?(2) If operations are being conducted in cold

weather, are buildings or tents at a com-fortably high temperature?

(3) If operations are suspended in coldweather, is water properly drained fromboiler and shower assembly?

(4) Is clothing for issue carefully stocked bysizes?

b. Bath Trailers.(1) Before operations.

(a) Is shower unit placed so that wastewater will drain downstream, awayfrom the suction outlet?

(b) Has trailer been properly leveled byremoving earth or blocking up thelow wheel?

(c) Does trailer have any loose or brokennuts or parts?

(d) Are there any signs of leaks in fuellines, hose, and connections of unit?

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(e) Are tires inflated 'at 60 pounds?(Examine for cuts, bruises, and em-bedded' foreign matter.)

(f) Are tools -and' equipment in properplace?

(g) Is reserve supply of oil and lubricantson hand?

(2) During operations.

(a) When trailer. motor is in operation,are there any unusual rattles, knocks,squeaks, or hums?

(b) Does trailer motor have any unusualodors which might indicate over-heated parts?

('c) Are there any leaks in hose; lineg?

(d) Is runoff ditch 1 foot wide and 1 footdeep, and does it carry the used waterto a point in the stream below theunit ?

(3) After operations.(a) Are knockdown' procedures- carried

-"'out efficiently?(b) Are parts -bf'disassembled shower unit

placed on bath-ttailer unit carefully?

(c). Is 'trailer uinit 'Iibricated .:properly?

8. Laundry Operations;a.- General.

(1) Is an adequate-9 :ipply. of --dlean water;.; available? '

'{2) Are cu-irrent D'epartment-o6f' the Army

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and machinery manufacturers' manualsbeing used?

(3) Are; current washing formulas beingused?

(4) Are personnel familiar with properuse of semimobile laundry detergent?

(5) Is laundering of shirts and smallarticles being done differently fromlaundering of bulk articles such assheets, mattress covers, and blankets?

b. Trailers.(1) Are leveling jacks in satisfactory oper-

ating condition?(2) Are spirit levels on trailer in satisfac-

tory condition?(3) Are wheels tight and free from wobble

and are wheel bearings in correct ad-justment? (Bearings should allow onlya perceptible shake of the wheel andallow the wheel to turn freely.)

(4) Are tires inflated to proper pressure?(5) Are leaves of springs broken or shifted?(6) Is lighting equipment in order?(7) Is retractable support in satisfactory

operating condition?(8) Are trailers washed down regularly?(9) Are trailers covered with tarpaulins

when in transit or when not in use?9. Depot Operations

a. General.(i) Are adequate signs pointing toward the

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depot posted in the surrounding country,and is the depot itself posted with anadequate number of signs?

(2) Is the area protected against pilfering?

(3) Is lighting equipment adequate for nightoperations ?

(4) Is the ground level enough to facilitatewarehousing ?

(5) Is the bivouac area accessible to thedepot ?

b. Sanitation.(1) Does area surrounding depot contain

refuse dumps or stagnant water?

(2) Are the latrines screened and coveredand located at a considerable distancefrom supplies?

c. Lay-Out.(1) If an open-storage depot is being oper-

ated, are supplies dispersed properly?

(2) Is the lay-out of the open-storage depotadapted to available personnel and tomethods of handling the materials?

d. Handling of Supplies.

(1) Where necessary, are supplies stacked in

a staggered pattern to provide each con-tainer with necessary circulation of air?

(2) Are supplies supported by good dunnageand foundations?

(3) If tarpaulins are used, are they helddown securely?

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(4) Are packing operations kept to aminimum?

(5) Are all personnel familiar with properweight-lifting practices?

(6) In the case of supplies stored in blocks,are they withdrawn from the block byrows, from the aisles toward the walland not from across the front of theblock?

10. Quartermaster Sales Operations

a. Location and Hours.(1) Does location of store interfere with

normal activities of other units?(2) Is the sales store located at a point con-

venient to troops?(3) Are the hours of sales store operation

convenient and long enough?(4) Does the sales store remain open over

weekends?(5) Are travel schedules fairly adjusted for

all troops?b. Stock.

(1) Is a well-balanced stock maintained?(2) Are demand items carried as much as

possible?(3) Are all items displayed to purchasers?

c. Records.(1) Are consumption record cards main-

tained on each item stocked by the salesplatoon ?

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(2) Are four copies of the report of depositsprepared?

(3) Does each sales officer maintain a salesofficer's account?

(4) Are inventories regularly taken?

(5) Is inventory adjustment sales accountrecord correctly prepared?

(6) Do debit and credit entries in distribu-tion journal balance?

(7) Are cash sales slips prepared if itemiz-ing cash register is not available?

(8) Are shipping documents being correctlyprepared?

11. Subsistence Operations

a. General.(1) Are adequate signs pointing toward the

site posted in the surrounding country?(2) Is the area protected against pilfering?(3) Is lighting equipment adequate for night

operations?

b. Personnel.(1) Are all personnel familiar with proper

weight-lifting practices?(2) Do personnel wear gloves when handling

wooden cases?

c. Lay-Out.(1) If supplies are piled on ground or plat-

form, are the piles dispersed, protectedby paulins, and camouflaged?

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(2) Are unit or item piles dispersed: to avoidtraffic congestion ?

(3) Do trucks enter and leave area at dif.ferent points, if possible?

(4) Do waiting trucks obstruct departingtrucks?

(5) Are traffic guides or military policeposted at entrances and exits?

d. Stacking.(1) Are supplies supported by good dunnage

and foundation?(2) If tarpaulins are used;, are they held

down securely? ¶: ,(3) Are procedures planneiq..ayoid as much

rehandling as, possible? ,e. Loading.

(i) Are as many trucks as possible beingloaded simultaneously unless separateloading saves time?

(2) Is weight of items being placed in trucksevenly distributed and disposed so. thatthe items will not shift?-

(3) Are small: units being slighted, in break-down of package rations or items?

*(4) Are packing operations kept to aminimum?,..

(5) Is loading done directly. onto trucks?,,(Direct loading saves rehandling.)

12. Graves Registration :Operotions

:a. Collecting Point;','.. X -:(1) Is every effortr':;bfi.g ::made;.toi identify

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bodies and/or obtain fingerprints beforeremoval to the temporary cemetery?

(2) Is protection of effects maintained effec-tively at all times?

(3) Is the emergency medical tag protectedfrom blood stains and body fluids beforebodies are removed to cemetery?

(4) Are bodies removed to the cemetery incustody of two men?

(5) Is collecting point register maintainedproperly ?

b. Cemetery.(1) Is burial of the dead being accomplished

in a reverent manner?

(2) Are services of a chaplain of the appro-priate faith available when necessary?

(3) Are grounds well policed?

(4) Are drainage facilities adequate?

(5) Are tents or structures placed in man-ner to promote efficient operations?

(6) Is processing area hidden from view ofonlookers and civilians?

(7) Are adequate signs employed to showusing units the location of the ceme-teries?

(8) Are cemetery register and other recordsproperly maintained?

(9) Are crosses well painted and in reason-ably good alinement?

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c. Disposal of Equipment and Effects.(1) Is issue equipment of the dead being

turned in properly marked for salvage?(2) Are effects carefully inventoried and

protected against loss?

d. Records.(1) Are reports of interment prepared

painstakingly and as completely aspossible ?

(2) Are all items in the report of intermentbeing properly filled in?

(3) Are fingerprint records clean andlegible and are they being carefullyhandled ?

(4) Are tooth charts carefully made whentheir preparation is required?

(5) Are photographic records being prop-erly maintained?

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INDEX

Active defense measures _---__- _ _- __.Adjutant -___ .____ __________________Administrative:

Inspections___c t, __- . ___ . ___ -.

Personnel____ ------------- -.___Procedures - -_______________ _______Section____ __2.. _____ _ .__.___.

Advance logistical commands_____ _..-Area damage control__ ____ ._. _-Army training program_ .-_ ---------=Army training test __________________.Assignment_____-____________________.-Athletics_ ----___-__:.___ . __..__…_-.

Base logistical commands ___ ___: _-_ _Battalion:

Commander__________ .Headquarters____________ ___-____Newspaper_---___________________.Organization --____________________S4 -_____________-_______________Supply and maintenance section____.

Booby traps -_________________________

Camouflage__________________ ______-_Capabilities_--___.____-_______________Chaplain --____________________ -______

Checklists, inspection ________________-.Command:

Inspections _____________________.-Post____ ___......................Report _______________-__--_---__

Communications_ __-___________________Communications officer -_______________

Paragraphs Pages

57 5714 11

35-7, 9,

47 4722 17

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Paragraphs PagesCommunications personnel ____________. 21 - 16Controls -------_-----_______________- 28-34 27Coordination----_---__-- -_____________ 31 28Counterintelligence--__-- ______________ 45 45

Damage control ______________________. 60 60Defense_ ____________________________. 55-61 56Demolition__ --________________________ 61 62Depots ----_-------__--- _____________ 24 20Detachment commander---___--___--- __ 14 11Detachment headquarters - --.__________. 7, 8 6, 8Directives _______-- _________________.. 30 28Direct support ______________________. 23 18

Employment__________________________ 23, 24 18, 20Executive officer__----_---____ __--____ 13 10

General depots______________________ - -24 20General support -_____________-_______ 23 18Geneva Convention _-____.____________. 39 40

Headquarters and headquarters company, 5 5quartermaster depot.

Headquarters and headquarters detach- 5 5ment, quartermaster group.

Inspections --_________________________. 46-48 45Intelligence _________________________ 16,42-45 13, 44

Maintenance and services officer -________ 18 14Maintenance inspections -______________ 47 47Messenger service_---__-- _____________ 65 66Mines ______________________________ 57 57Mission ----- ____-_____________- 4 4Mobility test exercises _--___--- _____-_. 54 . 54Motor officer ---__---__--- __-- _____- _ . 19 14

Movement ……4__________1--_ .4· 41Nuclear defense --- ---__________ _______ .:59 59

Obstacles, defense ___-- --____-_______.- 32 29Operational reports -------___ -__.___- 7: '-'57

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Operations officers--__---__-- __-- ______ 15, 16 12, 13Operations section _____________------- 7, 11, 27 6, 9, 24Orders _________________________.____ 30 28Outposts _____________--_----_--- -___. 57 57Oversea movement, preparation________ 41 41

Passive defense measures -____________- 58 59'Patrols --------__--__-- -_____________ 57 57Perimeter defense ____________________ 57 57"Personnel officer _____________-_______. 20 16Plans --______________________________. 28 27Policy file-__--_______________________- 29 27Preparation for operations_____________ 25-27 23Prisoners of war----__ -_______________ 39 40

Quartermaster maintenance and services 18 14officer.

Quartermaster supply officer --_-Quartermaster support:

Direct____-________________General .........- - -.

Radio communication____________Reconnaissance ___-____________.Records--______________________Reports_--__--_________________Roadblocks_____________________.

17

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........ 63......- 25........ 33........ 32....... 57

S 4 --- -- - -- -- -- -- -- -- -- -- -- --- -- -- -- -Security -- __________________________-16,Site selection -________________________Situation map--_______________________Staff visits --__________________________Standing operating procedure --__________Statistical compilations -_______________Status reports .___.___________________.Strength and training status report ------Supply and maintenance section_--_---__ 7,Supply procedures______________ ______

Tactical inspections____________________

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Technical intelligence detachments--______Theater administrative zone ____________Theater army logistical command ._____.Training ____________________________16,Training inspections .- ________________-Trip flares__________________________ - -Troop education_______________________Troop information____________________

Unit equipment status report--------___Unit journal_____________ ____________USAFI -___________________________--

Warning system, defense_______________Water _______________________________Weapons employment _ -_______________Wire communication_------____________

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[AG 353 (15 Oct 59)]

By Order of Wilber M. Brucker, Secretary of theArmy:

Official:

L. L. LEMNITZER,General, United States Army,

Chief of Staff.R. L. LEE,

Major General, United States Army,The Adjutant General.

Distribution:

Active Army:

DCSLOG (5)DCSOPS (2)DCSPER (2)ACSI (2)ACSRC (2)Tech Stf, DA (5) except

TQMG (25)Tech Stf Bd (2)USCONARC (5)

US ARADCOM (2)OS Maj Comd (10)OS Base Comd (2)Log Comd (6)MDW (6)Armies (10) except First

US Army (12)

Corps (10)Div (5)

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Bde (2j 10-167 (2)Ft Belvoir (5) 10-187 (2)

Fts & (Camps) submitting 10-197 (2)DA Form 12 (2) .10-227 (2)

USMA (10) 10-247 (2)

Br Svc Sch (5) except USA 10-257 (2)

!QM Sch (200) 10-277 (2)

Svc Colleges (5) 10-297 (2)

PMST ROTC Units (1) 10-347 (2)

Gen Dep (1) 10-348 (2)QM Sec, Gen Dep (2) 10-357 (2)QM Dep (5) 10-367 (2)USATC (2) 10-377 (2)Units org under fol TOE: 10-407 (2)

10-22 (5) 10-417 (2)

10-67 (2) 10-427 (2)10-77 (2) 10-437- (2)10-127 (2) 10-521 (2)10-157 (2) 10-536 (15)

NG: State AG (3); units-same as Active Army except allowanceis one copy for each unit.

USAR: Same as Active Army except allowance is one copy foreach unit.

For explanation of abbreviations used, see AR 320-50.

* U. 9. GOVERNMENT PRINTING OFFICE: 1960-520534

AI(:5 6S,.-

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