FM 17-98 SCOUT PLATOON

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CHAPTER 7 Combat Service Support CSS elements arm, fuel, fix, feed, and provide transportation and personnel for the scout platoon. The platoon, however, has no organic CSS assets. This creates unique planning and operational challenges, with most of the responsibility falling to the PSG. The PSG is the CSS coordinator for the platoon; in supervising CSS within the platoon, his role is similar to that of the 1SG in the company and troop. He is responsible for advising the platoon leader of the platoon’s logistical requirements during preparation for combat operations as well as its current logistical status once operations are under way. The platoon’s NCOs assist the PSG in executing resupply operations and in determining the platoon’s logistical needs. In combat operations, the PSG coordinates directly with the 1SG, informing him of requirements and problems. Section 1 Section 2 Section 3 Section 4 Section 5 CONTENTS Supply Operations Maintenance Operations Personnel Operations Medical Treatment and Evacuation Prisoners SECTION 1 — SUPPLY OPERATIONS Scout platoons have a large amount of equipment and require frequent resupply to accomplish their mission. Periodic checks are required by all leaders to make sure the platoon’s equipment, especially high-use items, is accounted for and ready to use. Leaders must anticipate expenditures and request supplies before an operation begins. BATTALION TASK FORCE SUPPORT The scout platoon presents complex logistical problems for the battalion task force staff. As explained in previous chapters, the platoon normally operates to the front of the task force. It will probably move earlier and stay away longer than any other battalion element. It can be resupplied in one of several ways. One method entails the battalion dedicating a logistics package (LOGPAC) to the scout platoon. The LOGPAC responds to the needs of the platoon and is brought forward by the headquarters company 1SG, the support platoon leader, the headquarters company XO, or another responsible individual. The support package is small and flexible, tailored specifically to the scout platoon’s requirements. (NOTE: The LOGPAC may include a maintenance team; refer to the discussion of maintenance operations in Section 2 of this chapter.) The LOGPAC links up with the scout PSG at a specifically designated RP as far forward as possible. The PSG is then responsible for distribution of supplies to the scout sections and/or squads. He may distribute supplies by himself or be assisted by the individual who brought the LOGPAC forward. The latter method is significantly faster. This method is best for the scout platoon but is difficult for the battalion because of its own limited CSS resources. The scout platoon can also use the nearest company team’s CSS assets for its resupply and maintenance. If this technique is used, the HHC commander and scout platoon leader should coordinate with the company team commander for support. The HHC commander and battalion S4 should ensure that the supplies dedicated for the resupply of the scout platoon are forwarded with the company team’s regular LOGPAC. If possible, scout supplies pushed forward with the company team LOGPAC should be separated to ensure rapid resupply of the scouts. Another method is to make the scouts responsible for their own supplies. Not only must the PSG coordinate for supplies, but he also must pick up the LOGPAC, distribute the supplies, and return the LOGPAC to its parent-unit location. This stretches the platoon to its limit because it must operate without the PSG for extended periods of time. This method also does not provide dedicated CSS assets for the scout platoon. It is the easiest method of resupply for the battalion but the worst for the scout platoon.
Whatever support the scout platoon receives must be keyed to a fast transfer of supplies. The scouts must be able to pull in, resupply, and leave as quickly as possible. The actual time when the scouts need to resupply often does not coincide with the standard LOGPAC times for the rest of the battalion. The battalion S4, the support platoon leader, the scout platoon leader and PSG, and any other key leaders must anticipate events to coordinate for the best time of resupply. SQUADRON SUPPORT The scout platoon in a divisional or regimental squadron receives all of its CSS through its parent troop. The PSG coordinates with his 1SG for everything the platoon requires. The 1SG is thus the key operator in the service support chain. He does most of the coordination with the squadron combat trains command post (CTCP) and controls the LOGPAC and its operation. Based on the tactical situation, the 1SG will also choose the techniques of resupply. BASIC AND COMBAT LOADS Two sets of guidelines, for the basic load and the combat load, prescribe the quantities of supplies required by the scout platoon during tactical operations. (NOTE: A summary of the classes of supply follows this discussion.) Basic load The basic load is the quantity of supplies in Classes I, II, III, IV, V, and VIII that the scout platoon is required to have on hand to initiate combat operations. The basic load is designated by the platoon’s higher headquarters based on analysis of the platoon’s mission and the anticipated threat. Combat load The combat load is the quantity of supplies, in all classes, that the scout platoon must have on hand to sustain operations in combat for a prescribed number of days. The platoon’s parent unit must be capable of moving the combat load, using organic transportation assets, into combat in a single delivery. Like the basic load, the platoon’s combat load is designated by higher headquarters. CLASSES OF SUPPLY Class I This class includes subsistence items. MRE rations are stocked on each vehicle, usually a three- to five-day supply. Hot meals are brought forward when possible, if only to supplement MREs. Potable water should be replenished daily, either by refilling from the water trailer or by rotating 5-gallon cans with the 1SG or supply sergeant. Each combat vehicle should maintain a minimum of 30 gallons of potable water; it must have more water on hand during operations in arid climates or in MOPP gear. All meals should be eaten in shifts, and they should never be served at one centralized location. The platoon leader and PSG must make sure not only that the platoon is fed, but also that the scouts eat nutritious meals to maintain the energy levels required in combat. During continuous or cold-weather operations, soldiers will eat more than three meals per day; the platoon leader and PSG must plan for this extra allowance. Class II This class includes field sanitation, cleaning, and administrative items, as well as organizational clothing and individual equipment (OCIE). Sanitation, cleaning, and administrative supplies are requested and received from the troop or company supply NCO and can be brought forward with the LOGPAC. OCIE items are replaced on an individual, as-needed basis. Class III and Class V Class III comprises all types of POL products. Class V covers all types of ammunition, including small arms, artillery and tank rounds, mines and demolitions, fuzes, missiles, and bombs. For optimum security, rearming and refueling should occur simultaneously under cover of darkness. This usually occurs daily or at the conclusion of major operations. The techniques of refueling and rearming are covered later in this section.
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FIELD MANUAL No. 17-98 *FM 17-98 He
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Preface On the ever-changing landsc
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Figure 1-2. HMMWV scout platoon. VE
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Figure 1-4. CFV scout platoon two-s
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Eight-squad organization Figure 1-8
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general have capabilities and limit
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Figure 1-11. HMMWV characteristics.
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tactical and operational considerat
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• Models that depict the enemy’
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Figure 2-4. Example decision suppor
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Figure 2-6. Example R&S tasking mat
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The military decision-making proces
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Step 1 - Receive and analyze the mi
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• Where is the key terrain • Ho
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After the platoon leader has analyz
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leaders have issued their orders, t
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different colors for friendly and e
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Figure 2-11A. Optimizing battle spa
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Figure 2-12. Route chart for compas
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these means of communication must b
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Administrative/logistics. The scout
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• Use a brevity code that reduces
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The scout platoon’s scheme of man
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Figure 3-1. Area reconnaissance usi
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Converging routes method. The patro
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signatures of the vehicle and the l
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In each type of organization, the g
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EXAMPLE OF A ROUTE RECONNAISSANCE F
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Figure 3-8D. Route reconnaissance (
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Figure 3-8H. Route reconnaissance (
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oundaries, an LD, and an LOA or obj
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Figure 3-9D. Zone reconnaissance (c
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Figure 3-9H. Zone reconnaissance (c
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leader feels there may be enemy for
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Figure 3-10D. Area reconnaissance (
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Figure 3-10H. Area reconnaissance (
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troop-leading process (normally a m
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Recommending/executing a course of
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Figure 3-11D. Reconnaissance of a r
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Figure 3-12B. Reconnaissance of an
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Figure 3-12F. Reconnaissance of an
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Figure 3-13A. Infiltration scheme o
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Planning and coordination Figure 3-
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defensive operations, forcing it to
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CHAPTER 4 Security Operations In se
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Scouts maintain surveillance from a
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Redundancy. The platoon leader may
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most appropriate role for the scout
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ecause the scouts must move to the
Page 99 and 100: Figure 4-9b. Repositioning OPs in d
Page 101 and 102: Figure 4-10. Scout and tank team co
Page 103 and 104: With his troop commander’s guidan
Page 105 and 106: eposition to BP A5. The tank platoo
Page 107 and 108: A. OP J maintains contact with the
Page 109 and 110: Figure 4-21. Cavalry scout platoon
Page 111 and 112: Figure 4-24A. Convoy escort actioni
Page 113 and 114: Figure 4-25C. Escort breaking conta
Page 115 and 116: The following actions should be tak
Page 117 and 118: CHAPTER 5 Other Tactical Operations
Page 119 and 120: ACTIONS IN THE ASSEMBLY AREA As soo
Page 121 and 122: Checkpoints on a route are used for
Page 123 and 124: SECTION 3 — BATTLE HANDOVER AND P
Page 125 and 126: movement, movement formation, and e
Page 127 and 128: stationary unit is responsible for
Page 129 and 130: CHAPTER 6 Combat Support The scout
Page 131 and 132: • Scatterable mines. These includ
Page 133 and 134: Figure 6-2. Scouts requesting fire
Page 135 and 136: The scout platoon leader must be pr
Page 137 and 138: Figure 6-8. Attack helicopter batta
Page 139 and 140: movement. In addition, the air cava
Page 141 and 142: The first action in the handoff pro
Page 143 and 144: SECTION 3 — COMBAT ENGINEERS Brig
Page 145 and 146: Although passive measures are the f
Page 147 and 148: Figure 6-17. Stinger air defense sy
Page 149: sight range of 10,000 meters agains
Page 153 and 154: should conduct resupply during miss
Page 155 and 156: of inspecting, testing, servicing,
Page 157 and 158: When a vehicle must be evacuated, t
Page 159 and 160: SECTION 5 — PRISONERS EPWs are ex
Page 161 and 162: CHAPTER 8 Basic Scout Skills Scouts
Page 163 and 164: This type of local security task is
Page 165 and 166: • Unobstructed observation of the
Page 167 and 168: is located with his vehicle in the
Page 169 and 170: Figure 8-7. Sample format and infor
Page 171 and 172: In this position, the vehicle comma
Page 173 and 174: Figure 8-13. Platoon column formati
Page 175 and 176: Figure 8-17. Section vee and wedge
Page 177 and 178: BOUNDING OVERWATCH Bounding overwat
Page 179 and 180: Figure 8-23. Mounted crest drill. D
Page 181 and 182: most vulnerable in wooded areas whe
Page 183 and 184: The scouts that are not in contact
Page 185 and 186: Maintain contact to support a hasty
Page 187 and 188: section/squad leader simply informs
Page 189 and 190: Deviation spotting As applied to de
Page 191 and 192: Figure 8-27. Bracketing Bracketing
Page 193 and 194: CHAPTER 9 Miscellaneous Field Data
Page 195 and 196: Figure 9-1. Reconnaissance overlay
Page 197 and 198: Figure 9-1. Reconnaissance overlay
Page 199 and 200: Figure 9-2. Example of overlay grap
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• Stretching a string or measurin
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7 inches = 17.78 centimeters 8 inch
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the antenna connector on the radio.
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FOOD AND WATER Water collection Wit
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Figure 9-7. Enemy weapons, vehicles
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higher commander’s intent. The sc
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• Linkup time and location. • P
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APPENDIX B Nuclear, Biological, and
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Equipment MOPP level MOPP READY MOP
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Give the alarm. Have all unmasked s
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Figure B-1. NBC marking devices. UN
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contamination remains, so periodic
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movement in the direction of the co
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• Once the wing vehicles reach th
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APPENDIX C Stability and Support Op
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activities. Examples of these are l
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Because of the unique requirements
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US military forces may be tasked fo
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excellent hasty roadblocks because
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Figure C-5. Deliberate checkpoint o
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approaching traffic until it is too
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Photographic filter Instant cameras
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• Contact your checkpoint command
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Figure C-14. Ankle-to-ankle positio
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CORDON AND SEARCH OPERATIONS When i
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the armored unit’s mobility, prot
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APPENDIX D Military Operations on U
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The friendly commander should try t
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• It is vulnerable to enemy infan
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Figure D-3. Gaining a foothold in M
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Figure D-5. CFV provides support as
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Figure E-1. Figure E-1. Environment
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APPENDIX F Risk Management Risk is
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Moderate (M) Low (L) Expected degra
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• Thoroughly brief all aspects of
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APPENDIX G Fratricide Prevention Fr
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Lapses in individual discipline can
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target identification before they i
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Glossary A AA AAR ABF ACE ACR ADA A
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div DP DPICM DS DST DTD division de
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I J k ICM ID IEDK IFF IFSAS IPB IR
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NCO NCOIC NCS NEO NGO NLT NOD nonco
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RISTA ROE ROI ROUTEREP RP RSI rte R
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TTP tactics, techniques, and proced
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ARTEP 17-237-10-MTP Mission Trainin
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FM 17-98 SCOUT PLATOON

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