CopyI FM 29-30

DEPARTMENT OF THE ARMY FIELD MANUAL

MAINTENANCE BATTALION
AND COMPANY OPERATIONS
INDIVISIONS AND SEPARATE BRIGADES

HEADQUARTERS, DEPARTMENT OF THE ARMY

TAGO 52?4A
JULY 1968
 *FM 29-30

FIELD MANUAL} HEADQUARTERS

DEPARTMENT OF THE ARMY
No. 29-30 ) WASHINGTON, D.C., 26 JUIY 1968

MAINTENANCE BATTALION AND COMPANY OPERATIONS

IN DIVISIONS AND SEPARATE BRIGADES
Paragraph Page

CHAPTER 1. GENERAL ----------------------------------- 1-1-1-11 1-1

2. ORGANIZATION AND CAPABILITIES OF
DIVISION/SEPARATE BRIGADE MAIN-
TENANCE UNITS'
Section I. Division Support Command ---------------------- 2-1-2-4 2-1
II. Infantry, Infantry (Mechanized) and Armored
Division Maintenance Battalions -------------- 2-5-2-9 2-2
III. Airborne Division Maintenance Battalion and Its
Subordinate Elements ---------- ___-___- 2-10-2-13 2-7
IV. Airmobile Division Maintenance Battalion and
Its Subordinate Elements ------------- _-__--.- 2-14-2-16 2-9
V. Airmobile Division, Transportation Aircraft Main-
tenance and Supply Battalion ---------------- 2-17-2-19 2-11
VI. Maintenance Companies, Separate Brigades ------- 2-20-2-22 2-13
CHAPTER 3. DUTIES AND: -RESPONSIBILITIES OF
PERSONNEL
Section I. General - _- : .......................... 3-1, 3-2 3-1
II. Battalion Headquarters and Headquarters Section - 3-3-3-5 3-1
III. Main and Forward Support Companies - . .......
3-6,3-7 3-6
IV. Transportation Aircraft Maintenance Company,
Infantry, Infantry "(Mechanized), Armored, and
Airborne __-------------------------------------3-8,3-9 3-9
V. Transportation Aircraft Maintenance and Supply
Battalion, Airmobile Division - ............... 3-10,3-11 3-10
VI. Maintenance Companies, Separate Brigades ------- 3-12, 3-13 3-14
CHAPTER 4. MAINTENANCE OPERATIONS
Section I. General -.................................... 4-1-4-8 4-1
II. Main Support Companies -.................. 4-9-4-15 4-4
III. Forward Support Maintenance Units _. ........
4-16-4-20 4-9
IV. Transportation Aircraft Maintenance Companies __ 4-21-4-29 4-12
V. Maintenance Company, Support Battalion, Sepa-
rate Brigade-______ -4-30,4-31 4-17
CHAPTER 5. MAINTENANCE SUPPLY OPERATIONS . 5-1-5-18
... 5-1
6. MAINTENANCE MANAGEMENT BY THE
BATTALION STAFF
Section I. General -.................................... 6-1-6-9 6-1
II. Effects of Tactical Tailoring --------------------- 6-10--6-12 6-6
CHAPTER 7. MAINTENANCE IN RELATION TO TYPES
OF OPERATIONS
Section I. Employment of the Maintenance Battalion -______- 7-1-7-3 7-1
II. Offensive Operations -...................... 7-4, 7-5 7-3
III. Defensive and Retrograde Opns -............... 7-6, 7-7 7-7
IV. Counterguerrilla Operations -................. 7-8, 7-9 7-8
V. Maintenance Under Unusual Conditions ------- -7-10-7-15 7-9

*This manual supersedes FM 9-30, 6 December 1961, including C 1, 16 March 1964; TC 29-55, 30 June 1960; and applicable portions
of FM 55-45, 1 June 1965.

AGO 5274A
FM 29-30
Paragraph Page

CHAPTER 8. RECOVERY AND EVACUATION .--- -------- 8-1-8-8 8-1

9. TECHNICAL ASSISTANCE .-----.-----------_ 9-1-9-4 9-1
10. INSPECTIONS -------------------------------. 10-1-10-5 10-1
11. MOVEMENT AND SECURITY
Section I. General ------------------..-------------------- 11-1-11-3 11-1
II. Battalion Responsibilities ------------------------ 11-4-11-6 11-2
III. Movement and Area Layout ---------------------.. 11-7-11-20 11-3
.IV. Security -... . ..............
_.. 11-21-11-23
11-7
CHAPTER 12. COMMUNICATIONS
Section I. General ---------------------------------------- 12-1-12-4 12-1
II. Maintenance Battalion, Armored, Infantry, Infan-
try (Mechanized) Divisions --------- ______---- 12-5-12-8 12-4
III. Maintenance Battalion, Airborne Division -------- 12-9, 12-10 12-8
IV. Maintenance Battalion, Airmobile Division -------- 12-11,12-12 12-11
APPENDIX A. _
REFERENCES ------------------------------. A-1
B. GUIDE TO UNITS PROVIDING MAINTENANCE
AND/OR REPAIR PARTS SUPPLY SUPPORT
OF ARMY MATERIEL ----------- ---------- B-1
C. EMPLOYMENT OF NONAIR DEFENSE
WEAPONS AGAINST AIRCRAFT ---------- ---------- C-1
D. STABILITY OPERATIONS -------------------- D-1
E. GUIDE FOR THE PREPARATION OF A
BATTALION (SEPARATE UNIT) MAIN-
TENANCE STANDING OPERATING
PROCEDURE (SOP) . .--............-- - --------- E-1
F. CBR DEFENSE ANNEX TO COMPANY SOP -- ---------- F-1
G. AREA DAMAGE CONTROL ANNEX TO
COMPANY SOP ----------------------------- G-1
H. SOLOG AGREEMENT 75, PROCEDURES FOR
REPAIR AND RECOVERY OF MILITARY
TECHNICAL EQUIPMENT .----------------. H-1
I. STANAG 2113-DESTRUCTION OF MILITARY
TECHNICAL EQUIPMENT ---------- ------ i.---- I-1
INDEX -------------------- ------------- ----
----
-- .. ---- -----.--- INDEX-1

AGO 5274A

CHAPTER 1
GENERAL
1-1. Purpose
This manual is a guide for personnel assigned
to division maintenance battalions, and to
maintenance companies and maintenance and
supply companies of separate brigades. It pro-
vides basic information needed to assure ef-
ficient mission accomplishment. It also provides
guidance to other commanders, staff officers,
and individuals concerned with division main-
tenance operations.
1-2. Scope
a. This manual provides doctrine on the
organization and procedures for providing di-
rect support maintenance and direct support
repair parts supply within the division. Spe-
cific coverage is provided on the organization
and operations of the division maintenance bat-
talion, the transportation aircraft maintenance
and supply battalion employed in the airmobile
division, and the maintenance company and
maintenance and supply company of separate
brigades. Specific information on the logistic
activities of the division support command and
support command units in support of division
operations is found in FM 54-2.
b. The manual provides guidance for the
employment of non-air defense weapons against
low-altitude air threat.
c. Appendix B provides a listing of types
of materiel maintained by units covered in this
manual and the units that provide maintenance
support for the items.
d. Exceptions to the maintenance support
missions and capabilities of the maintenance
units discussed in this manual are listed be-
low-
(1) Medical materiel is supported by the
medical brigade. Information is contained in
FM
edicalbrigade.Informationiscontained
8-15.
(2) Airdrop equipment is supported by
AGO 5274A
FM 29-30
the air equipment support company, which is
organic only to the airborne division support
command (FM 10-8 and FM 29-50).
(3) Cryptologistic support in the division
is discussed in FM 29-11 (TEST).
(4) Maintenance of clothing, bedding, and
light textiles is provided by elements of the
supply and service battalion and is discussed
in FM 21-15 and FM 29-45.
(5) Electrical accounting m a c h i n e s
(EAM) are maintained by the field army sup-
port command (FM 29-22).
(6) Commercial, regulated automatic data
processing equipment (ADPE) is maintained
by the leaser.
1-3. Application
a. Unless otherwise specified, the doctrine
in this manual is applicable without modifica-
tion to:
(1) General war, to include consideration
for the employment of, and protection from,
nuclear munitions, and chemical, biological,
and radiological agents;
(2) Limited war; and
(3) Cold war, to include stability opera-
tions.
b. The manual is in consonance with the
following international standardization agree-
ments, which are identified by type of agree-
ment and number at the beginning of each ap-
propriate chapter in the manual: STANAG
2113, Destruction of Military Technical Equip-
ment; SOLOG 75, Procedures for Repair and
Recovery of Military Technical Equipment.
1-4. Role of Direct Support Maintenance
The direct support maintenance unit provides
support on a repair and return-to-user basis,
including on-site repair and the stockage and
issue of materiel readiness float items and re-
1-1
FM 29-30
pair parts to enhance and sustain the opera-
tional readiness of supported units.
1-5. Importance of Maintenance
The importance of maintenance must be em-
phasized at all levels of command. The potential
firepower and mobility of an army is influenced
by the state of operative readiness of its equip-
ment. Well organized, adequately managed, and
efficiently operated maintenance units play a
major role in the readiness of equipment and
are therefore essential elements of armies, in-
dependent corps, divisions, and task forces.
1-6. Maintenance Objectives
The two major objectives of maintenance are-
a. To predict, prevent, detect, and correct
incipient equipment failures by timely preven-
tive maintenance services and inspections,
b. To repair unserviceable equipment.
1-7. Maintenance Principles
The following are the basic principles of main-
tenance:
a. Maintenance will be performed at the
lowest category consistent with the tactical sit-
uatidn, skills, time, repair parts, tools, and test
equipment available.
b. Repairs will be accomplished on site,
when it is more advantageous to supported
and supporting units.
c. Repairs will be accomplished in accord-
ance with maintenance allocation charts.
d. Unserviceable materiel that is beyond
the capability of a maintenance organization
will be reported or delivered to the next higher
maintenance organization.
e. All organizational maintenance within
the capability of a supported unit will be ac-
complished, whenever possible, before the eva-
cuation of repairable items to the supporting
DS maintenance organization. Higher categor-
ies will perform the maintenance function of
lower categories when required or directed by
the appropriate commander. General support
and depot maintenance will be accomplished to
permit the return of an item to the supply sys-
tem, in accordance with the maintenance stand-
ards established for each item of equipment.
f. Controlled cannibalization, outlined in
1-2
AR 750-50 as a source of repair parts and
assemblies, may be used to support mainte-
nance of equipment.
g. Repair will be accomplished under the In-
spect and Repair Only as Necessary (IROAN)
principle at organizational and direct support
categories of support.
h. TM 38-750 must be used to implement
the policies set forth in AR 750-1 and 750-5.
It must also be used in providing equipment
record procedures for the control of operation
and maintenance of all Army equipment in-
cluded under the provision of the regulations.
1-8. Maintenance Responsibilities
a. Repair of Unserviceable Materiel. Direct
support maintenance units assume responsibil-
ity for the repair or proper disposition of un-
serviceable materiel that is beyond the repair
capabilities of supported unts. When practi-
cable, and when such service will benefit the
user, repairs are made on site (at the site of
equipment failure or at a supported unit's or-
ganizational maintenance activity). When un-
serviceable equipment must be taken to DS
maintenance shops for repair, it should be re-
paired and returned to supported units as soon
as possible. If required repairs exceed the re-
pair capability or capacity of the supporting
DS maintenance units, items are evacuated to
a general support maintenance unit and the
supported units are instructed to request re-
placements through supply channels. When di-
rected by the commander, replacements may
be issued from the materiel readiness float
stock. Repairs authorized to be performed by
specific categories of maintenance are listed in
maintenance allocation charts (MAC), which
are published in technical manuals applicable
to specific items of materiel (AR 750-6). Main-
tenance operations are discussed in chapter 4.
b. Recovery and Evacuation. Within cap-
abilities and to the extent necessary, DS main-
tenance units assist supported units in the re-
covery and evacuation of unserviceable and
abandoned materiel. When materiel cannot be
repaired by a DS maintenance unit, arrange-
ments are made for its further evacuation.
Failure to effect prompt recovery and evacu-
ation delays the return of potentially service-
AGO 5274A

able materiel to supply channels. Recovery and
evacuation are discussed in chapter 8.
c. Technical Assistance. Technical assist-
ance is the service of providing instruction and
technical guidance to supported units to enable
them to discharge their maintenance and main-
tenance supply responsibilities more efficiently.
It encompasses instruction on maintenance and
maintenance supply procedures; assistance in
the inspection of materiel; and assistance in
determining, modifying, and maintaining pre-
scribed load lists of repair parts. Technical as-
sistance is further explained in chapters 4,
5, 6, and 9.
d. Road Patrols and Emergency Service.
Direct support maintenance units render on-
the-spot emergency maintenance service to dis-
abled vehicles, within the direct support unit's
area of responsibility.
1-9. Maintenance Supply
Since the functions of maintenance and classes
II, VII, and IX supply are so closely related, it
is essential that the relationships be under-
stood.
a. Planning for maintenance and supply
must be concurrent and closely integrated. In-
adequate maintenance procedures impose an in-
creased requirement on the supply system.
Conversely, maintenance depends on the supply
system to provide the repair parts and ma-
terials required for equipment repair. Proper
maintenance of equipment increases its period
of economical usefulness, reduces supply re-
quirements for replacement of equipment, and
conserves resources.
b. Division direct support maintenance
units provide maintenance supplies to supported
units for organizational maintenance. In addi-
tion, certain end items are issued through
maintenance channels to permit inspection in
order to insure that such items are combat
serviceable when issued.
c. Operational readiness floats of end items
and components are established by- division DS
units for issue as replacement for unserviceable
AGO 6274A
FM 29-30
equipment. Such floats are established to main-
tain the capabilities of supported units. Small
items of equipment may be supplied from op-
erational readiness floats to replace items be-
yond the repair capabilities of using units
without reference to repair time limits. For
additional information on the above, see chap-
ter 5 and AR 750-6.
1-10. Employment of Automatic Data
Processing Systems (ADPS)
The employment of ADPS within maintenance
support units will provide for the rapid proc-
essing and transmission of maintenance sup-
port data and will serve to enhance the quality
and timeliness of maintenance support and
maintenance management at all levels. Detailed
technical guidance and operating procedures
are contained in procedural manuals furnished
by the military or contract systems designers.
Appropriate automatic data processing equip-
ment (ADPE) will be provided through modi-
fled tables of organization and equipment
(MTOE). For the application of ADP equip-
ment to maintenance management, see FM 29-
20.
1-11. Recommended Changes to Manual
Users of this manual are encouraged to submit
recommendations to improve its clarity or ac-
curacy. Comments should be keyed to the spe-
cific page, paragraph, and line of the text in
which the change is recommended. Reasons
should be provided for each comment to insure
understanding and permit complete evaluation.
Comments should be forwarded direct to the
Commanding Officer, U.S. Army Combat De-
velopments Command Maintenance Agency,
Aberdeen Proving Ground, Maryland 21005.
Originators of proposed changes that would
constitute a significant modification of ap-
proved Army doctrine may send an informa-
tion copy through command channels, to the
Commanding General, U.S. Army Combat De-
velopments Command, Fort Belvoir, Virginia
22060, to facilitate review and followup.
1-3

CHAPTER 2
ORGANIZATION AND CAPABILITIES OF DIVISION AND
SEPARATE BRIGADE MAINTENANCE UNITS
Section 1. DIVISION SUPPORT COMMAND
2-1. General
This section provides information on the divis-
ion support command. Specific doctrine and
guidance for employment of the support corn-
mand is set forth in FM 54-2. The mainte-
nance battalion is an organic element of the
division support command. It is useful to have
a general knowledge of the support command
in order to fully understand its relationship
with the maintenance battalion.
2-2. Organization and Responsibilities
a. The basic organization of the support
command for the infantry, infantry (mecha-
nized), armored, and airborne divisions is the
same. The following exceptions apply in the
airborne division: 1) a supply company is or-
ganic to the airborne division in lieu of a sup-
ply and transport battalion; 2) an air equip-
ment support company is added; and 3) it
contains one ground maintenance company,
which has three forward support platoons (fig.
2-1). The composition of the various elements
of the support command, e.g., maintenance bat-
talion and supply and transport battalion, will
vary in terms of equipment and numbers of
personnel according to the type division sup-
ported. The airmobile division, which varies in
composition from those in other divisions, is
depicted in figure 2-2.
b. The support command commander is the
principal logistical operator for the division.
He is responsible to the division commander
for carrying out the division logistic support
plan as well as for assisting in its develop-
ment. The support command commander has
normal command authority over all subordi-
nate units of his command except the adminis-
AGO 5274A
FM 29-30
tration company. The support command com-
mander has tactical control of the administra-
tion company but does not control the techni-
cal operations of the company.
c. The division support command can pro-
vide support elements for attachment to bri-
gades for independent or semi-independent op-
erations of limited duration. When the support
command is fragmented in this manner, field
army support command troops may be required
to augment the division support command.
d. The brigades of the division are tactical
elements and enter logistical support channels
only to insure that logistic support is coordi-
nated and adequate to support the brigade op-
erations. The brigades receive logistic support
in one of two ways-
(1) When a brigade is operating with the
division, the support command units are in
direct support and remain under the control
of their parent unit. In this case, changes in
logistic support unit's composition, mission, or
location may be recommended to the support
command commander by the brigade com-
mander.
(2) When a brigade is on an independent
mission away from the remainder of the divis-
ion, the required logistic support elements are
attached. In this instance, the brigade com-
mander commands the attached elements and
supervises their operations.
2-3. Mission
The division support command provides divis-
ion level supply, transportation, maintenance,
medical, and certain miscellaneous services for
all assigned and attached elements of the di-
vision.
X
FM 29-30

DIVSPT COMD

HQ &BAND CO ADMIN CO MED BN MAINT BN

TRANS BN SPT CO

1. THE COMPANY
IS NORMALLY
LOCATEDAT DIVISION REAR
AND OPERATES UNDER TECHNICAL CONTROL OF THE HQ 8 HQ & HQ & MAIN
DIVISION AG. SPT CO CO SPT CO
2. A SUPPLY COMPANY IS ORGANIC TO THE AIRBORNE
DIVISION IN LIEU OF A SUPPLY AND TRANSPORT
BATTALION.
3. ORGANIC TO THE SUPPORT COMMAND OF THE AIRBORNE SUP & ACFT
DIVISION ONLY. SVC CO MAINT CO
4. ORGANICTO THE SUPPORT
COMMAND
OF THE INFANTRY
DIVISIONS.
(MECHANIZED)AND ARMORED
5. ORGANICTO THE INFANTRY, INFANTRY(MECHANIZED)AND
ARMORED DIVISIONS. FWD
6. FORWARD SUPPORT PLATOONS ARE ORGANIC TO THE AIRBORNE ST DET TANS CO ST CO
DIVISION IN LIEU OF FORWARD SUPPORT COMPANIES.

Figure 2-1. Division support command, infantry, infantry (mechanized) armored, and airborne divisions.

2-4. Staff Responsibilities of Subordinate battalion is responsible, to include technical

Support Command Commanders
The maintenance, medical, and supply and
transport battalion commanders, in addition to
commanding their units, have certain support
command staff responsibilities and functions.
The special staff functions of the maintenance
battalion commander are as follows:
a. He advises and assists the support com-
mand commander and staff on all maintenance
support matters for which the maintenance
supervision over maintenance operations and
training.
b. When directed by the support command
commander, he provides advice and assistance
to the division commander and staff on those
maintenance support operations for which the
maintenance battalion is responsible.
c. The aircraft maintenance battalion com-
mander assumes the above support command
responsibilities in the airmobile division.

Section II. INFANTRY, INFANTRY (MECHANIZED) AND ARMORED

DIVISION MAINTENANCE BATTALIONS
2-5. Maintenance Battalion Organization,
Mission and Capabilities
a. Organization. The maintenance battalion
is organized as depcited in figure 2-3. The
maintenance battalions in all three divisions
consist of the same basic structure, but, they
vary in size according to the quantity of equip-
ment supported. The maintenance battalion of
the armored division is the largest, that of the
infantry (mechanized) is the next largest, and
the battalion in the infantry division is the
smallest. Within the individual battalions, the
characteristics of the battalion elements can
be tailored to meet the requirements of the
brigades (e.g., elements of the main support
company are attached to the forward support
companies to increase their capabilities). The
specific strength of the battalion and informa-

2-2 AGO 6274A


SPT COMD
TRANS
ADMIN CO
BAND CO MAINT &SUP
HQ 8
Figure 2-2. Division support command, airmobile division.
iton on the types and quantities of equipment
may be found in the appropriate TOE's.
b. Mission. The maintenance battalion pro-
direct supportfor all types
maintenance
vides
of maintainable division materiel, except those
listed in paragraph 1-2d. It also provides re-
pair parts, other maintenance supplies required
in maintenance operations, and an operational
readiness float of selected end items and com-
ponents for the equipment it supports.
c. Capabilities. The maintenance battalion
and its elements, except in the airborne divis-
ion, is highly mobile and has a flexible organi-
zation to permit employment of elements at
multiple locations. It is organized and equipped
to provide tailored support in accordance with
requirements and to accomplish maximum re-
pairs near the using units or at the site of
equipment failure. Battalion elements posses-
AGO 5274A - 2-3
FM 29-30
DIV
MED BN SUP BN MAINT BN
HO 8 HQ 8 HQ 8
SUP
-. CO
QM AERIAL
EQUIP
_
sing appropriate capabilities are located to fa-
cilitate support of using units. Support to the
division is, in general, provided on a unit sup-
port basis, with elements of the battalion pro-
viding support to specific units and to a portion
of the division area. Emergency maintenance
support is provided for all transients upon re-
support is provided for all transients upon re-
quest, but may be limited to that necessary
base.
2-6. Battalion Headquarters
a. Organization. The battalion headquarters
(fig. 2-4) provides personnel to assist the com-
mander in the accomplishment of each of his
major responsibilities of command, control, and
supervision. Functionally, the headquarters sec-
tion contains the command, administrative,
communications, and battalion supply elements.
(1) Command element. The battalion
FM 29-30
HQ &MAIN SPT CO
MAINTENANCE REQUIRED BY THE INFANTRY, INFANTRY
M
(MECHANIZED), AND ARMORED DIVISIONS GENERALLY
DECREASE IN THAT ORDER. UNIT TOTALS DECREASE
IN THE SAME ORDER.
Figure 2--. Maintenance battalion, infantry, infantry (mechanized), and armored divisions.
commander, executive officer, and sergeant ma-
jor comprise this element.
(2) Administrative element. The adju-
tant (Sl), sergeant major, personnel staff
NCO, and clerk typists comprise this element.
(3) Battalion supply elements. This seg-
ment of the headquarters consists of the tech-
nical supply officer, S4, supply technician, sup-
ply specialists, supply sergeant, and supply
clerk.
(4) Materiel section. This component
consists of the materiel officer, engineer equip-
ment maintenance officer, maintenance officers,
materiel readiness NCO, operations sergeant,
repair control supervisor, and aircraft repair
inspector.
(5) Communications element. The radio
teletypewriter operator is supervised by a com-
munications officer appointed by the battalion
commander. Battalion communications are dis-
cussed in chapter 12.
b. Capabilities. The capabilities of the bat-
talion headquarters section include-
(1) Supervising and administering main-
tenance units organic or attached to the bat-
talion.
2-4
MAINT BN
TRANS
FWD SPT CO ACFT MAINT CO
(2) Operating the battalion command post.
(3) Maintaining unit property books and
assisting subordinate units in solving organiza-
tional supply problems.
(4) Operating the battalion message cen-
ter and battalion communication facilities.
(5) Planning for and operating the bat-
talion training program.
(6) Maintaining records and preparing
reports.
(7) Supervising and coordinating the
maintenance and maintenance supply efforts
of units of the battalion.
(8) Maintaining liaison with other ele-
ments of the support command, supported
units, and supporting units.
(9) Effecting coordination with the sup-
ply and transport battalion on matters rela-
tive to preissue inspection and maintenance of
end items supplied by the supply and transport
battalion
(10) Establishing and implementing the
technical assistance program.
(11) Providing inspection personnel, as di-
rected.
AGO 5274A
 FM 29=30

(12) Planning for the efficient use of bat-
talion skills.
(13) Planning and supervising battalion
technical and tactical operations.
(14) Developing and planning for the es-
tablishment of organizational maintenance
schools in division units and furnishing in-
structional personnel when required.
(15) Disseminating policy and procedural
guidance to battalion units.
2-7. Main Support Company Organization,
Mission and Capabilities
a. Organization. Each headquarters and
main support company contains a battalion
headquarters and a main support company. The
main support company is organized as shown
in figure 2-4. Personnel strengths and quanti-
ties of equipment provided the sections and
platoons of the company will vary with the
type division supported.

HQ 8 MAIN
SPT CO

BN HQ 8& MAIN
HO SEC SPT CO

CO HQ SOP OFICSVC & EVAC ELCT MAINT ARMT MAINT

PLAT PLAT P LAT

SU PATSEC PLAT

*INFANTRYDIVISION - 4 SECTIONS
INFANTRY(MECHANIZED) DIVISION - 5 SECTIONS
ARMOREDDIVISION - 7 SECTIONS

| PLAT HO STK CON SEC STOR SEC

Figure 2-4. Headquarters and main support company, maintenance battalion,

infantry, infantry (mechanized) and armored divisions.

b. Mission. The main support company pro-
vides direct support maintenance service for
those elements of the division located in the
division rear area; serves as a base of supply
for the forward support maintenance compa-
nies; and provides supplementary support for
the aircraft maintenance company and the
three forward support companies. Aircraft sup-
ply items are exceptions to the supply mission
of the main support company. Maintenance as-
sistance to the aircraft maintenance company
is limited to welding, machine shop, wrecker,
and similar services.
c. Capabilities.
(1) Provides direct support maintenance,
maintenance supply, and technical assistance
service.
(2) Augments the capability of the for-

AGO 5274A 2-5

FM 29-30
ward support companies by attaching mechani-
cal maintenance sections and specialized indi-
viduals.
(3) Assists in the performance of main-
tenance that is beyond the capacity of sup-
ported units. It must be recognized by the di-
recting authority that this is conducted at the
expense of its mission capability.
(4) Obtains, stocks, and issues the major
portion of repair parts (except aircraft) and
maintenance supplies required by the battalion
and supported units.
(5)and supported
units. an operational
float of end float
items and
items of components.
andend
components.
(6) Provides limited vehicular evacuation
assistance to supported units. The primary re-
sponsibility for recovery of unserviceable or
FWD SPT CO
CO HO SHOP OFC
PLAT HO STK CON SEC
Figure 2-5. Forward support company, maintenance battalion, infantry,
infantry (mechanized), and armored divisions.
b. Mission. Each forward support company
provides direct support maintenance service on
the equipment (exceptions are noted in para
1-2d) of those divisional elements in its area
of operation. It provides repair parts required
to support its maintenance mission and pro-
vides organizational repair parts support to
supported units. It controls the flow of unserv-
iceable end items, assemblies, and components
being evacuated to the main support company.
It provides allied trades support and limited
2-6
abandoned materiel rests with the unit to
which it belongs or in whose area it was
found.
(7) Operates the principal division main-
tenance collecting point. The salvage collecting
point is operated by the supply and transport
battalion and is discussed in FM 29-50.
2-8 Forward Spport C pany Organi
tion, Mission, and Capabilities
a. Organization. The maintenance battalion
contains three forward support companies. The
companies are identical in organizational struc-
ture (fig. 2-5) regardless of the type division
supported; however, the strengths of the com-
panies vary with the type division supported.
UP LAT SVC & EVAC SEC MAINT PLAT
STOR SEC
recovery and evacuation assistance to supported
units.
c. Capabilities.
(1) Provides direct support maintenance,
repair parts supply and technical assistance
service to a brigade size organization.
(2) Establishes brigade maintenance col-
lecting points. These are established unmanned
locations to which recovered vehicles and other
items that are supported by the forward and
main support companies are brought by sup-
AGO 5274A
 FM 29-30

ported units for eventual repair and return to
service or for further evacuation.
2-9. Transportation Aircraft Maintenance
Company Organization, Mission, and
Capabilities
a. Organization. The organization of the
transportation aircraft maintenance company
is basically the same for the infantry, infantry
(mechanized), armored, and airborne divisions
(fig. 2-6).
b. Mission. Provides direct support aircraft
maintenance and aircraft peculiar repair parts
supply for all four types of divisions.
c. Capabilities.
(1) Provides direct support maintenance
and repair parts supply for division aircraft.
(2) Provides direct support maintenance
and repair parts supply for avionics equipment
and aircraft armament systems.
(3) Provides contact teams for on-site re-
pair of downed aircraft. In the event that air-

TRANS
ACFT MAINT CO

CO HOS TEST & INSP SEC FWD SPT PLAT MAIN SPT PLAT

PLAT HO RW SEC PARTS SUP SEC

Figure 2-6. Transportationaircraft maintenance company, infantry,

infantry (mechanized), armored and airborne divisions.

craft cannot be repaired, prepares the aircraft (4) Establishes a division collecting point
for evacuation by medium or heavy lift heli- for unserviceable and unrepairable aircraft in
copter. the airborne division.

Section III. AIRBORNE DIVISION BATTALION AND ITS SUBORDINATE ELEMENTS

2-10. Maintenance Battalion Organization, of the airborne division is organized as shown

Mission, and Capabilities in figure 2-7.
a. Organization. The maintenance battalion b. Mission. Provides direct support main-

AGO 6274A 2-7

FM 29-30
MAINT BN
HO & HQ DET ||GND
Figure 2-7. Maintenance battalion, airborne division.
tenance and maintenance supply of all airborne
division materiel with the exception of that
materiel noted in paragraph 1-2d.
c. Capabilities.
(1) Performs direct support maintenance
as stated in b above.
(2) Provides technical assistance service
for the division.
(3) Secures, stocks, and issues mainte-
nance supplies pertaining to the equipment in
the division, except that noted in paragraph 1-
2d.
(4) Maintains an operational readiness
float.
(5) Provides limited vehicular evacuation
assistance to supported units.
2-11. Headquarters and Headquarters
Detachment Organization, Mission,
and Capabilities
a. Organization. This unit consists of a
battalion headquarters, a battalion headquar-
ters section, and a detachment headquarters.
b. Mission. Provides command, tactical,
technical, administrative and training super-
vision of the airborne maintenance battalion.
c. Capabilities.
(1) Commands, supervises, controls, and
coordinates the operations of the maintenance
companies of the battalion.
(2) Provides technical supervision for the
2-8
MAINT CO TRANS
ACFT MAINT CO
conduct of maintenance and maintenance sup-
ply functions throughout the division.
2-12. Ground Maintenance Company
Organization, Mission, and
Capabilities
a. Organization. The company is organized
as shown in figure 2-8.
b. Mission. Provides direct support mainte-
nance and maintenance supply service for
ground equipment of the division, a base of
supply for the maintenance battalion, and sup-
plementary maintenance and maintenance sup-
ply support for the transportation aircraft
maintenance company. Exceptions to these
mission responsibilities are covered in para-
graph 1-2d.
c. Capabilities.
(1) Provides direct support maintenance
and maintenance supply for the ground equip-
ment of an airborne division.
(2) Maintains an operational readiness
float and operates a direct exchange service.
(3) Provides limited vehicular evacuation
assistance to supported units.
(4) Receives, stores, and issues mainte-
nance supplies.
(5) Provides technical supervision for the
conduct of maintenance functions throughout
the division.
AGO 5274A
 FM 29-30

GND MAINT CO

CO HO SHOP OFC SUP PLAT SPT SPT

PLAT PLAT

PLAT HQ PLAT HO

AUTMV
STK CON SEC MAINT EC

STRMAINT SEC
SEC

SVC EVAC ELCT

PLAT MAINT SEC

Figure 2-8. Ground maintenance company, maintenance battalion, airborne division.

2-13. Transportation Aircraft Maintenance

Company Organization, Mission, and
Capabilities
See paragraph 2-9 and figure 2-6.

Section IV. AIRMOBILE DIVISION MAINTENANCE BATTALION

AND ITS SUBORDINATE ELEMENTS

2-14. Maintenance Battalion Organization, c. Capabilities.

Mission, and Capabilities
a. Organization. The airmobile division
maintenance battalion is organized as shown
in figure 2-9.
... Mission29.
b. Mission. The airmobile division mainte- Te
nance battalion provides direct support main-
tenance and maintenance supply for all divis-
ion materiel except that noted in paragraph 1-
2d. Maintenance support of aircraft is also
an exception to the mission of this battalion.
In the airmobile division, maintenance and re-
pair parts support of aircraft, aircraft arma-
ment, and avionics equipment is the responsi-
bility of the transportation aircraft mainte-
nance and supply battalion, which is discussed
in section V of this chapter.
AGO 5274A
(1) Performs direct support maintenance
on supported equipment as noted in b above.
(2) Secures, stocks, and issues repair parts
for division equipment that it maintains.
(3) Secures, stocks, and issues direct ex-
change stocks for replacement of components
and assemblies.
(4) Maintains an operational readiness
float of selected end items and components.
(5) Operates a maintenance collecting
point and provides limited evacuation assist-
ance to supported units.
(6) Provides technical assistance service.
2-9
FM 29-30

MAINT BN

HO 8
MAIN SPT CO
MAINHQ~~~~~~ SPT&~ Co ~FWD SPT DET

AIRBORNE

Figure 2-9. Maintenance battalion, airmobile division.

2-15. Headquarters and Main Support
Company Organization, Mission,
and Capabilities
a. Organization. This unit is composed as
shown in figure 2-10.
b. Mission. The battalion headquarters sec-
tion provides command, administration, and
technical supervision of the maintenance bat-
talion, see paragraph 2-6. The main support
company provides direct support maintenance
and mairtenance supply support to the divis-
ion. It also serves as a base of supply for the
maintenance battalion. Exceptions to these
maintenance responsibilities are listed in para-
graph 1-2d.
c. Capabilities.

HQ & MAIN
SPT CO

I
BN HQ MAIN SPT
8 HQ SEC CO

_~ SVC ELC MECHARMT

OFigure
2-10. HEVAC SEC MAINT LAT MAINT LAT talion, airmobile division

Figure2-10. Headquarters and main support company, maintenance battalion, airmobile division.

2-10 AGO 5274A


(1) Plans and directs the direct support
maintenance and maintenance supply activities
for division equipment, except that noted in
paragraph 2-14b.
(2) Provides direct support maintenance
and maintenance supply and technical assist-
ance service to the base elements of the divis-
(3)
(3) Provides
Provides evacuation
evacuation assistance
assistance to
to sup-
sup-
ported units.
(4) Maintains the major portion of the
maintenance supplies for the battalion.
(5) Maintains an operational readiness
float of end items and components.
(6) Serves as the base of maintenance
supply within the maintenance battalion.
(7) Provides supplementary support for
the three forward support detachments.
FWD SPT DET
DET HO SHOP OFC
Figure 2-11. Forward support detachment, maintenance battalion, airmobile division.
airborne brigade of the airmobile division and
other units located in the brigade area.
(2) Provides technical assistance to sup-
ported units.
(3) Assists supported units in the recov-
ery of materiel and, when required, arranges
Section V. ARMOBILE DIVISION, TRANSPORTATION AIRCRAFT
MAINTENANCE AND SUPPLY BATTALION
2-17. Transportation Aircraft Maintenance
and Supply Battalion Organization,
Mission, and Capabilities
a. Organization. The organization of the
AGO 5274A
FM 29-30
2-16. Forward Support Organization,
Mission, and Capabilities
a. Organization. The forward support de-
tachments are organized as shown in figure 2-
11.
b. Mission. Provides direct support mainte-
nance and maintenance supply service, except
for that equipment noted in paragraph 1-2d,
for one airmobile brigade and other units lo-
cated in the brigade area. Support of aircraft,
aircraft armament and avionics equipment is
also an exception to the unit's mission.
c. Capabilities.
(1) Provides direct support maintenance
and maintenance supply service with the ex-
ception of that equipment noted in b above.
Support is provided to one airmobile or one
SUP SEC SVC & EVAC SEC MAINT PLAT
for evacuation of materiel to the main support
company.
(4) Maintains a limited stockage of repair
parts for issue to supported units.
(5) Operates the maintenance collecting
point in the brigade area.
transportation aircraft maintenance and sup-
ply battalion is shown in figure 2-12.
b. Mission. Provides direct support mainte-
nance for airmobile division aircraft, avionics,
2-11
 FM 29-30
TRANS
ACFT MAINT & SUP
BN
HQ &HQ CO
Figure 2-12. Transportationaircraftmaintenance and supply battalion, airmobile division.
and aircraft armament. Provides repair parts
supply support for the battalion mission and
for aviation elements of the division.
c. Capabilities.
c. Capabilities.
(1) Provides helicopter-transported con-
tact teams, tailored from the supporting air-
craft maintenance unit, for onsite repair in the
forward areas.
(2) Provides forward area repair primar-
ily by modular and component replacement.
(3) Evacuates unserviceable aircraft to
the divison base or other suitable repair site,
when on-site repair is not feasible.
(4) Replaces unserviceable aircraft with
operational readiness float aircraft.
(5) Delivers emergency repair parts by
helicopter.
(6) Uses electronic equipment to transmit
aircraft maintenance data and repair parts re-
quests.
2-18. Headquarters and Headquarters
Company Organization, Mission,
and Capabilities
a. Organization. The organization of the
headquarters and headquarters company is
shown in figure 2-13.
b. Mission. Provides command, control,
staff planning, and administrative and techni-
cal supervision of assigned transportation air-
craft maintenance and supply companies. Pro-
vides radar maintenance.
c. Capabilities.
(1) Provides command, control, and staff
2-12
TRANS
ACFT MAINT
& SUP CO
and technical supervision of two to five trans-
portation aircraft maintenance and supply
companies.
(2) Provides a radar repair section that
may be attached to a subordinate company for
operational control
(3) Carries out liaison and coordination
activities among the aircraft maintenance com-
panies, supported units, interested staff agen-
cies, and the supporting general support air-
craft maintenance activity.
(4) Plans and programs aircraft mainte-
nance and maintenance supply support for di-
visional aircraft, within established policies,
and in coordination with affected divisional
and other agencies.
(5) Allocates support missions to battal-
ion operating units. Monitors unit operational
procedures and workload status, and realigns
missions and workloads or takes other action
to enhance mission effectiveness.
(6) Supervises, coordinates, and expedites
aircraft repair parts support within the divi-
sion
(7) Receives, analyzes, evaluates, and
processes maintenance data and reports in ac-
cordance with TM 38-750. Disseminates main-
tenance information to battalion operating
units and division staff agencies and takes-
appropriate action.
(8) Displaces in Army aircraft.
AGO 5274A
 FM 29-30

HQ-&HQ COo

BN HQ HO CO

CO HO BN OP SEC COMM SEC RADAR REP SEC

BN HO SEC ACFTSUP BN SUP SEC

CON SEC

Figure 2-13. Headquartersand headquarters company, transportationaircraft

maintenance and supply battalion, airmobile division.

2-19. Transportation Aircraft Maintenance
and Supply Company Organization,
Mission, and Capabilities
a. Organization. The organization of the
transportation aircraft maintenance and sup-
ply company is shown in figure 2-14.
b. Mission. Provides direct support main-
tenance and maintenance supply support for
aircraft, avionics, and aircraft armament for
aircraft organic to the airmobile division and
other aircraft on an area support basis as re-
quired or designated.
c. Capabilities.
(1) Performs direct support maintenance
for aircraft, avionics, and aircraft armament.
(2) Provides on-site repair and technical
assistance to supported units through the use
of airmobile teams.
(3) Provides field recovery and evacuation
service for nonflyable aircraft. Requests the
assistance of the assault support helicopter bat-
talion, when necessary.
(4) Maintains repair parts support of sup-
ported aircraft units and the company shop
missions.
(5) Provides transceiver facilities for the
processing and expediting requirements for re-
pair parts that cannot be furnished from the
company stocks.
(6) Maintains a portion of the operational
readiness float.

Section VI. MAINTENANCE COMPANIES, SEPARATE BRIGADES

2-20. General
The maintenance companies of the separate
brigades are similar to their division counter-
parts (battalions). They have essentially the
same capabilities and limitations, their orga-
nizational structures are similar, but their ca-
pacities are smaller. The airborne brigade does
not contain mobile maintenance sections. Pla-
toons are organized as sections in the airborne
brigade. The aircraft maintenance platoon is

AGO 5274A 2-13

FM 29-30

TRANS
ACFT MAINT
& SUP CO

CO
HQ SUP PLAT SVC &EQUIP SHOP PLAT DIR SPT PLAT
CON SEC PLAT

PARTS
PRS RQN STOR & LAT
RECS RO ISSUES SEC
PLAT HQ SHOP SUP SEC DIR SPT SEC
& SEC

AVIONICS ACFT ENG ACFT COMP

PLAT HQ REP SEC REP SEC REP SEC

Figure 2-14. Transportationaircraftmaintenance and supply company, airmobile division.

contained only in the infantry and airborne
brigades. In the separate light infantry bri-
gade, the supply and maintenance functions
are combined in one company.
2-21. Maintenance Company Armored,
Infantry, Infantry (Mechanized), and
Airborne Separate Brigades Organi-
zation, Mission, and Capabilities
a. Organization. The organization of the
maintenance companies is shown in figure 2-15.
b. Mission. Provides staff planning, coordi-
nation, and supervision of the separate brigade
maintenance activities. Provides direct support
maintenance and maintenance supply service
for the brigade, except for that equipment
listed in paragraph 1-2d. Aircraft mainte-
nance and maintenance supply are not included
in the mission of the infantry (mechanized)
and armored maintenance companies.
c. Capabilities.
(1) Provides direct support maintenance
and maintenance supply for the separate ar-
mored, infantry, infantry (mechanized), and
airborne brigades.
(2) Provides technical supervision over
the conduct of maintenance functions through-
out the brigades.
(3) Provides limited vehicular evacuation
assistance to supported units.
(4) Secures, stocks, maintains, and issues
those repair parts pertaining to supported bri-
gade equipment.
(5) Maintains an operational readiness
float and operates a direct exchange service for
selected items and components.
2-22. Maintenance and Supply Company,
Separate Light Infantry Brigade,
Organization, Mission, and
Capabilities
a. Organization. The organization of the
maintenance and supply company is shown in
figure 2-16.

2-14 AGO 5274A

 FM 29-30

MAINT CO

BDE

EVAC PLAT PLATPLAT

SO
C2. INCLUDED ININFANTRY AND AIRBORNE BRIGADES.
|SUPSEC
MLAITSEC LT10 |MAINT
S ECMA INT SEC SEC DIMAINT

r STKl| l5E | 1. NOT INCLUDED IN AIRBORNE BRIGADE.

SHOPOFC
SSUP coLAT AND
IN INFANTRY
2. INCLUDED AIRBORNE BRIGADES.
|CON SECE

Figure 2-15. Maintenance company, separate infantry, armored, infantry (mechanized) and airborne brigades.

CO QC HO RPRT MAINT CSUP PLAT

SUP CO

EVAC
SEC ~DMAINT SELAT

MECH
PLATHQ REPPRT ARMT ICT PLAHO CL III CILIIIV.

CL I
SVC& STOR &

Figure 2-16. Maintenance and supply company, separate light infantry brigade

5274A
AGO 5274A
Aao 2-15
2-15
FM 29-30
b. Mission. Provides direct support main-
tenance and maintenance supply support for
all brigade materiel except that noted in para-
graph 1-2d. Provides the brigade and at-
tached units with classes I, II, III, IV and IX
supply. Provides and maintains the brigade re-
serve of supplies and equipment for which the
unit is responsible.
c. Capabilities.
(1) Provides direct support maintenance
and technical assistance to all elements of the
brigade.
(2) Secures, stocks, maintains, and issues
maintenance supplies pertaining to brigade
supported equipment.
(3) Provides limited recovery and evacua-
tion assistance to supported units.
(4) Operates the brigade distribution
points which receives, stores, and issues the
2-16
classes of supply noted in b above including
the brigade reserve stocks.
(5) Performs organizational maintenance
on organic equipment and provides organiza-
tional maintenance support for the headquar-
ters and headquarters detachment of the sup-
port battalion and the administration company
of the support battalion (separate light infan-
try brigade). Performs battalion level orga-
nizational maintenance for the medical com-
pany of the support battalion, separate light
infantry brigade.
(6) When employed in garrison, in mar-
shalling area(s), or for an extended period in
support of ground combat operations, the unit
is dependent upon nondivisional theater serv-
ice support units for supplemental supply sup-
port.
AGO 5274A

CHAPTER 3
DUTIES AND RESPONSIBILITIES OF PERSONNEL
Section I. GENERAL
3-1. General
This chapter deals with the duties and re-
sponsibilities of personnel of the division and
separate brigade direct support maintenance
units. In all instances, the maintenance units
have similar organizations, but elements with
the same missions may vary in title.
3-2. Duties and Responsibilities
Although the composition of the various ele-
Section 11. BATTALION HEADQUARTERS AND HEADQUARTERS SECTION
3-3. Personnel
The battalion headquarters provides the per-
sonnel for the administration, control, and
technical direction of units of the maintenance
battalion and any other units that may be at-
tached. The battalion headquarters section
contains the warrant officer and enlisted as-
sistants to the principal staff officers of the
battalion headquarters.
3-4. Battalion Headquarters
a. Battalion Commander. The battalion
commander commands and directs the opera-
tions of the battalion. He assigns the duties
of the staff officers and establishes the neces-
sary policies and guidelines that will enable the
battalion to effectively accomplish its mission.
His specific responsibilities include--
(1) Commanding, directing, and super-
vising the division maintenance battalion and
any attached units.
(2)
(2) Assuring
Assuring the
the preparation
preparation and
and super-
super-
vision of training programs for maintenance
units under -his command or operational con-
unitrols unde *hi comand r opratinal on-
trol. Assisting in planning.. the.program
(3) Assisting in planning the program
AGO 5274A
FM 29-30
ments of the division maintenance battalions
may vary in terms of equipment and numbers
of personnel, the key personnel and their sub-
ordinates are common to all maintenance
units. These personnel will be discussed in the
following sections. In most cases, the duties
and responsibilities of these personnel are
identical regardless of the unit to which they
are assigned.
for the organizational maintenance that is
performed by division organizational main-
tenance personnel on supported equipment of
the division.
(4) Exercising technical supervision over
maintenance activities throughout the division
when these duties are delegated to him.
(5) Recommending establishment and
supervising the operation of schools for the
training of organizational maintenance per-
sonne
(6) Assuring the formulation, rehearsal,
implementation of plans for th
battalion's participation in area protection
operations.
train the
ing by Army training
required
pro-
the training required by Army training pro-
grams.
supply economy or abuse of equipment and
making recommendations for appropriate cor-
rective action.
(9) Making recommendations on the use
and disposition of captured enemy materiel
that is needed for technical intelligence pur-
poses.
3-1
 FM 29-30
(10) Providing advice on the capabilities
and limitations of U.S. and foreign equipment
(of the types supported by the battalion).
(11) Advising the support command
commander on all aspects of maintenance and
maintenance supply as related to materiel sup-
ported by the battalion, to include status of
maintenance and maintenance supply support;
problem areas and recommended solutions;
and anticipated future requirements.
(12) Establishing maintenance and
maintenance supply policies governing opera-
tions of battalion units.
(13) Establishing procedures, in con-
junction with the supply and transport bat-
talion commander, for the inspection and
maintenance of end items issued by the supply
and transport battalion which require such
service prior to issue to using units, and for
any necessary maintenance of end items of di-
vision reserve stock held by the supply
and transport battalion.
(14) Controlling the attachment of
mechanical maintenance sections.
(15) Briefing the support command com-
mander on the maintenance support situation.
This is done by frequent briefings, which are
usually held at the support command command
post. Written reports are also used to keep the
support command commander informed. Both
are as brief as completeness and clarity will
permit, and avoid details unless the com-
mander asks for them. The battalion com-
mander must be prepared to present the main-
tenance situation, the problems affecting
maintenance support, and proposed solutions.
Data to support this presentation is normally
prepared by the battalion staff and the bat-
talion commander makes maximum use
of simple charts and reports to keep the
support command commander informed.
b. Executive Officer. The principal assistant
and advisor to the maintenance battalion com-
mander is the executive officer. He supervises
the details of operations and administration,
thereby enabling the battalion commander to
devote maximum time to new or unusual prob-
lems. The executive officer keeps abreast of the
logistical and tactical situations and future
plans, and is constantly prepared to assume
3-2
command in the absence of the commander.
The responsibilities of the executive officer in-
clude-
(1) Directing and coordinating the
efforts of staff and headquarters personnel and
assigning tasks to staff members.
(2) Representing the commander during
his absences.
(3) Reviewing all instructions issued by
the staff to insure conformity to field army,
division, and battalion policy.
(4) Supervising all plans and reviewing
all periodic and special reports to be submitted
to higher headquarters.
(5) Submitting recommendations on
internal security and defense of the installa-
tions of the battalion.
(6) Coordinating reconnaissance for new
locations and alternate areas to be occupied by
subordinate units in case of enemy attack.
(7) Supervising the planning for and
conduct of displacement of the battalion.
(8) Maintaining an up-to-date situ-
ation map and insuring that the battalion
commander, all battalion staff officers, and
commanders of subordinate maintenance units
are aware of the tactical situation.
(9) Establishing training programs
and supervising the training of battalion per-
sonnel. He is assisted in his training functions
by the adjutant (for nonmission-type train-
ing) and the materiel officer (for mission-type
training).
(10) Planning and directing rear area
security and area damage control activities of
the battalion.
c. Materiel Officer. The materiel officer
operates the battalion materiel section, which
includes the technical supply officer, the main-
tenance officer(s), and selected enlisted per-
sonnel. (The materiel section is the control
agency for the battalion maintenance and
maintenance supply support missions. It pre-
pares plans and policies, makes recommenda-
tions, determines requirements, prepares and
maintains records and reports, and exercises
supervision over all aspects of maintenance
and maintenance supply within the main-
tenance battalion.) He is the battalion opera-
tions officer for all technical mission functions
AGO 5274A

of the battalion (tactical operations functions
are the responsibility of the executive officer).
He also exercises staff supervision for the bat-
talion on matters relating to use of units,
sites, facilities, and locations for future opera-
tions. He arranges for the technical super-
vision of organizational maintenance of equip-
ment within the division, supervises the train-
ing of organizational maintenance personnel,
and conducts inspections of materiel with the
assistance of the maintenance officers and en-
listed personnel. The technical supply officer
and the maintenance officers work under the
supervision of the material officer, and, with
the materiel officer, form a maintenance team
that schedules inspections and the recon-
ditioning of equipment of units after a period
of combat. He assures, through directives,
direct contact, and followup practices, that
effective maintenance procedures, controlled
cannibalization, and evacuation operations are
effectively functioning. The materiel officer is
specifically charged with-
(1) Directing the activities of the
materiel section.
(2) Advising the battalion commander
on the status of maintenance and maintenance
supply support for which the battalion is
responsible, the problems affecting support,
maintenance requirements, status of repair
parts, and proposed solutions to problem areas.
(3) Establishing the battalion main-
tenance SOP.
(4) Recommending plans and policies for
maintenance and maintenance supply support
of the division.
(5) Supervising technical operations of
the battalion.
(6) Providing policy guidance for the
operations of the battalion maintenance shops.
(7) Recommending the assignment of
support missions to units of the battalion, in-
cluding the attachment, to the forward sup-
port maintenance elements, of mechanical
maintenance sections from the main sup-
port company.
(8) Assuring that priorities for main-
tenance are carried out within the battalion.
(9) Directing and coordinating the tech-
nical assistance program for the battalion.
AGO 5274A
FM 29-30
(10) Monitoring the operations of the
battalion maintenance shops to assure that all
shops are functioning efficiently, to discover
problem areas, to preclude overloading of shops
and repair parts shortages by balancing work-
loads and cross-leveling supplies.
(11) Collecting, evaluating, and dissemi-
nating information on the capabilities and
limitations of enemy materiel in coordination
with technical intelligence teams.
(12) Supervising plans for the evacuation
of installations and destruction of materiel in
the event of a general retrograde movement.
(13) Assisting the executive officer in
planning and supervising mission training.
(14) Making a continuous study of the
organization and equipment of the units of the
battalion and preparing recommended changes
to tables of organization and equipment.
(15) Performing such other functions as
directed.
d. Maintenance Officers. The maintenance
officers assist the materiel officer in carrying
out his responsibilities. The maintenance
officers, within their respective areas of respon-
sibility, coordinate and control the quantity
and quality of production of the maintenance
shops, make recommendations on maintenance
and maintenance supply procedures, and advise
on the setting up of maintenance shops. They
prepare proposals to augment the capabilities
of the forward support maintenance elements
by attachment of mechanical maintenance sec-
tions from the headquarters and main support
company. They may be specifically charged
with-
(1) Supervising organizational mainte-
nance of supported equipment within the divi-
sion to include inspection of organizational
maintenance being performed by using units,
supervision of the nmaintenance personnel per-
forming command maintenance inspections of
equipment, inspecting equipment in the hands
of troops, supervising the reconditioning of
equipment of units withdrawn from combat,
and interpreting standards of serviceability for
equipment.
(2) Managing the maintenance effort of
battalion maintenance units to include staff
supervision of the quantity and quality of pro-
33
FM 29-30
duction of the maintenance battalion, super-
vising the technical training and cross-training
of repairmen, supervising the recovery and
reclamation of equipment, and advising the
technical supply officer on requirements for
replacement of equipment and on the anticipa-
ted need for repair parts.
(3) Making arrangements for backup sup-
port with the maintenance, officers of support-
ing maintenance units.
e. Technical Supply Officer. The technical
supply officer assists the materiel officer in
carrying out his responsibilities for repair
parts supply. He supervises the technical supply
activities of the units of the battalion and
establishes the controls necessary to insure ac-
complishment of the battalion technical supply
mission. He conducts liaison with higher head-
quarters and supporting agencies and keeps the
materiel officer informed of problem areas,
trends and new developments on the mainte-
nance supply situation in the division. He co-
ordinates with the maintenance officers to as-
sure that reclamation work is scheduled on
the basis of anticipated requirements and that
excess serviceable and unserviceable end items,
components, assemblies, and repair parts are
returned
returned to supply channels. to supplyc(4)
f. Battalion S1 (Adjutant). The adjutant is
responsible for the administration of the head-
quarters and for coordinating the administra-
tion of the maintenance units organic and
attached to the battalion. His responsibilities
include-
(1) Preparing instructions as to the time
of submission, period covered, form, and
channels for strength reports rendered by main-
tenance units of the battalion.
(2) Receiving replacements assigned to
the battalion and arranging for their delivery
to subordinate units.
(3) Processing recommendations for cita-
tions, decorations, honors, and awards; super-
vising the distribution of mail; supervising the
leave program; coordinating religious activities,
and planning, coordinating, and supervising
the athletic and recreation program.
(4) Supervising personnel procedures,
including transfers, assignments, promotions,
demotions, and classification of personnel.
3-4
(the administrative details of these personnel
actions are handled by the administration com-
pany of the division.)
(5) Supervising the internal arrangement
and movement of the headquarters.
(6) Keeping the unit journal and files of
official correspondence for the staff, including
security files.
(7) Assisting the executive officer in plan-
ning and supervising nonmission training.
g. Battalion S2/S3. The S2/S3 is found only
in the airborne and airmobile divisions. The
S2/S3 is the principal staff assistant oh matters
pertaining to intelligence, organization, train-
ing, and overall operations of the battalion.
He exercises staff responsibility for activities
pertaining primarily to-
(1) Preparing plans, policies and programs
pertaining to the organization, operations, and
functions of the battalion providing combat
service support.
(2) Allocating units to support the mis-
sion of the battalion, based on recommendations
of other staff officers and commanders of
subordinate units.
(3) Coordinating displacement of sub-
ordinate units and location of facilities
Recommending priorities to govern
the allocation of weapons and equipment, in
short supply, to maintenance units.
(5) Developing and coordinating the bat-
talion SOP and operation order.
(6) Planning and supervising the training
of the battalion maintenance units.
(7) Planning and supervising defense
against nuclear weapon and CB agent attack
and planning and supervising air defense and
defense against unconventional and psycho-
logical warfare operations. The operations
officer prepares the rear area security and area
damage control plans and the lines of com-
munication, as required; insures that the plan
is compatible with the division operation plan;
secures the approval of the battalion command
on the plan; and supervises its execution.
(8) Planning, coordinating, and super-
vising civil affairs activities, as necessary.
(9) Reviewing and revising tables of
organization and equipment (TOE) of the
maintenance battalion units to provide more
effective organizations.
AGO 5274A

(10) Keeping the command informed on
matters pertaining to combat intelligence and
counterintelligence.
(11) Collecting, evaluating, and interpret-
ing information to determine the effects of
weather, terrain, the enemy, and the civilian
population on the combat service support
mission.
h. Battalion S4. The battalion S4 is respon-
sible for-
(1) Consolidating the organizational
supply requirements of organic and attached
units.
(2) Assuring that organic and attached
units are provided rations, water, gasoline,
lubricants, organizational and individual sup-
plies and equipment, and ammunition.
(3) Establishing a unit supply SOP for
operating under the various conditions en-
countered in the field.
(4) Advising the battalion commander on
the status of organizational supply within the
battalion.
(5) Inspecting all supply activities under
his supervision and assuring that all discrep-
ancies are corrected.
(6) Assuring that organizational supply
operations are conducted according to the pro-
visions of AR 735-35 and other applicable
regulations.
(7) Maintaining property books for
organic units. For additional information on
the responsibilities of property book officers,
see AR 735-35.
(8) Supervising organizational mainte-
nance.
i. Sergeant Major. The sergeant major is
the senior enlisted assistant to the battalion
commander. He maintains close and continuous
contact with the unit first sergeants and with
the headquarters support command sergeant
major. Normally, he accompanies the battalion
commander on inspections and visits to units.
3-5. Battalion Headquarters Section
a. Supply Technician, Supply Sergeant,
Senior Supply Specialist, Supply Specialist, and
Supply Clerk. These personnel make up the
battalion supply element, under the supervision
of the technical supply officer. They provide
rations, water, gasoline, lubricants, organiza-
AGO 5274A
FM 29-30
tional and individual supplies and equipment,
and ammunition to organic and attached units.
They also maintain the records associated with
the operation and prepare reports.
b. Repair Control Sergeant. The repair con-
trol sergeant assists the materiel officer in his
duties relating to the supervision of the main-
tenance mission of the battalion. He maintains
records and charts pertaining to maintenance
policy, quality control, and production control.
c. Aircraft Repair Inspector. The aircraft
repair inspector assists the aircraft mainte-
nance officer in his duties relating to the super-
vision of aircraft maintenance within the divi-
sion. He assists in the conduct of inspections
and keeps records and prepares reports on the
status of maintenance of aircraft within the
division.
d. Materiel Readinesss NCO. The materiel
readiness NCO assists the materiel readiness
officer (normally the executive officer) in the
consolidation and submission of materiel read-
iness reports for battalion units. He assures
accuracy and completeness of entries in log
books of battalion equipment. He assists in
monitoring log books of supported equipment
being processed for DS maintenance in accord-
ance with TM 38-750.
e. Materiel Sergeant. The materiel sergeant
assists the materiel officer on matters concern-
ing the status of maintenance supply support.
He maintains the required records and charts
pertaining to maintenance supply status,
policies, and procedures.
f. Personnel Staff NCO. The personnel staff
NCO, under the supervision of the battalion
S1, functions as the staff personnel advisor,
coordinator, and supervisor at battalion level.
g. Operations and Intelligence Sergeant. The
operations and intelligence sergeant assists in
the performance of battalion operations and
intelligence functions. He assists in the prep-
aration of plans, supervises the clerks assigned
to perform the administrative work incident to
the operations and intelligence functions.
h. Battalion Staff Chemical NCO. The bat-
talion staff chemical NCO is the principal
advisor to the commander on all aspects of
CBR operations. He renders technical assist-
ance to unit staff officers in their areas of
responsibility.
3-5
FM 29-30
Section III. MAIN AND FORWARD SUPPORT COMPANIES
3-6. General
The types of jobs performed and the duties of
personnel are similiar in all of the main and
forward support companies of the battalion.
Some units may contain personnel that others
do not; therefore they can provide additional
maintenance services, for example, the service
and evacuation platoon of the main support
companies can provide more extensive and more
varied allied trades support than the service
and evacuation sections of the forward support
maintenance elements.
3-7. Duties and Responsibilities of Key
Personnel
a. Company Commander.
(1) The commander is responsible for
planning, supervising, and directing the opera-
tions and training of his organization. He
supervises company administrative functions:
establishes policies; insures effective and
efficient operation of all platoons and sections;
takes all possible measures to assure the health,
welfare, and morale of company personnel;
plans technical and tactical operations; assures
the proper assignment and training of person-
nel within the company; promotes personnel
or recommends promotions; and supervises all
activities required for accomplishment of the
company mission. The commander is assisted
in these functions by supervisory personnel who
in thesea ssigned
certain functions as primary
dutiare assigned certain functions as primary
(2) Each forward support maintenance
element commander also advises the commander
of the brigade supported by his element on
matters relating to maintenance, use, charac-
teristics, and maintenance supplyprocedures
teristics, and maintenance supply procedures
relative to supported equipment.
b. Shop Officer. The shop officer is the
principal assistant to the company commander
in all matters pertaining to the DS mainte-
nance mission of the company. He supervises
and directs the activities of the shop office and
the maintenance shops, and coordinates the
activities of the company's supply and mainte-
nance elements to assure that each complements
the other in the provision of DS service to
using units. His duties involve-
3-6
(1) Controlling the maintenance activi-
ties of the company.
(2) Planning and supervising the mission
training and crosstraining of personnel.
(3) Knowing the status of equipment
undergoing repairs.
(4) Devising means to assure continuity
of maintenance support during each movement.
(5) Determining which unserviceable
items are to be evacuated.
(6) Coordinating the activities of all
platoons and sections participating in mainte-
nance, maintenance supply, and evacuation
functions.
(7) Determining which supported units
require technical assistance and making the
necessary arrangements therefor.
(8) Making arrangements for on-site
maintenance as necessary.
(9) Determining and arranging for backup
support requirements.
c. Supply Officer. The supply officer serves
as chief of the company's technical supply
element Technical supply includes all those
operations require equest account for
store, and issue repair parts and other main-
tenance supplies needed by supported units and
the company maintenance shops. It also in-
ludes the request of replacement materiel
readiness float items. The duties of the supply
officer involve directing and supervising the
activities and assuring that supply personnel
are adequately trained. The supply officer will
be familiar with-
(1) Procedures for requesting, receiving,
accounting for, and issuing general supplies,
including the establishing of requisitioning
objectives.
(2) The methods of storing, packing, pre-
serving,
ing, and
and protecting
protecting supplies;
supplies; and
and the
the
identification of equipment, accessories, repair
parts, tools and supplies.
(3) Safety precautions to be observed in
handling supplies.
(4) Supervision of personnel and deter-
mining ways of improving working practices
(5) Regulations and directives governing
the management of the supply operation.
AGO 5274A
 d. Supply Sergeant and Supply Specialist.
These personnel procure, store, maintain in
storage, and issue supplies of all supply services
authorized by TOE, TA, and other media of
allowances required for internal functions of
the unit. The supply specialist has the addi-
tional duty of armorer and as such, performs
organizational maintenance on organic
weapons.
e. Motor Sergeant. The motor sergeant
supervises personnel in the accomplishment of
the unit organizational maintenance mission.
f. Equipment Records Clerk (Maintenance
DataSpecialist) (Company Headquarters).The
equipment records clerk prepares forms and
reports for submission to higher headquarters
as required by the Army Equipment Records
System (TM 38-750). He makes necessary
entries in the equipment log books. He assists
the motor sergeant in the control and dispatch
of organic equipment. He maintains POL re-
cords for the company. He requisitions repair
parts required for organizational maintenance
of organic equipment.
g. Senior Vehicle Repairmen, Wheeled Ve-
hide Repairmen, Wheeled Vehicle Repairmen
Apprentice, Powermen, and Powermen Ap'pre-
tice. These personnel perform organizational
maintenance on organic equipment.
h. Repair Control Supervisor. The repair con-
trol supervisor assists the shop officer in the
supervision of work control processes, coordi-
nates the flow of work within the shops,
supervises the maintenance of shop records,
and coordinates all maintenance activities of
the unit. He provides overall technical super-
vision of the maintenance mission. He exercises
operational control over various shops within
the unit. The repair control supervisor is the
senior technical operations NCO within the
unit. As such, he provides direction, supervi-
sion, and technical advice to the various pla-
toons or sections of the unit. He also maintains
constact withn the umotora
maintenance sergeants
co with
ntact the motor maintenance sergeants
i. Repair Inspector. The repair inspector
performs initial, in-process, and final inspec-
tions of equipment received for direct support
maintenance. He identifies the parts required
to complete the job, determines the extent of
AGO 5274A
work required for completeness and the quality
of work performed. He is directly responsible
to the company commander.
j. Equipment Records Clerk (Maintenance
Data Specialist) (Shop Office). The equip-
ment records clerk prepares forms and reports
for submission to higher headquarters and
other agencies as required by the Army Equip-
ment Records System (TM 38-750). He in-
spects equipment log books received from
supported units to insure accuracy and validity
of entries on equipment received for mainte-
nance and to check units for compliance with
command maintenance management inspection
guidance. He makes additional entries into the
log books required by repairs in the shop. He
also maintains log books for operational readi-
ness float items.
k. Shop Clerk. The shop clerk monitors the
service calls during the absences of the shop
officer and the repair control supervisor. The
shop clerk processes the reports prepared by
the equipment records clerk in addition to
other records and reports. He prepares job
orders and work requests as required as well
as maintaining the job order files and produc-
tion control board. He also maintains equipment
density files for the supported units. He main-
tains an up-to-date publications library of
technical manuals, modification work orders,
supply bulletins, etc., for all equipment sup-
ported by the unit. The shop office is the
operational command post for the maintenance
unit and the majority of the contacts (telephone
or otherwise) made by the shop clerk will be
with the supported unit motor/maintenance
sergeant.
1. Senior Stock Control Specialist, Stock
Control Supervisor, Supply Clerk, and Clerk
Typist. These personnel prepare requests, re-
ceive and issue supplies, edit, and maintain
stock record data and location files. They oper-
te the direct exchange service in conjunction
with the shop office. They prepare periodic re-
ports on supply status. They also maintain and
edit listings of the prescribed load list (PLL)
and keep authorized stockage listings (ASL)
current.
m. Senior Storage Specialist, Storage Specia-
list, Supply Handlers, and Clerks. These per-
sonnel inspect, inventory, and store incoming
3-7
 FM 29-30
shipments. They bin and pick supplies, conduct
inventories, prepare and distribute repair parts,
and maintenance supplies. They perform in-
storage maintenance of repair parts and evac-
uate unserviceable components and assemblies
to appropriate repair facilities.
n. Machinist. The machinist operates a
variety of machine and power tools furnished
with the shop equipment. He fabricates or re-
pairs such components as shafts, gears, bush-
ings and parts and tools not immediately
available. He performs on-site or contact re-
pairs as required.
o. Heavy Truck Drivers. These drivers serve
as operators for the 5-ton truck tractors with
attached 12-ton stake semi-trailers. The ve-
hides are in continual operation moving and
delivering heavy repair assemblies, tank
engines, transmission, etc., to using units and
direct support contact teams performing on-
site maintenance. The vehicles also pick up
serviceable heavy assemblies from the trains
area supply points and deliver unserviceable
heavy assemblies to maintenance or salvage
collecting points.
p. Senior Welder, Welder, Metal Body Re-
pairman,and Metal Body Repair Helper. These
personnel repair metal body components,
radiators, fuel tanks, springs, fenders, bumpers,
and axles. They fabricate plates, brackets,
tools, etc.
q. Recovery Sergeant, Recovery Crewman,
and Vehicle Repairmen. These personnel oper-
ate and utilize recovery vehicles and associated
equipment. They attach hoists, slings, winches,
and chains in performing rigging for battle-
field recovery of heavy equipment. They recover
salvaged heavy equipment in the brigade trains
area and assist using units to recover and
evacuate materiel as required.
r. Senior Radio Repairman, Radio Repair-
man, Manual Central Office Repairman, Tele-
type. Equipment Repairman and Radar
Repairman..These personnel provide DS main-
tenance on ground radar, radio, and telephone-
teletype equipment.
s. Signal Repair Supervisor. The singal repair
supervisor supervises technical work and as-
sures quality of work. He provides technical
assistance to shop mechanics and supported
3-8
units on electronic equipment. He provides
the knowledge and skills to enable the forward
support elements to be more responsive to
electronic equipment failures.
t. Senior Instrument Repairman and Instru-
ment Repairman. These personnel provide DS
maintenance for fire control instruments and
related equipment. Work is normally confined
to on-site maintenance and the inspection and
exchange of instruments.
u. Fire Control Component Repairman.
These repairmen perform DS maintenance on
fire control equipment and associated instru-
ments. These repairmen may be utilized for
maintenance of vehicular-mounted instruments
within the mechanical maintenance elements
of the battalion.
v. Small Arms Repairman, Small Arms Re-
pair Helper, Artillery Repairman, and Turret
Artillery Repairman.These repairmen perform
DS maintenance and inspection on artillery,
small arms, turret mechanisms, and/or equip-
ment associated with artillery.
w. Repair Foreman. A repair foreman is
assigned to the mechanical maintenance pla-
toon of each forward support maintenance
element He supervises repairmen in the per-
formance of their duties, and is in charge of
contact teams used to provide technical assist-
ance and on-site maintenanc
x. Senior Chemical Equipment Repairman,
Chemical Equipment Repairman. These repair-
men perform direct support maintenance and
inspection on chemical equipment.
y. Maintenance Platoon Leaders.. Platoon
leaders supervise and direct the activities of
their platoons. They are responsible for the
training of the members of their platoons and
must be thoroughly familiar with the skills,
capabilities, and limitations of their men.
Chapter 5 contains details of the operation of
the maintenance elements of the units.
z. Maintenance Section Chiefs. Section chiefs
are responsible for the efficiency of their sec-
tions, the condition and completeness of equip-
ment, and the training of specialists and
technicians. They should be qualified inspectors,
should know the best way to repair the items
for which their sections are responsible, and
should be aware of safety requirements for
protection of personnel and equipment.
AGO 5274A

aa. First Sergeant. Each first sergeant is
the principal enlisted assistant of his company
commander and assists him in the administra-
tion of the company. He supervises the over-
head personnel of the company, operates the
orderly room, and assists in the supervision
of training. He prepares or supervises the pre-
paration of rosters, schedules, reports, orders,
records, correspondence, and the maintenance
of correspondence files. The first sergeant
Section IV. TRANSPORTATION AIRCRAFT MAINTENANCE COMPANY
INFANTRY, INFANTRY (MECHANIZED), ARMORED AND AIRBORNE
3-8. General
The transportation aircraft maintenance com-
pany contains sufficient supervisory personnel
to assist the commander in supervising and
controlling all facets of company operations
except personnel administration, for which it
is dependent upon the division administration
company. In addition, there are specialists of
varying levels of skill who perform the com-
pany's technical functions and who perform
the operations incidental to unit mess, supply,
and communications. All supervisory person-
nel are provided with assistants. Repairmen
and supply personnel of higher skill levels
exercise direct supervision of personnel of
lower skill levels and assist in their training.
3-9. Duties and Responsibilities of Key
Personnel
a. Company Commander. The company com-
mander commands and controls the company;
supervises company administrative functions;
establishes policies; insures effective and
efficient operation of all platoons and section;
takes all possible measures to assure the health,
welfare, and morale of unit personnel; plans
all tactical operations; assures proper assign-
ment and training of personnel; and super-
vises all other activities required for accompli-
shment of the company mission. He supervises
the deployment of the company and the
establishment of security measures for its pro-
tection and advises higher commanders on the
conduct, problems, and requirements relative
to mission operations of the company. The corn-
mander is assisted in these functions by other
supervisory personnel who are assigned certair
AGO 5274A
FM 29-30
assists the company commander in preparing
defense plans and supervises the rehearsal of
these plans. He assist in the election of new
sites for operations and advises on area pro-
tection, field sanitation, and general layout of
the new area. The first sergeant is also tech-
nically qualified in the maintenance field and
advises other noncommissioned officers on main-
tenance management.
functions either as primary or additional
duties.
b. Platoon Commander.
(1) The commander of the forward sup-
port platoon supervises the operations of the
platoon. He directs the formation of mainte-
nance teams and supervises their on-site repair
of aircraft. He uses one of the helicopters as-
signed to the company to transport contact
teams and necessary tools, repair parts, and
other equipment. He surveys aircraft downed
in remote areas, ascertains the parts and per-
sonnel required to make repairs, and initiates
action either for repair or recovery.
(2) The commander of the main support
platoon serves as the company production con-
trol officer and supervises the operation of the
platoon. As company production control officer
and possessing the most extensive maintenance
experience, he is responsible for the daily plan-
ning, work distribution, and management of
the overall company maintenance effort. He is
responsible for reinforcing the forward sup-
port platoon with additional personnel, tools,
and equipment as required. He is also respon-
sible for recovery and evacuation of aircraft
to his own shop or to a higher supporting main-
tenance facility.
(3) The assistant platoon commander of
the main support platoon assists the platoon
commander in the operational supervision of
the main support platoon. In addition, he serves
as the company shop supply officer and, in this
capacity, is responsible for the requisitioning,
receiving, storing, maintaining, and issuing of
repair parts and supplies; and for maintaining
supply records.
3-9
FM 29-30
c. Section Chief, Test and Inspection Section.
The chief of the test and inspection section
serves as the company quality control officer.
In this capacity, he supervises the operation of
the test and inspection section, assures adher-
ence to quality standards during the perform-
ance of maintenance, supervises the company
test flight activities, advises the commander
on questions of a technical nature, inspects
aircraft records to assure correct entries, as-
sists in inspection of division aircraft, and pro-
vides quality control assistance to supported
units.
d. Aircraft Repair Technician. Supervises
organizational and DS maintenance of aircraft.
Plans the maintenance shop layout, consider-
ing such factors as work flow, location of
equipment, facilities, tools and supplies, and
work processes. Establishes priorities and pro-
duction controls to insure effective distribution
of Workload and maximum use of facilities.
Observes work in progress and periodically
inspects completed repairs to insure adequacy
of maintenance. Supervises instruction of per-
sonnel and the preparation of aircraft status
reports, engine-hour records and maintenance
schedules. Ascertains requirements for mainte-
nance supplies, tools and equipment and initi-
ates action for the same. When rated, test flies
aircraft.
e. Helicopter Technical Inspector. Performs
technical inspection of rotary-wing aircraft for
all levels of maintenance upon receipt from and
prior to return from using units. Inspects air-
craft engines, components, systems and instru-
ments for wear or evidence of damage and
determines extent of replacement or repairs
Section V. TRANSPORTATION AIRCRAFT MAINTENANCE AND
SUPPLY BATTALION, AIRMOBILE DIVISION
3-10. Headquarters and Headquarters
-Company
a. Battalion Commander. In addition to
those duties normal to unit command and ad-
ministration, the battalion commander, as divi-
sion aircraft maintenance officer, exercises
technical staff supervision over all aircraft
maintenance within the division. His responsi-
bilities include-
3-10
required. Tests repaired equipment to deter-
mine that repairs are adequate.
f. Aircraft Repair Chief. Performs super-
visory and administrative duties of the aircraft
maintenance activities and coordinates the
workflow of maintenance sections, teams, de-
tachments, platoons, and aircraft maintenance
shops. Distributes work in the shop and coor-
dinates with subordinate supervisors on work
assignment. Prepares and directs preparation
of maintenance, repair, inspection, and supply
forms and reports. Directs and supervises on-
the-job training programs. Prepares or directs
and
inspects duties performed by subordinate non-
commissioned officers of the unit
g. Aircraft Airframe, Armament, Electrical,
Engine, Nydraulic, Instrument, Power Train,
and Rotor-PropellerRepairman. These person-
and Rotor-Proaeller
replace
nel repair and aircraft Th
Repairmanassemblies and
components in their respective areas of respon-
sibility. They diagnose and localize malfunc-
tions and examine parts and components for
wear and damage to determine the extent of.
replacement, repair, or maintenance required.
They
They are
are required
required to make maintenance
to make maintenance entries
entries
in of partsforms
maintenance
records and records
and supplies. andplan
They to keep
and
organize work schedules, assign duties, and
supervise and instruct subordinate personnel in
proper maintenance practices, procedures and
techniques. They prepare production and qual-
ity control forms and records and maintain a
file of technical publications pertaining to the
equipment in their field of responsibility.
h. Other personnel. The duties and respon-
sibilities of other personnel are described in
AR 611-101, AR 611-112, and AR 611-201.
(1) Advising the support command com-
mander concerning aircraft support require-
ments and capabilities and, as directed, repre-
senting the support command commander at
division and higher levels in matters concern-
ing support of division aircraft.
(2) Preparing plans and directives to as-
sure accomplishment of the battalion mission,
within support command policies.
AGO 5274A

(3) Directing assignment of support mis-
sions to subordinate units, transfer and re-
alignment of units, and transfer of workloads.
(4) Informing subordinate units of the
tactical and of combat service support require-
ments to be placed upon their units.
(5) Assuring adequate liaison and coor-
dination between battalion elements and sup-
ported units and supporting general support
units.
(6) Reviewing and analyzing mainte-
nance data that accrues from prescribed re-
ports and assuring appropriate staff or super-
visory action when indicated.
(7) Performing maintenance training
and equipment inspection of battalion operat-
ing units and, as directed, of supported main-
tenance activities.
(8) Assuring the formulation, rehearsal,
and implementation, when necessary, of plans
for the battalion's participation in rear areas
security operations.
(9) Reporting instances of improper sup-
ply economy or abuse of equipment in those
cases where he is unable to take corrective ac-
tion and making recommendations for appro-
priate corrective action.
(10) Performing such other functions as
the support command commander may direct.
b. Executive Officer. The executive officer is
the principal assistant to the battalion com-
mander and represents the battalion comman-
der during his absence. He assigns tasks to
members of the staff, assures that staff actions
are in accord with established policy, and
makes decisions within the policies of the bat-
talion commander. Additional staff responsi-
bilities of the executive officer include-
(1) Informing the commander on all mat-
ters concerning the battalion mission.
(2) Supervising all plans and receiving
recurring and special reports submitted to
higher headquarters.
(3) Supervising and coordinating liaison
matters pertaining to sections of the battalion
headquarters.
(4) Planning and directing the internal
security and defense of battalion installations.
(5) Performing training and equipment
inspections of subordinate units.
AGO 5274A
FM 29-30
(6) Coordinating the reconnaissance,
selection, and occupation of positions by bat-
talion headquarters and subordinate units.
(7) Planning and directing rear area se-
curity and area damage control operations.
c. Battalion Maintenance and Supply Officer.
The battalion maintenance and supply officer
provides'staff supervision and technical assist-
ance for all non-aircraft maintenance and sup-
ply activities within the battalion. His duties
include-
(1) Assuring that organic and attached
units are provided with rations, water, fuels,
oils, lubricants, ammunition, and organiza-
tional and individual supplies and equipment.
(2) Providing supply supervision and as-
sistance to assigned units (non-mission
supply).
(3) Maintaining required supply records
and compiling statistical data as required.
(4) Supervising the organizational main-
tenance activities of battalion units to insure
that equipment is maintained in accordance
with established standards.
(5) Keeping the battalion commander in-
formed as to the readiness condition of equip-
ment within the battalion, as the battalion ma-
teriel readiness officer.
d. Plans and Training Officer. The plans and
training officer advises the commander and
staff on matters pertaining to organization,
training, intelligence, and security operations.
His duties include-
(1) Preparing and executing training pro-
grams and directives.
(2) Coordinating with higher headquar-
ters on special training and school require-
ments.
(3) Keeping the commander and staff in-
formed of the tactical situation and submitting
recommendations on internal security and de-
fense of battalion installations.
(4) Accounting for and safeguarding
classified documents within the battalion.
(5) Supervising all matters regarding se-
curity clearances and procedures and main-
taining current clearances and alien rosters for
the battalion.
e. Aircraft Maintenance Officer. The aircraft
maintenance officer exercises staff supervision,
3-11
FM 29-30
direction, and control over battalion aircraft
maintenance operations as follows:
(1) Advises the battalion commander
concerning matters that affect the aircraft
maintenance service mission, including the
materiel readiness status of divisional aircraft.
(2) Directs the activities of the battalion
operations section.
(3) Recommends aircraft maintenance
plans and policies and supervises the carrying
out of approved plans and policies by battalion
subordinate elements.
(4) Monitors and supervises aircraft
maintenance scheduling, within established re-
pair priorities and in coordination with sub-
ordinate and supported aircraft units.
(5) Recommends the assignment of air-
craft maintenance support missions to battal-
ion units.
(6) Monitors production and quality con-
trol policies and procedures of subordinate
units, and provides staff supervision over their
execution.
(7) Coordinates with the battalion air-
craft supply officer to assure adequate and
timely repair parts support.
(8) Establishes and monitors aircraft
cannibalization procedures.
(9) Directs and supervises the battalion
technical assistance program.
(10) Recommends the use of operational
readiness float aircraft within command poli-
cies.
f. Aircraft Stock Control Officer. The battal-
ion aircraft stock control officer provides staff
planning, supervision, and control of aircraft
maintenance supply activities of the battalion.
His responsibilities include--
(1) Advising the battalion commander on
all matters pertaining to aircraft supply sup-
port within the battalion.
(2) Assuring the adequacy and effective-
ness of authorized stockage lists (ASL's) and
prescribed load lists (PLL's).
(3) Assuring the prompt turn in of excess
and unserviceable economically repairable
items, in coordination with the aircraft main-
tenance officer.
(4) Directing and coordinating the
lateral search and transfer of repair parts
within the battalion.
3-12
(5) Conducting supply assistance visits to
subordinate and supported units.
g. Communications Officer. The communica-
tions officer supervises the installation, opera-
tion, and maintenance of the battalion com-
munications system. His duties include-
(1) Advising the battalion commander on
all communications matters within the battal-
ion.
(2) Supervising the activities of the bat-
talion communications section.
(3) Training battalion communications
personnel.
3-11. Transportation Aircraft Maintenance
and Supply Company
a. Company Commander. The company com-
mander is responsible for the command and
administration of the unit and for all phases
of the maintenance and supply mission as-
signed to his unit. Responsibilities of the com-
pany commander include-
(1) Keeping the battalion commander
fully informed concerning company mainte-
nance and supply capabilities, workloads, and
status.
(2) Participating in battalion or higher
level maintenance planning conferences and
making recommendations concerning employ-
ment of the company.
(3) Maintaining liaison with supported
units to provide early recognition of developing
problem areas, to facilitate effective mainte-
nance programming, and to promote close
working relationships between supporting and
supported units.
(4) Providing technical assistance to sup-
ported units.
(5) Inspecting maintenance and supply
records and procedures of supported units as
directed.
(6) Assuring the preparation and main-
tenance of necessary records to facilitate main-
tenance management within the company, and
compiling and submitting reports in accord-
ance with TM 38-750 and as directed by higher
headquarters.
b. Executive Officer. The executive officer is
responsible to the company commander for the
management of the administrative and train-
ing functions of the company. He performs
AGO 5274A

other duties as directed to provide the company
commander time to participate in the opera-
tional mission of the company.
c. Aircraft Maintenance Officer. The aircraft
maintenance officer is responsible to the com-
pany commander for the management of the
company maintenance operation and for super-
vising and controlling the activities of the
production and quality control section. His re-
sponsibilities include-
(1) Advising the company commander
concerning all aspects of the company mainte-
nance operation.
(2) Coordinating with the maintenance
officers of supported aviation units in planning
for and scheduling maintenance into the com-
pany shops.
(3) In coordination with the shop and
direct support platoon leaders, determining
job priorities, scheduling work into the shop,
assigning tasks to the DS platoons, and moni-
toring work progress.
(4) Coordinating with the supply platoon
leader, the shop platoon leader, and the DS
platoon leader to assure that necessary repair
parts are available when needed.
(5) Developing, implementing, and di-
recting the quality control program within the
company.
(6) Compiling maintenance data to re-
veal the status of supported equipment, to per-
mit appraisal of operational effectiveness, and
to facilitate management of the maintenance
operation.
(7) Preparing and submitting reports as
prescribed in TM 38-750 and as directed by
higher headquarters.
d. Supply Platoon Leader. The supply pla-
toon leader is responsible to the company com-
mander for aircraft maintenance supply
support and directing and controlling the air-
craft technical supply functions within the
company. His duties include-
(1) Advising the company commander on
all matters pertaining to repair parts supply
within the unit.
(2) Within existing policies and regula-
tions establishing the maintenance supply pro-
cedures within the company.
(3) Coordinating with the shop platoon
AGO 5274A
FM 29-30
and DS platoon leaders and the aircraft main-
tenance officer to assure that repair parts are
available when needed and advising them when
criticality of repair parts may affect mainte-
nance operations.
(4) Requesting, receiving, storing, main-
taining in storage, and issuing maintenance re-
pair parts.
(5) Reviewing supported unit PLL's and
maintaining the ASL in accordance with pre-
scribed regulation.
(6) Maintaining liaison with supported
units, providing technical assistance on supply
matters, and performing supply inspections as
directed.
(7) Normally supervises the reparable re-
trograde program for unserviceable and excess
components and end items.
e. Shop Platoon Leader. The shop platoon
leader commands, controls, and supervises the
shop platoon operations in performing repairs
that cannot be performed on site. This includes
repair of aircraft components, avionics, and
armament systems and equipment. He is re-
sponsible for-
(1) Organizing the physical layout of the
shop platoon area, to include such matters as
camouflage and local security, as directed by
the aircraft maintenance officer.
(2) Planning and managing the intra-
shop organization and operational procedures.
(3) Establishing and maintaining quality
standards of maintenance performed by the
shop platoon.
(4) Coordinating with the supply platoon
leader to assure the availability of repair parts
required to accomplish the shop platoon mis-
sion.
(5) Maintaining intrashop production
control and statistical data and advising the
company commander and maintenance officer
on the status of equipment and parts undergo-
ing repair.
(6) Providing for continuity of shop main-
tenance support during unit displacement.
f. Service and Equipment Platoon Leader.
The service and equipment platoon leader is re-
sponsible to the company commander for the
organizational level maintenance of organic
equipment, operating the company motor pool,
3-13
FM 29-30
providing fuel dispensing and storage services,
maintaining flight records, and dispatching
aircraft in support of company operations.
g. Direct Support Platoon Leader. The pla-
toon leader is responsible to the company com-
mander for supervising and controlling the ac-
tivities of the five DS sections. He is a qualified
maintenance officer rated in the aircraft he
supports. His principal assistants are an air-
craft maintenance officer, a platoon sergeant,
and aircraft maintenance technicians that
supervise the activities of each of the DS sec-
tions. His duties include-
Section VI. MAINTENANCE COMPANIES, SEPARATE BRIGADES
3-12. General 3-13. Brigade Maintenance Officer
The organization of the maintenance corn-
panies of the separate brigade support battal-
ions is similar to their counterparts in the
maintenance battalions of the division support
command. Key personnel of the elements of
these maintenance companies perform essen-
tially the same duties as their counterparts in
the maintenance companies of the maintenance
battalions. Each separate brigade has a brig-
ade maintenance office, which operates under
the direction and supervision of the brigade
maintenance officer. This office performs essen-
tially the same duties as does the materiel
section of the division maintenance battalion.
The brigade maintenance office is part of the
maintenance company of all separate brigades,
except the separate light infantry brigade,
where the office comprises part of the head-
quarters and headquarters detachment of the
support battalion.
3-14
(1) Supervising and directing the activi-
ties of the DS platoon in providing direct sup-
port aircraft maintenance, either on-site or at
the company base.
(2) Advising the company commander
and maintenance officer concerning all matters
related to on-site maintenance.
(3) Providing technical advice and assist-
ance in connection with on-site maintenance.
(4) Performing the aircraft recovery and
evacuation mission of the company.
Regardless of location, the brigade mainte-
nance officer is a staff officer responsible di-
rectly to the support battalion commander. He
does not directly intervene in the day-to-day
operations of the maintenance company (or
maintenance and supply company) except to
influence its operations through the exercise of
his normal staff responsibilities. Tile brigade
maintenance officer is responsible for:
a. Overall staff supervision of the mainte-
nance efforts of individual units of the brigade.
b. Staff supervision of maintenance support
operations of the maintenance company.
c. Ensuring that maintenance policies and
priorities are enforced.
d. Providing maintenance and maintenance
related staff planning and recommendations to
the support battalion commander, and, as re-
quired, to the brigade commander.
AGO 5274A

CHAPTER 4
MAINTENANCE OPERATIONS
Section 1. GENERAL
4-1. Introduction
a. Direct support maintenance is a key ele-
ment in the system established to maintain the
serviceability of equipment in the hands of
troops. A using unit depends on its supporting
DS maintenance unit for assistance when an
unserviceable item of equipment requires main-
tenance beyond the organizational maintenance
level, or when the organizational workload be-
comes greater than it can handle. The using
unit also looks to its DS maintenance support
for technical assistance on the performance of
organizational maintenance and for the provi-
sion of repair parts for organizational main-
tenance.
b. Maintenance discussed in this chapter is
focused on the procedures necessary to perform
the repair of materiel. These aspects include
the inspection of materiel to determine service-
ability and extent of work required, shop or-
ganization and functions, on-site maintenance,
provision of shop supply, and production and
quality control. Technical assistance is also
discussed in chapter 9.
c. Integral to the DS maintenance mission is
the responsibility for providing repair parts
supply support and recovery and evacuation as-
sistance to supported units. These aspects of
DS maintenance operations are covered in
chapters 5 and 8.
4-2. Maintenance Responsibilities
The maintenance required to keep supported
using unit equipment in top operating condi-
tion is a joint responsibility of the supported
unit and its supporting DS unit. Supported
units are responsible for performing the or-
ganizational maintenance prescribed in appro-
priate technical manuals, and for maintaining
their prescribed loads of repair parts supplies
AGO 5274A
FM 29-30
to perform this maintenance. When organiza-
tional maintenance is performed according to
prescribed procedures, equipment failures are
kept to a minimum and supporting DS main-
tenance units can concentrate on DS mainte-
nance. When supported units neglect, or im-
properly perform organizational maintenance,
the maintenance workload of the supporting
DS unit increases. The number of repair op-
erations and repair parts consumed increases
and the number of items that have to be
evacuated also increases. This reduces the re-
sponsiveness and effectiveness of the mainte-
nance system and has an adverse effect on
using units since they are deprived of more of
their equipment for longer periods. It also im-
poses an unwarranted strain on the supply
system. DS units must devote a significant
portion of their efforts to technical assistance
in order to keep maintenance workloads with-
in their proper categories. Repeated failures on
the part of any supported using unit to perform
its assigned portion of the total maintenance
operation should be reported through command
channels.
4-3. Similarities in Company Operations
a. The operations of the units of the division
maintenance battalions and separate brigade
maintenance companies are similar, with the
exception of those units supporting the air-
borne division (para 4-4). Each of the forward
support elements provides direct support serv-
ice to a brigade and its attached units. The
aircraft maintenance company provides direct
support maintenance service for aircraft
organic to the division, including avionic
equipment and aircraft armament systems.
The main support company provides direct sup-
port maintenance and repair parts supply
-
FM 29-30
service for those elements of the division not
located in the forward portion of the division
area. It also is a base of supply for the main-
tenance battalion.
b. In addition to providing direct support to
those units in its area of operations, the main
support company provides supplementary sup-
port to the three forward support companies
and the aircraft maintenance company (not to
include aircraft maintenance). It provides sup-
plementary recovery, evacuation, and allied
trades support, within its capabilities, to the
forward support units and the aircraft mainte-
nance company; provides backup support to the
forward support units by accepting work be-
yond their capacities or capabilities; and pro-
vides personnel and equipment, in the form of
mechanical maintenance sections or selected
repairmen, for increasing the capacities or cap-
abilities of the forward support units. The
main support company may supplement the
capabilities of the aircraft maintenance com-
pany by attachment thereto of selected repair-
men (e.g., camera repairman).
c. The attachment of mechanical mainte-
nance sections to the forward support units is
controlled by the battalion commander. Plans
for the attachment of these sections are pre-
pared by the battalion materiel officer, based
on the recommendations of the maintenance
officers of the battalion staff.
d. The aircraft maintenance company is sup-
ported by the main support company or one of
the forward support units as far as direct sup-
port maintenance of its organic equipment
(less aircraft and other air items) is concerned,
4-4. Maintenance Support of Airborne
Operations
a. Airborne operations are generally of short
duration and based airborne forces are usually
withdrawn after mission accomplishment or
joined by advancing ground forces. Assault
forces participating in such operations are ex-
pected to be self-sustaining, both tactically and
logistically, for short periods (2-3 days). Such
operations require precise planning and exact-
ing attention to detail.
b. Before the airborne operation, repair
parts stocks are brought up to desired levels;
4-2
equipment is replaced, as necessary, and inten-
sive maintenance support is provided so that
all equipment is in good condition. These ac-
tions, taking place during the early portion of
the mounting phase and before marshalling,
are accomplished with strict observance to se-
curity requirements, and are carried out by
the division maintenance battalion. Additional
support, as required, is provided by non-
divisional DS or GS maintenance units, de-
pending on the type and composition of the
support structure providing support for the
overall operation and whether the operation is
originating in the COMMZ or field army area.
Such additional support takes the form of as-
sisting in the inspection of using unit equip-
ment and the performance of maintenance.
Replacement end items, if required, are pro-
vided by organic or supporting supply units.
c. Personnel of the maintenance battalion
are qualified parachutists, and equipment of
the battalion, like other equipment in the divi-
sion, can be airdropped; therefore, elements of
the maintenance battalion may enter the ob-
jective area with assault elements, when nec-
essary. When this is done, elements of the
maintenance battalion are attached to individ-
ual brigades and enter the objective area under
brigade control. In most circumstances, though,
elements of the maintenance battalion re-
quired in the objective area will be airlanded
with the followup echelon.
d. Normally, elements of the maintenance
battalion will not accompany assault elements
into the objective area if the operation is of
very short duration and/or of small scale (e.g.,
ruse, feint, or small-scale commando-type op-
eration to be concluded in a few days). If the
division continues in active combat for long
periods, forward support platoons of the
ground maintenance company are brought into
the objective area with the followup echelon.
Contact teams from the aircraft maintenance
company are also provided, as required. De-
signated individuals and equipment from the
maintenance battalion headquarters will also
enter the objective area to coordinate and
control maintenance support and related opera-
tions. If the operation increases further in scope
and duration, and additional buildup is
AGO 5274A

planned, additional forces, to include the re-
mainder of the maintenance battalion, may be
brought into the objective area.
e. During the assault phase, maintenance op-
erations in the airhead are limited to those
that can be performed readily by organi-
zational maintenance personnel. Unserviceable
items are moved to centralized collecting
point(s) in the objective area(s). Direct sup-
port maintenance elements, when committed,
assist in the performance of organizational
maintenance, as necessary, and perform DS
maintenance, which is limited to minor com-
ponent replacement and direct exchange of
small end items. Unserviceable items requiring
higher category repair are evacuated by air to
the extent permitted by the availability of air
transport not required for more critical evac-
uation missions (e.g., evacuation of wounded).
Replenishment repair parts and replacement
end items are delivered to the objective area(s)
by airdropping or airlanding. Requirements
for critical repair parts are satisfied, to the ex-
tent practical, by controlled cannibalization of
unserviceable items earmarked for evacuation.
Unserviceable items that cannot be evacuated,
when linkup with friendly forces is not anti-
cipated, are stripped of critically-needed items
and destroyed to the extent necessary to make
them militarily useless.
f. The ground tactical plan for airmobile or
airborne operations includes the assault plan
to seize objectives, and plans for defense, link-
up, withdrawal, subsequent offensive opera-
tions, and displacement, as appropriate.
Force withdrawal may be accomplished by air,
or by ground transportation, if linkup has
been achieved. If withdrawn by air, all equip-
ment that cannot be evacuated is destroyed;
if withdrawn by ground transportation after
linkup, supporting elements of the linkup force
may assist in the maintenance and evacuation
of unserviceable equipment.
4-5. Production Control
Basic production control procedures are the
same in all units of the maintenance battalion.
These procedures, discussed in FM 29-22, can
be used as guidelines to develop and implement
production control procedures in the various
AGO 6274A
FM 29-30
maintenance shops of the battalion. However,
the procedures and forms described in FM 29-
22 may require modification to suit the specific
requirements of each unit. Such modifications
are necessary because of differences in shop
organizations, differences in types and quanti-
ties of equipment moving through these shops,
and requirements for on-site maintenance.
4-6. Quality Control
Quality control constitutes one of the most im-
portant aspects of the DS maintenance func-
tion. Thorough and accurate inspections
(initial, in-process, and final) are vital in main-
taiing efficient shop operations and perform-
g quality repairs. See FM 29-22 for cover-
age of quality control functions.
4-7. Records and Reports
The records utilized in maintenance operations
are illustrated and explained in TM 38-750.
This TM establishes a standard record system
applicable to all Army equipment and provides
detailed instruction on the preparation, use,
and disposition of records integral to the sys-
tem. TM 38-750-1 indicates how these records
are processed and utilized by field commands
for the purpose of maintenance management.
4-8. Publications and Regulations
a. Technical publications provide guidance in
the use and operation of end items of equip-
ment, allied equipment, and accessories. These
publications include technical manuals, techni-
cal bulletins, lubrication orders, and modifica-
tion work orders. They provide specific instruc-
tions on the operation, maintenance, repair,
modification, serviceability standards, testing,
storage, issue, and inspection of equipment and
procedures. Battalion headquarters should
maintain a library containing all publications
utilized by the units of the battalion plus those
pertaining to the operation of the battalion
and higher headquarters. Publications are
listed in DA Pamphlets of the 310-series.
b. Regulations of the 750-series govern the
maintenance of supplies and equipment. The
battalion should secure and utilize those regula-
tions pertinent to and governing maintenance
operations. DA Pamphlet 310-1 lists regula-
tions pertinent to maintenance operations in
FM 29-30
general, and maintenance policies and proce-
dures, including maintenance expenditure lim-
Section II. MAIN SUPPORT COMPANIES
4-9. General
The main support company has three pri-
mary responsibilities: to provide DS mainte-
nance to division rear elements not otherwise
supported; to provide supplementary personnel
support to the forward support maintenance
units and the aircraft maintenance company,
to increase or supplement the capabilities of
these companies; and to accept maintenance
work that is beyond the capability or capacity
of the forward support maintenance units. Al-
though the main support company emphasizes
shop work, on-site maintenance is performed
when practicable.
-10. Organization for Maintenance
Operations
a. Work Within the Shop.
(1) "Maintenance Shop," and "shop" are
terms used to describe, collectively, all of the
maintenance facilities of the company that op-
erate in the company area. The maintenance
shop consists of a number of sections combined
into an integrated operation performing such
functions as administering, planning, and con-
trolling the maintenance effort; repairing un-
serviceable equipment brought to the company
for repair; determining
for repair; determining maintenance
maintenance require-
require-
ments and evaluating the quality of mainte-
nance performed; performing allied trades
support (welding, fabricating parts, metal,
textile, repair, etc.) moving of heavy equip-
ment within the shop area; and evacuation of
items that cannot be repaired by the mainte-
nance shop.
(2) To support the maintenance effort, it
is necessary to establish a shop supply activity
to include a parts expediter (normally an ad-
ditional duty of the repair foreman or mainte-
nance platoon sergeant). It may also become
necessary to supplement the inspection section
with personnel, on a temporary basis, depend-
ent on the mission. The TOE provides qualified
personnel to accomplish the above.
(3) Those sections directly involved in
the maintenance shop operations include-
itations, inspections, and reports pertinent to
equipment supported by the battalion.
(a) Shop office.
(b) Inspection section.
(c) Shop supply section
()
(d) Repair
Repair sections
sections (armament,
(armament, elec-
elec-
tronics, and mechanical maintenance pla-
toons).
(4) All of the sections involved in or sup-
porting the maintenance operation should be
located so as to provide for the logical and
orderly movement of work from its receipt by
the company to final inspection and return to
the user, or for other disposition as may be
necessary. The type of maintenance function
performed will determine the location of spe-
cific sections of the company within the shop
area. 'The electronics and instruments repair
should be performed in a relatively dust-free
area separated from sections where automotive
and artillery repair are performed The shop
office and inspection section should be located
near an entrance to the company area to keep
miscellaneous heavy traffic out of the company
miscellaneous heavy traffic out of the company
area proper. The service and evacuation pla-
toon should be located near the platon repair-
in heav vehicles to facilitate allied trades
g t
support and the movement of vehicles. A type
layout is depicted in figure 41
GANDY START T24
b Work ti th Shop
(1) Work is performed outside the shop
when items to be repaired are not easily re-
moved or when on-site maintenance speeds up
the service to the user and can be performed
without adversely affecting other company op-
erations. Tanks, artillery, and heavy engineer
equipment, for example, should be repaired on-
site, if possible, to save time and transporta-
tion and give the user faster repair service.
Radios mounted in combat vehicles also fall
into this category, as would missile launching
equipment. On the other hand, it is more prac-
ticable to perform repairs on wheeled vehicles,
electronic items in general, small arms, and
instruments in the maintenance shop of the
main support company.
AGO 5274A
 FM 29-30

TO SUPPLY AND
tTO LANDING TRANSPORT BN
AREA

M ROADk ~ ~

~I~~' \\ INSP FC rr
-MESSING
'1'"'!~i TO L C M iAND
N
BIVOUAC

V":C PLAT N, MESS

I~..... :F.I ''

ELCT MAINT ' 4

MECH MAINT PLAT \,ART

%
,) ~'(~ MAINT ¢
, PLAT

PRINCIPAL ENTRANCE TO COMPANY AREA.

ALTERNATE ENTRANCE.
EXIT OR ADDITIONAL ENTRANCE, TRAFFIC MAYBE ONE WAY.

Figure 4-1. Type layout, main support company.

AGO 5274A 4-5

FM 29-30
(2) When on-site maintenance is required,
a contact team is dispatched by the shop office.
Requirements for such work may result from
a visit from the liaison party (ch 9) or from
a request initiated by a using unit. A contact
team usually consists of a supervisor and the
required number of repairmen who possess the
needed skills, although in some instances a
single repairman may comprise the "contact
team."
(3) The contact teams will attempt to
ascertain and carry with them the repair parts
required to perform on-site maintenance. All
supported units should be instructed to report
the nature of each malfunction, any observed
symptoms, and known repair parts require-
ments when requesting on-site maintenance.
Contact teams often use direct exchange power-
packs and assemblies that have been assembled
in the company shops in advance. This permits
the team to spend less time at the repair site,
and reduces to a minimum the time a piece of
equipment is out of operation. Any additional
parts required, but not carried by the team,
must be obtained from the main support com-
pany. Crew/operators and organizational main-
tenance personnel must be available to assist
the contact teams as required.
4-11. Shop Office
The shop office performs the administrative
and control functions related to the operation
of all sections of the maintenance shop. The
shop office controls the operations and dispatch
of the contact teams; assigns work to and co-
ordinates the activities of the service and
evacuation platoon; and exercises control over
the main maintenance collecting point (ch. 8).
The shop office-
a. Receives and receipts for all jobs en-
tering the shop.
b. Assigns work to. the various shop sec-
tions.
c. Anticipates and relieves bottlenecks by-
(1) Temporarily reassigning technicians
and specialists among the sections consistent
with the demands of the workload.
(2) Taking action to expedite delivery of
repair parts and maintenance supplies where
4-4
needed. In some cases, parts may have to be
fabricated by the service section.
(3) Rerouting work, when necessary, so
that the capabilities of each shop section are
fully utilized.
(4) Arranging for evacuation of materiel.
d. Determines whether jobs are to be re-
paired in the shop or evacuated. Prepares
Equipment Transfer Reports, DA Form 2408-
7, for reportable items being evacuated or
salvaged. For a listing of reportable equipment,
see TM 38-750.
e. Establishes job priorities in accordance
with existing directives and assigned issue pri-
ority designator indicated on the work request.
f. Establishes and implements necessary
production and production control systems.
g. Keeps records on the location and status
of each job.
h. Keep files on the status of all active
maintenance requests (DA Form 2407).
i. Maintains records of completed work.
j. Analyzes job productivity and improves
shop layout, repair techniques, and procedures
to promote maximum productivity while main-
taining quality standards.
k. Interprets and implements technical di-
rectives from higher headquarters.
1. Maintains a library of technical publica-
tions, directives, and SOP's.
m. Compiles statistics and prepares reports
as required.
n. Dispatches on-site maintenance, recov-
ery, and technical assistance teams.
o. Prepares Parts Requisitions, DA Form
9-79, to obtain necessary repair parts from
the supply section/platoon. These requisitions
are based on parts requirements indicated on
DA Form 2404 prepared by inspectors during
initial inspection. Various techniques can be
employed to insure that all parts required for
a particular maintenance task are ordered ini-
tially. One technique that has been used effec-
tively is to have a bill of materials prepared
for various recurring-type jobs. The shop clerk
can use this bill of materials as a check list to
insure that all parts required for a particular
type job are placed on order.
p. Enters maintenance accomplishment data
in appropriate equipment logs as required by
TM 38-750.
AGO 5274A

q. Keeps track of MWO requirements and
schedules shop input of supported unit items
requiring such modifications.
r. Keeps the battalion headquarters in-
formed of shop workload and production.
s. Disposes of completed maintenance rec-
ords and reports as indicated in TM 38-750.
4-12. Inspection Section
a. Two important functions performed by
the inspection section are the technical inspec-
tions conducted before the equipment is ad-
mitted to the shop and the technical inspec-
tions performed after the repairs have been
completed. The before-entry technical inspec-
tion is termed the initial inspection, while the
inspection performed after repairs is called the
final inspection. In addition to the initial and
final inspections, in-process inspections are
performed as directed and classification inspec-
tions are performed when necessary. The in-
spection section is organized, according to
requirements by utilizing the inspectors as-
signed to the shop office, augmented, as neces-
sary, by qualified personnel from the repair
sections of the company. Direct control over
inspection activities is exercised by the com-
pany commander. Control by the commander
is necessary to preclude any undue influence
being exercised on inspectors by other elements
of the command.
b. The inspectors-
(1) Perform initial inspections on equip-
ment to determine existing deficiencies and
necessary repairs. These inspections are per-
formed in accordance with the Inspect and Re-
pair Only As Needed (IROAN) principle. De-
pair Only As Needed (IROAN) principle. De-
o
ficiencies and shortcomings are recordedon
bendtDA
F oormParts requirements may also
2404.
be indicated on this form to facilitate prepara-
tion of parts requisitions by shop clerks.
(2) Perform in-process inspections, when
directed, to identify areas for improving op-
erational methods and to insure that repair-
proved procedures and established standards.
ual using a particular tool at any time.
(3) Perform classification inspections, as
appropriate, to determine economic repairabil- 4-14. Maintenance Platoon/Section
ity.
(4) Perform final inspections on equip- - on supported units' equipment. They also per-
AGO 5274A
FM 29-30
ment leaving the shop to ascertain whether all
necessary work has been accomplished and to
determine whether repairs were performed
satisfactorily.
(5) Reject items and return them to the
responsible maintenance element if repairs are
not performed satisfactorily. DA Form 829 is
used to indicate the cause for rejection. (If pre-
ferred, the inspection form used in initial
inspection may be used to effect rejection.)
(6) Assist in the inspection of supported
units, as required.
c. Maintenance expenditure limitations are
listed in AR 750-27. Inspection procedures,
policies, and reports are also contained in regu-
lations of the 750-series.
4-13. Shop Supply Section
a. The shop supply section obtains and
stores repair parts required for specific job
orders. It also maintains a small stock of fast-
moving items normally utilized in maintenance
shop operations (common hardware, welding
rod, repair kits, gasket material), and orders
additional parts whose requirements were not
determined until repairs had begun.
b. In the case of a centralized shop supply,
the repair control supervisor will be responsi-
ble for its effective operation. If the shop sup-
ply activity is established at the platoon/sec-
tion level, the platoon/section NCO in charge
should be responsible to insure that maximum
effort is being applied toward expediting the
obtaining of required repair parts
c. The shop supply activity may also operate
the tool room or tool crib for the element it
is supporting. The tool room is an area set
aside for the control, storage, and issue of tools
to shop repairmen. The control system is a
to shop repairmen. The control system is a
local measure devised to insure the availability
and security of tools not issued to repairmen
and security of tools not issued to repairmen
on an individual basis, and to provide for an
in
uti-
lizes a handproperly.
maintained receipt system or a system
The control tool board
lizes a hand receipt system or a tool board
with tags to indicate the name of the individ-
a. These elements perform DS maintenance
4-7
FM 29-30
form organizational maintenance on organic
equipment of the company when an organiza-
tional maintenance capability is not provided
by TOE. Repairs authorized to be performed
by specific categories of maintenance are listed
in maintenance allocation charts which are
published in technical manuals applicable to
specific items of materiel. Because of the va-
riety of equipment supported, efficient mainte-
nance management and control are facilitated
by-
(1) Dividing these elements into subsec-
tions or teams (e.g., artillery repair, fuel and
electrical systems repair, communications/
electronics repair, power generator repair,
chemical equipment repair, etc.).
(2) Maintaining a proper balance of skills
among teams so that each will have the skills
required for each operation it will be called
upon to perform.
(3) Keeping the span of control for each
supervisor within controllable limits (i.e.,
three to seven subordinates). The type of op-
eration, organization, and abilities of subordi-
nate influence the span of control.
(4) Providing sufficient space and equip-
ment to each subsection or team in order to
profitably employ all members of the team.
b. Jobs are assigned to the appropriate re-
pair element by the shop office. These assign-
ments are based on work to be performed as
indicated on the DA Form 2404, which was
prepared by the initial inspector. Except for
those items immediately routed to the respon-
sible shop element upon receipt, jobs are not
ordered into the shop until the shop office is
informed by shop supply that necessary repair
parts are available. Upon receipt of a job as-
signment from the shop office, the responsible
section or supervisor assigns the job to a team
having the manpower, skills, and space availa-
ble to complete the job. Each team chief closely
observes each job being accomplished by his
personnel. He must be prepared to undertake
other work if it becomes apparent that any
additional repair parts (unforeseen require-
ments) for a job already in the shop cannot
be obtained from supply or locally fabricated.
The platoon/section must shift personnel to
insure that work progresses according to
148
schedule and that manpower is not wasted.
Actual repairs are conducted in accordance
with the item's technical manual or other ap-
plicable directives.
c. Within the maintenance shop, the re-
spective platoon and section leaders are respon-
sible for the proper movement, control, and
performance of work and for-
(1) Allocating jobs to the various subsec-
tions and teams to equalize workloads.
(2) Keeping the shop office informed of
the progress of each job and any bottlenecks
in shop production.
(3) Conducting in-process inspections to
assure that maintenance is being performed
properly.
(4) Cross-training personnel.
(5) Reassigning personnel from one job
to another to obtain the best productive effort.
(6) Coordinating work with other sections
or platoons.
(7) Preparing records and reports, as re-
quired, for submission to the shop office.
4-15. Service and Evacuation
Section/Platoon
This platoon/section consists of a service ele-
ment and an evacuation element. The elements
function in support of the maintenance shop
and the main maintenance collecting point.
The elements also provide supplementary sup-
port to other companies of the battalion. Ele-
ment functions are-
a. Service.
(1) The service element includes special-
ists and special equipment, which are pooled
to work in support of all repair platoons/sec-
tions of the company (welding, parts fabrica-
tion, fabrication of brackets and fixtures, etc.).
It also contains personnel and equipment for
the repair of leather and other textile items
(upholstery, holsters, tarpaulins, and the like).
(2) The service element performs work
that is assigned by the shop office. Requests
may be initiated by supported units or by
elements within the company. Work for com-
pany repair elements is accomplished at the
service section area, or by dispatching the nec-
essary specialists and equipment to do the
AGO 6274A

work in the area of the repair element initiat-
ing the request.
(3) The service element, in addition to
performing such functions as repairing radi-
ators and metal bodies, is frequently able to
recondition worn parts, to fabricate needed
parts, and to modify parts. The element re-
quires a varied stock of hardware and metal
stock. These stocks may be obtained from the
supply platoon, collecting points, salvage
points, or salvage piles of other shops.
b. Evacuation. This element provides heavy
lift support for the shop and supply activities
of the company and performs any recovery and
evacuation missions performed by the company
(ch. 8). The headquarters and main support
Section III. FORWARD SUPPORT MAINTENANCE UNITS
4-16. General
a. Organizationally, the forward support
maintenance elements in the maintenance bat-
talions supporting the various type divisions
are identical. However, there is a wide variance
in the quantities of personnel and equipment
authorized, with the forward support mainte-
nance units of the airborne division being the
smallest and the forward support maintenance
units of the armored division being the largest.
Repairs performed by these units are chiefly
limited to those that are necessary to the con-
tinued operation of the equipment and that
which can be performed quickly. Whenever
possible, unserviceable repair parts are re-
placed by serviceable ones and unserviceable
items are either repaired in the forward areas
or are returned to the main support company
for repair.
bo
b. The
The forward
forward support
support maintenance
maintenance units
units
provide DS maintenance. Each unit provides
DS maintenance for all division materiel, ex-
cept that noted in paragraph 1-2d, in a bri-
gade and for one-third of other similar type
equipment normally located in the forward
portion of the division area. The unit dis-
patches contact teams to perform on-site main-
tenance when this procedure is more expedient
(as in the case of emplaced artillery and dis-
abled tracked vehicles). Work that cannot be
performed on site is brought to the unit main-
tenance shop by the using unit. The forward
AGO 5274A
FM 29-30
company has the capability in this area since
it is equipped with tank transporters, wreck-
ers, and a tank recovery vehicle. Wreckers and
the tank recovery vehicle are used for heavy
lifts and for loading and unloading heavy
items when the company moves. They are used
on recovery missions, when the missions are
beyond supported unit capability or capacity.
They may be given specific jobs or may op-
erate on an on-call basis. Tank transporters
are also used to haul heavy items to and from
the company, as necessary, and to haul heavy
items during any change in location. To avoid
wasted effort, all orders and requests placed
on this element are channeled through the sec-
tion chief.
support maintenance units assist in this move-
ment, when necessary. Work that cannot be
performed
performed within
within the
the unit
unit is
is evacuated
evacuated to ei-
to ei-
ther the maintenance shop of the main support
c
tenance collecting point, depending on battal-
ion policies and operating procedures When
necessary, the main support company assists
this evacuation.
c. The maintenance capacity of each for-
ward support maintenance unit is augmented,
as necessary,maintenance
mechanical by the attachment of one
sections or more
from the
main support company, thereby facilitating
tailored support according to specific require-
ments. Personnel of these maintenance see-
tions may be pooled with the maintenance per-
sonnel of the forward support unit's mainte-
sonnel of the forward support unit's mainte-
nance shop, or they may be utilized to perform
4-17. Organization for Maintenance
Operations
The maintenance platoon, shop office, service
and evacuation section, and a small combined
direct exchange and shop supply section con-
stitute a consolidated maintenance shop, which
serves as a base of operations for the mainte-
nance activities of the forward support main-
tenance unit. The shop is established in the
brigade trains area. Attached maintenance
sections from the main support company, when
4-9
FM 29-30
not required for on-site maintenance, are also
utilized within the shop. The maintenance shop
of the forward support maintenance unit (fig.
4-2) operates in much the same manner as
the shop in the main support company except
that the shop is smaller in size; is limited in
the type of equipment it supports; cannot
spend as much time on specific jobs as the
main support company; performs a maximum
amount of maintenance on site; and handles
direct exchange in the using unit's area when-
ever practicable.
4-18. Shop Operations
a. General. The maintenance shop is set up
in a central location in the brigade trains area.
The forward support maintenance unit dis-
patches contact teams to perform on-site main-
tenance when this procedure is more expedi-
ent. Unit equipment requiring extensive re-
pairs is repaired in the shop area.
b. Shop Organization and Operations. The
shop is composed of a number of sections,
which perform the functions of management
and control of maintenance operations, repair,
shop supply, allied trades support, and lifting
and movement of heavy items. Usually an in-
spection section is not established as an orga-
nizational element within the shop since a
great proportion of the maintenance workload
is performed on site. Necessary inspections are
performed by the inspector(s) assigned to the
shop office, assisted, as necessary, by super-
visory maintenance personnel.
(1) Shop office. The shop office manages
and controls the activities of the maintenance
shop, dispatches contact teams and recovery
teams, and controls the operation of the col-
lecting point established by the forward sup-
port maintenance unit (ch. 8). The shop office
maintains a system of production control
within the maintenance shop similar to that
used by the main support company, but modi-
flied to suit the requirements of the forward
support maintenance unit.
(2) Inspections. The inspector(s)
assigned to the shop office performs initial and
final inspections and prepares job and parts
estimates. Most of the inspector's efforts, how-
ever, will be devoted to determining job re-
4-10
quirements and the completeness of work. As
in the main support company, the activities
of inspectors with regard to initial, in-process,
and final inspections are directly controlled by
the commander. When it is necessary to sup-
plement the inspection capability within the
shop, supervisory maintenance personnel may
be utilized. Since a requirement for inspection
also exists for work accomplished on site, in-
spections are performed by the supervisor in
charge of the contact team performing the
maintenance.
(3) Maintenance platoon. The mainte-
nance platoon includes repairmen qualified in
the repair of those items of equipment sup-
ported by the unit. These repairmen are orga-
nized into sections and teams, as in the main
support company, and operate in the same
manner.
(4) Shop supply and direct exchange. A
shop supply and direct exchange section is nec-
essary to expedite the supply of repair parts
to the shop and to provide supported units
with certain items on a direct exchange basis.
This section may be run by one individual.
Shop supply and direct exchange procedures
are similar to those established in the main
support company, except that much direct ex-
change activity is carried on by contact
teams during the normal course of visits to
using units. The direct exchange list of the
forward support maintenance unit is based on
the list of the main support company; however,
the quantities of each item carried by the unit
are usually smaller.
(5) Service and evacuation section.
(a) The service element of this section
provides allied trades support to the mainte-
nance shop and on-site maintenance contact
teams. Jobs requiring allied trades services not
provided within the forward support mainte-
nance unit must be evacuated to the main sup-
port company (e.g., textile and leather repair
work).
(b) The evacuation element of this
section provides personnel and equipment
(again varying in accordance with the type
division supported) to move heavy equipment
within the company, to assist contact teams in
the performance of on-site maintenance, to
AGO 5274A
 FM 29-30

TO MAIN
SUPPORT
COMPANY

-~:'~,~ SHa ._/

, SUP PLAT

,,.,.,.,.,,CO HO Q
I

[::':':
...... : ' : -'N':::::::

MAIN ENTRANCE TO COMPANY AREA

AGO
6274A 411

Figure 4-2. Type layout, forward support cotmpany.

AGO 5274A 4-11

FM 29-30
support the collection point operated by the
company, to haul heavy equipment and sup-
plies when the company moves and to assist
supported units in evacuation.
4-19. On-Site Maintenance and Direct
Exchange
a. Liaison parties (ch. 9) play a vital role
in the determination of on-site maintenance,
maintenance supply, and direct exchange re-
quirements. These parties visit supported units
to discuss maintenance and maintenance sup-
ply requirements and problems and to deter-
mine, thereby, how the forward support
maintenance unit can be of assistance. During
the course of these visits they may also assist
the supported units to determine the condition
of supported equipment and the status of or-
ganizational repair parts supply. The liaison
party notifies the shop office of maintenance
and maintenance supply requirements. Upon
notification of requirements by the liaison
party, the shop office will arrange for the dis-
patch of the required support to the using
unit's area, provided on-site maintenance or
direct exchange is the most practical way to
handle the problem. Contact teams are orga-
nized and equipped to provide the required sup-
port, their composition depending on the sup-
port required.
Section IV. TRANSPORTATION AIRCRAFT MAINTENANCE COMPANIES
4-21. General
Aircraft DS maintenance and repair parts sup-
ply for divisional and separate brigade air-
craft is provided by organic aircraft mainte-
nance and supply units in direct support of the
using units. These aircraft maintenance units
perform maintenance on aircraft and the as-
sociated armament and avionics equipment in
accordance with applicable technical manuals.
4-22. Maintenance Responsibilities
Aircraft DS maintenance includes application
of modification work orders that are a DS
level responsibility and assisting supported
units in the performance of organizational air-
craft maintenance when required. Technical
assistance is also provided supported units.
When the aircraft DS workload exceeds the
4-12
b. Each forward support maintenance unit
will usually have several contact teams em-
ployed in various places in the brigade area
at the same time. Mechanical maintenance
sections from the main support company are
used to the maximum for the performance of
on-site maintenance.
c. When conditions warrant, personnel are
assigned to a contact team on a semi-perma-
nent basis, and the supervisor heading the
contact team remains the same from job to
job. This arrangement provides for simplified
management, facilitates cooperation, and pro-
motes better understanding of the job on the
part of contact team personnel.
4-20. Records and Reports
Certain records and reports are necessary to in-
dicate status of equipment, to summarize main-
tenance operations, and to record the mainte-
nance performed. The records and reports
maintained by each forward support unit are
similar to those used by any direct support
unit. Use of DA Form 2407 may differ de-
pendent upon types of materiel involved. For
example, a contact team may, under certain
circumstances, (reference paragraph 3-7c,
TM 38-750) record an entire day's production
in a given organization on one DA Form 2407.
capacity of the DS unit, overflow work will be
evacuated to a supporting nondivisional GS
aircraft maintenance company. Moreover,
equipment requiring GS maintenance is evacu-
ated to the same GS company. Organizational
maintenance on the organic tools and equip-
ment is the responsibility of those elements of
the unit using that equipment. Direct support
maintenance for organic ground equipment is
provided by the DS unit of the division or sep-
arate brigade that provides this service to the
division or brigade support elements.
4-23. Maintenance Site
A type layout for a transportation aircraft
maintenance company is depicted in figure 4-3.
The maintenance site must be accessible to the
supported unit and capable of being defended.
AGO 5274A

Factors to be considered when selecting a
maintenance site are:
a. Capability of being defended in accord-
ance with the company's defensive measures.
b. Accessibility to supported units.
c. Availability of cover and concealment.
d. Suitability for the conduct of aircraft
maintenance operations. Included in this fac-
tor would be consideration of the following
items:
(1) Is the site fairly flat?
(2) Will it accommodate the vehicles and
shops?
(3) Is there suitable parking area for air-
craft?
(4) Does the site provide ready access to
the external road net and landing strips?
(5) Does the site have good drainage?
4-24. Operational Readiness Float
Aircraft operational readiness float policies
are established by the major area commander
(ch. 5). Where operational readiness float air-
craft are authorized at division level, they will
be maintained by the divisional aircraft DS
maintenance company.
4-25. Army Aircraft Accidents
The DS aircraft maintenance unit is responsi-
ble for providing technical assistance to sup-
ported units to aid in determining the cause
of aircraft accidents and for the recovery and
evacuation of damaged aircraft. Aircraft acci-
dent investigation will be conducted in accord-
ance with AR 385-40.
4-26. Maintenance Operations
a. The maintenance to be performed on
aircraft at each level of maintenance is speci-
fled in the appropriate maintenance allocation
chart. The maintenance allocation chart for a
type aircraft is found in Part II (-20) of the
TM 55-series, five part technical manual per-
taining to that type aircraft. Operating units
are responsible for the performance of organi-
zational maintenance on their organic aircraft.
The aircraft maintenance company may per-
form organizational maintenance for a sup-
ported unit in emergencies or in cases where
repairs include both organizational and direct
support maintenance.
AGO 5274A
FM 29-30
b. The inherent characteristics of aircraft
operations and maintenance support require a
close working relationship between the sup-
ported and the supporting organizations. The
aircraft maintenance company advises and as-
sists supported units in every way possible, to
include the acceptance of organizational main-
tenance overflow (AR 750-1). Whenever pos-
sible, the supported unit advises the supporting
unit of anticipated requirements for special
assistance, support of unusual operational air-
craft requirements, and critical parts require-
ments.
c. The mission of the transportation air-
craft maintenance company includes the fol-
lowing functions:
(1) Provides direct support maintenance,
and organizational maintenance assistance
when required, to all aircraft assigned to the
division, to include avionics and armament
equipment.
(2) Performs on-site repair of aircraft.
(3) Evacuates those unserviceable items
which are beyond the repair capability of the
company.
(4) Maintains repair parts and mainte-
nance materials needed to support mission
maintenance operations.
(5) Provides technical assistance to sup-
ported units.
(6) As requested or directed, inspects
equipment and maintenance procedures of sup-
ported units to determine the condition of
equipment and adequacy of maintenance pro-
cedures.
4-27. Organization for Maintenance
Operations
a. Test and Inspection Section. This section
is responsible for insuring that the quality of
all aircraft maintenance performed meets es-
tablished standards. This responsibility is car-
ried out by the section chief. The inspection
system will consist of initial and final inspec-
tions conducted in all cases and in-process
inspections conducted as required. The initial
inspection is performed when the aircraft en-
ters the shop for maintenance for the purpose
of determining, insofar as possible, the extent
of repairs required and the type and quantity
of repair parts needed. In-process inspections
4-13
FM 29-30

CO HQ

MAIN SPT PLAT

CUSTOMER AIRCRAFT PARKING

WING. SEC

I FWDSPT PLATI

~ TROOP BIVOUAC AREA FWD SPT PLAT

Figure 4.-. Type layout, transportationaircraftmaintenance company.

~~~~~~~~~4-14 AGO 5274A


are performed to assure that work is being
properly performed. Final inspections are per-
formed after work is completed to determine
the adequacy of work performed and to accept
or reject that work. Aircraft records are in-
spected during each phase of the inspection
process to determine that correct and complete
entries are made. Test flights are performed
as required by applicable technical publications
and as directed by the chief of the test and
inspection section. This section must, in order
to implement this inspection system, maintain
a complete and up-to-date library of applicable
technical publications. To assist the section
chief in carrying out these responsibilities, a
warrant officer, aircraft repair technician
(rated), and helicopter technical inspectors are
provided. Also assigned to the section are the
pilots and maintenance personnel for the two
utility helicopters organic to the company.
b. Forward Support Platoon. This platoon
is responsible for providing contact teams
which perform on-site DS maintenance. On-
site maintenance is not usually of an extensive
nature. Normally, aircraft requiring extensive
repairs will be made safe for a one-time flight
to the site of the main support platoon where
major repairs are accomplished. When the na-
ture of repairs require it, the forward support
platoon may be augmented with personnel from
the main support platoon. The platoon operates
under the supervision of a maintenance officer
who is rated as an Army aviator. The mainte-
nance functions of the forward support pla-
toon are performed by two rotary wing sec-
tions, each of which is supervised by an en-
listed section chief. Each section of the platoon
is provided with a vehicle for transporting
section personnel and equipment. In addition,
one or both of the utility helicopters organic
to the company may be utilized to transport
personnel of this section to work sites. The
number of sections in this platoon does not
permit allocation on a continuing basis to each
division unit possessing aircraft. Therefore, it
is normally located with the company headquar-
ters and deployed as required to provide on-
site DS maintenance.
c. Main Support Platoon. The main support
platoon operates the company maintenance
AGO 5274A
FM 29-30
shop and performs the bulk of DS maintenance
on division aircraft. The platoon operates un-
der the supervision of a warrant officer and an
aircraft repair technician (rated). The pla-
toon contains personnel with specialized skills
required to perform DS maintenance (rolor-
propeller, armament, engine, instrument, air-
frame, electrical, hydraulic, powertrain, avi-
onics, and helicopter repairmen). Equipment
organic to the company includes all these spe-
cial tools, test sets, and shop sets necessary
for DS maintenance. The main support platoon
is normally located in the division support area
near the division airfield. The maintenance
area should be physically organized to provide
for the logical and orderly movement of work
from its receipt by the company to final in-
spection and return to user, e.g., the shop office
and inspection section should be convenient to
the parking area and the repair area.
4-28. Maintenance Procedures
a. General. Requests for maintenance sup-
port should be made by the most expeditious
means. Flyable aircraft are delivered to the
supporting unit by the supported unit or re-
paired on site. Nonflyable aircraft are evacu-
ated by the supporting unit. Aircraft requiring
DS level maintenance should have a minimum
number of organizational level maintenance
deficiencies. Uncorrected organizational main-
tenance deficiencies do not justify a refusal by
the company to honor a work request, but re-
peated violations should be reported through
support command channels.
b. Requests for Maintenance Support. Re-
quests for maintenance support are submitted
to the main support platoon on DA Form 2407
(Maintenance Request) as prescribed by TM
38-750. The main support platoon commander,
as the company production control officer, de-
termines the disposition of the work request.
If the maintenance can be performed on site,
the forward support platoon is notified. If an
aircraft is crash-damaged and requires exten-
sive maintenance, a maintenance team, the
composition of which is determined by the
main support platoon commander, is sent to the
site to make required repairs or prepare the
aircraft for evacuation. Requests for extensive
or scheduled DS maintenance should be sub-
4- 15
FM 29-30
mitted to the main support platoon by the
supported unit as far in advance of delivery
of aircraft as possible. This permits the ad-
justment of workloads and facilitates planning.
Close coordination is required between the
supporting and supported unit commanders
when planning the maintenance support for a
large operation. When time and the tactical
situation do not permit the preparation of this
form by the supported unit, the maintenance
request will be made verbally and the DA
Form 2407 will be prepared by the supporting
unit. The maintenance request preprinted con-
trol number of a locally assigned job order num-
ber is entered in block a of the Maintenance
Request Register, DA Form 2405. The purpose
of the maintenance request register is to pro-
vide a record of work received as a result of
maintenance requests. This form identifies
each maintenance request and indicates nomen-
clature of the item(s), requesting unit, date of
receipt, the dates that repairs were started and
completed, and the man-hours expended. For
details on completion of this form, see TM
38-750. All aircraft maintenance records (DA
Form 2408 series) and weight and balance
forms will accompany the aircraft to the sup-
porting unit. Entries in aircraft maintenance
records should be neat, accurate, and up-to-
date. A joint inventory of loose equipment
aboard the aircraft is conducted at the time
the aircraft is submitted to the aircraft main-
tenance company and the supported unit is
furnished a receipt for the loose equipment
that remains with the aircraft. The mainte-
nance request preprinted control number of
locally assigned job order number along with
the signatures of representatives from the
using unit and supporting unit performing the
joint inventory will be entered on the inven-
tory receipt.
c. Initial Inspection. Prior to entry of the
aircraft to the supporting unit's maintenance
shop, technical inspectors assigned to the test
and inspection section perform an initial in-
spection. If possible, a pre-entry flight should
be performed to assist in diagnosing malfunc-
tions. The inspector lists all deficiencies or
shortcomings on the equipment inspection and
maintenance worksheet, DA Form 2404. As a
4-16
result of this initial inspection, the parts re-
quired to complete repair are identified. When
the initial inspection is complete, the aircraft
records and the DA Form 2404 are returned
to the main support platoon shop office.
d. Maintenance Shop Procedures. After an
aircraft is received for repair, the main sup-
port platoon commander, as the production
control officer, considers the shop maintenance
workload and the repair personnel available
and, in coordination with the aircraft repair
chief, assigns the personnel to perform the re-
quired maintenance. Production control proce-
dures within the shop and the related records
should be kept as simple as possible, consistent
with effective shop management. A detailed
discussion of production control procedures at
DS level is contained in FM 29-22. The pro-
cedures outlined therein may be modified by
the production control officer to best meet his
requirements. However, the following are basic
as a minimum for control purposes:
(1) A work order file is established at the
time a maintenance request is received from
a supported unit. This file contains all of the
active records pertinent to a maintenance re-
quest. These files may be maintained in a tub
file as discussed in FM 29-22.
(2) A production control board is used in
conjunction with the work order file as a pro-
duction control tool. This provides visual, up-
to-date information on the status of work re-
quests within the maintenance shop. Its de-
sign and employment are discussed in FM
29-22.
(3) The maintenance request register is
a managerial tool maintained in the shop office
to provide a record of the work performed in
the maintenance shop.
(4) By the use of density boards or charts,
the production control officer and the aircraft
maintenance supervisor direct and control the
flow of work to achieve effective utilization of
personnel and facilities. This requires the ap-
plication of common sense, effective planning,
supervision, and close coordination between
maintenance personnel working on the air-
craft, supply personnel, the shop office, and
inspection personnel.
e. In-Process Inspection. During mainte-
AGO 5274A

nance, technical inspectors make necessary in-
spections to assure that the work meets es-
tablished standards and is in accordance with
pertinent technical directives. Technical inspec-
tors also advise shop personnel and interpret
technical directives in questionable matters.
In-process inspections are also necessary dur-
ing repair of items that will become inaccessi-
ble to the inspector after completion of the
repair. Procedures for in-process inspections
are contained in TM 55-411, Maintenance
Quality Control and Technical Inspection Guide
for Army Aircraft.
4-29. Records and Reports
The preparation, maintenance and disposition
Section V. MAINTENANCE COMPANY, SUPPORT BATTALION, SEPARATE BRIGADE
4-30. General
The maintenance company organic to the sup-
port battalion of the separate armored brigade
and separate infantry brigade (mechanized)
does not have the capability of providing DS
maintenance for the aircraft organic to the
brigade. These aircraft will be supported by a
non-divisional aircraft DS maintenance unit,
or may be satellited upon another unit having
the required aircraft DS capability. The main-
tenance companies of the separate airborne
brigade, separate infantry brigade and the
separate light infantry brigade have the capa-
bility of providing DS maintenance and repair
parts supply support for all aircraft organic
to these brigades.
4-31. Organization
a. Aircraft DS maintenance in the separate
infantry and light infantry brigades is pro-
vided by the aircraft maintenance platoon/
section of the maintenance company. Mainte-
nance on aircraft is provided by the aircraft
maintenance platoon/section. Maintenance on
the aircraft armament is provided by arma-
ment maintenance sections. Avionics support is
AGO 5274A
FM 29-30
of aircraft maintenance records and reports
will be in accordance with the instructions in
TM 38-750. In addition, the company may be
required to prepare and submit other reports
as required by battalion and higher headquar-
ters (e.g., daily reports on shop input and pro-
duction). The maintenance unit may also be
required to provide supported units with cer-
tain information on aircraft undergoing re-
pair. This information may be provided at the
close of various reporting periods so that own-
ing units may submit accurate and timely
reports, e.g., not operational readiness supply
(NORS) and not operational readiness main-
tenance (NORM) data for aircraft inventory,
status, and flying time reports.
provided by the electronics maintenance pla-
toon/section. Supply support for aircraft re-
pair parts is provided by the supply platoons.
The aircraft maintenance platoon/section op-
erates under the supervision of the platoon/
section commander who is an aircraft mainte-
nance officer rated as an aviator. He is as-
sisted by an aircraft maintenance technician.
In addition, there are specialists who perform
the platoon/section technical functions. Equip-
ment organic to the platoon/section includes
the tools necessary for DS support mainte-
nance.
b. Aircraft DS maintenance in the separate
airborne brigade is provided by the aircraft
maintenance platoon of the maintenance com-
pany. Maintenance on aircraft armament
equipment is provided by the armament main-
tenance section. Avionics support is provided
by the electronics maintenance platoon and
supply support is provided by the supply pla-
toon. The aircraft maintenance section, though
limited in the number of maintenance person-
nel because of the number of aircraft organic
to the brigade, possesses the necessary person-
nel and equipment to provide DS maintenance.
4-17

CHAPTER 5
MAINTENANCE SUPPLY OPERATIONS
5-1. General
a. The units of the maintenance battalion
carry up to a 15-day level of designated and
fast-moving repair parts required for battalion
maintenance operations and to satisfy require-
ments of supported units. Quantities stocked
are based on demand experience, and modifi-
cations are required as experience factors
change. Supported units place demands for re-
pair parts on the battalion unit assigned for
their support. Normally, repair parts are dis-
tributed by supply point distribution. Unit dis-
tribution is also used. Unit distribution may
be accomplished by having contact teams de-
liver repair parts to supported units at the
time they are performing on-site maintenance.
Personnel of supported units delivering mate-
riel requiring DS maintenance or picking up
items on which maintenance has been com-
pleted, may also take repair parts back to their
units.
b. The battalion may also arrange for the
supply of items to supported units on a
throughput basis, which is the delivery of sup-
plies directly to the supported unit. When
practicable, repair parts and assemblies are
provided to supported units on a direct ex-
change basis.
c. Units of the battalion maintain an op-
erational readiness float of selected end items
and components. The bulk of the float is car-
ried by the main support company, except for
aircraft and aircraft associated items. When
authorized, operational readiness float aircraft
are carried by the transportation aircraft
maintenance company. End items and compo-
nents of equipment carried in operational
readiness floats are used to provide supported
units with immediate replacements for se-
lected, unserviceable end items or components
on an item-for-item basis. This type service is
AGO 5274A
FM 29-30
provided when the item can be repaired at di-
rect support level, but the time required for
repair and return to the supported unit would
be excessive. The operational readiness float will
not be used to replace unserviceable items that
are beyond the repair capabilities of direct
support units. Supported units turn in unserv-
iceable items to their supporting maintenance
units and requisition replacements from the
supply and service battalion.
d. Units of the battalion do not provide
initial issue end items or replacement issues
to cover equipment losses. These items are pro-
vided through the supply and service battal-
ion, although actual delivery may be made by
units of the maintenance battalion since such
items will normally require preissue inspec-
tions and processing. Arrangements are made
through coordination between the direct sup-
port maintenance battalion and the supply and
service battalion headquarters.
e. Repair parts and other maintenance sup-
plies are issued on the basis of requests or by
direct exchange. Main support company opera-
tional readiness float stocks are used for the
replacement of certain end items, subject to
the limitations discussed in paragraph 5-6.
Whenever practicable, arrangements are made
for delivery of supplies to divisional elements.
However, supported units, particularly those
operating in the division support area, may be
required to pick up supplies because limited
transport facilities may be committed to other
uses. In emergencies, air delivery may be used
and arrangements made according to standing
operating procedures.
f. Supply support procedures for all other
class II, VII, and IX items and all other classes
of supply required by divisional units and the
maintenance battalion itself are contained in
FM 29-50 and FM 54-2.
5-1
FM 29-30
g. This chapter provides information of a
general nature which is common, in most re-
spects, to all companies of the battalion. Where
there are deviations, these are pointed out.
5-2. Types of Supply Operations in
Maintenance Units
The supply function within maintenance units
may be grouped under three headings-organi-
zational (unit) supply, shop supply, and tech-
nical supply. Shop and technical supply are de-
fined briefly as follows:
a. Shop Supply. This is the function of
providing repair parts, assemblies, components,
and other supplies needed by the direct sup-
port company's maintenance and repair ele-
ments in the accomplishment of their respec-
tive portions of the maintenance mission of
the company. Although the internal source of
these supplies is the company's technical sup-
ply element, the shop supply activity directly
serves the maintenance shop. It expedites the
supply of repair parts, holds parts issued for
a specific job until all needed parts are on hand
and the work commences, and maintains a
small stockage of frequently needed small
items consisting mainly of common hardware
and expendable maintenance supplies.
b. Technical Supply. Technical supply in-
cludes all those operations required to obtain,
account for, store, and issue the repair parts,
maintenance supplies, and operational readi-
ness float items needed by supported units and
the maintenance shops of the battalion. Each
of the maintenance units of the battalion has
an organic supply platoon or section to per-
form the technical supply mission. The size of
these platoons and sections varies among the
maintenance units of the battalion, depending
e of is per-used judiciously. Supply economy, control,
on the type of division supported. In the per-ough-
formance of technical supply functions, the
basic procedures prescribed in AR 711-16 are
followed.
5-3. Requirements for Direct Support Repair
Parts and Maintenance Supply in the
Battalion
a. The battalion will obtain and maintain
sufficient stocks of maintenance supplies to
satisfy demands of its maintenance activities
and supported units.
5-2
b. Repair parts and maintenance supplies
provided to supported units by the various
maintenance units of the battalion will nor-
mally be limited to items required for support
of those items of equipment they support (e.g.,
neither the main nor the forward support
maintenance elements will obtain, stock, or is-
sue aircraft items).
c. The main support company will obtain
and maintain sufficient stocks of maintenance
supplies to satisfy demands of its maintenance
activities and the forward support maintenance
units, and will provide the maintenance sup-
plies required by the units it supports. The
forward support maintenance units will carry
a stockage of demand supported fast-moving
items for issue to supported units and for use
by their organic maintenance activities.
d. The maintenance units of the battalion
should be able to anticipate any unusual sup-
ply requirements that might materialize due to
changes in tactical operations, environment, or
seasonal factors.
e. The division materiel officer will be kept
advised on the probable effect that any main-
tenance supply shortages will have on existing
or future operations so that he may keep the
battalion commander informed.
f. The maintenance units of the battalion
will order and stock only those items that ex-
perience indicates are necessary to insure
continuity of operations. Only demand-
supported items will be stocked. Items will be
requisitioned only as required. See AR 711-16,
AR 711-25, and AR 725-50.
5-4. Conservation of Supplies
The provision of supplies carries with it the
added
added responsibility
responsibility of
of assuring
assuring that
that materiel
materiel
out the division. Maximum service life must
obtained from each item and the mula-
be obtained from each item and the accumula-
tion of excess stocks must be avoided. Reclama-
tion and repair of unserviceable items will be
utilized as a source of maintenance supply
whenever feasible. Positive steps must be taken
to prevent damage to items in storage and in
transit. Both serviceable and unserviceable
items are often subject to mishandling, thus
increasing the maintenance workload. Policies
AGO 5274A

and procedures for supply economy and con-
trol of supplies within the division are pre-
pared by the battalion commander (for items
supported by the battalion) acting for the sup-
port command commander. Overall policies and
procedures on supply economy are established
by the support command, and policies and pro-
cedures established by the battalion must con-
form with such guidance. The companies of the
battalion assist in implementing these policies
and procedures for items they provide through-
out the division by furnishing technical as-
sistance teams (ch. 9).
5-5. Functions and Organizations of
Technical Supply Elements
a. Functions. Each of the maintenance
units of the battalion has an organic supply
platoon or section (not to be confused with
shop supply, ch. 4). The general principles
and policies of property accountability are dis-
cussed in AR 711-16, AR 711-25, AR 725-50,
AR 735-5, AR 735-10, and AR 735-11. The
functions of the supply elements in the main-
tenance units include-
(1) Receiving, storing, and issuing repair
parts and maintenance materials to supported
units.
(2) Providing the supplies needed by
maintenance shops and, in the case of the main
support company, providing the supplies
needed by the supply sections of the forward
support maintenance units.
(3) Expediting the processing of requisi-
tions for authorized items that are not avail-
able within the supporting unit for issue to
supported units, including the validation of
requisitions replacement of end items turned
in to the supporting unit and evacuated out
Of the division.
(4) Preparing and maintaining all records
pertinent to the receipt, control, and issue of
supplies.
(5) Preparing those reports of supply op-
erations required by the battalion and higher
headquarters.
(6) Maintaining a system of controls over
supplies.
(7) Whenever possible, arranging for the
delivery of maintenance supplies to requesting
units.
AGO 5274A
FM 29-30
(8) Providing personnel for technical as-
sistance teams.
b. Organization. In the main and forward
support maintenance units, the supply element
(platoon or section) is normally organized into
a stock control unit and a storage unit.
(1) Stock control unit. The stock control
unit is in the office of the technical supply
officer who is responsible for the operations
of the supply element. The stock control unit
maintains voucher control records and voucher
files on property received and issued; deter-
mines requisitioning objectives; edits requisi-
tions; maintains a critical items list and fringe
item records; assists the maintenance officer in
compiling direct exchange lists; and provides
personnel for technical assistance teams. It
also keeps current references on stock control
and supply procedures, to include regulations,
technical publications, SOP's, and policy and
procedural guidance and information; and
prepares requests for the replenishment of sup-
plies, including float stock.
(2) Storage unit. The storage unit physi-
cally receives, stores, and issues supplies. It is
also responsible for preservation and in-
storage maintenance for safeguarding sup-
plies, proper storage, and maintaining a lo-
cator system on supplies in storage.
c. Administration. Each of the maintenance
units of the battalion is responsible for proper
and effective administration relative to supply
operations. In the main and forward support
maintenance units, administration relative to
the technical suppiy mi nis performed by
the organic supply element. The following in-
formation, modified to satisfy operational re-
quirements of the transportation aircraft main-
tenance company is applicable to all companies.
(1) Procedures and forms. For detailed
information
information onon specific
specific procedures
and forms
procedures and forms
involved in the requisitioning, receipt, issue
and accounting for supplies, see AR 711-16.
(2) Files. The supply element maintains
all files of correspondence pertaining to the
technical supply mission of the company. Nor-
mally, files of correspondence will be cut off at
the end of each quarter, held three months,
then destroyed.
(3) Control sheet. A record of voucher
5-3
FM 29-30
numbers will be maintained in accordance
with AR 711-16.
(4) Organizational files. A separate file,
containing extracts of dues out, unfilled requi-
sitions, and special supply authorizations will
be established for each supported unit. If sup-
port responsibilities are transferred, these files
will be forwarded to the unit designated to
assume the support role of the supported unit.
(5) Records.
(a) The supply element maintains a
visible file index which contains information
on authorized items as listed in applicable sup-
ply manuals. The pockets in this file may in-
clude any or all of the following:
1. Title Insert: DA Form 1297.
2. Request for Issue or Turn-In:
DA Form 2765-1.
3. Stock Accounting Record: DA
Form 1296.
4. Preprinted request: DA Form
2765,
5. Demand Summary Card: DA
Form 1300-1.
6. Due Out Record: DA Form 1298.
(b) The supply officer makes, or ar-
ranges to have made, periodic spot inventories.
These records should be maintained for a mini-
mum of 90 days.mum*of90ok.rcor days.e.m
t i.
(c) Stock records are maintained in
accordance with AR 711-16.
(6) Reports. Reports
(6) on the status of
Reprtsoment
Rerts.
certain critical items of supply, anticipated re-
pair parts shortages, and matters of a similar
nature may nature
be desired
desired by battalion
maybeby battalion headquar-
headquar-
ters. Instructions pertaining to the preparation
and submission of such reports should be in-
cluded in appropriate standing operating pro-
cedures. The status of end items and mainte-
nance summary is another report which will
be required. This is a report on the status of
end items in stock, both serviceable and un-
serviceable, and those in the shops for repair
and return to supported organizations. This
report is submitted daily and is prepared by
the technical supply officer. Items to be in-g
cluded on this report will be determined by
the battalion headquarters.
5-4
5-6. Operational Readiness Floats
a. General.
(1) An operational readiness float is a
quantity of end items and components which
may be stocked to provide replacement for un-
serviceable items of equipment when their re-
pair and return to the user cannot be accom-
plished within the time prescribed by command
directive. Operational readiness floats of end
items and components are authorized for
stockage in the maintenance battalion. The op-
erational readiness float carried by the battal-
ion is not considered part of the division
reserve stock. The responsible commander will
establish policies and procedures for control of
operational readiness float stocks. The division
commander may establish the stockage level of
operational readiness float items within limi-
tations outlined by higher headquarters.
(2) Issue of items from float stock must
be rigidly controlled and in accordance with
regulatory publications and policies and pro-
cedures established for the command. The
availability of float stock may be limited, and
its use restricted in accordance with the desires
of the division commander. Care must be
taken not to deplete float stock, and immediate
taken not to deplete float stock, and meate
action must be taken to effect replacement of
items issued from the float, either by repair
of a similar unserviceable item turned in by
a using unit for which replacement from float
stock was made, or by requesting replenish-
from supporting supply sources. When-
ever possible, replacement of end items will
be through normal supply channels established
for this purpose. Within the division, the sup-
port command will establish policies and pro-
cedures for the control and utilization of float
stock
(3) The authorized float of selected end
items and components will be carried by the
main
main support
support company,
company, as the forward
as the forward sup-sup-
port maintenance units do not have the capa-
bility
bility of
of maintaining
maintaining aa float.
float. This
This float
float will
will not
not
include aircraft or aircraft items. Control of
paperwork involved (e.g., DA Form 2765 used
paperwork involved (e.g., DA Form 2765 used
units to turn in items; DA Form 2407
used to initiate
used to initiate repair for items
repair for items to
to be
be repaired
repaired
locally and returned to float stock); and re-
AGO 5274A

quests for replacement of float stock that can-
not be repaired within the battalion are the
responsibility of the supply platoon.
(4) To effect replacement of float items
issued, the supply platoon of the main support
company prepares and submits DA Form 2765
to the supply and transport battalion. The sup-
ply and transport battalion, in turn, requisi-
tions on the supporting supply source. Deliv-
ery of replacement end items is usually made
directly to the main support company.
5-7. Operational Readiness Float Aircraft
Operational readiness float aircraft are air-
craft maintained to provide replacement for
unserviceable aircraft that cannot be made
serviceable in time to meet the user's require-
ments. If float aircraft are authorized within
the division or separate brigade, they will be
maintained by the transportation aircraft main-
tenance company, and issued and controlled in
accordance with the policies and procedures
published by the division or separate brigade
commander. Float aircraft may be authorized
the separate infantry brigade. In this case,
they will be maintained by the aircraft main-
tenance platoon of the maintenance company,
Normally, operational readiness float aircraft
will not be assigned to the separate airborne,
armored, or infantry (mechanized) brigades
because there are insufficient personnel to
maintain an operational readiness float of air-
craft. Avionics and aircraft armament float
items will be maintained by the transportation
aircraft maintenance unit of the divisions and
separate brigades and issued in accordance with
the policies established by the division or
separate brigade commander.
5-8. Direct Exchange
a. Direct exchange is primarily intended
for the immediate exchange of repairable or re-
coverable repair parts, components, and assem-
blies. The direct support maintenance unit re-
places these stocks by repairing the unserv-
iceable items to the extent possible and requi-
sitioning replacements from the supporting
supply and service battalion.
b. Items authorized for direct exchange will
normally be limited to repair parts and assem-
AGO 5274A
FM 29-30
blies annotated with the code "R" in the re-
coverability column of the applicable DA tech-
nical manual or appropriate supply manuals
and minor secondary items authorized for use
by supported units (AR 711-16). Items on
such lists may also be limited by command
policies established for the control of certain
items.
c. Supply personnel will be utilized for the
actual performance of direct exchange func-
tions. The direct exchange list will be pre-
pared jointly by the supply officer and the
maintenance/shop officer. Direct exchange lists
of individual units will be submitted to bat-
talion headquarters for review and approval.
After approval, copies of these lists will be
provided to supported units.
d. In addition to providing direct erchange
within the DS unit's maintenance area, con-
tact teams may be provided direct exchange
items for issue to supported units in conjunc-
tion with on-site maintenance operations.
e. Direct exchange between the direct sup-
port unit and supported units is accomplished
by use of the Exchange Tag, DA Form 2402.
TM 38-750 provides details on use and com-
pletion of this form. AR 711-16 should be used
as a guide for establishing direct exchange pro-
cedures.
5-9. Assistance to Supported Units on
Supply Matters
Direct support units do not merely react to
supply requirements of supported units; they
assist in determining these requirements; ver-
ify these requirements; and take action to
satisfy them. Direct support units having a
maintenance supply mission assist in the plan-
ning and management of supported units' re-
pair parts stockages. This is accomplished as
follows:
a. Technical Assistance. Supported units are
provided technical assistance in all phases of
organizational repair parts supply procedures
(AR 735-35). The assistance embraces advice
and assistance on determination and modifi-
cation of prescribed load lists (PLL's), advice
on the preparation and maintenance of repair
parts records, and advice on the determination
of stock levels.
5-5
FM 29-30
b. Review of PLL's. Repair parts stockage
at the direct support level is based largely on
the PLL stockage of supported units. The sup-
porting supply activity reviews PLL's of sup-
ported units, including proposed additions or
deletions from such lists, and maintains a copy
of the approved PLL of each supported unit.
Review of recommendations for additions to
PLL's of supported units is necessary to assure
that the supporting supply activity is able to
satisfy requirements for additions to stockage
lists.
c. Items Authorized but not Stocked at Sup-
ported Unit Level. The supporting unit stocks
and provides mission essential support items
and other repair parts that are authorized for
use by supported units but are not stocked at
organizational level. Stockage of supplies is
based primarily on the frequency of demands
for items. Items not demand supported but re-
quired to insure continued operation of an es-
sential end item, are stocked as mission essen-
tial (AR 711-16).
5-10. Augmentation of Supply Stocks
a. Parts Fabrication. Although fabrication
of parts is not a supply procedure it can often
be used to keep equipment operating when re-
pair parts are not available. Both supply and
maintenance personnel should remain conscious
of their unit capability for fabricating parts
and should be informed of the importance of
doing so. Supply personnel should annotate
supply records to indicate those parts that can
be locally fabricated.
b. Cannibalization.
(1) Cannibalization involves the removal
of serviceable or economically repairable repair
parts and assemblies from uneconomically re-
pairable end items, or components thereof, and
making them available for reissue. Cannibali-
zation provides many needed repair parts that
are not included on stockage lists, is a source
of low mortality parts supply, and serves as
an economy measure by the removal and use
of repair parts and components from end items
which are unserviceable and useful only as
salvage.
(2) The practice of cannibalization will
be limited to those end items and components
5-6
which would be disposed of through salvage
channels as uneconomically repairable. Nor-
mally, repair parts and components will not
be removed from items destined for evacuation
to GS repair facilities except in emergencies'
when the serviceable item so removed is neces-
sary to effect repair of a critically needed item
and the. required repair part is not readily
available through other sources. In those in-
stances where cannibalization of an item to be
evacuated is justified, the serviceable part or
component removed from the unserviceable end
item must be replaced with a like unserviceable
component or part.
(3) Cannibalization policies will be estab-
lished and procedures supervised by the battal-
ion headquarters of the direct support
maintenance unit. Cannibalization will be per-
formed under the supervision of inspectors who
determine the serviceability of each repair
part or component. Individual repairmen will
not be permitted to remove repair parts for the
completion of routine repair jobs.
(4) When an end item has been canni-
balized to the extent that retention is not
economical, disposition will be made to the
nearest salvage disposal facility in accordance
with prescribed procedures.
(5) Controlled cannibalization may be per-
formed in accordance with the provisions of
AR 750-50. When an item is cannibalized,
equipment records are annotated as prescribed
in TM 38-750.
5-11. Supply Control
The supply mission and operations of the direct
support maintenance companies are controlled,
coordinated, and supervised by the parent bat-
talion materiel section.
5-12. Storage
a. To assure proper storage, a storage plan
must be developed and executed for all stocks.
This plan must be in accord with policies
established by the company commander which
are, in turn, based on policies established by
the battalion headquarters staff element and
the support command. Space available to the
storage operation, and types and sizes of items
which are to be stored, as well as quantities
AGO 5274A

of these items, are principal factors in the for-
mulation of this plan. Items will be stored under
conditions best suited to each.
b. The companies of the battalion are con-
cerned primarily with covered storage. In order
to facilitate mobility, and because of the nature
of the items stored by the various companies,
most of the repair parts and maintenance sup-
plies are stored in vehicles organic to the main-
tenance units.
c. Except for glass and other fragile items
(windshields, sediment bowls, etc.) which are
subject to breakage in transit, all items re-
ceived in original packages should be accepted
and not opened until necessary. A schedule
should be established for the inspection of
stored stock. Unpackaged and unpreserved
items should be inspected for rust, cor-
rosion, and broken packs. Particular in-
spection emphasis must be placed on
items with an established shelf life (i.e.,
rubber gaskets, neoprene seals) to be sure
expired-date packages are not issued. Deficien-
cies should be corrected promptly. Storage, care,
preservation, and protection of supplies are
covered in TM 743-200 and TM 743-200-1.
5-13. Main Support Company Supply
Operations
a. Requirements. The main support company
consolidates its maintenance supply needs with
those of the forward support maintenance
units. It maintains records of supplies on hand
in the main support company and the demands
for supplies throughout the division. Require-
ments for the division are based on the demands
of all units supported by the battalion, as well
as requirements of the maintenance activities
of the main and forward support maintenance
elements. As each item is posted to the records
of the main support company, it will be checked
for balances and reorder point. The limited
quantity of stocks carried make frequent
ordering from supporting supply facilities
necessary.
b. Bookkeeping. The accounting method
employed by the supply platoon of the main
support company is explained, in detail, in AR
711-16.
AGO 5274A
FM 29-30
c. Receipt of Supplies. Upon receipt, supplies
must be inspected and placed in proper storage
immediately. Unit packs should not be opened
for inspection or to verify count. All available
information concerning the shipment will be
passed on to stock control without delay.
Speed in handling supplies can compensate, to
a great extent, for the low level of supplies
maintained by the company.
d. Issue. The supply platoon of the main
support company provides the supplies needed
by the supply sections of the forward support
maintenance units, and the supplies needed by
the main support company's maintenance
activities. It also issues supplies to using units
in the division support area. The supply platoon
makes every effort to fill requests as soon as
they are received. When a requested item is not
in stock, an authorized substitute should be
provided, if possible. When it is apparent that a
requested item will not be readily available, the
possibility and practicality of fabrication or
reclamation within the maintenance shops
should be explored. Transfer of an item from
one divisional unit to another may be resorted
to when required. Arrangements may be made
by the support command for premium tran-
sportation to effect delivery of urgently needed
items directly from the supply facilities sup-
porting the battalion to the supported units
that need the items.
5-14. Forward Support Maintenance Unit
Supply Operations
a. The supply sections of the forward sup-
port maintenance units provide the repair
parts and maintenance supplies needed by sup-
ported units for organizational maintenance
functions, and the repair parts and mainte-
nance supplies needed by the maintenance ac-
tivities of the forward support maintenance
units. Each forward support maintenance unit
operates in a central location in the trains
area of the brigade it is supporting. The S4 of
the supported brigade and battalion field trains
also uses this area as a base of operations.
Consequently, liaison between supported and
supporting units is facilitated, and the supply
sections of the forward maintenance elements
5-7
FM 29-30
can be kept informed of the supply require-
ments of supported units.
b. Supported units may be provided supplies
by contact teams. Supplies may be delivered
to battalion trains for further distribution to
units of the supported battalion, or supported
units may be required to come to the supply
section of the supporting unit to obtain requi-
sitioned items. The method by which supplies
are provided at any particular time depends on
the tactical situation and transportation avail-
able. Whenever practicable, supplies are de-
livered to requesting units or the battalion
field trains area. Paperwork is held to a min-
imum. Direct exchange is used to the maxi-
mum (ch. 4).
c. The supply sections of the forward sup-
port maintenance units operate in much the
same manner as the supply platoon of the
main support company, except that supply
stockage is smaller in terms of types and quan-
tities. These sections receive supply support
from the supply platoon of the main support
company. Since the number and types of items
stocked by forward support maintenance units
is usually limited to demand-supported items,
the companies will not always be able to issue
from supply section stocks, even though re-
quested items are authorized for issue to sup-
ported units. These items must be obtained
from the main support company. Supported
unit requisitions for such items are processed
by the forward support maintenance units and
sent to the main support company (fig. 5-1).
The supply section of the main support com-
pany provides the required items to the ap-
propriate supporting forward support mainte-
nance unit for further issue to requesting
units.
5-15. Supply Platoon/Section Operations
The functions and responsibilities of the sup-
ply elements in the various maintenance units
in the battalion are similar. There are, how-
ever, differences in operational methods.
Briefly, the operations of the supply elements
in the forward and main support maintenance
units include:
a. Supply to Supported Units.
(1) The replacement of organizational al-
5-8
lowances of repair parts and maintenance sup-
plies within the division is accomplished by
the supply element of the appropriate sup-
porting company of the battalion (unless it is
a direct exchange item, in which case the
direct exchange section effects replacement).
Repair parts allowances for the various eche-
lons of maintenance are listed in appropriate
supply manuals and the repair parts section
of appropriate technical manuals. Whenever
practicable, the supply sections of the forward
support maintenance units make arrangements
for delivery of supplies to the battalion field
trains area where supported units pick them
up, or directly to requesting unit. In the divi-
sion support area, however, units supported by
the main support company may be required to
come to the supply platoon to obtain supplies
since the main support company will usually
have to commit its available transportation to
other uses. In both areas the possibility of
using transportation going to the supported
unit for other purposes should be investigated.
In both areas supported units may be provided
some items by contact teams.
(2) For those units supported by the
main support company, the supply officer, or
his representative, presents a Request for
Issue or Turn-In (DA Form 2765) to the sup-
ply platoon of the company. Supported units
request repair parts whenever an authorized
stocked part is used and is not on the direct
exchange list or when an authorized fringe
item is needed for a current repair job.
(3) Units supported by the forward sup-
port maintenance elements are provided repair
parts and maintenance materials in several
ways--
(a) Certain lightweight, high-demand
supported items as well as direct exchange
items may be provided to supported units by
contact teams from the forward support main-
tenance units during the course of their visits
to supported units. No formal paperwork is
required from supported units for this trans-
action, but informal records of items so issued
must be kept by the contact teams so that the
supply section may be kept informed and de-
mand data recorded.
AGO 5274A
 FM 29-30

*1

=~~~~
4~~~~~~~~~~~~~~~
/ - /

_ I='~ I - J~
d~~~~~~~~~~~~~~~
zcI
-II

0 I OI
-

a /I ~~~~~~~

IEIOS 0

00

m ~~ ~
0
~ ~ I
~ 0- 00~~I '

4~~~~~~~~~~~~~~~~~~~~
~~~~~~~x-
I 00 0-'
0~~ -- 00v
oG 5274A5-- 0 9

= -
00 00 0004
i XX
a,- I~ 0
00 000
0: O~
a, c000

o
ao~-
00
000
000 ~~~~~Q)
II / II I ~ ~~~u000
00- WO
0

a, V 0n a

4
I ~ ~~ ~~ ~~ ~~
~~~ 0
- ~ o00WL

02
1=~~~~~~~~~L

XK ~ 3

AGO 5274A 5-9

FM 29-30
(b) Supporting units may also come to
the direct exchange section (ch. 4) of the
maintenance unit to exchange unserviceable
items for like serviceable items when the items
appear on the direct exchange list. Supported
units are required to tag the unserviceable
item (DA Form 2402, Exchange Tag).
(c) For normal replenishment supply
of organizational repair parts and mainte-
nance supplies, supported units prepare re-
quests (DA Form 2765) and submit them to
the appropriate supporting forward support
maintenance unit through their respective
battalion S4 sections, which normally operate
with the battalion field trains in the brigade
trains area. In emergencies, or when so au-
thorized by the battalion S4 section, sup-
ported units may submit requisitions directly
to their supporting forward support mainte-
nance unit, but must inform the battalion S4
section of this action. The forward support
maintenance elements take issue action as
soon as possible. Requisitions are speedily
processed and filled from stocks of the supply
section. Arrangements are usually made for de-
livery of the requested items to the appropri-
ate battalion field trains area, where supported
units pick them up. However, in some cases
requested items may be delivered directly to
requesting units or the requesting units may
be informed of the availability of the items
and may pick them up at the forward support
maintenance unit location. The precise method
of effecting delivery depends on local operat-
ing procedures, transportation available, the
tactical situation, and the urgency with which
the items must be supplied. Effective func-
tioning of the entire requisitioning issue cycle
(and this holds true for the main support
company and its supported units also) depends
on proper coordination, effective cooperation,
and good supported unit relations.
(d) If requested items are not avail-
able in the forward support maintenance ele-
ment, the requirement is placed on the main
support company by the forward support
maintenance unit. The supply platoon of the
main support company processes the requisi-
tion and arranges for delivery of the required
items to the appropriate forward support
5-10
maintenance unit for issue action as indicated
in (a) through (c) above, or in emergencies,
arranges for direct shipment to the requesting
unit with the forward support maintenance
unit being informed of the action taken.
b. Supply to Company Maintenance Shops.
The repair parts and maintenance materials
required for accomplishment of the mainte-
nance mission are also provided by the supply
element of the company (ch. 4). Maintenance
shop requirements may be listed on a DA Form
9-79 (Parts Requisition) and submitted to the
shop supply section. Shop supply may use DA
Form 9-79 to obtain the required parts from
the technical supply element, or may transfer
requirements to DA Form 2765 (depending
on local procedures).
c. Replacement of Supply Platoon/Section
Stocks. So as not to neglect its responsibilities
to supported organizations, the supply element
must always have sufficient quantities of ma-
teriel on hand and on order to sustain opera-
tions. To determine what is to be requested
and in what quantity, stock control personnel
review stock accounting records and demand
data cards as prescribed in AR 711-16, and
prepare requisitions based on the informa-
tion contained therein.
5-16. End Item Supply-Class VII
a. General. Normal end item supply to all
divisional units, except for those selected
items provided from operational readiness
float stocks of the maintenance battalion, is
the responsibility of the supply and transport
battalion (FM 29-50). The issue of opera-
tional readiness float items is discussed in
paragraph 5-6. Even though the issue of end
items is the responsibility of the supply and
transport battalion, the maintenance battalion
performs certain functions related to end
item supply as indicated below.
b. Procedures.
(1) Initial issue end items and end items
to replace losses as indicated in battle loss and
other reports are provided by the supply and
transport battalion. Divisional units prepare
and submit requisitions to the supply and
transport battalion for further processing, or
action is taken by the supply and transport
AGO 5274A

battalion on the basis of shortage reports. For
details, see FM 29-50.
(2) Whenever practicable, end items are
delivered directly to the requesting units by
field army transportation as requested by the
supply and transport battalion. Certain types
of end items, however, must be inspected and
serviced prior to issue to insure receipt of the
end items by the user in a ready-for-service
condition. The supply and transport battalion's
capability for performing pre-issue inspections
and maintenance processing is limited, and
arrangements must be made with the mainte-
nance battalion for service. This service may
be provided by contact teams sent to the sup-
ply and transport battalion, or the supply and
transport battalion may direct delivery of the
items needing service to one of the companies
of the maintenance battalion. Issue responsi-
bility remains with the supply and transport
battalion.
(3) The maintenance battalion and the
supply and transport battalion maintain co-
ordination and liaison regarding arrangements
for pre-issue inspection and maintenance proc-
essing. After servicing is accomplished, the
maintenance battalion informs the supply and
transport battalion, which arranges for deliv-
ery of the items. The maintenance battalion
may assist in delivery of heavy items.
(4) .:,lserviceable items brought to a for-
ward support maintenance unit that cannot be
repaired by that unit will be evacuated to the
main collecting point, accompanied by a re-
quest (DA Form 2765) prepared by the sup-
ported unit. If the main support company can
repair the item, either an operational readi-
ness float item or the repaired item is for-
warded to the forward support maintenance
unit for return to the supported unit, accom-
panied by the cancelled DA Form 2765. If the
item is not repairable by the main support
company and is evacuated or otherwise dis-
posed of, the supported unit is notified to pre-
pare a turn-in and its requisition is sent to the
supply and transport battalion. The supported
unit is notified through the forward support
maintenance unit of the action taken. There-
after, issue is accomplished as indicated above.
AGO 5274A
FM 29-30
5-17. Operations in Aircraft Maintenance
Companies
a. Transportation Aircraft Maintenance
Company, Infantry, Mechanized, Armored,
and Airborne Divisions. The technical supply
mission of the transportation aircraft mainte-
nance company is performed by the organic
parts supply section. The function of the parts
supply section is twofold. One function in-
cludes stock control of the repair parts re-
quired to support the company's mission. The
other is to receive, store, and issue repair
parts to using units.
b. Transportation Aircraft Maintenance
and Supply Company, Airmobile Division.
The technical supply mission of the transpor-
tation aircraft maintenance and supply com-
pany is performed by the organic supply pla-
toon. This platoon maintains the authorized
stockage list and provides supply support to
supported units. In addition, the supply pla-
toon contains a shop supply section which
serves to expedite the flow of repair parts be-
tween the technical supply element and the
repairmen in the shop by maintaining a small,
readily available stock of fast-moving Tepair
parts, common hardware, and other material
used in the maintenance operations. Each air-
craft maintenance company performs the
functions of stock control and supply account-
ing for its own technical supply mission.
Supervisory control over all aircraft mainte-
nance supply support activities within the
division is provided by the supply control sec-
tion of the battalion headquarters.
c. Maintenance Company, Support Battal-
ion, Separate Brigade. The organic supply
platoon of the maintenance company of the
separate brigades performs the technical sup-
ply mission. It maintains the authorized stock-
age list for aircraft repair parts and provides
supply support to supported units, to include
the aircraft maintenance element of the main-
tenance company. The supply platoon of the
maintenance company organic to the support
battalion of the separate armored brigade and
the separate infantry brigade (mechanized)
does not provide repair parts support for the
aircraft organic to the brigade. Aircraft re-
5-11
FM 29-30
pair parts support for these brigades will be
provided by the company that provides the
aircraft maintenance.
5-1,8. Supply Procedures
a,. Specific supply procedures involved in the
completion and maintenance of forms and rec-
ords, requesting, requisitioning, receipt, issue,
accounting for supplies, priorities, and stock-
age levels will be in accordance with AR 711-
16, AR 725-50, and AR 735-35.
b. Requests for aircraft repair parts initi-
ated at organizational and DS levels within
the various divisions and separate brigades
will be submitted to that element in the main-
tenance channel designated to provide supply
support. In the infantry, armored, infantry
(mechanized), and airborne divisions requests
will be' submitted by the using organizations
direct to the transportation aircraft mainte-
nance company of the maintenance battalion.
Requests for repair parts initiated by sup-
ported units will be submitted to the support-
ing aircraft maintenance company for trans-
mission to the supporting supply activity
when the requests cannot be filled from stocks
of the transportation aircraft maintenance
company. These requests are forwarded to the
stock control center of the supporting corps
support brigade. See figure 5-2.
c. Requisitions for aircraft repair parts ini-
tiated by using organizations in the airmobile
division are submitted directly to the support-
ing transportation aircraft maintenance and
supply company. Requests for items not in
stock at the aircraft maintenance and supply
company are forwarded to the battalion air-
craft supply control section. If the request
5-12
cannot be filled from available resources, the
battalion supply control section forwards the
request to the stock control section of the
supporting corps support brigade. This proce-
dure enables the transportation aircraft main-
tenance and supply battalion commander to
make lateral transfers, determine priorities
for supply, and control the supply support
within the battalion.
d. Aircraft repair parts requests initiated
by using organizations and the direct support
aircraft maintenance activity of the separate
infantry and airborne brigades are submitted
directly to the supply platoon of the mainte-
nance company. The using organization may
draw the required part trom the aircraft
maintenance element of the maintenance com-
pany on an emergency basis. If the part is not
available the requirement will then be placed
on the supply platoon. Requests for items not
in stock in the supply platoon are forwarded
to the stock control center of the supporting
corps support brigade. Since there is no direct
support maintenance activity or supporting
supply activity for aircraft in the separate
armored and infantry (mechanized) brigades,
requests for aircraft repair parts initiated in
these brigades will be submitted to the sup-
porting aircraft maintenance company (fig.
5-3).
e. Within the division and separate brigade,
aircraft repair parts flow back to the unit that
originated the request through the same chan-
nels that the request followed. However, in
emergencies the parts may go directly to the
requesting unit with the supporting supply
activity being informed of the action taken.
See figures 5-2 and 5-3.
AGO 5274A
 FM 29-30

to
0

5
0

', ,,
~
VI ~~~ ~ ~ ~ ~I t
%~~~~~~~~~~~
0
I~~~~~~~~~~~~~~~~~~~U

I-
L(
,I~ \0

<~~~~~~~~~~~~~

z
I--

U.. ~a~~~~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~~~LI<

UJ ~ M
0U
M _

4c I I PI r

AGO 5274A I z
o I 0~~~~~~~~

0 -LI I '( n -
0 U, 8
1. P aeF I -
I
V) Ln I
IdI \\~~~~~~~~~~~~~
Z~~~~

u~~~~~~z 0
3- Id,

u c~~~~~~~u
AGO\527 4

5 .9~~~~~~~~~~~~~~~~~~~~~~~~~~~~.

I I C

AGO 5274A 5-13~~~~

FM 29-30

LU

0 0

, 0

0~~~~~~~~~~~~~

~~~~~~~~~~~~~~
I~~~~~
I - .

Iz \ \ o
ct~~~~~~~~~c
~ ~ ~~~~~C
I-~ " HL .

<
LUz~~~ Za
\\

I U
>.
0 ,:~L~
< LU 0
I\

~~~~~~~~~~~~~~~~~~~~~~~~~<\ LUJ

\ \
\ o~~~~~~~~~~~
\ \'
\ \~

LU LLS-

5, Z-
Io Le)
P.Jv <~~~L

5-14
AGO 5274A

CHAPTER 6
MAINTENANCE MANAGEMENT BY THE BATTALION STAFF
Section 1. GENERAL
6-1. Introduction
a. The term "management" embraces a
process of establishing objectives and develop-
ing workable and flexible plans to carry out
responsibilities. The objective of maintenance
management is effective and timely accom-
plishment of organizational and support main-
tenance to assure maximum combat ready
materiel in the hands of using units or supply
organizations with the least expenditure of
resources. The management objective is
achieved by supervision, training, and motiva-
tion, and by developing and implementing
managerial techniques that will improve effi-
ciency and production and provide a ready
source of accurate and timely information on
maintenance requirements and status upon
which planning and decisions may be based.
b. Maintenance management involves the
application and control of all available re-
sources in a manner best suited to mission
accomplishment. It involves use of rapid and
reliable communications facilities for the
transmission of information, instructions, and
decisions. It requires application of automatic
data processing techniques when the necessary
equipment is available. It requires develop-
ment and modification of operational proce-
dures. It requires timely and complete infor-
mation to enable continuous assessment of
status, requirements, and problem areas. And,
it requires realignment of missions, as nec-
essary, and supervision of operations.
c. The battalion headquarters is the manag-
ing and controlling agency responsible for as-
suring the provision of adequate and respon-
sive direct support to supported division units.
This responsibility requires the battalion head-
quarters to supervise, control, and direct the
AGO 5274A
FM 29-30
operations of battalion units in the areas of
DS maintenance, evacuation, repair parts sup-
ply, operational readiness floats and direct ex-
change, and the provision of technical assist-
ance. The battalion headquarters is also a key
element in the maintenance data collection
system since it must assure that battalion
units prepare data and reports incident to
their operations. Such data and reports are
submitted for transmission to the maintenance
data collection activity supporting the division
or the corps support brigade maintenance
management or ADP center (see FM 29-20).
d. The battalion headquarters exercises con-
trol over the displacement, mission assign-
ment, and operations of its units in accord-
ance with policies and directives of higher
headquarters. It provides direction and instruc-
tions, exercises supervision, provides assist-
ance, and performs management and control
functions to satisfy requirements of supported
units and plans, policies, and directives of
higher headquarters.
6-2. Operational Procedures
a. Management of maintenance support op-
erations within the division is similar to that
for nondivisional maintenance battalion oper-
ations which are discussed in detail in FM
29-22. Information in this chapter is geared
to management of the division maintenance
battalion's support operations.
b. Maintenance and materiel readiness sum-
maries and exception data generated within
the division are provided to the corps support
brigade MMC (through its supporting ADP
center). If ADP support is available to the
division, data from the maintenance battal-
ion(s) and other required maintenance-re-
6-1
FM 29-30
lated data from other divisional units, such as
materiel readiness, is provided in machine
language format to the division data center.
The division data center will provide summar-
ized, exception, and detailed data to the sup-
port brigade ADP center and higher echelons.
The division data center will also provide
machine support for the management of all
maintainable equipment supported within the
division.
e. When sufficient resources are available,
divisions will be provided organic computer
facilities for automation of combat service
support operations. Such facilities will be lo-
cated at support command headquarters.
When this occurs, the maintenance battalion
will provide a maintenance management ele-
ment to perform maintenance management
functions at the computer site. In the air-
mobile division, prime responsibility for organ-
ization and direction of such an element will
rest with the commander of the transportation
aircraft maintenance and supply battalion;
however, personnel resources and operational
guidance must also be provided by the mainte-
nance battalion commander. Other elements of
the division having maintenance support re-
sponsibilities in special areas may provide per-
sonnel to complement the management ele-
ment. This management element will operate
like a small MMC, with emphasis on mainte-
nance support and materiel readiness within
the division.
d. For detailed procedures on the applica-
tion of ADP procedures to maintenance man-
agement, see FM 29-20.
6-3. Planning
a. In developing the maintenance support
plan, the maintenance battalion commander,
assisted by the materiel officer, must consider
all of the requirements that exist, the mainte-
nance capabilities at organizational level, those
of backup support maintenance units, and
those of his own organization. Therefore, he
must maintain close liaison and coordination
with the units he supports and those activities
that provide him with backup support. From
these considerations and data provided by
higher headquarters and supporting and sup-
6-2
ported units the plan for maintenance and
supply support is developed. The plan should
include maintenance support for special mis-
sions as well as for sustained operations. From
the overall maintenance plan, the subordinate
companies will develop more detailed plans for
directing and controlling their maintenance
operations.
b. Factors to be considered by the battalion
commander and his staff in directing and con-
trolling the maintenance effort include the
following:
(1) Tactical environment.
(2) Facilities available for performing
the maintenance operation.
(3) Facilities for landing and takeoff of
all types aircraft supported.
(4) Number, types, and location of equip-
ment supported.
(5) Number and skill of maintenance
personnel available.
(6) Availability of repair parts, special
tools, and equipment.
(7) Assignment of priorities.
(8) Establishment of work standards.
(9) Anticipation of bottlenecks and slow-
downs in maintenance operations.
(10) Compilation of necessary statistical
data; maintenance of charts, forms, and rec-
ords; and preparation of reports.
(11) Availability of air and ground trans-
portation for contact teams.
(12) Training to develop and maintain an
efficient work force.
64. Management Tools
a. Records and Reports. Maintenance and
supply records and reports submitted by the
maintenance units of the battalion provide the
battalion commander and his staff with in-
formation relative to status of supplies and
equipment, shop workloads, and other infor-
mation bearing on the battalion maintenance
and supply operations. Analysis of these re-
ports may show trends and identify problems
which can be solved before they develop into
serious situations. To be effective, the number
and complexity of reports must be minimized.
The following reports are discussed in detail
in FM 29-22:
AGO 5274A

(1) Materiel Readiness Report, DA Form
2406.
(2) Daily Status Report. Significant
problem areas which may be determined
through analysis of this locally devised report
are-
(a) Significant increase in shop input.
(b) Excessive number of items await-
ing parts.
(c) Low volume of production.
(3) Reports, summaries, and listings
provided by the maintenance data collection
activity supporting the command.
(4) Equipment Density Chart.
b. Inspections. Inspections are tools of man-
agement that provide an indication of mate-
riel readiness, proficiency of personnel, ade-
quacy of operations, and effectiveness of main-
tenance and maintenance supply management.
Inspections permit the inspector to see condi-
tions as they actually exist, rather than only
as represented in reports. If utilized properly,
they provide indications of shortcomings and
provide a basis for instituting corrective ac-
tion. The materiel section will conduct inspec-
tions of battalion units as required by the bat-
talion commander. The battalion may also be
required periodically to provide personnel for
the conduct of command maintenance man-
agement inspections (CMMI) of using units
under the provisions of AR 750-8. The battal-
ion may be required to conduct spot-check in-
spections, or conduct inspections of supported
units at the request of the supported unit
commander.
c. Visits.
(1) A visit can be made as an informal
inspection. It does not carry the stigma that is
often associated with inspections. Unit person-
nel are more likely to talk freely with a visitor
who expresses interest in their problems than
with an inspector, and are more apt to discuss
specific problems and discuss complaints con-
cerning the support they are getting from
supporting units.
(2) The battalion commander, executive
officer, materiel officer, and other maintenance
officers should make visits to units of the bat-
talion as a matter of routine. They should also
assure that battalion units conduct frequent
AGO 5274A
FM 29-30
visits to supported units, and that the battal-
ion headquarters is informed of matters of
mission significance revealed through such
visits. The battalion commander and staff
may also visit supported units; however,
because of workloads, the number of supported
units, and the time required, units of the bat-
talion must be relied upon to maintain con-
stant liaison with supported units. Subjects to
be discussed or observed during such visits
include-
(a) The satisfaction of the unit with
the support it is receiving.
(b) Problems encountered in obtaining
required support.
(c) Future operations of the unit that
may place extraordinary demands on equip-
ment and require increased maintenance and
repair parts supply support.
(d) Requirements for technical assist-
ance.
(e) Adequacy of the unit's main-
tenance program.
(f) Proper utilization of personnel.
(g) Adequacy of repair parts supply
procedures.
d. Maintenance Letter/Bulletin. This publi-
cation can be used effectively as a tool of
management and as a method of disseminating
timely information on maintenance and repair
parts supply matters to supported units. It is
informal in nature and published on a periodic
basis (usually monthly) to keep maintenance
and supply personnel of supported units in-
formed on latest developments. The publica-
tion may contain information on stock number
changes, changes to direct exchange lists,
maintenance tips on new materiel, and similar
items that will benefit recipients. This publi-
cation can establish and maintain good work-
ing relationships with supported units and
provide advice and tips which can be imple-
mented at using unit level with a resultant
decrease in the direct support workload. Al-
though prepared and disseminated by battal-
ion, all attached units of the battalion should
contribute to the content of the letter/bulletin.
e. Maintenance Publications. Technical in-
formation concerning Army maintenance and
repair parts supply is found in technical man-
63
FM 29-30
uals, technical bulletins, modification work
orders, supply manuals, and supply bulletins.
In the case of aircraft, supplementary publica-
tions are issued to give prompt safety or flight
information. These publications are essential to
safe operation and efficient maintenance of
aircraft.
6-5. Management of Repair Parts Loads
a. The adequacy of repair parts stockage has
always been a concern of the maintenance
manager. Maintaining an adequate stockage of
the proper items is a problem in itself, because
of fluctuations in demands; transfer of sup-
ported units to other areas; changes in mission
assignment requiring the support of different
units having more or different equipment;
equipment age that affects repair and repair
parts requirements; and the requirement to
build in adequate safety levels to compensate
for order and ship time that may, in itself, be
of a fluctuating nature. Thus, while some units
are overstocked, others experience a supply
shortage. Additionally, overstockage can in-
hibit mobility when most needed and thus must
be considered in establishing supply levels.
b. Staff supervision and periodic inspection
of supply procedures of attached units, to in-
clude authorized stockage lists (AR 711-16
and AR 711-25), are prime management func-
tions. The battalion policies should empha-
size the requirement for review of the pre-
scribed load lists (AR 735-35) of supported
units to evaluate proposed additions or dele-
tions and to screen supported unit repair parts
requests to insure that requested items are au-
thorized. Review of requests for issue can be
useful in identifying trends (e.g., frequent
failures of the same part) which may require
increased supply levels and submission of
equipment improvement recommendations, or
may indicate the performance of unauthorized
maintenance by lower categories of mainte-
nance based on the type of parts requisitioned.
6-6. Management of Direct Exchange
a. Direct exchange is an accelerated supply
transaction by which a supported unit turns
in an unserviceable item and receives a serv-
iceable item in exchange. The transaction is
6.4
simple and accelerated because documentation
is reduced to a minimum. The direct exchange
system is employed by all units of the battal-
ion. Operation of the system is described in
chapters 4 and 5.
b. Direct exchange is primarily intended for
the exchange of recoverable or repairable re-
pair parts, components, and assemblies. Direct
exchange lists will be prepared by each of the
units of the battalion. The scope of the lists
may be limited by higher headquarters. The
inclusion of certain items is prohibited be-
cause of the critical nature of some components
and the extent of repair required to place un-
serviceable items back in stock. Direct ex-
change lists are prepared by unit maintenance
and supply officers and are submitted to bat-
talion for review and approval. After approval,
these lists are published and distributed to
supported units by the appropriate unit of the
battalion. Guidance on the establishment of a
direct exchange program is in AR 711-16. In
addition to review and approval of direct ex-
change lists, the battalion materiel section in-
sures that the lists are current and that they
are revised to reflect new requirements,
changes in supply status, and other conditions
that may result in additions or deletions.
6-7. Management of Operational
Readiness Floats
a. At the direct support level, unserviceable
end items of using unit equipment may be im-
mediately replaced with serviceable end items
from an operational readiness float (AR 750-
6) when prompt repair by the supporting
maintenance unit is not feasible. While such
replacement items are issued by DS mainte-
nance units, these float items are really supply
system assets and are provided through main-
tenance units to satisfy critical and pressing
requirements. Thus, whenever possible, re-
placement end items will be obtained through
regular end item supply channels. Com-
manders must establish policies and priorities
governing the establishment, maintenance, and
use of operational readiness floats.
b. When float issues are made, float stocks
are replenished by the repair of unserviceable
like items for return to float stock, and by
AGO 5274A

requisitioning replacements for items that can-
not be repaired.
c. The basic policies for the distribution,
issue, and maintenance of float items will be
established by the division commander. The
maintenance battalion commander, within es-
tablished policies is responsible for developing,
recommending, and implementing procedures
for the control, issue, and maintenance of float
items when they are authorized in the division,
d. The maintenance of an adequate float and
the issue of items from it requires good man-
agement. It is necessary, at all levels, to as-
sure that issues from float stock are not made
when it would be more appropriate to obtain
the items through supply channels (i.e., when
the items being turned in cannot be repaired
and returned to float stock by the DS unit).
However, despite the necessity for controls,
overcontrol must be avoided if the float is to
serve its intended purpose. The management of
floatstocks must be decentralized to the extent
practicable to permit responsiveness.
e. Before a unit of the battalion issues an
item from the float, it will contact the battal-
ion. The battalion commander may personally
approve all such issues, or he may delegate
this authority to the materiel officer. Nor-
mally, the authority to issue replacement items
for items which will be repaired and returned
to float stock is given to the unit commander
who possesses the float. However, in making
such issues, priorities for float issues to sup-
ported units must be considered. Regardless
of who approves issues, the materiel officer is
responsible for staff supervision to assure that
float items are maintained in a ready-for-issue
condition. There are several factors including
the following which may affect the deteriora-
tion of float stocks:
(1) Lack of in-storage maintenance,
(2) Acceptance of unserviceable items
with organizational maintenance deficiencies.
(3) Cannibalization.
(3) Cannibalization.
6-8. Training
a. The training objective of the mainte-
nance battalion is to train individuals to be-
come proficient in their assigned tasks, to
cross-train them in other related tasks, and to
AGO 5274A
FM 29-30
achieve the balance of skills and the coopera-
tion necessary to achieve efficient individual,
team, and unit performance. Training is con-
tinuous, and the battalion commander as well
as the individual company commanders will
always be concerned with some aspect of this
important function.
b. Training must be programmed and con-
ducted in such a manner that the efficiency of
the battalion, and performance of its mission,
or the mission of any of its elements, will not
be materially interrupted.
c. The executive officer has overall responsi-
bility for training of battalion personnel. He
is assisted in his training functions by the
adjutant and the materiel officer. The responsi-
bilities of the executive officer with respect to
training include-
(1) Establishing training programs in
the battalion and supervising the training and
cross-training of personnel.
(2) Preparing training directives, pro-
grams, orders, and field exercises based on
plans approved by the battalion commander.
(3) Selecting training areas and ranges.
(4) Organizing and conducting schools
for military and technical training and coordi-
nating with other members of the battalion
staff to develop programs of instruction, to
select and train instructors, and to select
students.
(5) Recommending personnel to fill
school quotas alloted by higher headquarters
and coordinating with the commanders of as-
signed or attached units in the selection of
these personnel.
(6) Conducting training inspections and
preparing and supervising the conduct of train-
ing tests.
(7) Preparing training records and re-
ports.
(8) Coordination and supervision of
troop information and education activities.
6-9. Sources and Types of Training
Materials
a. Official Training Literature.
(1) Field manuals (FM).
(2) Technical manuals (TM).
(3) Training circulars (TC).
(4) Technical bulletins (TB).
6-5
FM 29-30
(5) Supply bulletins (SB).
(6) Army training programs (ATP).
(7) Army subject schedules (ASubjScd).
(8) Army training tests (ATT).
(9) Lubrication orders (LO).
(10) Modification work orders (MWO).
b. Visual Aids.
Section II. EFFECTS OF TACTICAL TAILORING
6-10. General
a. Within the division, the term tactical
tailoring relates to the grouping of appropriate
elements of the division under its three bri-
gades and other control headquarters in num-
bers and types appropriate to each brigade or
other control units for a specific mission.
b. Tailoring may be effected in accordance
with previously announced plans (e.g., opera-
tion orders) which are disseminated suffi-
ciently in advance to permit workload assess-
ment and modification to support structures
and/or procedures. However, such changes
may also be made with little or no notice (ex-
cept for oral orders to the principal elements
involved) as in the overnight movement of bat-
talions from one brigade sector to another be-
cause of reassessment of the enemy threat. In
such cases, the forward support maintenance
unit in one brigade area may find itself under-
utilized; while a forward support maintenance
unit is another is faced with a large increase
in unplanned for and unanticipated work.
6-11. Effects on Maintenance Battalion
Operations
a. Each unit is designed to provide support
for a specific workload. Very seldom will the
volume of equipment in a brigade area pre-
cisely match this design criteria-going over
or under, depending on the organization for
combat (tactical tailoring). Thus, an ideal
balance between support capability and sup-
reqireetcorre-
port requirements is impossible unless
sponding changes are made to the support
structure or procedure.vallcre
Even so, peaks and
bn n orkloacaedue
valleys in workload caused by uncontrollable
influences (tempo of combat, weather, terrain,
equipment age, urgent MWO's, breakdown in
the supply system, quality of personnel, etc.)
act against any optimum balance.
(1) Graphic training aids (GTA).
(2) Motion pictures, television, film
strips.
c. Correspondence Courses.
d. Department of the Army Pamphlets.
e. Unoficial Training Literature.
b. The strengthening of one brigade may
have the following effects on the forward sup-
port maintenance unit supporting that bri-
gade:
(1) Greater maintenance workload (in
terms of volume, variety, or both).
(2) More requests for recovery and evac-
uation assistance.
(3) Increased repair parts requirements
(volume, variety, or both).
(4) More cannibalization as a source of
repair parts supply.
(5) Increased requirements for opera-
tional readiness float items.
(6) More control problems.
(7) Additional administrative workload
(maintenance and supply records and reports).
(8) Increased evacuation to the head-
quarters and main support company.
(9) Less on-site maintenance to permit
more shop production.
(10) Possible reduction in the scope of
maintenance performed per item.
(11) Less efficiency, after a time, due to
personnel fatigue.
(12) Less mobility.
(1)
(13) AA requirement
requirement toto augment
augment the
the capa-
capa-
city
city and capability of
and capability of the
the company
company byby provid-
provid-
ing
ing additional
additional or
or different
different types
types of
of personnel,
personnel,
skills, supplies, equipment, or combinations
thereof.
c. While one forward support maintenance
unit has an increased workload, the workload
of the forward support maintenance unit sup-
porting a brigade which has decreased in size
will be reduced or altered (for example, there
may no longer be a need for supporting a tank
may no longer be a need for supportig a tank
battalion and the composition of the brigade
may be purely infantry). This may have the
AGO 5274A

(1) Eliminating of requirements for cer-
tain specialists in the unit, thus making such
personnel available for use to augment an-
other unit.
(2) Elimination of requirements for aug-
menting the capacity of the unit (with corre-
sponding withdrawal of this capability).
(3) Overstockage of repair parts (quan-
tities as well as varieties) which may have to
be cross-leveled.
(4) Less volume of work, permitting
more extensive maintenance performance for
specific items and reducing the quantity evac-
uated because of overload.
(5) Requirements to take over some of
the functions of other companies (e.g., battle-
field recovery).
(6) More time for on-site maintenance
and technical assistance.
6-12. Compensation for Increased
Workloads
a. Despite increases in workload due to tac-
tical tailoring, it is not always wise to attempt
to compensate by increasing the support capa-
city or capability of the affected unit. Frequent
attachment and detachment affects support re-
lationships, requires modification of support
procedures, requires changes in deployment
and other plans, and may result in unnecessary
dissipation of effort. Therefore, augmentation
of a forward support maintenance unit must
recognize that there are peaks and valleys in
workload in the normal course of operations
when increased workloads are of a continuing
and that augmentation should be effected only
nature.
b. Compensation for increased workloads
by procedural modifications are required when
increases in workload are of a temporary na-
ture. They are best handled by one or a com-
bination of the following means:
(1) Providing selected personnel of the
required type and in the required quantity (to-
gether with required equipment and parts) to
assist in the repair of specific items. Such per-
sonnel would be provided on a job assignment
basis from other units of the battalion and
would return to their parent unit upon com-
pletion of their mission. Thus, while this
AGO 5274A
FM 29-30
amounts to augmentation, it is only very tem-
porary in nature.
(2) Temporary curtailment of such sup-
port functions as on-site maintenance with
greater emphasis on in-shop maintenance
where greater production can be obtained
through better facilities and employment of
shop techniques.
(3) Reducing the scope of maintenance
performed on specific items by reducing the
number of man-hours allowed for specific
types of repair and avoiding certain more time-
consuming repair operations.
(4) Increased emphasis on evacuation.
(5) Greater reliance on direct exchange.
c. Compensation for increased workloads by
augmentation is employed when the above
measures will not get the job done in time to
satisfy requirements for a proposed operation,
when the increased workload is expected to
remain for an extended period, or when sup-
port of a type not normally provided by the
company is required. This augmentation may
involve personnel, equipment, repair parts, or
all three.
(1) When tailoring involves units that do
not possess heavy equipment in great volume
(infantry battalions, for example, as opposed
to tank battalions), support requirements are
not drastically changed except in terms of vol-
ume. When tank or mechanized battalions
move from one brigade to another, such de-
ployment requires significant increases in sup-
port maintenance, recovery and evacuation,
and repair parts from the forward support
maintenance unit assuming support responsi-
bility. If this unit had not been supporting
tanks or armored personnel carriers in the
past, or if such support requirements were
small, determining the requirement for and ob-
taining repair parts for maintenance support
can become a problem.
(2) The headquarters and main support
company has four to seven mechanical main-
tenance sections to satisfy increased mechan-
ical maintenance support requirements in any
part of the division. These sections may be at-
tached in any quantity to any of the units of
the maintenance battalion requiring their serv-
ices, although the attachment of more than two
6-7
FM 29-30
to any one unit would be abnormal. These sec-
tions can perform on-site maintenance or may
be integrated into DS shop maintenance oper-
ations.
(3) Should such augmentation be in ex-
cess of requirements, or should other skills be
required, the battalion commander may pro-
vide selected individuals and equipment or se-
lected teams of personnel from any of the units
of the battalion possessing a lesser workload
or supporting units with a lower priority. Such
augmentation may consist of inspection person-
nel, supply personnel, maintenance personnel,
or recovery and evacuation personnel and
equipment. To the extent possible, such aug-
mentation should be provided from resources
available in the division support area. The
withdrawal of personnel or equipment from a
unit supporting another brigade requires that
the brigade commander be informed of the rea-
sons for such withdrawals and the effect they
will have on the support available to him.
(4) In many cases, the battalion com-
mander will be unaware of the precise nature
of support augmentation required until the
need develops. Thus, the battalion commander
depends on the commanders of his subordinate
units to keep him informed of proposed
changes in support requirements of which he
may be unaware. This requires that forward
support maintenance units maintain close lia-
ison with and attend meetings and briefings
at brigade headquarters to keep abreast of
plans and operations, and that forward sup-
port maintenance unit commanders pass such
information on to the battalion commander by
the most expeditious means possible (e.g., ra-
dio, telephone, or battalion level meetings) de-
pending upon the urgency of the situation. To
the extent possible, the maintenance battalion
commander tries to anticipate increased sup-
port requirements and, with the coordination
of the affected forward support maintenance
unit commander, implements plans to satisfy
them. The publication of operations orders,
for example, provides information on task or-
ganization for operations which are utilized in
support planning.
(5) In addition to providing personnel
and equipment, it is often necessary to provide
6-8
additional repair parts or repair parts of a
different variety to units whose support mis-
sion change.
(a) When support responsibilities in-
crease in terms of quantities of equipment sup-
ported, the repair parts problem becomes one
of obtaining additional quantities of repair
parts of a type already stocked. In effect, this
involves multiplication of that part of the ASL
pertaining to an infantry battalion and obtain-
ing the required parts from the headquarters
and main support company to bring stockages
up to acceptable levels. (If this additional sup-
port responsibility was of a temporary nature,
such additions of stocks would be impracti-
cable. Requirements would be satisfied from
stocks already at hand and by more frequent
requisitioning on the supply source in the di-
vision support area.)
(b) To provide repair parts for types
of units not previously supported requires ob-
taining repair parts of a different variety and
in different quantities. To satisfy such require-
ments, forward support maintenance units
may maintain information on types of PLL's
for all types of units normally deployed in any
brigade sector (artillery, infantry, tank, mech-
anized, etc.) and develop lists of ASL additions
to be implemented when required to support
units of a type not currently being supported.
Thus, when a forward support maintenance
unit learns that it will have to assume responsi-
bility for support of units of a different type,
it should be prepared to modify its ASL, and
could even have the necessary supply requests
prepared in advance and ready for submis-
sion in anticipation of such requirements.
(c) To the extent possible, the head-
quarters and main support company, which
maintains information on types and quanti-
ties of repair parts authorized to the various
types of units of the division, precipitates ac-
tion by dispatching the necessary repair parts
to the affected unit as soon as it becomes aware
of the requirement for increased repair parts
support. In the meantime, it may be necessary
for the losing support company to turn in ex-
cess repair parts resulting from the loss of
support responsibility. The battalion will de-
termine the appropriate disposition based on
AGO 5274A

the type of units left in the losing company's
supported brigade and/or the stock status in
other maintenance battalion units.
(d) If the headquarters and main sup-
port company cannot satisfy the increased re-
pair parts requirements of the gaining support
AGO 5274A
FM 29-30
company by providing stocks from the head-
quarters and main support company or turn-in
of excesses by the unit losing support respon-
sibility, it may withdraw stocks, as necessary,
from other battalion units supporting units
with a lower priority.
69

CHAPTER 7
MAINTENANCE IN RELATION TO TYPES OF OPERATIONS
Section I. EMPLOYMENT OF THE MAINTENANCE BATTALION
7-1. Introduction
a. The maintenance battalion, as part of
the division, must maneuver and deploy in
such a fashion and with such frequency as to
be able to provide support service in accord-
ance with division plans and objectives. The
support operations of the battalion are also di-
rectly influenced by the deployment of the di-
vision, its organization for combat, the tempo
of combat, the type of combat operation, and
the availability of suitable terrain for mainte-
nance support operations.
b. In some combat situations, elements of
the maintenance battalion are deployed well
forward; in other situations, they are de-
ployed to the rear. In some cases, maintenance
elements accompany or closely follow sup-
ported units; in others, maintenance elements
remain behind until ordered to move for-
ward; in still other situations, the bulk of the
maintenance elements may displace before sup-
ported units do.
c. The type and tempo of combat also affect
the nature of the workload of the maintenance
battalion. During fast-moving offensive opera-
tions, the maintenance shop workload may be
light; however, when the advance slows or the
pursuit phase ends, maintenance elements have
to increase their activities to return a maxi-
mum of equipment to serviceable condition.
During the offensive phase, priority of effort
may be directed to recovery and evacuation
and roadside type repair, or to collection, clas-
sification, and reporting of abandoned equip-
7-2. Area Requirements
a. Area requirements of maintenance ele-
ments depend on the style and tempo of com-
AGO 5274A
FM 29-30
bat which influence workload, security re-
quirements, the volume of stocks carried, the
risk the commander is willing to take, evacua-
tion policy, the extent of augmentation of
maintenance elements, and policies with re-
spect to the volume of workload backlog per-
mitted. In a fast-moving situation requiring
frequent movement, area requirements will be
limited, emphasis will be on completion of
emergency repairs and the recovery and evac-
uation of time-consuming jobs to the rear. Bat-
tlefield recovery and evacuation operations
may be left to supporting nondivisional ele-
ments. In a static or slow-moving operation,
the maintenance level, in terms of days of
workload on hand, may be increased and the
time devoted to repair of specific jobs may also
be revised upward-consequently, the mainte-
nance element will establish areas for work
and for the storage of vehicles, equipment,
and other items awaiting shop entry.
b. A maintenance unit requires a consider-
able area for its operations. The maintenance
battalion headquarters and its subordinate
companies may extend for several miles along
a main supply route (MSR), requiring the
battalion commander to accept less than opti-
mum efficiency in the interplay among sub-
ordinate elements (e.g., supply and mainte-
nance), and requiring modification of internal
operational control, and communications pro-
cedures.
c. It is estimated that a minimum of 25,000
square meters and a maximum of 40,000
square meters of usable area are required for a
forward support company (infantry division).
The minimum area would provide for vehicle
dispersion of approximately 12 meters between
vehicles and a maximum dispersion of 19
7-1
FM 29-30
meters. The latter dispersion, although tac-
tically more desirable, is the approximate max- overtake requirements.
imum dispersion that can be attained without
a resultant degradation of unit efficiency and
increased vulnerability to harassment by guer-
rilla-type activities. The main support com-
pany, because of larger size, more vehicles,
greater supply stockage, and more workload
would require an area one and one-half to two
times as large.
d. The area required by a forward support
maintenance unit becomes very significant
when compared to the areas required by other
units in the brigade trains area. Should the
workload requirements change, area require-
ments may be insufficient, leaving the com- efficiency provided by the utilization of opti-
mander only three alternatives:
(1) Expand the area.
(2) Reduce dispersion requirements.
(3) Increase evacuation.
e. General considerations for deployment of
maintenance units of the battalion are as in-
dicated in (1) through (3) below. It will be
apparent that some of these considerations
conflict with others. When this occurs, com-
promise is necessary with the desires of sup-
ported commanders and accomplishment of
unit missions being paramount.
(1) Maintenance units should be located
so as to provide adequate and timely support.
This requires that they be on or near axes of
supply and communication. Forward support
maintenance units operate from a base of op-
erations in the trains area of the supported
brigade. The headquarters and main suppormally
company operates in the division trains area
and locates itself near support command head-
quarters. If possible, all units should also be unit commanders based on a ground recon
located near main supply routes to facilitate
resupply and the evacuation of materiel.
(2) Maintenance units must be so lo-
cated so as not to interfere with the tactical
operation. They may be required to stay out of
certain areas. Assigned route priorities may
limit the access of maintenance units to spe-
cific roads. During periods of restriction, the
workload of the maintenance elements may be
curtailed; however, when the situation ceases
to become critical, maintenance units will
7-2
have to expedite maintenance operations to
(3) Maintenance elements must be em-
ployed in a secure area. They must be located
near other units to take advantage of mutual
support. Maintenance units tend to congregate
along MSR's to enhance operational efficiency
as well as to take advantage of the firepower
of adjacent units for defensive purposes. This
consolidation results in large logistical instal-
lations which make profitable targets for en-
emy artillery and air strikes. Therefore, in a
nuclear environment or under conditions of
enemy control of the air, greater dispersion
may be required at the sacrifice of operational
mum terrain, good road nets, and the proxim-
ity of other units. As a minimum, forward
support maintenance units should locate be-
yond the range of enemy light artillery fire.
7-3. Area Assignment and Publication
a. Division Support Area.
(1) The division support area is selected
by the G4 after coordinating with the division
G3 and the support command commander. An
area is selected that will not interfere with
tactical operations, will provide ample disper-
sion, will be relatively easy to secure, and will
facilitate accomplishment of the support mis-
sion. The arrangement of the maintenance
support units within the division support area
is the responsibility f the support command
commander. He will assign locations to the
maintenance battalion and to other elements
of the support command, but will normally
solicit the recommendations of subordinate
naissance of proposed locations
(2) The support command commander
will inform the G4 'of the location of logistical
elements in the division support area for in
clusion in the division periodic administrative
order (and, time permitting, the operations
b. Fast-Moving Situations.
(1) The support command provides infor-
mation to the division headquarters on the lo-
cations of elements operating in forward areas
AGO 5274A

under conditions of rapid movement and dis-
placement, though, it will not normally be
possible to provide specific information on the
proposed locations of units within proposed
division support areas in sufficient time for
inclusion in division orders.
incluso inrive
(2) In a fast-moving situation, the support
command may be able to keep the division
operations center informed only of the location
of the support command command post. This
information is contained in administrative or-
ders, on operations overlays, or may be dis-
seminated through fragmentary orders. With
this minimal information, units have merely
to locate the support command command post
to obtain precise locations of the units they
desire to locate. The support command con-
tinues to provide followup reports or situation
overlays to support the daily operations report
of the division.
(3) In extremely fast-moving situations,
elements of the support command operating in
forward areas may move before advising the
support command. These elements coordinate
their movements and locations with the major
supported headquarters (normally brigade).
Because of distances involved and communica-
tions limitations, it may not be possible for
these elements to effect timely notification of
parent units in the division support area.
However, since major headquarters (brigade)
report all new locations to the division opera-
tions center, the support command will learn
of new locations of brigade trains areas from
the liaison officer in the division logistical/
tactical operations center.
(4) Each support command unit has the
responsiblity for notifying its parent head-
quarters of the opening and closing of com-
mand posts and of providing advance informa-
tion of planned moves. Such advance informa-
tion is essential if forward units are to expect
support from the rear.
Section II. OFFENSIVE OPERATIONS
7-4. General
a. The main support company operates
from the division support area located in the
division rear. Forward support maintenance
elements operate from brigade trains areas es-
AGO 5274A
FM 29-30
c. Brigade Trains Area.
(1) The brigade S3 and S4 select the lo-
cation of the brigade trains area and report
this information to division headquarters for
inclusion
inclusion in
in the
the operations
operations order, administra-
order, administra-
orders and operations overlays.
(2) After the division headquarters is in-
formed of the location of brigade trains and
has designated the division support area, the
G4 determines the maintenance units from
which units of the division will receive their
support; e.g., an artillery battalion located
within a brigade area or the cavalry squadron
operating on the flank of a brigade will nor-
mally be directed to use the support facilities
in that particular brigade area. Such instruc-
tions are included in division administrative
orders which may be detailed or fragmentary,
depending on the time available. These instruc-
tions, and the composition of the particular
brigade task organization, will influence the
mission assignment and the degree to which
the maintenance battalion commander aug-
ments forward support units from resources
available to him in the division support area
(e.g., mechanical maintenance sections from
the main support company).
(3) The brigade S4, in coordination with
supporting units, designates the locations of
these units within the brigade trains area.
Area assignment considers area and facility
requirements, unit missions, mutual security,
communications needs, dispersion require-
ments, and accessibility to main supply routes.
The brigade S4 reports the location of the bri-
gade trains area and the locations of units
therein to the brigade S3 and the division
support command. Support units in the brigade
trains area concurrently report their locations
to their parent units in the division support
area.
tablished in the brigade areas. In offensive
situations, the brigade trains and the division
support areas are established as far forward
as possible, consistent with area availability,
security, communications availability, deploy-
7-3
FM 29-30
ment of supported units, and requirements of
combat elements for maneuver room. Forward
location of maintenance units is desirable to
facilitate support and to minimize the number
of times further displacement is required. The
use of vehicle or pod mounted equipment and
facilities will aid in reducing set-up and knock-
down time.
b. The establishment of maintenance areas
in the brigade trains and the division support
areas does not mean that all support provided
by maintenance elements is accomplished
therein. These areas serve as bases of opera-
tions for the maintenance units involved, pro-
viding administrative, communications, and
repair parts support and housing the facilities
and personnel that perform that portion of the
maintenance mission that cannot be per-
formed on site. From these bases of operation,
the maintenance units will dispatch contact
teams, and technical assistance teams to visit
battalion field trains, battalion combat trains
and forward unit locations to provide such
maintenance and maintenance-related services
that can profitably be accomplished on site.
This technique of operation should be prac-
ticed for the recovery and quick repair of
battle-damaged equipment.
c. Forward support maintenance units nor-
mally move with the brigade trains of the sup-
ported brigade. In some situations, small ele-
ments may have to be deployed well forward
before the unit moves to provide support along
the routes of advance of. combat units (col-
lection points established at forward locations
along the route of advance of an armored task
force in a pursuit is a good example). In other
situations, a portion of the maintenance unit
may have
may remain behind
to remain
have to to close
behind to out oper-
close out oper-
ations in an old area or to arrange for evacua-
tion of unserviceable materiel that cannot be
moved to a new area.
d. In a fast-moving situation as an exploi-
tation or an envelopment, brigade trains
closely follows the combat elements. The bri-
gade trains and its elements will move by
march column formation; the forward sup-
port company will constitute a march unit of
the column. Orders to forward support main-
tenance units to move will normally be oral.
I74
These orders will usually be preceded by a
warning order to permit movement prepara-
tions. The battalion headquarters must be noti-
flied of the impending move, if time and secu-
rity permit.
e. Elements of the maintenance battalion
operating in the division support area move
with, and upon the order of, the support
command.
7-5. Offensive Operations (Ground)
a. Prior to initiation of offensive opera-
tions, equipment of participating units is in-
spected, required maintenance is performed,
equipment shortages are made up, repair parts
stockage is brought up to desired levels, and
reserve stocks of critical items are established.
Operations and administrative orders are pre-
pared and disseminated (FM 101-5). Prior-
ities are established for support of units, to
include priorities for issue of float stocks and
critical repair parts. Procedures, priorities,
and conditions for aerial resupply are estab-
lished. At higher levels, such as theater army
and field army, plans, orders, and mission as-
signments are broad in scope; at successively
lower echelons, plans are more complete and
detailed.
b. Maintenance planning, prior to the of-
fensive, considers task assignments of main-
tenance units, stock levels for repair parts,
maintenance expenditure limits to govern the
time spent in repair of specific items by par-
ticular categories of support, the forward dis-
placement of maintenance units, and chan-
nels and procedures for recovery, collection
evacuation, and disposition of captured or
abandoned materiel.
terms of days Repair
of supply, partsto stockage,
is held a minimum
in
terms of days of supply, is held to a minimum
t heor facilityu possessing
nit the stocks, the
the unit or facility possessing the stocks, the
ability of backup supply sources to effect re-
supply, the availability and capability of
transportation means, and the order and ship
time involved. Based on the type of operation,
the geographical area, and terrain and
weather conditions, certain items in the sup-
ply stockage are increased; for example, ex-
tensive operations over rough terrain would
AGO 5274A

dictate buildup of stockages of vehicle springs,
shock absorbers, and tires.
c. As the operation develops, it must be
remembered that the wide frontages and dis-
persion of troops that often characterize a
rapidly-moving offensive operation have an
adverse effect on maintenance support opera-
tions. As the tempo of the situation and the
distances involved increase, maintenance sup-
port units may have difficulty keeping pace
with requirements. Displacement of mainte-
nane support units as far forward as prac-
tical is the standard operating procedure, but
must be accomplished in light of the vulner-
ability of these units, the capability of the en-
emy to launch a successful counterattack, and
the requirments for maneuver room and road
space by combat elements. In operations where
the overall situation required bypassing of
pockets of the enemy or guerrilla elements,
the effect of such bypassing on maintenance
support units and other logistical activities
must be considered. In some situations, assist-
ance from combat elements may be required
to provide security to threatened logistical fa-
cilities.
d. A point of concern to combat service
support commanders and staff officers is the
redirection of logistical support to satisfy
changing tactical requirements, see chapter 6.
Combat forces can be easily tailored by with-
drawing elements from one force and attach-
ing them to another, and the direction of at-
tack can be changed almost at will if the en-
emy situation in any particular sector permits
such action. But support units are not so versa-
tile. Redirection of effort and redirection of
supplies as well as redeployment of mainte-
nance units, realignment of the maintenance
support structure, and changes in support pro-
cedures and emphasis are matters that take
time and require close coordination and plan-
ning.
e. If the offensive is successful and gains
momentum, a point may be reached where lo-
gistical support limitations make the entire
force vulnerable. Lacking the ability to maneu-
ver and displace as rapidly as combat forces,
combat service support forces may be out-
distanced by the combat forces and normal
AGO 5274A
FM 29-30
maintenance and supply support may be im-
possible. Resupply of repair parts by unit dis-
tribution may break down or become ineffec-
tive due to lack of transportation, difficulty in
locating units, and increased order and ship
time. At the same time, the maneuvering com-
bat forces are suffering losses to equipment,
are consuming repair parts, and the efficiency
of equipment is deteriorating. The force com-
mander must be kept informed of the effect
of the tactical situation on the capabilities of
the maintenance support structure to provide
required support. A few expedients that may
have to be resorted to in a fast-moving situa-
tion to provide maintenance support to the
force are as follows:
(1) Equipment operated at reduced effi-
ciency. This is an interim measure only, and
will subsequently increase maintenance and
supply requirements.
(2) Increased emphasis on controlled can-
nibalization by direct and general support
units to satisfy requirements for critically
needed repair parts.
(3) Increased emphasis on evacuation of
unserviceable equipment, with repair opera-
tions in forward areas limited to component
replacement, adjustments, and servicing.
(4) Round-the-clock operations of sup-
porting units to the limits of physical endur-
ance, with increased emphasis on on-site sup-
port.
(5) Limited supply of repair parts by
aerial delivery, the availability of aircraft and
command of the air permitting.
(6) Attachment of small contact teams
carrying small quantities of repair parts and
mechanic's tool sets to perform on-site main-
tenance.
f. Offensive Operations (Airborne or Air-
mobile)
(1) Airborne or airmobile operations are
generally of short duration and based on with-
drawal of the force after mission accomplish-
ment or linkup with advancing ground forces.
Assault forces participating in such opera-
tions are expected to be self-sustaining, both
tactically and logistically, for short periods
(several days).
(2) Direct support maintenance and re-
7-5
FM 29-30
pair parts supply to such forces before they
are committed, are provided by direct support
elements organic to the force. These elements
rarely accompany assault elements into the
airhead or air landing zone if the operation is
of short duration. If the operation is to last
longer than several days, detachment-size
maintenance support elements are brought into
the objective area with the follow-up echelon.
If the operation increases further in scope and
additional buildup is planned, additional
forces, to include maintenance support, are
brought in.
(3) Before the operation, maintenance
supply stocks are brought up to desired level;
equipment is replaced, as required; and neces-
sary maintenance is performed. These actions
take place during the mounting and before the
marshalling phase, and are accomplished with
strict observance of security requirements. Ad-
ditional support is provided by nondivisional
direct support maintenance units. Such addi-
tional support takes the form of assisting in
the inspection of using unit equipment and
performance of maintenance.
(4) The airborne or airmobile forces carry
with them 2 to 3 days of accompanying sup-
plies, including repair parts. An additional
quantity of supplies, to include a small stock
of critical repair parts, is maintained by sup-
porting elements near the departure airfields
to be delivered automatically or on call. These
procedures are followed commencing at D+1
and until combat service support units can be
air landed in the objective area and routine
supply procedures instituted. In airborne op-
erations, backup supply support is the respon-
sibility of a designated TASCOM field depot,
which arranges for its delivery to departure
airfields; in airmobile operations, backup sup-
ply support is the responsibility of supporting
elements remaining in the base area.
(5) During the assault phase, mainte-
nance operations in the airhead are limited to
those which can be performed readily by or-
ganizational maintenance personnel. If possi-
ble, unserviceable items are moved to central-
ized collecting point(s) in the objective
area(s). Direct support maintenance detach-
7-6
ments, when committed, assist in the perform-
ance of organizational maintenance, as neces-
sary, and perform direct support maintenance,
which is limited to minor component replace-
ment and direct exchange of small end items.
Unserviceable items requiring evacuation for
higher category repair are evacuated by air
to the extent permitted by the availability of
air transport not required for more critical
evacuation missions (e.g., evacuation of
wounded). Replenishment repair parts and re-
placement end items are delivered by air drop
or air landing. Requirements for critical re-
pair parts are satisfied, to the extent practical,
by controlled cannibalization of unserviceable
items earmarked for evacuation. Unserviceable
items that cannot be evacuated and where
linkup with friendly forces is not anticipated,
are stripped of critically needed items and de-
stroyed to the extent necessary to make them
militarily useless.
(6) The ground tactical plan for air-
mobile or airborne operations includes the as-
sault plan to secure objectives, and plans for
defense, linkup, withdrawal, subsequent offen-
sive operations, and displacement. Withdrawal
of the force may be accomplished by air, or
by ground transportation if linkup has been
achieved. If withdrawn by air, all equipment
that cannot be evacuated is destroyed; if with-
drawn by ground transportation after linkup,
supporting elements of the linkup force may
assist in the maintenance and evacuation of
unserviceable equipment.
(7) In operations of long duration
planned to support or augment friendly guer-
rilla elements operating at some distance from
the base area of the airborne or airmobile
force, or in shows of force or demonstrations
designed to bolster a friendly nation that is
being threatened by insurgency or invasion,
support plans must make provision for regular
replenishment of repair parts. These are pro-
vided by air or surface transportation, or both.
Communications must be reliable so that re-
quirements may be made known. Operations
of this type require full utilization of re-
sources available in the area of operations and
the adoption of field expedients.
AGO 5274A

Section III. DEFENSIVE AND RETROGRADE OPERATIONS
7-6. Defensive Operations
a. The fundamental forms of defense are
the area defense and the mobile defense (FM
61-100).
b. In an area defense, the defending force
remains in position for longer periods and
movement and maneuver of the defending
force are considerably reduced in comparison
to a mobile defense or an offensive operation.
In an area defense, maintenance support units
supporting the force do not have to deploy as
frequently as in other types of operations.
More time is available for maintenance sup-
port operations and maintenance facilities can
operate more efficiently since they do not have
to react so often to changing situations and
requirements. The maximum amount of main-
require
tenance is performedm by the
us. various
aTe tcategories
of m -
of maintenance. Repair parts stockages are
generally increased and reserves of critical
items are built up. Equipment inspections and
technical assistance are emphasized by direct
support maintenance units to assure a force
posture that will enable it to undertake offen-
sive operations when required to do so and the
situation permits. With regard to repair parts
stockage in support and supported units, such
supplies must not be allowed to build up to
the extent to render units immobile.
c. A mobile defense requires maneuver and
movement on the part of elements of the de-
fending force. Even in a mobile defense, de-
ployment of maintenance support units may
be infrequent, for while individual combat
battalions may move frequently, the trains ele-
ments and headquarters of supported units
may stay in place, and most of the business
of maintenance and repair parts supply is
transacted with these elements. In the mobile
defense, vehicular maintenance requirements
are greater than in an area defense, particu-
larly with respect to tracked vehicles. This
will result in increased evacuation from main-
tenance units in direct support of units in con-
AGO 5274A
FM 29-30
tact and will result in greater workloads for
nondivisional maintenance support units.
d. In any type of defense, if the situation
becomes critical, the maintenance support ef-
fort in divisions may be suspended and or-
ganic maintenance support units may be di-
verted to defensive combat roles. Such a situ-
ation may require large-scale backup mainte-
nance support from nondivisional sources.
7-7. Retrograde Operations
In such operations, maintenance facilities are
located well to the rear of the battle area.
Maintenance support to retrograding forces
consists of emergency support by contact
consists of emergency support by contact
readily or evacuated is destroyed Successive
readily or evacuated is destroyed. Successive
displacement of maintenance facilities to the
rear is planned and effected so as not to con-
flict with the movement of combat elements.
To the extent poible maintenance upport
elements will displace at night. Direct support
support
units provide support on a priority basis to
units that have completed the retrograde to
new locations and are preparing or organiz-
. Direct support mainte-
nanceunits emphasiton. Drect
supports
to units
nance units emphasize supports to that
have suffered severe damage during units that
the opera-
have suffered severe damage during the opera-
tion Equipment most critical to combat op-
: . .
erations will be given priority, with emphasis
on unserviceable equipment that can be re-
paired most readily. Most of the unserviceable
equipment may have to be evacuated to non-
divisional maintenance support elements. All
maintenance plans must be coordinated with
tactical plans to provide maximum support
without interfering with the operations of
combat elements. During movement, small con-
tact teams carrying small quantities of repair
parts and mechanic's tool sets may be at-
tached to tactical elements to provide on-site
maintenance service. Nondivisional mainte-
nance support elements may also be required
to assist in the refitting of divisional troops
and the evacuation of unserviceable materiel.
7-7
FM 29-30
Section IV. COUNTERGUERRILLA OPERATIONS
7-8. General
a. U.S. forces may be employed in a coun-
terguerrilla role in any type of terrain or cli-
mate. In addition to the special problems pre-
sented by the peculiarities of the area, the op-
erational methods of the guerrilla force, and
terrain and climate, there are many other
problems that confront the counterguerrilla
force and its supporting maintenance system.
Prior planning and continuous modification of
plans and profiting from the experience of
others in similar situations will go far to elim-
inating or minimizing such problems. In coun-
terguerrilla operations, for example, no area
is immune to guerrilla attack, and mainte-
nance units must devote more time, effort, re-
sources, and planning for local security. Road
nets may be nonexistent; and if they do exist,
they may be insecure. Combat troops may have
to be diverted to provide security for mainte-
nance and other logistical activities, and to es-
cort troop and supply convoys.
b. In many situations, particularly in jun-
gle areas, air delivery may be the prime means
of moving of maintenance
maintenance
moving contact
contact teams
teams and
and
supplying repair parts. The supported coun-
terguerrilla force may be widely dispersed
and may change locations quite frequently,
making maintenance and repair parts support
difficult. Maintenance units, especially the sup-
ply areas thereof, may become prime targets
for guerrillas seeking arms and other supplies.
In addition to mission operations, maintenance
units may be required to participate in civic
action projects.
*,. A
scope, and tempo of counterguerrilla opera- oteftsseand
tions, will influence the size, composition, and
operations of the supporting maintenance
structure. Specific information on the conduct
of
of counterguerrilla operations .
counterguerrilla operations is beyond the
is beyond the
of this for
manual;
such information,
scope FM 31-16 and FM 31-22.
7-9. Maintenance Support
a. This paragraph places emphasis on
problems in maintenance at the direct support
level, since this is where most problems exist
and support is most critical. General support
7-8
maintenance units will operate to provide
backup support to direct support maintenance
units as described in FM 29-22, with one of
the most significant problems occurring in the
area of evacuation of unserviceable materiel
from direct support to general support because
of the insecurity of roads over which equip-
ment must be moved. As far as materiel evac-
uation is concerned, it may be necessary to
rely more heavily on air evacuation.
b. At the direct support level, more empha-
sis on controlled cannibalization as a source
of repair parts may be necessary, and require-
ments
ments for
for providing
providing assistance
assistance to
to supported
supported
units in the performance of organizational
maintenance may be increased. In addition,
general support units may be required to pro-
vide personnel to augment the productive ca-
pacity of DS maintenance units, especially
when evacuation of unserviceables becomes a
problem because of insecure roads. At the gen-
eral support level, it must be anticipated that
overflow direct support maintenance workload
will be increased over that encountered in
other types of operations. Damage to vehicle
undercarriages will occur with greater fre-
undercarriages will occur with greater fre-
quency due to rough roads and use of mines
and obstacles by guerrillas, increasing GS
maintenance requirements in this area. Work-
load for repair of heavy construction equip-
ment and aircraft will be significantly greater. -
c. Maintenance support of a counterguer-
rilla force operating in an environment that
vacillates from secure to insecure in a short
period requires the most effective preventive
organizational maintenance on the part of
and organzational maintenance
individuals and organizational maintenance
elements. On-site maintenance is practiced to
the fullest by supporting DS maintenance
units, consistent with the urgency of its need,
the degree of repair required, and character-
istics of equipment. Exchange of small radios,
small arms, and nonintegrated fire control in-
struments from float stocks is routine in for-
ward areas. In such areas, DS maintenance is
normally limited to those operations that can
be performed speedily and without recourse
AGO 5274A

to heavy repair equipment and heavy repair
parts. Whenever possible, unserviceable compo-
nents and end items requiring complex repairs
are evacuated to backup maintenance facilities
in the logistical base supporting the operation.
d. Direct support maintenance units sup-
porting the counterguerrilla force operate
from brigade combat bases, and from the di-
vision support command area when a divi-
sion is employed. Maintenance teams for the
performance of vehicular, armament, commu-
nications, and, if required, aircraft mainte-
nance may be detached from the brigade com-
bat bases for operations at battalion forward
area combat bases.
e. At the brigade combat base area, the DS
maintenance unit supporting the brigade per-
forms DS maintenance on equipment evacu-
ated from battalion combat bases and equip-
ment of other units operating in the brigade
combat base area, and provides contact teams
as needed, to support all brigade units. The con-
tact team may consist of a work party to per-
form on-site maintenance, technical assistance,
or liaison. In an operational environment
where dependence must be placed on air de-
livery of men and materiel, DS elements op-
erating in the brigade combat base must be
allocated a portion of the airlift available to
the brigade to transport contact teams, evacu-
Section V. MAINTENANCE UNDER UNUSUAL CONDITIONS
7-10. Desert Operations
a. Desert operations present many prob-
lems for maintenance because of the sand and
heat, long lines of communication, poor roads,
and difficulty in locating supported and sup-
porting units. Because of these factors, air
transportation can be used to great advantage
for the movement of contact teams for on-site
maintenance and delivery of repair parts.
b. In desert operations, requirements for
certain maintenance functions will increase
significantly over those encountered in other
types of operations. Preventive maintenance
is vital. More frequent inspections and sched-
uled maintenance are required. For example,
it becomes necessary to clean air cleaners
AGO 5274A
FM 29-30
ate materiel, and deliver repair parts and oper-
ational readiness float items. Dependable radio
communications between maintenance and
supported units, and between separated main-
tenance elements and their parent headquar-
ters is necessary.
f. In the division support area, the main
support company of the division maintenance
battalion provides DS maintenance and repair
parts support to other units operating in the
area, provides backup support to the DS ele-
ments deployed in the brigade combat base
areas, serves as a source of repair parts sup-
ply and control for DS elements operating in
brigade areas, and establishes a maintenance
collecting point for unserviceable and cap-
tured enemy equipment destined for evacua-
tion to the logistical base. The aircraft main-
tenance company also operates from the di-
vision support area if this is where the air-
strip is located.
g. When the counterguerrilla force is an
airborne or airmobile type unit, evacuation
will be primarily by air. In such cases, air-
craft returning from supply missions will be
utilized for evacuation of materiel to the ex-
tent permitted by other requirements. When
secure land or water routes are available, sur-
face transportation may be used for evacua-
tion.
more frequently, to flush and clean cooling
systems often, to replace filters more often, to
decrease intervals between lubrications and oil
changes, to clean weapons repeatedly, and to
take all possible measures to avoid sand con-
tamination of equipment. For example, fire
control instruments should not be dissassem-
bled in the open.
c. At the direct support maintenance level,
operations will be influenced as follows:
(1) Distances to supported units will be
increased, and supported units may be more
difficult to locate when on-site maintenance
or recovery assistance is required.
(2) Passive air defense measures, such as
use of camouflage nets to hide vehicles and
7-9
FM 29-30
facilities, will require extensive effort. Dis-
persion, as a protective measure, will also be
required.
(3) Stockage levels of certain repair parts
may have to be increased; e.g., filters, bear-
ings, cooling system components.
(4) Maintenance personnel will lose pro-
ductivity during the heat of the day, and as
much maintenance as possible should be done
at night. Operations at night will require
maintenance performance under blackout con-
ditions.
(5) Requirements for assistance to sup-
ported units in the performance of organiza-
tional maintenance may increase, thereby re-
quiring an increase in the amount of work
evacuated to GS maintenance as DS mainte-
nance overload. --
(6) To the extent possible, all maintenance
should be performed under or behind shelter
of some kind to prevent entry of sand into the
internal working parts of materiel that have
been exposed during maintenance operations.
Even when performing maintenance on site,
a shelter or barrier of canvas can be con-
structed to provide some protection from
blowing sand.
(7) Because of increased mobility re-
quirements of supported units, more emphasis
on contact team support may be required.
(8) Increased workloads at the DS level
may require an increase in the number of DS
units to reduce DS workload being evacuated
to GS maintenance units as DS overflow.
(9) Communications with supported units
may become a problem because of distance
factors. More reliance must be placed on
radio, and additional radios may be required.
d. At the GS level, maintenance workloads
may increase because of increased evacuation
from DS maintenance units.
e. Defense of units against air and long-
range missile attack will require greater dis-
persion between elements of the unit and re-
sult in less efficiency in production.
f. For details on operations in the desert,
see FM 31-25.
7-11. Jungle Operations
a. In jungle operations, the heat and
moisture directly affect equipment, requiring
7-10
strict adherence to preventive maintenance
practices, more frequent inspections, and
more frequent scheduled maintenance. The
rough terrain and poor roads will also ad-
versely affect vehicular equipment, and may
require more maintenance at all levels. In-
creased maintenance requirements, coupled
with transportation difficulties, may require
units to carry increased loads of repair parts.
b. The availability or nonavailability of
trails, roads, and waterways; the density of
natural growth; the season; the security -of
routes; and general terrain -econditions will
have a significant influence on the type of
transportation that can be used and, conse-
quently, on the functioning of the mainte-
nance support system. At the DS maintenance
level, on-site maintenance will be practiced to
the degree practicable, with air delivery of
contact teams being used where practicable
and possible. Aircraft may be required for the
delivery of repair parts, the transport of on-
site maintenance (contact) teams, and the
evacuation of materiel.
c. When support is being provided to units
that are widely dispersed, DS maintenance
units may be required to augment the orga-
nizational maintenance capability of sup-
ported units by providing repairmen to assist
battalion organizational maintenance person-
nel and to perform less time consuming DS
repairs as close to using units as possible. At
the DS maintenance level, maintenance units
may be required to perform more extensive
maintenance than in normal operations be-
cause of difficulties in evacuating materiel for
backup maintenance.
d. Because terrain conditions restrict the
number of good sites available for maintenance
operations, considerable engineer effort may
be required to prepare suitable locations.
Therefore, maintenance units may not be able
to deploy as often as they would in more favor-
able terrain. In areas where monsoon rains
are experienced, careful consideration must be
given to site selection. These limitations may
force maintenance units to locate with other
types of units, forming a concentration of sup-
port type units in one area. This simplifies the
problems of security of such areas from
AGO 5274A

ground attack, and may well be necessary in
areas of large-scale guerrilla activity. Such
concentrations, however, provide good targets
for air attack and require provisions for air
defense.
e. For details on jungle operations, see FM
31-30.
7-12. Mountain Operations
a. Maintenance support in mountain opera-
tions is very difficult. The elevation itself
hampers operating efficiency of personnel and
equipment. The rugged terrain limits the.
availability of roads and suitable areas for
support operations. Weather conditions also
influence the performance of troops and equip-
ment.
b. For operations in such areas, training and
acclimatization of personnel are necessary.
Adjustments to equipment to permit efficient
operation at higher elevations may be required.
Changes in equipment and organization of
combat and support troops are often neces-
sary, with specific decisions in these areas de-
pending on the specific area involved and the
season. From the standpoint of maintenance
support, operations will be influenced as fol-
lows:
(1) Supported units will have less heavy
equipment such as tanks. Thus, repair parts
loads at the direct support level for such items
will likewise decrease. However, support re-
quirements will increase for other types of
equipment; particularly communications and
aircraft.
(2) Wear and tear on equipment is more
rapid and severe than under normal environ-
mental conditions. Weapons, radio sets, and
other items of equipment are vulnerable to
excessive damage while being transported or
carried in difficult terrain. Emphasis must be
placed on preventive and organizational main-
tenance by using units, and effective mainte-
nancesupervisionis required.
(3) It may be necessary to use rotary
wing aircraft for delivery of repair parts,
movement ofmovement
contact
contactofteams
teams for
for the
the perform-
perform-
ance of on-site repair, and evacuation of un-
serviceable items.
(4) Technical assistance and on-site
AGO 5274A
'FM 29-30
maintenance will be emphasized to reduce
evacuation requirements. Direct support main-
tenance units may attach small teams of per-
sonnel to the organizational maintenance ele-
ments of supported units to perform DS
maintenance and to assist in organizational
maintenance.
(5) Because of the limited road net, it
may be necessary to utilize mobile repair
teams to patrol the roads and repair vehicles.
When such vehicles cannot be repaired
promptly, they must be evacuated speedily to
avoid blocking roads.
(6) Although the number of vehicles re-
quiring support may be reduced, maintenance
requirements for those remaining will be in-
creased. For example, operation of vehicles in
mountainous areas will result in increased
requirements for maintenance of brake, sus-
pension, and transmission systems. Thus, re-
pair parts stockage for such repairs may have
to be increased.
(7) While direct support maintenance
units will locate as close as practical to the
units they support, the limited availability of
terrain suitable for logistical support opera-
tions and the requirements of various types of
support units for such areas may well dictate
where maintenance and other support units
establish their operations. Because of the criti-
cality of maintenance support to mountain
operations, the commander making area as-
signments must give maintenance units a high
priority for areas required for maintenance
operations, and the maintenance unit com-
mander must make known his requirements
in terms of firm and fairly level terrain and
acreage.
c. For additional details on mountain oper-
ations, see FM 31-72.
7-13. Operations in Northern Regions
a. The terrain and climate of the northern
regions (and other areas where similar ter-
rain and climate are experienced) complicate
military operations. Operations in snow and
extreme cold require special training and ac-
climation of personnel, and the use of special
equipment
equipment andand operational
operational techniques.
techniques.
b. Trafficability is one of the biggest prob-
7-1!
FM 29-30
lems in northern operations, especially during
the spring breakup and during the summer
when the ground thaws and ice in streams
and lakes melts. Since there are few roads in
such regions, track-laying vehicles of the low
ground pressure type provide the only means
of cross-country mobility in certain situations.
All ground movement is hampered by mud,
muskeg, swamp, marsh, and open water in the
spring and summer seasons, and thorough
ground reconnaissance is required for overland
movement. In the winter, the effects of ex-
treme cold on the snow improve trafficability,
although tracked vehicles and sleds may be
required for movement. Weather conditions
may limit the use of aircraft.
c. Northern operations are characterized by
the requirement for a considerable amount of
specialized equipment such as tracked vehicles,
sleds, and heated shelters. Every item of
equipment used in northern operations is af-
fected by extreme cold and snow in winter,
and mud and water in the summer. Thus, the
extensive amount of equipment needed and the
seasonal effects tending to cause abnormal
wear and tear on equipment increase mainte-
nance requirements and problems. Other fac-
tors affecting maintenance support operations
are as follows:
(1) Heated shop facilities are essential
to maintenance support operations.
(2) Evacuation of unserviceable items
from using units to support maintenance is
made more difficult because of the terrain.
(3) On-site maintenance is difficult be-
cause of cold weather and blowing snow
which hamper operations and curtail person-
nel effectiveness.
(4) Repair parts requirements will be
larger than normal, in terms of quantity and
variety.
(5) The maintenance performed on site
under extreme climatic conditions will take
more time and effort than under temperate
conditions, as will the recovery and evacuation
of disabled equipment.
d. For more information on operations in
northern regions, see FM 31-70 and FM 31-
71.
7-12
7-14. Riverine Operations
a. General.
(1) This paragraph describes mainte-
nance support of brigade and division-size
forces used in riverine operations, with em-
phasis at brigade level.
(2) Maintenance personnel and organ-
izations in riverine operations function essen-
tially the same as in more conventional oper-
ations. Maintenance support for a brigade
size force is provided by a forward support
company of a division maintenance battalion
operating from the brigade afloat and/or land
base. Support for a division land base and
backup support for brigade bases is provided
by the main support company and the aircraft
maintenance company of the division mainte-
nance battalion operating in the division base
area, which may or may not be located in the
riverine area. General support maintenance
and supply facilities will normally be located
outside the riverine area.
b. Factors influencing Maintenance Require-
ments.
(1) Rapid deterioration of equipment
caused by weather, mud, and frequent immer-
sion in water.
(2) The necessity to leave many items of
heavy equipment in standby storage at the
division base area, particularly in the case of
units stationed on the afloat base. This re-
quires tailoring of support units and repair
parts stockages based on types and quantities
of equipment supported.
(3) The augmentation of Army units
with assault boats and outboard motors to
move troops and supplies, requiring an in-
creased maintenance capability for support of
such items as well as increases in repair parts
levels for such items.
(4) Insecure land and water routes of
communication, making movement of mainte-
nance contact -teams difficult.
(5) The wide dispersion of units during
combat and the difficulty of contact teams in
reaching them to perform on-site maintenance.
(6) Difficulties in recovery and evacua-
tion of materiel due to mud and water.
(7) Limited shop space and repair facil-
AGO 5274A

ities available for Army use aboard ships of
the afloat base.
(8) The need for more contact teams to
perform maintenance on site.
c. Organizational Maintenance. Preventive
and organizational maintenance are of para-
mount importance because of the environment.
Command supervision is necessary to assure
that individual personnel and equipment
crews know and perform preventive mainte-
nance on their equipment. Organizational
maintenance personnel aboard barracks ships
of the afloat base perform organizational
maintenance functions on equipment deployed
with the aflolat force. To facilitate such main-
tenance, limited shop facilities for repair of
small arms and communications/electronics
equipment are provided aboard barracks ships.
Maintenance contact teams from the forward
support company may be placed aboard these
ships to provide limited direct support and
technical assistance.
d. Direct Support Maintenance.
(1) Direct support maintenance in river-
ine operations is limited to critical repairs and
repairs that can be completed speedily, with-
out heavy repair equipment or heavy, bulky
repair parts. This support is provided by con-
tact teams from the forward support company
operating in the brigade land or afloat base.
Contact teams may accompany maneuver bat-
talions, or they may be held on call at the land
or afloat base and move into the area of oper-
ations by helicopter when their services are
required. Items that cannot be repaired by the
contact teams are evacuated to the brigade land
or afloat base by watercraft, helicopter, or
vehicle.
(2) The forward support company, with
augmentation from the main support company
and the aircraft maintenance company of the
division maintenance battalion, operates as
part of the logistic element at a brigade-size
land base. From this location, the forward
support company provides DS maintenance
and repair parts supply for the brigade and
its attached units. The company concentrates
on on-site repairs and repairs that can be
accomplished quickly. Items requiring complex
repairs and workload exceeding local capabil-
AGO 5274A
FM 29-30
ity is evacuated to the main support company
operating in the division base area.
(3) Army units stationed on an afloat
base are provided DS maintenance by a for-
ward support company that is tailored in ac-
cordance with support requirements. This
company is provided billet and working space
aboard Navy repair ships of the force. Main-
tenance operations aboard these ships are
closely coordinated.
(4) The remainder of the division main-
tenance battalion operates in the division base
area to provide DS maintenance and repair
parts support to units located there and back-
up for DS elements operating in brigade land
or afloat bases.
e. Repair Parts and Operational Readiness
Float.
(1) In riverine operations, repair parts
stocks are held to a minimum because of
limited storage space availability at land or
afloat bases and deterioration that is caused
by climatic conditions. Prescribed load lists of
using units and authorized stockage lists of
support units are modified to include repair
parts for special equipment needed for riverine
operations, and to delete repair parts for
equipment left in standby storage. Procedures
for repair parts supply to combat units are as
simple as possible. Direct exchange procedures
are utilized to the fullest for resupplying
recoverable repair parts.
(2) Maximum use is made of an opera-
tional readiness float to provide supported
units with immediate replacements for un-
serviceable equipment. The float will consist
primarily of small arms, fire control instru-
ments, man-portable radio sets, and outboard
motors.
7-15. Stability Operations
a. General.
(1) The term "stability operations" re-
fers to that type of internal defense and in-
ternal development operations and assistance
provided by the armed forces to maintain,
restore, or establish a climate of order within
which responsible government can function
effectively and without which progress can-
not be achieved (FM 31-23). All Army units
have a role in stability operations.
7-13
 FM 29-30
(2) Maintenance support units contrib-
ute to stability operations by providing sup-
port to other Army forces engaged in such
operations, as described in FM 31-23, by par-
ticipating in civic action projects, and by en-
gaging in internal development operations.
(3) This paragraph describes those in-
ternal development operations that can be
taken by maintenance units to strengthen the
local government economically. However, it
must be pointed out that while the actions
listed contribute to internal development, the
same types of actions may be taken in all
types of operational environments and are not
limited to areas wherein assistance in internal
development is required. For example, the ac-
tions listed may be taken primarily to facili-
tate the performance of maintenance opera-
tions.
(4) It also must be pointed out that the
actions listed in the following subparagraphs
have civil affairs implications. Civil affairs
staffs at various levels will provide advice and
guidance on availability and use of civilian
labor, availability of local facilities and re-
sources, and the like. For details on civil af-
fai:s operations, see FM 41-10.
(5) For details on the entire spectrum of
internal defense and internal development op-
erations, see FM 31-22, FM 31-23, and FM
100-20.
b. The Role of Maintenance Units.
(1) Employment of local civilian labor.
(a) Civilian labor of the host country
may be profitably employed to perform many
functions incident to maintenance operations.
The employment of local civilian labor has the
advantage of increasing the productive capa-
city of a military unit without increasing
troop requirements, and it can give an eco-
nomic boost to the civilian economy of the
area. Civil affairs elements at all levels advise
on the availability of civilian labor for mili-
tary purposes and on the essential manpower
needs of the local economy, and recommend
policies appropriate to meet the various as-
pects of the commander's overall mission. The
payment of civilian labor is an important
consideration, and wage scales should be com-
patible with those of the local economy to
7-14
avoid strained relations and distrust and un-
favorable competition with the local economy.
(b) In active theaters of war, the use
of civilian labor will generally be restricted to
the communications zone and the rear of the
field army area where conditions are more
stable and movement requirements are not as
great. In active theaters not divided into a
COMMZ and combat zone, as such, civilian
labor may be employed at logistical bases and
terminals. In inactive theaters or areas where-
in operations are of the peace-keeping type,
such labor may be employed in any area, de-
pending on the ability to utilize such labor, the
capabilities of the workforce, and security
requirements.
(c) The use of civilian labor is subject
to many restrictions and limitations. Civil af-
fairs and legal elements must be consulted to
determine what type of labor can be used,
where it can be used, and the limitations on
its employment.
(d) Foreign civilian labor is not em-
ployed in sensitive tasks or in areas where
sensitive materiel is stored or handled. Addi-
tionally, sabotage and pilferage must be
guarded against. Therefore, units employing
civilian labor normally coordinate with Army
intelligence units for the screening of key per-
sonnel, as a minimum. The employing unit
must provide close supervision of non-U.S.
workers to deny the opportunity for sabotage
or pilferage.
(e) Subject to the restrictions and
limitations indicated above, maintenance units
may employ local civilian labor for the follow-
ing type tasks:
1. Activities concerned with the stor-
age and handling of materiel, to include:
driving trucks; operating materials handling
equipment; loading, off-loading, and move-
ment of materiel; clerical functions (provided
the laborer has a knowledge of the English
language or such knowledge is not required
for the function); construction of boxes, pal-
lets, or storage bins; and stencilling and pack-
aging operations.
2. Activities involving administra-
tion, support, and upkeep of the activity or
installation to include: clerical assistance;
AGO 5274A

mess functions; janitorial functions; mainte-
nance of buildings; maintenance of utilities,
particularly if local utilities systems are being
used; and construction or improvement of fa-
cilities (e.g., construction of storage sheds,
improvement of roads, etc.).
3. Simple, easily-learned, repetitive-
type functions associated with maintenance
operations to include: disassembly and minor
reassembly operations; cleaning, painting,
preservation, and movement of materiel; and
boxing and crating operations. Such opera-
tions as production-line maintenance of com-
ponents can profitably utilize civilian laborers
at various stations in the line. Collecting points
can employ such personnel for disassembly and
segregation operations.
4. Generally, in active theaters mili-
tary units will not be able to employ civilian
personnel in jobs for which extensive training
is required. In non-active theaters or areas
where the existing threat is insurgency, such
training may be practicable and may even be
directed as a major contribution to the in-
AGO 5274A
FM 29-30
ternal defense and internal development effort
by providing training that may later be put to
good use in the civilian economy. Policies will
be established and published to govern actions
in this area.
5. For details on the use and admin-
istration of foreign labor during hostilities,
see FM 27-10 and DA Pam 690-80.
(2) Local procurement. Local procure-
ment of supplies and services will be accom-
plished in accordance with policies established
for the theater or area, and under the super-
vision, control, and direction of the procure-
ment officer of the command. Within estab-
lished policies, maintenance units will indicate
their local procurement needs through com-
mand channels to the officer charged with pro-
curement responsibility. Local procurement
may be utilized to obtain such items as metal
stock for parts fabrication, sheet steel for
automotive body work, coal for heating, chem-
icals for cleaning, gases for welding, construc-
tion materials, common hardware, wire, etc.
7-15

CHAPTER 8
RECOVERY AND EVACUATION
(SOLOG 75)
(STANAG 2113)
8-1. Introduction
a. During combat operations, items of mate-
riel, both U.S. and foreign, serviceable and un-
serviceable, will often be abandoned or turned
in by divisional units. This materiel represents
an important source for replenishment supply
within the division and valuable intelligence
information.
b. Proper collection, processing, and reissue
of materiel eases the strain on the supply sys-
tem. Often it is a primary source of slow
moving parts.
c. Except for aircraft, the primary responsi-
bility for recovery and evacuation rests with
the unit possessing the equipment. Using units
evacuate, to their supporting direct support
maintenance unit, those items of organic
equipment requiring repair (unless arrange-
ments are made for on-site repair). Normally,
other items of U.S. materiel found in their
areas of responsibility, which have been aban-
doned or discarded by other units, are also
evacuated to the supporting direct support
maintenance company. The company identi-
fies the items, determines serviceability, re-
turns serviceable items to supply channels, and
processes unserviceable items for repair or
further evacuation. Foreign materiel that does
not have to remain in place for technical in-
telligence evaluation may also be evacuated to
the direct support maintenance company.
d. When the situation permits, units collect
and evacuate materiel to designated mainte-
nance collecting points established in the
brigade trains areas and in the division sup-
port area. Essentially, the operations of the
maintenance collecting points consist of the'
AGO 5274A
FM 29-30
identification of items received and the deter-
mination of serviceability. Uneconomically re-
pairable items and scrap, exclusive of toxic
agents, ammunition and explosives, and air-
craft are turned in to the salvage collecting
point of the supply and service company of the
division supply and transport battalion. Un-
serviceable items not supported by the main-
tenance battalion, e.g., medical and crypto-
graphic, are turned over to the responsible
division maintenance unit. The salvage collec-
ting point may also receive abandoned U.S.
materiel and captured enemy materiel. In such
cases, unserviceable U.S. items are sent to a
division maintenance unit and foreign mate-
riel is disposed of as directed by division in-
telligence. To facilitate classification and proc-
essing of materiel, reduce handling, and mini-
mize requirements for transportation and
movement, the location and operations of sal-
vage and maintenance collecting points must
be closely coordinated between the supply and
transport battalion and the maintenance bat-
talion.
e. Recovered items are classified according
to condition in accordance with SOLOG Agree-
ment 75 (Standardization of Certian Aspects
of Logistics) (app H) and evacuated or dis-
posed of in accordance with condition classifi-
cation. When recovery and evacuation are be-
yond the capabilities of using units, assist-
ance from the supporting direct support
maintenance company is requested. The head-
quarters and main support company provides
such assistance (less aircraft) within its lim-
its of capabilities and seeks the assistance of
8-1
 FM 29-30
supporting general support units when re-
quirements exceed its capabilities.
f. In fast-moving tactical situations, the re-
covery and evacuation workload may be more
extensive. When the tactical situation becomes
more demanding, compromises are made for
recovery and evacuation by tactical units.
Evacuation by tactical units may be to loca-
tions along main supply routes, with such loca-
tions being reported to supporting units. In
other situations, tactical units may be forced
to leave unserviceable or abandoned materiel
in place and the maintenance units may be re-
quired to police the battlefield, although it is
a tactical unit responsibility to notify the
maintenance units of the location of the
material.
g. Items evacuated to the direct support
I vt despecially in such conditions as indicated in
maintenance units are disposed of as follows:
(1) Abandoned items of serviceable U.S.
equipment of the type normally supported by
the direct support maintenance unit are re-
turned to supply stocks, after being inspected
to assure serviceability. Items falling into the
category of "repair parts" are turned over to
the technical supply element of the unit;
whereas end items are normally turned over to
the unit responsible for end item supply. Such
items may be used to replenish the operational
readiness float, but only if reported to and
approved by the division supply office of the
division support command or brigade. The re-
ceipt of critical or controlled items is reported
to higher headquarters by the receiving stock
control element.
(2) Abandoned items of U.S. equipment
which are unserviceable are repaired and re-
turned to supply stocks as indicated above,
provided the direct support maintenance com-
pany has the required capacity to repair them
and they are of the type normally supported
by the company.
(3) U.S. equipment, such as medical and
cryptographic, not supported by the direct
support company is shipped to the unit or ac-
tivity responsible for the support of it.
(4) Unserviceable items of equipment, of
the type supported by the maintenance unit,
that cannot be repaired because of lack of
8-2
capacity or capability are evacuated to a gen-
eral support maintenance unit.
(5) Items of foreign materiel are re-
ported through command channels and are
held until disposition instructions are pro-
vided or responsibility is assumed by another
activity such as technical intelligence.
(6) Items that are determined to be of
no use except as scrap are evacuated to the
nearest salvage collecting point. Items that are
determined to be uneconomically repairable
are evacuated to the salvage collecting point
after needed useable repair parts and compo-
nents are removed.
h. Although the maintenance battalion is
responsible for recovery and evacuation sup-
port within the division area, additional sup-
port from nondivisional units may be required,
a. and Evacuation Terms denotes
a. Battlefield
Recovery
Battlefield Recovery. This term
the removal of abandoned materiel, either en-
emy or U.S., from the battlefield and its move-
ment to a collecting point, an axis of supply
and evacuation or to a maintenance unit.
p orting
of recovered materiel from axes of
evacuation, collecting
establishments points,
to higher or maintenance
categories of main-
establishments to higher categories of main-
tenance for repalr and return to service or
supply channels for reissue or to a salvage
collecting fintg An evacuation diagram is
shown in figure 8-1.
c. Maintenance Collecting Points. These are
operations set up in the division area to re-
ceive, segregate, and properly dispose of re-
covered equipment. Those in the forward areas
are operated by the forward support mainte-
nance units. The main division collecting point
is operated by the main support company.
d. Salvage Collecting Points. These are loca-
tions established by the supply and transport
battalion for receiving, processing, and dispos-
ing of uneconomically repairable items and
scrap materials. Salvage collecting points are
usually located within, or in the proximity of
maintenance collecting points to facilitate
AGO 6274A
 FM 29-30

0- cX -- c .

<I- .E 0-

0z 44 .4 .w z e

0oY - o

----
Y
-E.
ou
--
-
a
0
~ -4
_
0.
_Va.

aI V- Y - E

100. O <O
4o
1 1 s zrso a O J: .
C O Iz
4a o~
-w
Z _010
I o <
. O.. O _y

-.4 - _-. I>-

V -Z

V - YCZo\ - Cm o 1 O
114
ZV, 0.
.z_,_ '.J / / -. -Z-4oO 1-'.
V 0 .C).
.
C.W 00rr a a .1.

ZCCC 3 / \. .4- . , a C,

) l /4\ - , a - C . ' Z
_ ot:
_C)~~~ _ 1 C -E o\> _ -J - .4>
. 0 a<o
.0 4
at .4 .4 a 0 1

---
:, .4 -z _0.o.- , _0 _a -
= CICl-.4 .4 10 .0E..E a -
. :-,-at o-.

. E< - %_

4 - 40--._.- - -J -
00.40.
~ u --. -> - --

..03 .4 o4 ,r -4- ' - U -z - .4 g 0-) -

10_ ~ . '- - 0
C eC~ 03 \0. 2w 10.4o~
z M CZ Xz aY

0.4 V4 \-0. 0 Y._ .) X .4 00 o - - C)

274A .AGO C 83

_ 0 Y) Z. O W-0 o a C 2.4
-C Y .,

4~~~> =Z -sv 0- .40 C. - .- 4 , 4 -

AGO~~~~~~~~~~~" 524 z wu 8-3~

 FM 29-30
classification and segregation of materiel, min-
imize movement, and conserve personnel and
transportation resources.
8-3. Responsibility
a. Using units are responsible for-
(1) Promptly recovering and evacuating
unserviceable and abandoned materiel found
in their areas (less aircraft).
(2) Repairing recovered materiel (with-
in their capabilities).
(3) Safeguarding recovered materiel to
prevent damage or deterioration.
(4) Informing the supporting mainte-
nance unit when recovery and evacuation re-
quirements exceed the using unit capabilities.
b. The maintenance battalion is responsible
for:
(1) Recommending locations of mainte-
nance collecting points within the division.
(2)policies
and proeduloping res.covery and evacuation
(3) Arranging for recovery and evacua-
tion of aircraft.
(4) Assisting using units to recover and
4evacuate
materiel, when required. covera
(5)evacuate
Processing
materiel,
when received at cquired.which case items are evacuated to an axis of
(5)lecting
Processing materiel received at col-
(6) Establishing liaison'withthe supply
and transport battalion relative to salvage col-
~~lecting point(s). ~collecting
lectin
(7) Arranging for recovery and evacua-point~stion, as appropriate.
tion, as appropriate.
tion assistance from nondivisional units, when
~~~~~~required. ~workload
(8) Arranging for internal movement of
materiel(8)
Arranging for internal movement of
(9) terie anporting heavy items (e.g.,
tracked(9)
Transporting heavy items (e.g.,
tracked
Supply and transprt attalin is respn-
c. Supply and transport battalion is respon-
sibl(1)
for:Establishing salvage collecting points
(1) Establishing salvage collecting points
in coordination with the maintenance battal-
in coordination with the maintenance battal-
ion.(2) Assisting the maintenance collecting
points
to
points to identing
identify materiellecting
thefy
materiel.
(3) Providing transportation, upon re-
quest, for evacuation of repairable items be-(3)
yond the capability of the maintenance battal-
ion to repair.
8-4
8-4. Recovery and Evacuation Operations
Under Nonnuclear Conditions
a. General. Overall policy and instructions
on evacuation are established and disseminated
by the division support command. Implement-
ing policies, SOP's, guidelines, and directives
on evacuation are prepared by the mainte-
nance battalion with the materiel officer exer-
cising staff supervision of battalion evacuation
functions for the battalion commander. In-
structions pertaining to battlefield recovery
are covered in unit SOP's.
b. Vehicles, Artillery, and Other Heavy
Items.
(1) In the forward area of the division,
using unit maintenance elements recover dis-
abled vehicles, artillery, and other heavy items
from the battlefield, classify items in accord-
ance with SOLOG 75 (app H) and repair that
portion which is within their capability and
time available. The remaining items are taken
to a maintenance collecting point established
by the supporting forward support mainte-
nance unit. (In a fast-moving situation, it may
not be possible for using units to evacuate to
an established maintenance collecting point, in
supply and evacuation.) The supporting for-
ward support maintenance units assume re-
sPoSlibility for the items at the maintenance
points of axes of supply and evacua-
(2) Depending on the tactical situation,
and personnel available, the forward
support maintenance unit collecting point may
be an unmanned location at which equipment
may be left until it can be picked up and proc-
essed, or it may be manned by a minimum
number of personnel whose principal duties
are to identify, classify, and segregate mate-
riel, and either arrange for its evacuation or
turn it over to the control of the supply and
turn it over to the control of the suppl d
transport battalion. If the collecting point is
unmanned, the forward support maintenance
unit
to thewill periodically dispatch a contact team
point to perform-triiitufiieti6nrs indicated
The forward support maintenance
unit repairs those items that are within its
unit repairs those items that are within its
AGO 5274A

capability and capacity and return them to
service. Items that cannot be repaired are evac-
uated to the main maintenance collecting point
established and operated by the main support
company. When it is known that the main
support company has the required capability
and capacity, selected materiel may be evac-
uated directly to the shops of the main and the
forward support maintenance unit. For effi-
ciency in operations, liaison must be main-
tained between the shop offices of the main
and the forward support maintenance units.
The service and evacuation platoon of the main
support company assists the forward support
maintenance unit in evacuating disabled items
to the shop of the forward support mainte-
nance unit or to the main support company.
(4) The main support company performs
repair and reclamation services on equipment
received in the main collecting point. Repairs
and reclamation may be performed at the col-
lecting point to reduce movement of equip-
ment to a minimum. Serviceable items, those
for which the maintenance battalion does not
have maintenance responsibility, and scrap
material are turned over to the control of the
supply and transport battalion. Items that are
economically repairable but which cannot be
repaired by the maintenance battalion are
evacuated to maintenance installations or ac-
tivities providing backup support to the di-
vision.
(5) Items that cannot be recovered be-
cause of combat conditions, and whose capture
is imminent, are destroyed in accordance with
the applicable technical manual.
(6) During fast moving offensive opera-
tions, burned vehicles and other items that
are so badly damaged that they obviously can-
not be repaired within the division are not
recovered by division personnel. However, the
exact location of such items and their condi-
tions is reported through maintenance chan-
nels. Recovery and evacuation of such items
becomes thie responsibility of field army units
providing backup support to the division.
c. Instruments, Small Generators, Elec-
tronic Items, Items Susceptible to Damage by
Weather or Handling, Sensitive Items, and
Critical Items. Because of their nature, such
AGO 5274A
FM 29-30
items must be safeguarded, protected, and
handled so as to preclude damage or loss. Using
units will be required to deliver such items di-
rectly to the supporting maintenance company.
If contact teams from the supporting mainte-
nance unit are in the area, these teams may be
utilized to take such items back to the support-
ing company, subject to the transportation ca-
pability of the team. The supporting company
repairs such items, consistent with its capacity
and capabilities, and arranges for the evacua-
tion of economically repairable items that are
beyond its capability or capacity, as outlined
in b above. Items that cannot be recovered and
whose capture is imminent are destroyed.
Items not supported by the battalion will be
forwarded directly to the appropriate division
maintenance unit.
d. Aircraft and Associated Items.
(1) Whenever possible, nonflyable air-
craft are repaired in place, if only to the ex-
tent that they can be cleared for a one-time
flight to more suitable repair facilities. The
structural characteristics of an aircraft are
such that the stresses caused by transporting
the aircraft may cause greater damage than
that which rendered it nonflyable originally.
Moveable control surfaces, airfoils, structural
members, and other areas are easily damaged
during transport. In addition, the dismantling
and special rigging required for evacuation of
an aircraft may require more personnel and
time than if it was repaired and flown out.
However, the extent of required repairs, the
nature of the location, the time available, or
the tactical situation may dictate that the air-
craft be evacuated. For detailed procedures re-
lated to the recovery of aircraft, see TM 55-
413.
(2) Responsibilities of the supported unit
in reporting aircraft to the supporting unit
for recovery purposes are contained in Appen-
dix 2 to Annex A, SOLOG Agreement 75, ap-
pendix H to this manual. In addition to re-
porting responsibilities, the supported unit is
responsible for the security of downed air-
craft pending completion of recovery or evac-
uation of the equipment.
(3) Organizational recovery and evacua-
tion of disabled aircraft may be restricted by
8-5
FM 29-30
the lift capability of organic helicopters or by
other factors. In such event, and upon request
by the supported unit, the supporting unit will
assist in or accomplish the mission. If the sup-
porting unit does not have the necessary or-
ganic lift capability, it places a request
through command channels to the division sup-
port command for a medium or heavy lift
helicopter, as required, to complete the recov-
ery and/or evacuation operation.
(4) Recovery of aircraft and evacuation
to appropriate maintenance facilities are re-
sponsibilities of the supporting aircraft main-
tenance unit. After inspecting the nonflyable
aircraft, the direct support maintenance re-
pair team supervisor, utilizing the advice of
qualified technical personnel, determines
whether the aircraft should be recovered, re-
paired on site, or repaired sufficiently to per-
mit a one-time flight to more suitable mainte-
nance facilities. When recovery and evacua-
tion is required, the commander of the support-
ing aircraft maintenance unit will determine
the means of recovery within the limitations
imposed by available resources and the tac-
tical situation. The commander of the aircraft
maintenance unit is also responsible for pro-
viding the means for transporting the nonfly-
able aircraft. If the unit does not possess this
capability, assistance must be requested from
other units in the division or separate brigade,
from the supporting nondivisional aircraft
maintenance company, or from a unit in the
vicinity of the nonflyable aircraft that has the
capability for recovery. Standardized proce-
dures concerning repair and recovery of mili-
tary technical equipment are contained in
SOLOG 75 (app H).
(5) Unserviceable economically repaira-
ble aircraft components, avionics items, and
aerial armament items are evacuated to the
supporting aircraft maintenance unit. Those
items beyond the repair capability of the air-
craft direct support unit are evacuated to the
supporting nondivisional aircraft maintenance
general support company.
e. Explosive Items. Recovery and evacuation
operations are often complicated by the pres-
ence, in or on the equipment, of items of am-
munition. The possibility that abandoned items
8-6
may have been boobytrapped must always be
considered. Personnel engaged in recovery and
evacuation operations must be constantly on
the alert for explosive items. Extreme care
must be taken by all personnel to prevent ex-
plosives, fires, and the accidental discharge of
weapons. The assistance of explosives ordnance
disposal personnel should be requested when
unexploded ammunition such as bombs, explo-
sive projectiles or booby traps are encountered
or suspected. If, during recovery operations,
quantities of abandoned ammunition are
found, the ammunition should be left in place
and the nearest explosive ordnance disposal
unit notified.
f. Contaminated Materiel. Before an at-
tempt is made to recover or evacuate materiel
that has been subjected to chemical, biological,
or radiological contamination, a check will be
made to determine the practicality of such ac-
tion. Supported units as well as direct support
maintenance units are provided detection kits
and radiological monitoring devices to detect
such contamination and to measure the inten-
sity of radiation. If practicable, decontamina-
tion will be accomplished (TM 3-220) and the
disabled or abandoned equipment will be evac-
uated as indicated previously. If the contami-
nation is such as to prevent recovery and evac-
uation, the location of the contaminated mate-
riel will be noted and battalion headquarters
notified so that advice and assistance on de-
contamination or disposal may be obtained. In-
structions pertaining to the recovery and evac-
uation of contaminated materiel will be pub-
lished in SOP's.
8-5. Recovery and Evacuation of Foreign
Materiel
a. Foreign materiel will also be recovered
and evacuated in accordance with established
policies and procedures. Such materiel may be
of value for technical intelligence purposes, or
it may provide materiel which may be utilized
by friendly forces. It is important to clear
such items from the battlefield to prevent
their recapture or reclamation by the enemy
or by guerrilla forces.
b. The technical intelligence elements of all
commands will be interested in captured or
AGO 5274A

abandoned items of foreign materiel. Proce-
dures will be established for screening and
evacuating such items, with implementing in-
structions being published by subordinate
commands in the form of directives and SOP's.
c. Responsibilities for recovery and evacua-
tion at various levels are similar to those for
U.S. materiel wherein the unit finding the
item will, in accordance with instructions pro-
vided by its command element, either evacu-
ate the item or leave it in place for on-the-spot
screening by technical intelligence personnel.
The supporting direct support maintenance
unit will assist in such evacuation, as neces-
sary, and evacuation may be to the direct
support unit, to a collecting point, or to the
technical intelligence element.
d. Pertinent references concerning captured
enemy equipment and other foreign materiel
include AR 381-9, AR 600-23, AR 633-50, AR
643-20, AR 711-16, AR 735-35, AR 755-1,
AR 755-20, AR 755-21, AR 755-26, and AR
870-5; FM 30-16; TB 381-5-4; and TB ORD
412.
8-6. Maintenance Collecting Points-
Purpose and General Operating
Procedures
a. Maintenance collecting points are estab-
lished within the division to facilitate and
control the receipt, inspection, classification,
segregation, and proper disposition of unserv-
iceable or abandoned U.S. and foreign mate-
riel. Items brought to these collecting points
will include all types of class VII and IX ma-
teriel. Incoming materiel will include end
items, components, assemblies, and parts. Some
of the items will be serviceable; others will be
unserviceable but economically repairable;
others will be economically repairable, but not
within the division; still others will be un-
economically repairable at any category of
maintenance but will contain needed service-
able or repairable components, assemblies, or
parts; and some will be of no value except as
scrap.
b. Because of the diversity in types and con-
dition of materiel that will be brought in to
the maintenance collecting points, procedures
must be established to effectively control in-
AGO 5274A
FM 29-30
coming materiel and to direct it to specific
locations in the maintenance collecting point
area in accordance with type classification.
c. Normally the maintenance battalion will
establish and operate as many as four mainte-
nance collecting points. The principal collect-
ing point is termed the "main maintenance
collecting point." It is located in the division
support area near the MSR and is operated by
the main support company. Forward support
maintenance units supporting committed bri-
gades establish and operate brigade mainte-
nance collecting points. These brigade mainte-
nance collecting points may be established at
or near the bases of operation of the forward
support maintenance units, or may be located
at some distance from the units along axes of
supply and evacuation. Maintenance collecting
points are so located as to facilitate in-and-out
movement of materiel and convenient access.
d. The maintenance company operating
each collecting point is responsible for taking
appropriate action on all items arriving at the
collecting point. Items are inspected, classified,
and segregated and disposition decided upon.
Serviceable items are returned to supply chan-
nels (fig. 8-1). Items within the repair capa-
bilities and capacities of the company are re-
paired and returned to supply channels. Eco-
nomically repairable items exceeding the re-
pair capabilities or capacities of forward sup-
port maintenance units are evacuated to the
main maintenance collecting point for repair
by the main support company or for further
evacuation. Intelligence activities are notified
of any foreign materiel arriving at the collect-
ing points and disposition of these items is
then made as directed. Uneconomically repair-
able items and scrap materials are turned over
to the control of the supply and transport
battalion. Materiel not supported by the main-
tenance battalion is also turned over to the
control of the supply and transport battalion,
unless local procedures are established to effect
its transfer directly to the responsible division
maintenance activity (e.g., cryptographic ma-
teriel to the signal battalion).
e. The main support company assists the
forward support maintenance units in the
evacuation of items to the main maintenance
8-7
 FM 29-30
collecting point. The maintenance battalion
makes arrangements for the transportation of
items to be evacuated outside the division and
for the movement of items within the battal-
ion.
f. In order to conserve transportation and
resources and to permit rapid identification,
classification, segregation, and proper disposi-
tion of materiel, salvage collecting point(s)
operated by personnel of the supply and trans-
port battalion are usually established within or
close to maintenance collecting points. Conse-
quently, the control of serviceable end items,
scrap, uneconomically repairable items, and
items not supported by the maintenance battal-
ion may be assumed by the supply and trans-
port battalion at the maintenance collecting
point location, thereby obviating the necessity
for duplicate installations, facilitating identi-
fication and segregation, and conserving trans-
portation. Here again coordination and liaison
must be established and maintained between
the maintenance battalion and supply and
transport battalion to assure efficiency in op-
erations, and operating procedures and rela-
tionships must be developed jointly.
8-7. Organization of Maintenance
Collecting Points
a. Main Support Company.
(1) The evacuation officer of the service
and evacuation platoon, main support com-
pany, is charged with the responsibility for
operating the division main maintenance col-
lecting point. He reports receipts to the battal-
ion materiel officer. Based on the capability
and capacity of the main support company,
the materiel officer determines which items
will be repaired within the company's mainte-
nance shops and which will be evacuated.
(2) Based on the list of repair parts in
critical supply in the division, he determines
the types and quantities of components, as-
semblies, and repair parts that could be re-
claimed locally from materiel arriving at the
collecting point. The maintenance battalion
will not remove repair parts from unservice-
able equipment that are not needed in the di-
vision. When such needed parts are removed,
they will be replaced by the corresponding un-
8-8
serviceable parts, which will be attached to
the major item. The evacuation officer ar-
ranges for the evacuation to supporting field
army units of unserviceable, but economically
reparable U.S. materiel that will not be re-
paired by the maintenance battalion. Arrange-
ments for the evacuation or turnover of for-
eign materiel are made through battalion head-
quarters and the division support command.
(3) The evacuation officer keeps records
and prepares reports on maintenance collecting
point operations and furnishes lists of evac-
uated items to the supply officer of the battal-
ion so that supply planning for the entire di-
vision may be facilitated. He also supervises
the identification of parts, assemblies,
and components, and the handling, and other
activities related to collection, classification,
and evacuation. The supply officer is informed
of serviceable assets available as a result of
collecting point operations. He is assisted in
his collecting point duties by supply and main-
tenance personnel.
b. Forward Support Maintenance Units.
The collecting point operations of the forward
support maintenance units are conducted on a
similar but smaller scale than those of the
main support company, primarily because of
personnel limitations. Their primary respons-
ibilities are to classify materiel, take what im-
mediate action they can to return items to
serviceability, and evacuate the rest to the
main collecting point. Since the units do not
have an evacuation officer, the service officer
will operate the collecting point, assisted by
personnel from the service and evacuation sec-
tion and the mechanical maintenance pla-
toon. His duties, the duties of the company
supply officer, and their relationships are sub-
stantially as described in a above. The func-
tions of the service personnel are essentially
the same in both types of units.
8-8. Destruction of Materiel
a. Destruction of supplies and equipment to
prevent their capture by the enemy must be
thoroughly planned by the battalion and its
subordinate units. Materiel that may require
destruction includes unserviceable equipment
that cannot be recovered and evacuated be-
~~~~~~~~~~~~
5274A

cause of the tactical situation, as well as serv-
iceable items that cannot be evacuated when
the unit has to move hurriedly.
b. Procedures to effect destruction of mate-
riel and priorities of destruction should be
published as part of the battalion SOP. SOP's
must be prepared by subordinate units, based
on the battalion SOP. Battalion headquarters
must review all unit destruction plans to in-
sure effectiveness and conformity with poli-
cies. Destruction is accomplished only when
capture is likely and recapture unlikely; if
possible, equipment and supplies should be
evacuated, and destroyed only as a last resort.
c. Information on which to base destruction
plans may be obtained from the following pub-
lications and should be covered in each unit
SOP.
(1) Equipment technical manuals provide
specific information for destruction.
AGO 5274A
FM 29-30
(2) FM 5-25 contains information on
destruction of equipment and supplies to pre-
vent capture by the enemy.
(3) Field manuals of the 23-series con-
(3) Field manuals of the 23-series con-
tai information on the destruction of small
(4) TM 750-5-15 provides information
on the types of chemical munitions available
to destroy equipment and files, and describes
the use of these munitions.
(5) After equipment is destroyed, the de-
Boobytrap techniques may be found in FM 5-
d. Information upon which to base destruc-
tion plans is contained in STANAG 2113, ap-
pendix I of this manual.
8-9

CHAPTER 9
TECHNICAL ASSISTANCE
9-1. Introduction
a. Technical assistance is the responsibility
to provide advice, assistance, and training per-
taining to installation, operation, and mainte-
nance of equipment. Technicians provide a
source of information on the effectiveness of
technical publications, the adequacy of repair
parts supply, special tools and test equipment,
and the evaluation of equipment performance
in the field. Requirements for such support are
indicated in AR 700-4, AR 750-1, and AR
750-5.
b. Technical assistance benefits the sup-
ported unit and the direct support mainte-
nance unit. A supported unit may request
this service whenever it is unable to cope with
a problem because of lack of personnel, equip-
ment, or facilities, insufficient training of per-
sonnel, or unfamiliarity with equipment or
procedures. The operating efficiency of the sup-
ported unit will thereby be increased, and the
demands on direct support maintenance les-
sened. Technical assistance, however, is not
limited to that assistance provided at the re-
quest of the supported unit. Direct support
maintenance unit liaison parties will make
visits to supported units at least once each 30
days. These visits should be used to determine
the problems of the supported units and the
remedial actions necessary. Information ob-
tained during such visits is analyzed to deter-
mine the ways and means in which organiza-
tional maintenance and maintenance supply op-
erations can be improved, and direct support
to the units made more effective.
c. The direct support unit, itself, may re-
quire technical assistance from time to time.
General support units provide such assistance,
which may also be provided to other general
support units. The assistance embraces many
activities, and includes training in the opera-
AGO 5274A
FM 29-30
tion, use, and maintenance of all items of
equipment, correct interpretation of mainte-
nance procedures, and logistics planning.
92. Organizti F tions, and
Operations
a. The liaison party is the normal method
of contact between maintenance companies of
the battalion and the units they support. As a
minimum, this party should consist of an offi-
cer or noncommissioned officer who is thor-
oughly familiar with maintenance procedures
and requirements, and a qualified supply spe-
cialist.
b. In some cases the liaison party will be
able to provide the supported unit will all the
instruction and guidance necessary. However,
there will be occasions when the provision
of adequate technical assistance will require
more time and effort than can be expended by
the liaison or by skills represented in the
party. In such cases, the liaison party will
determine requirements and a contact team
will be dispatched by the supporting company
to provide the required assistance. This per-
mits the liaison party to maintain its schedule
of visits to other supported units.
c. Visits by liaison parties are made as often
as the situation permits. Emphasis is placed
on visits to units receiving low inspection rat-
ings, in order to assist the unit commanders
to improve their organizational maintenance
and repair parts supply operations.
d. The functions of the liaison party in-
elude, but are not limited to-
(1) Giving advice to the unit commander
on accomplishing his organizational mainte-
nance and repair parts supply functions.
(2) Advising the unit commander on the
efficient utilization of materiel.
(3) Following up on repair parts supply
9-1
FM 29-30

requirements of the using unit to assure that ported units. Therefore, the supporting direct
the unit is provided all of the tools, repair support supply activity reviews PLL's of sup-
parts, and cleaning and preserving materials ported units, including proposed additions or
authorized and needed for organizational deletions from such lists, and maintains a copy
maintenance. of the approved PLL of each supported unit.
(4) Determining the nature and scope of Review of recommendations for additions to
maintenanc support required by the unit so PLL's of supported units is necessary to as-
that a properly manned and equipped contact sure that the supporting supply activity is able
team can be sent to perform any work that to satisfy requirements for additions to stock-
can be accomplished profitably on site. age lists.
(5) Determining what technical instruc-
tion and training assistance is needed by unit 9-4. Records and Reports
maintenance and supply personnel so that they Normally, formal records or reports
may properly perform their organizational are not made on technical assistance activities.
maintenance and repair parts supply func- Liaison parties may prepare informal reports
tions. on the status of organizational maintenance
(6) Providing required instruction when and repair parts supply operations in visited
such instruction is within the capabilities of units and the technical assistance required.
the liaison party. These reports are usually prepared in dupli-
cate, with the original being given to the com-
9-3. Technical Assistance to Supported mander of the unit visited and the duplicate
UnDirect
s uppor
unitst do not merely react to being retained in the files of the supporting
Direct support units do not merely react to unit
unit. After
After the
the required
required technical
technical assitance
assistance
supply requirements of supported units, they has been rendered and the organizational
assist in determining these requirements, maintenance and supply operations of the
verify these requirements, and take action to visited
visited unit
unit are
are determined
determined to
to be
be satisfactory,
satisfactory,
satisfy them. Therefore, direct support units the informal records maintained by the sup-
assist in the planning and management of porting unit are disposed of. When technical
supported units' repair parts stockages and
supply procedures (AR 735-35). This assist- assistance service discloses that supported
units are unable to perform the required or-
ance embraces advice and assistance on deter- units are unalmaintenance
p to dueerform
the required or-
mination and modification of prescribed load i a
ditions, the tactical situation, a shortage of
lists (PLL's), advice on the preparation and personnel, or other conditions beyond their
maintenance of repair parts records, and ad- control,
control, the
the supporting
supporting maintenance
maintenance unit
unit will
will
vice on the determination of stock levels. Re- take action to provide the additional assist-
take action to provide the additional assist-
pair parts stockage at the direct support level
ance necessary.
is based largely on the PLL stockage of sup-

9-2 AGO 5274A


CHAPTER 10
INSPECTIONS
10-1. Introduction
a. Inspection may be defined as a careful
investigation, critical examination, official ex-
amination, or review. Inspection, pertaining to
military supplies and equipment, is a careful
investigation or critical examination of the
condition, serviceability, and performance of
an end item of equipment and allied materiel.
b. All officers must be able to perform in-
spections of their units rapidly, thoroughly,
and intelligently and must know the purpose,
scope, and responsibility of each type of in-
spection employed. The results of inspections
determine the effectiveness of and the readi-
ness status or condition of their unit or units.
10-2. Spot10-2. Spot-Check Inspections
A spot-check inspection is an informal inspec-
tion frequently used by commanders for deter-
mining the adequacy and effectiveness of or-
ganizational maintenance. Spot-check inspec-
tions are most effectively performed by tech-
nically qualified personnel on equipment wher-
ever it is used (i.e., roadside, motor park,
maintenance shops, training area). This type
of inspection provides the commander with an
indication of the condition of his unit's equip-
ment. It also provides him with information
as to the-
a. Availability of required publications.
b. Accuracy of supply records and supply
procedures.
c. Supply economy practices.
d. Care of tools and equipment.
e. Status of authorized stock levels of equip-
ment and repair parts.
10-3. Command Inspections
a. Command inspections are performed by
the unit commander or the next higher com-
mander. They may be performed as frequently
as the commander believes necessary. There
AGO 5274A
FM 29-30
are two types of command inspections, the
formal and informal. Both types are designed
to determine the same points: the proficiency
of operating personnel; the accuracy of supply
and accounting procedures being used, the con-
ditions of vehicles and equipment; the ade-
quacy of the supply of repair parts; evidence
of abuse of equipment; and compliance with
prescribed procedures and regulations.
(1) Formal command inspections. For-
mal command inspections encompass all phases
of a unit's activities, including performance
of personnel. They involve set procedures. To
expedite a formal inspection, the unit com-
mander issues a training memorandum that
gives pertinent information concerning the in-
spection. The memorandum is issued far
enough in advance of the date of the inspection
to allow the unit sufficient time to prepare for
it. The commander designates specific individ-
uals, including staff members and technical as-
sistants, to assist him in conducting the in-
spection.
(2) Informal command inspections. In-
formal command inspections are conducted at
any opportune time, without advance notice.
They do not necessarily encompass all phases
of a unit's activities but provide the com-
mander with first-hand information on the
manner in which equipment is maintained and
allow him to make on-the-spot corrections
should they be necessary.
b. The supply aspects of command inspec-
tions consist of reviewing all files and records
that must be maintained at all supply levels.
When these inspections are made, the proce-
dures used in requistioning, receiving, and ac-
counting for supplies are checked. Requests
for supplies submitted to supply support activ-
ities are inspected selectively to insure that
the urgency-of-need designator assigned to the
request is consistent with the relative urgency
10-1
FM 29-30
of need for the item requested. When practices
that do not conform to regulations are discov-
ered, on-the-spot corrections are made. Files
are checked to insure that all appropriate doc-
uments are present to account for property on
hand as well as for lost or damaged property.
The inspector must insure that a comparison
is made of all property books and supporting
files in the property book officer's account that
all authorized property is on hand and service-
able or that appropriate action is being taken;
and that no supplies are on hand in excess of
current operating allowances. Inspectors must
also insure that unit commanders, property
book officers, and other supply personnel are
familiar with supply procedures. An adequate
inspection requires the use of a well organized
check list so that important requirements are
not overlooked.
c. No organization or unit that does its own
organizational maintenance is too small to per-
form some maintenance management func-
tions. A commander's evaluation of mainte-
nance management within his organization is
equal in importance to determining the status
of equipment. One or more of the management
factors of maintenance, at one level or an-
other, is generally the source to which equip-
ment problems can be traced. Inspection re-
ports and readiness reports can usually indi-
cate the presence of problems.
d. Certain facets of maintenance operations
are specifically prescribed in Department of
the Army directives. In some cases only guid-
ance is provided. In inspecting maintenance
operations, a commander must distinguish be-
tween directives and guidance. Directives must
be complied with and are standard for that
element of inspection. Guidance involves noth-
ing more than offering suggestions and point-
ing out pitfalls. An efficient operation that pro-
duces the desired result should be considered
satisfactory whether or not it conforms ex-
actly to the guidance provided.
e. To the extent practicable, supplies and
equipment should be inspected on site. Dis-
ruption of the unit's primary mission should
be reduced to a minimum so the equipment
operator's proficiency can be correctly meas-
ured. In order to obtain a complete picture of
10-2
the supply and maintenance status of the unit,
the number of items to be inspected and points
to inspect must be successfully determined.
(1) Determining the number of items to
inspect. Whether it be a formal or informal
command inspection, the categories and num-
ber of items to be inspected are entirely the
prerogative of the commander. Valid inspec-
tions of equipment may be conducted on a
sample basis with items selected at random
(AR 750-8).
(2) Points to inspect. Although detailed
technical examinations of equipment are im-
practical, the inspections should be thorough
enough to reveal major faults and areas of
neglect and carelessness. While the commander
may have the assistance of qualified tech-
nicians familiar with the materiel to be in-
spected, he should make inspections. This is
the most critical single element of effective
unit maintenance. Because he is not a special-
ist and because his time is limited, his inspec-
tion must be limited in scope. Therefore, tabu-
lations of preventive maintenance (PM) in-
dicators have been prepared and distributed
in DA Pam 750-1. These PM indicators are
check lists of specific technical inspection
points for individual items of equipment as
well as various systems. They are valuable aids
that allow the commander to concentrate
on significant, readily-accessible inspection
points. They afford an excellent indication of
the maintenance condition and combat read-
iness of equipment.
10-4. Command Maintenance Management
Inspections
a. Major Army commands are responsible
for Command Maintenance Management In-
spections (CMMI's). These inspections are de-
signed to provide major commanders with an
appraisal of the adequacy and effectiveness of
maintenance management and operations of
each subordinate unit; a determination of the
adequacy and effectiveness of organizational
and backup maintenance support of each sub-
ordinate unit; an indication of the overall sta-
tus of materiel readiness and the validity of
current equipment profiles; an indication of
the overall status of supply as directly related
AGO 5274A

to the accomplishment of the maintenance
mission, e.g., repair parts, tools, basic
issue items, and publications. The CMMI
does not prohibit or replace the formal or in-
formal inspection of materiel or maintenance
operations conducted at the discretion of com-
manders at any level (AR 750-8 and DA Pam
750-10).
b. The two factors to be considered when
scheduling and announcing command mainte-
nance management inspection are:
(1) Frequency of inspections. Command
maintenance management inspections are re-
quired to be conducted on each subordinate
unit or activity at least once a year. However,
they may be conducted more frequently at the
discretion of the major commanders. It is im-
portant that schedules be varied from year to
year to prevent anticipation of inspection
dates.
(2) Announcement of inspections.
CMMI provides a comprehensive, simultaneous
and realistic evaluation of maintenance man-
agement, operations, and equipment conditions
under normal day-to-day operating conditions.
In order to attain the desired appraisal and
evaluation, advance notification of the inspec-
tion date is held to a minimum. At the same
time, reasonable care is exercised to avoid in-
terference with important operational aid
training requirements. Four to six hours is
considered sufficient notification from most
units. Additional notification time may be re-
quired for certain units to assure presence of
appropriate personnel and equipment, to min-
imize disruption of operations and, when ap-
plicable, to verify security clearance of the
inspectors.
c. Unit preparation.
(1) Inspection instructions. The respon-
sible commander normally provides advance
instructions to all units, which are intended
to simplify unit preparation and establish a
standard guide in order to facilitate a smooth
inspection in the least possible time. Addi-
tional instructions may be provided to a unit
at the time of notification of the inspection.
(2) Preparation.The unit to be inspected
must keep in mind that an extensive display
of equipment is to be avoided. Equipment
AGO 5274A
FM 29-30
should be inspected at its operational site or
at the unit's normal place of storage wher-
ever possible. Maintenance personnel and
equipment operators not directly involved in
the inspection should continue their normal
duties. However, operators and crews of equip-
ment to be inspected should be present during
the inspection of their equipment in order to
make on-the-spot corrections, within their ca-
pability, of equipment faults and malpractices.
d. The following areas and standards are
applicable for all inspections:
(1) Areas of inspection. For inspection
purposes the CMMI is divided into two areas:
maintenance management and !operations,
and materiel. The inspection of maintenance
management and operations determines the ef-
fectiveness of the overall maintenance pro-
gram. It includes all aspects of maintenance
management and operations. The inspections
of materiel for condition and serviceability
provides an indication of the status of mate-
riel readiness and effectiveness of the overall
maintenance program.
(2) Inspection standards.
(a) Acceptable standards for the in-
spection of maintenance management and op-
erations are based on proper compliance with
current Department of the Army directives. In
cases where general guidance only is provided
by Department of the Army directives, any
operation or procedure that produces the de-
sired results is considered satisfactory.
(b) Inspection standards for equip-
ment generally include cleanliness, lubrication,
condition and levels of lubricants and cool-
ants, tire pressure, battery electroltye level,
prescribed markings, etc. These considera-
tions can affect the future service life of
equipment and indicate whether the item has
been given adequate maintenance service by
the user. Repair standards stated in technical
publications, may (but do not always) pro-
vide complete guidance as inspection stand-
ards to inspecting personnel. Whatever the
source, each inspector must interpret and ap-
ply the proper standard to measure the con-
dition of equipment. Inspection standards
should not be subject to a wide range of in-
dividual interpretation.
10-3
FM 29-30
(3) Deviations from standards. Devia-
tions from standards, discovered during the
inspection, are classified as deficiencies, short-
comings, or suggested improvements.
(a) A deficiency is a materiel defect
or malfunction that causes an item to be in-
operable, results in an unsafe or unhealthful
condition to personnel, will result in serious
damage to an item of equipment unless cor-
rected, or causes unacceptable inaccuracy or a
security violation in the case of cryptographic
equipmer - improper, inadequate, or inefficient
use of facilities, personnel, tools, materiel, or
services that have a serious adverse effect on
maintenance operations; noncompliance or in-
accurate compliance with directives and regu-
lations that have serious adverse effects on
materiel readiness and maintenance opera-
tions.
(b) A shortcoming is a materiel de-
fect or operational malpractice, other than a
deficiency that must be corrected to increase
the effectiveness of the item or to make the
item completely serviceable.
(c) A suggested improvement is a
proposed correction to a materiel defect or op-
erational malpractice, which is desirable but
not mandatory.
e. The inspection of maintenance opera-
tions includes an evaluation of all the units
activities that have a bearing on the attain-
ment of an acceptable materiel readiness sta-
tus. Each unit is inspected and scored only on
the maintenance activities for which the unit
commander is responsible. The pertinent areas
of maintenance management and operations
to be inspected (para 17, DA Pam 750-10)
include, but are not limited to, the following:
(1) Personnel and training.
(2) Army equipment records procedures
(TM 38-750).
(3) Validity of reported unit equipment
profiles as compared to equipment condition
revealed by CMMI.
(4) Publications.
(5) Shop operations, including SOP's.
(6) Repair parts supply operations.
(7) Scheduled time for operator/crew pre-
ventive maintenance periods.
(8) ToolS ant'. test equipment.
10-4 ` AGO 5274A
(9) Timely turn-in of equipment for re-
pair to support activity.
(10) Facilities.
(11) Safety.
f. The materiel to be inspected includes
maintenance-significant and mission-essential
items. Items of equipment listed in TM 38-
750 are also included, these are items on which
historical records must be kept. Additional
categories of materiel may be inspected at the
discretion of the commander having responsi-
bility for performing CMMI's.
g. CMMI results are recorded and scored
as follows:
(1) Recording Results. Faults found
during the inspection are recorded in accord-
ance with procedures outlined in DA Pam
750-10 and TM 38-750 on DA Form 2404,
Equipment Inspection and Maintenance Work-
sheet. DA Form 2404 is used to record faults
for the portion of the inspection pertaining
to maintenance management and operations.
All faults are recorded regardless of responsi-
bility for correction. Those faults beyond the
unit's capability to detect are not scored
against the unit.
(2) Scoring. Major commanders develop
the scoring system best suited to the condi-
tions and situations prevailing within their re-
spective commands. For guidelines to be con-
sidered in developing a scoring system see AR
750-8 and DA Pam 750-10.
h. Upon conclusion of the inspection, a nar-
rative report is prepared by the team chief
which summarizes all facets of the CMMI.
This report provides an overall indication of
the maintenance posture of the unit; an eval-
uation of the effectiveness of maintenance
management and operations; and, when ap-
propriate, an evaluation of support mainte-
nance operations. The report provides a sin-
gle overall rating for the unit. The rating is
either satisfactory or unsatisfactory.
10-5. Inspector General
a. The Inspector General (IG) spends
most of his time inspecting for the command-
er. A general inspection is made of each com-
mand and activity during each fiscal year. In
addition to providing the major commander

with an impartial appraisal of the unit, the IG
inspection assists the unit commander in de-
tecting his problem areas and taking correc-
tive action. In this regard, the preparation
for the IG inspection can be of great value in
itself, providing the unit a focal point in
calling attention to neglected areas that may
occur during the course of training, field exer-
cises, and other unit activities.
b. Some of the unit's activities pertaining
to supply and maintenance that are inspected
during the annual general inspection are:
(1) Condition of individual clothing and
equipment.
(2) Condition and adequacy of facilities.
(3) Presence and up-to-date posting of
regulations.
(4) Preparation and maintenance of sup-
ply records.
c. In the conduct of annual general inspec-
tion, and in the administration of the IG com-
plaints system, the following general observa-
tions have been noted:
(1) There is a general unfamiliarity with
the provisions of AR 600-20, "Army Command
Policy and Procedure." Consequently, com-
manders are not always aware of the extent
AGO 5274A
FM 29-30
of their responsibility to their subordinates in
such matters as the exercise of military au-
thority, private indebtedness, support of de-
pendents, and handling of complaints and ac-
cusations. AR 600-20 has a wealth of impor-
tant information concerning enlisted aspects
of command, policies and procedures, which
make it a key reference for the unit com-
mander.
(2) Frequent breakdowns in the chain of
command occur at the section and platoon
level, and sometimes at company level. To pre-
vent this, a knowledge of subordinates is im-
portant and, as well, an awareness that the
commander is never isolated from them should
they require advice and assistance.
(3) There is often a lack of appreciation
of the morale factor of awarding exemplary
performance in writing.
(4) A failure to document submarginal
performance or conduct, precludes taking ad-
verse action because the record does not sup-
port such action.
(5) There is a tendency to transfer prob-
lem personnel to another commander rather
than taking necessary action to resolve prob-
lems within the unit.
10-5

CHAPTER 11
MOVEMENT AND SECURITY
Section I. GENERAL
11-1. Introduction
a. The maintenance battalion is designed
for mobility, rapid movement, and employment
in several locations so that it may be able to
render the required direct support under all
conditions. Changes in the tactical situation
and movements of the division and its bri-
gades will necessarily require movement on the
part of the battalion, or specific elements
thereof.
b. In addition to performing its assigned
mission of providing direct support for the
division, the maintenance battalion must be
capable of defending itself and its installa-
tions against all types of attack, and plans
must be made therefor. Consequently, person-
nel of the battalion must be prepared to fight
as infantrymen, waging defensive or limited
offensive action to protect installations and to
neutralize threats to supply routes and support
activities and must be capable of active and
passive defense against air attack.
c. The maintenance battalion participates
in area security and area damage control un-
der the direction of and in coordination with
the support command. The support command
security and area damage control plans are
based on the division plans for area security
and area damage control. The support com-
mand commander is responsible for security
of that portion of the division rear essential
to the efficient functioning of the administra-
tive and logistical units of the division and
for making plans necessary to minimize the
effects of enemy actions or natural disasters
on administrative units within the division
area.
AGO 5274A
FM 29-30
11-2. Operational Aspects
Movement of maintenance units requires that
technical operations be closed out and reestab-
lished in new areas with a minimum inter-
ruption to mission activities. This involves de-
tailed planning to provide for the conduct
of movement operations, careful site selection,
proper area preparation layout, notification to
supported units of the new locations, and mak-
ing provisions for other maintenance units to
take over unfinished workloads. Maintenance
units will also have to provide for their own
security and defense, both on the march and
while operating in established locations. They
will participate in area security and area dam-
age control operations. These aspects of opera-
tions and the manner in which they are con-
ducted will have a profound effect on technical
operations. Therefore, movement, security, and
defense require proper and continuing empha-
sis
The battalion prepares movement, security,
and defense plans and keeps them current
based on changes to operational requirements
or factors affecting mission performance. Most
of the detailed planning is accomplished by
the battalion materiel officer. At company
level, planning is accomplished by the com-
pany commander, assisted by other company
officers and key noncommissioned officers.
Plans at each level must be simple, workable,
and flexible. The plans must be known by all
personnel and be thoroughly understood.
11-1
FM 29-30

Section II. BATTALION RESPONSIBILITIES

11-4. General battalion adjutant who will select the specific

When a division moves, the maintenance bat- area for the battalion headquarters in coordi-
talion is assigned general areas in which its nation with the commander of the main sup-
companies are to conduct future operations. port company.
The division G4, after coordinating with the f. Obtaining route clearance for the move.
G3, designates the areas to be occupied by the g. Arranging for additional transportation
support command. The designation is based requirements.
upon recommendations made by the support h. Obtaining and distributing maps.
command commander. The maintenance bat- i. Preparing a road movement graph. See
talion commander informs the elements of the FM 55-5 and FM 101-10-1 for details.
battalion of the areas assigned to them. With- j. Preparing a road movement table. For
in the limits prescribed, the units of the bat- a road movement table, see FM 55-35 and FM
talion select specific areas that best meet the 101-10-1.
requirements of defensibility and suitability k. Notifying higher headquarters and sup-
for the conduct of mission operations. The se- ported units of the time of closeout of opera-
lection of specific areas by the unit command- tions in old areas and the renewal of mission
ers may be influenced by the desires of the activities in new areas.
battalion commander. 1. Designating general areas to be occupied
by attached units.
11-5. Movement m. Arranging for other units to take over
When the maintenance battalion receives unfinished work of DS maintenance units
movement orders, mission assignments, and n. Making arrangements for the turnover
the assignment of a general area for opera-
the
tions,assignment of athegeneral area for operat-
it will alert of the site and materiel that is not to be moved
companies of the bat- to the new location. Normally, every effort is
talion, see a below. Plans are made for the made to dry up a collecting point or to evacu-
movement on a battalion basis or by com-
pany, depending on how the move is to be ate unserviceable workloads before the unit is
made. Some of the movement functions of bat-
talion include-- o. Reviewing movement orders and exer-
cising
a. Issuing warning orders to subordinate cising staff
staff supervision
supervision over
over moves.
moves.
units. Isn wrn orrtosormt p. Coordinating with the army area signal
b.
b. Preparing
Preparing movement
movement orders. center for discontinuance of communications
orders.
.
c. Conducting a briefing for the battalionConducting
battalion
a briefing
atforold
the locations. Upon arrival at the new lo-
cation, coordinating with the nearest army
staff and unit commanders on the situation, signal center for communications and to ef-
movement plan, logistics matters, security re-
quirements,
counterintel-
quirements, and intelligence and counterintel- andintelligence
fectandchanges in directory and routing service.
ligence information.
d. Organizing a reconnaissance party to 11-6. Rear Area Security
reconnoiter the route of march and to select Each battalion will prepare a rear area secu-
areas and alternate areas for battalion head- rity plan as guidance for subordinates and
quarters and subordinate units. When the en- for information of higher headquarters. The
tire battalion moves, this party will include battalion SOP will also contain annexes deal-
representatives from subordinate units. ing with rear area security. Unit SOP's are
e. Forming an advance party to prepare based on this guidance. Some of the functions
the selected area for operations and to secure of the battalion in rear area security are-
the area. Individual companies may dispatch a. Conducting training.
their own advance parties. The battalion head- b. Inspecting attached units.
quarters advance party will be formed by the c. Conducting practice alerts to determine

11-2 AGO 5274A


the speed and efficiency with which attached
units respond and to observe and make on-
the-spot corrections of faults discovered.
d. Planning for defense of the battalion
if attacked while on the move.
e. Preparing plans for the defense of bat-
talion headquarters.
f. Providing instructions on the succession
of command in the event the battalion or com-
pany commanders become casualties.
g. Developing plans and supervising CBR
detection and radiological monitoring and sur-
vey activities of the battalion and its at-
tached units.
h. As directed by higher headquarters,
providing personnel and equipment for the
composition of organized area security forces
Section Ill. MOVEMENT AND AREA LAYOUT
11-7. General
This section discusses movement and area lay-
out at company level. Battalion headquarters
moves with one of the companies (normally
the main support company). Units may be
directed to move by any of the following
methods, as conditions, proximity to destina-
tion, or other factors may dictate.
11-8. Motor Movements
The maintenance battalion is completely mo-
bile (except in the airborne division) in its or-
ganic transportation. Routine mortar marches
will normally be covered by the battalion SOP,
implemented as required by company SOP's.
Such items as routes, destinations, release
points, orders of march, and marching speed
will be specified separately for each move.
Some of the conditions affecting motor move-
ment are-
a. Civilian controls on motor movements
in the territory of a friendly nation make it
necessary to have proper clearances by the di-
vision transportation officer before movements
are executed.
b. Conditions of terrain and climate may
restrict the mobility of motor vehicles.
c. Although basic military road networks
are designated in the defense plans of NATO
nations in some areas, road nets with high-
AGO 5274A
FM 29-30
and for the performance of area damage con-
trol, and directing and supervising their ef-
forts.
i. Informing division headquarters or adja-
cent units of any attack on the battalion or its
attached units.
j. Informing division headquarters of any
intelligence information obtained by units of
the battalion.
k. Informing attached units of impend-
ing attack when such information is obtained
from higher headquarters or adjacent units.
1. Developing evacuation and destruction
plans to be implemented if battalion units
have to withdraw because of enemy action.
Such plans must make provision for hasty
movement.
ways and bridges suitable for all classes of
military traffic may not have been established.
Under these conditions, a route reconnais-
sance must be conducted, see FM 5-36.
d. Motor movement is vulnerable to am-
bush.
11-9. Rail Movements
In training and preparation for movement by
rail, the maintenance battalion must become
familiar with packing, boxing, and crating
organic equipment, and loading equipment
and personnel on railway cars. A battalion
rail-movement table and rail-movement annex
to the SOP will be prepared and kept up-to-
date. Detailed information on rail movements;
types, characteristics, and capacities of rail-
way cars; loading plans; and loading scales
and tables is found in FM 101-10-1, FM 100-
5, and FM 100-10.
11-10. Water Movements
Water movement requires special packing,
crating, and marking of equipment and addi-
tional training of personnel. Destination, mis-
sion, anticipated employment on disembark-
ing, available shipping space, and type of ves-
sel are factors which must be considered. If
the division moves as a whole, elements of the
battalion should be distributed among the ves-
11-3
FM 29-30
sels to minimize the effects of losses. The same
data contained in the rail-movement table,
but in slightly different form, can be used for
the unit personnel and tonnage table in prep-
aration for movement by water. For addi-
tional information, see FM 101-10-1, FM
100-5, FM 100-10, and AR 220-10.
11-11. Air Movements
Air movement provides rapid transportation
for troops, supplies, and equipment to secured
objective areas and into areas inaccessible by
other means of transportation. Special pack-
ing, crating, and marking of equipment is also
required in this type movement. It is not feasi-
ble to prescribe standard loads for air sup-
port because of the variable conditions sur-
rounding each operation. For example, the
loading plans will differ depending upon the
type of aircraft, the distance to be flown, the
size of the airfield, and the time available for
the disassembly and assembly of aircraft. For
detailed information on air movements, see
FM 57-10, FM 57-35, FM 101-10-1, and TM
55-601 and TM 57-210.
11-12. Conditions Determining Frequency
of Movement
a. The frequency of movement of a DS
maintenance unit is governed by its assigned
mission, the tactical situation, and support re-
quirements of the area in which it is operating.
They are required to move when supported
units move. They will also move when work
in a specific location is completed, or for de-
fensive reasons.
b. A unit operating a collecting point nor-
mally will not be required to move unless the
collecting point is closed out or the responsi-
bility for its operation is assigned to another
unit. When a collecting point is to be closed
or moved, the unit operating the point will re-
ceive advance notification and disposition in-
structions to permit evacuation of materiel to
collecting points further to the rear or to
units supporting other collecting points.
c. Moves should be made in a single trip
when possible. This allows for rapid reestab-
lishment in a new location and speedy renewal
of mission operations. When organic transpor-
11-4
tation is not sufficient to permit movement of
an entire unit at one time, additional trans-
portation must be requested. The request will
be prepared by the maintenance battalion and
submitted to the division support command.
Additional transportation will be provided by
the supply and transport battalion. Requests
should include such information as date of
move, routes, destination time and place ve-
hides are required, number of personnel to
be moved, and the quantity, type, and cubage
of materiel to be moved. If additional trans-
portation is not available, the unit will have
to use a shuttle system to complete the move.
11-13. Reconnaissance and Area Layout
a. Reconnaissance. The route to be taken to
the new area and the new area itself should
be reconnoitered. When time does not permit,
a detailed study will be made of the route
classification overlay and traffic circulation
map overlay issued by the area highway traf-
fic headquarters (FM 55-6). Security meas-
ures must be taken. Reconnaissance and ad-
vance parties will precede the main body.
When possible, the commander should make
a personal reconnaissance of the route and
the new area. Route reconnaissance details are
covered in FM 5-36. Normally, members from
each element of his unit will accompany the
commander on his reconnaissance. During re-
connaissance, the following are accomplished:
(1) The route, surrounding terrain, and
road net in the new area are evaluated. The
strength and clearance of bridges, the clear-
ance of underpasses, the durability and ca-
pacity of roads, and terrain characteristics
that would favor ambush of the convoy en
route are noted. The results of this reconnais-
sance will affect the planning for defense of
the column en route, and may dictate the use
of alternate routes.
(2) An area is selected for unit opera-
tions. This area should be capable of being de-
fended, and yet suitable for technical opera-
tions. These considerations often are not com-
patible and defensive risks must be weighed
against operational considerations. The factors
to be considered when selecting an area are
listed in b below.
AGO 5274A

(3) An alternate area is selected to be
used if the units position becomes untenable
due to enemy action or the effect of weather.
(4) Preliminary layout of the area is
planned.
(5) Coordination is effected with adjacent
units. This is extremely vital to defense plan-
ning.
(6) An overlay of the new area is pre-
pared for use by the unit and the advance
party, and for submission to battalion head-
quarters.
b. Factors Governing Selection of an Area.
(1) Availability of good roads is impor-
tant, since many of the items handled by
maintenance units are heavy and bulky. Good
roads permit better service to supported units,
make movement easier, and reduce the trans-
portation problems associated with resupply
and evacuation. A good internal road net is
also required; if not available, one must be
constructed. Hardstand, if available, should be
used; otherwise, the ground must be suffi-
ciently firm to withstand heavy traffic. Areas
for parking vehicles are required.
(2) Accessibility to supported units is a
determining factor.
(3) Units should locate as close as prac-
ticable to available railways and waterways.
These are highly useful for evacuation of
heavy and bulky items and in cases where
weather
movement
curtails by road.
(4) The area must be considered for de-
fensive characteristics.
fensive characteristics
(5) Units should locate close to area sig-
nal centers to facilitate communications sup-
port. AeLaotAgodlyuisoeta
c. Area Layout. A good layout is one that
c. A. A gd l u is oe t
will facilitate the flow of work; minimize the
movement of repair parts, tools, and equip-
ment; facilitate ease of entry and exit for
heavy traffic; and provide for ease of control
of unit operations; but which will also permit
all-around defense of the area. Field situa-
tions seldom allow a unit to operate under
ideal conditions, and the type of layout and
the area requirements for each unit will vary
according to the tactical situation and the type
and amount of materiel handled. When plan-
ning layout, in addition to technical operations
AGO 5274A
FM 29-30
requirements, the commander must consider
proper positioning of weapons, the construc-
tion of defensive works and obstacles, and
the organization of his defense works and se-
curity. For information on layout for mission
operations, see chapter 4. For details on de-
fense of the area, see paragraphs 11-21
through 11-23.
11-14. Movement SOP's
The preparation of an SOP to cover move-
ment operations relieves the commander of re-
peated planning and issuing of directives. The
commander can then concentrate on other op-
erations that must be planned and directed as
requirements develop. SOP's may include-
a. Organization of march units.
b. Organization and duties of advance
party, follow-up party, and reconnaissance ele-
ment.
c. Densities and speeds for normal move-
ments.
d. Control measures.
e. Actions against enemy attack.
f. Maintenance, accident, refueling, and
messing procedures.
g. Communications.
h. Personnel and equipment loads on or-
ganic vehicles.
11-15. Loading Plans
a. Movement planning also requires load-
ing plans. Plans for the loading of person-
nel
nel and equipment must
and equipment must bebe made
made for
for every
every
type of transport that may be used in the
move. Plans must be made in advance to pro-
move. Plans must b ede n advance to pro
vide the lead time on requests for support to
be provided by transportation units. Plans are
based on the type transport to be used, the
number of men involved, and the type, size,
weight, and quantity of supplies and equip-
ment to be moved. Loading plans save time
and eliminate confusion in loading and un-
loading of supplies and equipment.
b. Most moves of a maintenance unit in
an oversea theater will be made by motor
transport. Initially, loading plans will be made
for those vehicles organic to the unit, and
these will be made part of the movement SOP.
If a move requires transportation augmenta-
11-5
 FM 29-30
tion, loading plans can be completed after the
number and types of additional vehicles to be
provided becomes known.
c. Loading plans assign a number to each
vehicle, the personnel assigned to ride in the
vehicle, and the equipment to be loaded on each
truck and trailer. Loading diagrams will be
prepared for each vehicle. These diagrams are
prepared in duplicate. One copy is carried on
the vehicle and the other remains with unit
headquarters records. The diagram will in-
dicate truck type and number; trailer type
and number; section or platoon assignment
of the vehicle, driver, assistant driver; passen-
gers (by name); and equipment to be loaded
on the truck or trailer.
d. Consideration must be given to placing
and safeguarding equipment and supplies in
transit, and the seating of individuals with
or near their personal equipment. Personnel
should not be loaded in the cargo space of
any vehicle in which heavy parts or equipment
are being carried. Plans must be designed to
permit rapid and orderly detrucking of per-
sonnel and unloading of equipment. These
plans can be used by members of the advance
party to spot vehicles arriving in the new area
and eliminate the confusion of internal move-
ment. They may also be used in the sorting
and segregating of supplies. Detailed instruc-
tions on packing, boxing, and loading materiel
are contained in appropriate technical bulletins
that are indexed in DA Pamphlet 310-4 and
in pertinent military specifications.
11-16. Conduct of the Motor March
a. General. Planning of the motor march
is completed after the new unit layout is made
and provisions are made to inform each ele-
ment of the site it will occupy in the new
location. Men and equipment are assigned to
march units and loading plans are imple-
mented. The move is coordinated with higher
headquarters, or scheduled by higher head-
quarters to assure that it will not conflict with
other traffic using the same route. Highway
clearances for convoy movements should be
obtained by the battalion from the local trans-
portation movements office or highway regu-
lation unit. The move should be carefully
11-6
planned, with each march unit given a definite
time at which it is to cross the start point
(SP). The movement should be so controlled
that each march unit arrives at the new area
at a designated time. This will permit control
of the column and provide a smooth and or-
derly reestablishment of operations in the new
area since those march units which arrive first
will begin to establish themselves in the new
area while the remainder of the unit arrives.
If the move is a long one, movement plans will
provide for rest stops, feeding of personnel,
and refueling of vehicles. For details on
movement planning and control, see FM 55-35.
b. Operation Order. The operation order
contains the instructions issued for the move-
ment of units from one location to another
a stated period of time. This order
normally is prepared after the completion of
the necessary reconnaissance and an estimate
of the situation. On occasion, the time available
and the existing tactical conditions will not
permit detailed planning or reconnaissance.
Consequently, it is advisable for a division to
have several march plans in its SOP. These
plans can then be modified by fragmentary
orders to fit any situation. Conditions and time
permitting,
permitting, information
information inin the
the operation
operation order
order
includes destination, routes, rate of march,
maximum speeds, order of march, SP's, time
of crossing the SP's, details of air and ground
alert guards, scheduled halts, vehicle distances,
release points, communications, locati o n
of the commander during the march, and
strip snaps. Additional details, such as
route or unit markers to be used, control or
checkpoints, and location of road guides, may
be included if necessary. Certain items listed
above often are standardized and included in
the unit SOP. Items so included are not re-
peated in the operation order.
11-17. Night Marches
A unit must be able to conduct night marches
under all conditions. The importance of route
reconnaissance and the proper use of road
guides and markers increases in night
marches. Night marches are characterized by
decreased speed, decreased intervals between
AGO 5274A

vehicles and march units, and increased recon-
naissance and security requirements.
11-18. Movement by Infiltration
In such a movement, vehicles are dispatched
in small groups at a rate that will keep the
average traffic density down and prevent the
undue massing of vehicles. Maintaining for-
mations is not attempted. Infiltration provides
passive defense against hostile observation
and attack, but a great deal of time is re-
quired to complete such a movement. Internal
control is also more difficult. For details on
movement by infiltration, see FM 55-35.
11-19. Priority of Tasks in the New Area
After the move into the new area is completed,
the commander immediately informs higher
headquarters and confirms the location. As
soon as possible, he will visit higher head-
quarters to be briefed on the situation in the
new area, the units he is to support, and any
problems and specific requirements relating to
his support mission. Other tasks to be per-
formed upon arrival in the new area include
the following:
a. Complete the perimeter defense and
camouflage.
b. Complete arrangements for communica-
tions.
c. Make preparations for technical opera-
tions and, concurrently, send a representative
to visit supported units. During visits, liaison
is established, working relationships are de-
Section IV. SECURITY
11-21,. General
a. A maintenance unit must defend itself
against all types of attack, and must assist in
the coordinated defense of the entire rear area.
Normally, the battalion SOP will assign an
area defense responsibility to the company.
b. Attack by aircraft, missiles, airborne
troops, guerrillas, or elements of organized
enemy ground forces must be considered in
defense planning. Disruption of the combat
service support system may well be an objec-
tive of the enemy. Because of the supplies and
AGO 5274A
FM 29-30
lineated, peculiar problems and requirements
are determined, and support plans are revised
or new ones devised in accordance with new
requirements.
d. Complete housekeeping facilities for unit
personnel.
11-20. Followup Party
a. It is impracticable to haul bulky un-
serviceable equipment to the new area when
a maintenance unit moves. After receipt of the
warning order, the unit will stop accepting
new work and will, if time permits, make ar-
rangements for the evacuation, or turnover to
another unit, of items upon which work has
not begun. Certain high priority work may be
accepted, as determined by the commander.
Unfinished maintenance tasks upon which re-
pairs have been started will be completed by
a followup party left behind to complete such
operations in the vacated area. If this party
cannot complete this task, it makes arrange-
ments with another unit to do so.
b. The followup party also performs any
other functions necessary to close out opera-
tions in the old area, such as covering sumps,
filling emplacements, etc. Composition of the
party will depend on the work required to
complete operations in the old area. The fol-
lowup party maintains communications with
higher headquarters until the command post
in the new area becomes operational, at which
time the old location is closed out and commu-
nications are terminated.
equipment it carries, a maintenance unit is a
particularly attractive target for guerrillas
seeking technical supplies. Pilferage may also
become a problem as guerrilla forces seek
their supplies through a black market oper-
ation.
c. Defense of a maintenance unit must be
at the expense of mission activities. In estab-
lishing the unit's defensive system, limited
numbers of personnel are employed to man
outposts, to provide warning, and to provide
the time necessary to mobilize those personnel
11-7
FM 29-30
engaged in mission activity. The unit com-
mander must recognize these limitations and
offset them by training, planning, and prep-
aration.
d. A ground attack on a maintenance unit
will be characterized by stealth and surprise.
Such attacks may be made by irregular forces.
The objective of a ground attack may be to
obtain supplies and equipment. Precautions
must be taken to reduce the accessibility of
supplies and to make their evacuation from
the unit difficult. Supplies should be guarded.
Small items should be centrally located. Ve-
hides in operable condition should not be posi-
tioned for easy theft. Provision must be made
to provide a defensive force within easy reach
of escape routes that must be taken by attack-
ers. Such precautions reduce the mobility of
the attacker.
e. Security planning should consider both
defensive characteristics, location of supplies,
and mission requirements. Plans to meet at-
tack of any type for which the enemy is capa-
ble are made part of the unit SOP. These plans
are revised as necessary and are rehearsed
regularly to assure that all individuals know
their duties and responsibilities. Defense
plans include both active and passive meas-
ures.
f. In security planning, cover, concealment,
and control are stressed. Terrain features that
aid in a defense of the unit will be used. Dis-
persion is practiced to the extent consistent
with command and control. Warning systems,
defensive positions, outpost and guard sys-
tems, and obstacles are established. Liaison is
established with adjacent units for mutual
defense purposes.
g.. In order to plan the security of his unit,
the commander must keep abreast of the tac-
tical situation and the enemy's capabilities.
He must be given warnings of probable enemy
attacks. Most intelligence infomation will be
provided by battalion or higher level intelli-
gence personnel or activities. Military police
can also provide information. Additional in-
formation may be provided by supported units,
but such information must be checked for re-
liability. Air attack warnings will be broad-
casted over air warning nets.
11-8
h. The following paragraphs provide general
information on security and defense of a
maintenance unit. In addition, the following
publications will assist the unit commander in
developing unit defense plans and in training
his unit: FM 5-15, FM 5-20, FM 5-22, FM
5-23, FM 5-31, FM 21-15, FM 21-40, FM
21-41, FM 21-48, FM 21-75, FM 31-16, and
pertinent Army Subject Schedules which are
indexed in DA Pamphlet 310-3.
11-22. Security and Defense Measures
a. General.
(1) Defense of a maintenance unit re-
quires adequate dispersion and defense of the
unit area consistent with the capabilities of
the unit. Dispersion complicates the problem
of control, makes mutual defense more diffi-
cult, and affords opportune targets for guer-
rilla or airborne attackers. A solution to the
problem lies in the establishment of an effec-
tive outpost and warning system. The sys-
tern makes use of natural terrain and artificial
obstacles, effective communications system, to
include repositioning of telephones at outposts
during periods of darkness supplemented by
runners in the event wire communication is
disrupted, and utilization of interior and
perimeter guards. The defensive system can
be supplemented by a reserve force -that is
centrally located and able to converge rapidly
on any sector where enemy attack is develop-
ing or a breakthrough is likely. A mainte-
nance unit must normally conduct defensive
operations until reinforcements arrive, and
plans must be made with this in mind. The
battalion headquarters must be informed im-
mediately of the location, type, and strength
of any attack, so that aid may be provided and
other units alerted.
(2) The defense plan of a maintenance
unit must depend on the establishment of out-
posts at key locations where observation is
good. Automatic weapons must be placed along
the perimeter in positions offering good fields
of fire and cover and concealment to the weap-
ons crew. Automatic weapons in adjacent sec-
tors should be mutually supporting. Anti-
armor weapons will cover vulnerable avenues
of approach that may be used by armored
AGO 5274A

vehicles. Roving guards will be used on the
perimeter and to check shop areas. At least
one machine gun will be kept with the cen-
trally-located reserve force.
(3) In the conduct of the defense, ele-
ments of the unit will not counterattack out-
side the limits of the company area.
b.. Defense Plan.
(1) The defense plan will be published as
part of the unit SOP. The SOP will include
measures to carry out the unit's rear area se-
curity responsibility and to insure an effective
unit defense. It should include-
(a) A warning system.
(b) Primary and alternate means of
communication.
(c) Delegation of specific responsibil-
ities to each element of the unit with alternate
personnel designated for each key position.
(d) Designation of defense areas for
unit elements.
(e) Destruction of materiel and rec-
ords.
(f) Active and passive defense meas-
ures.
(g) Ammunition resupply and mainte-
nance of weapons.
(h) Training and rehearsals.
(i) Plan for use of weapons that may
be in the shop for maintenance but which are
sufficiently functional to be integrated in the
unit defense structure. This will include train-
ing of personnel to man these weapons. The
armament repair personnel may be a good
source for this purpose.
(2) The defense plan must incorporate
the features described in a above. The shop
and supply areas should be considered as prime
targets. Unit layout should be such that each
element helps to defend adjacent elements.
Defense is coordinated from a centrally-
located command post. Provisions should be
made for the use of vehicles, either as obsta-
cles or because of their armament. Weapons
capable of destroying armored vehicles should
cover all probable avenues of approach. Crew-
served weapons should be placed to afford
maximum fields of fire and observation, and
maximum concealment and protection for the
crews.
AGO 5274A
FM 29-30
(3) An attacking force will often attempt
to set fire to the installation. Guerrillas may
start fires in one area to divert attention from
specific objectives. All defense plans should in-
clude an armed firefighting crew. Provision
must be made for the treatment and evacua-
tion of casualties.
(4) The unit commander will set up
perimeter and internal guards. Perimeter
guards patrol the unit's outer limits, sound the
alarm in the event of enemy activity in their
areas, and prevent a breach of these limits.
Internal guards check all internal areas and
shops.
(5) The defense plan of the unit must be
coordination with defense of the area. A unit
may be required to provide personnel for the
area damage control force.
(6) All firing positions, the reserve force,
and all other personnel should be provided
cover and protection through the use of fox-
holes or sandbag bunkers. Some defense plans
for an area may not require active participa-
tion by maintenance personnel.
c. Chemical, Biological, and Radiological
(CBR).
(1) The defense plan will include steps
to be taken in event of CBR attack. The unit
commander insures that unit CBR officers and
noncommissioned officers (AR 220-58) are
trained. Procedures and standards should be
established by unit commanders to-
(a) Indicate the individual's part in
unit CBR defense measures.
(b) List the individual's responsibil-
ities for his personal protection against CBR
attack.
(c) Stress the measures needed for the
care and maintenance of individual protective
equipment.
(2) CBR agents can be delivered by mis-
siles, aircraft, artillery, or ground troops. Per-
sonnel must be trained to recognize CBR at-
tacks and be familiar with measures needed to
minimize the effects of damage. CBR plans
will include-
(a) Unit organization for CBR de-
fense, see appendix F.
(b) Duties and responsibilities.
(c) Alarms and alarm systems.
11-9
FM 29-30
(d) Procedures in case of attack.
(e) Individual protection measures.
(f) Collective protection measures.
(g) Tactical protection.
(h) Decontamination.
(i) Supply.
(j) Training.
(3) For details on CBR planning and
training for CBR defense, see FM 21-40, FM
21-41, and FM 21-48.
11-23. Area Damage Control
a. As part of the unit SOP, the commander
will develop an area damage control plan.
This plan will list those measures to be taken
by the unit before, during, and after a mass
destruction attack or natural disaster. The ob-
ject of this plan is to minimize casualties and
destruction and to facilitate recovery and
reestablishment of normal operations.
b. In developing this plan, the commander
will consider its relation to other unit opera-
tions. Such measures as dispersion, camou-
flage, and concealment reduce damage to per-
sonnel and equipment. Foxholes and fortifica-
tions provide protection against the initial
effects of nuclear attack. The best protection
against nuclear attack is in well-constructed
underground shelters and these may be con-
structed if time and the situation permit. Any
caves or mines in the unit area may be utilized
for the protection of personnel and supplies.
c. Measures taken prior to attack or natural
disaster include planning, training, and prac-
tice alerts. During the attack or disaster, em-
11-10
phasis is on survival and assistance to the
injured. After the attack, the emphasis is on
those actions necessary to resume operations,
-to include restoration of control, damage as-
sessment, treatment and evacuation of casual-
ties, clearance or isolation of danger areas,
conduct of radiological monitoring and survey
and the reporting of results, see appendix F,
FM 3-12, and FM 21-40; commencing salvage
operations, providing emergency resupply,
and reestablishment of communications.
d. After a CBR attack or disaster, the unit
must remain alert to the possibility of a fol-
lowup attack by enemy airborne troops, air-
landed forces, or guerrillas. It must also be
prepared to provide forces to the area damage
control forces.
e. Company plans for area damage control
are part of the battalion plan which is coordi-
nated with other units. Instructions on sub-
mission of unit plans and modifications will
be provided by battalion headquarters. For
additional information on area damage con-
trol, see FM 19-45-1 (TEST).
f. In addition to making plans for area dam-
age control of the unit, the unit commander
will be required to provide trained teams and
equipment to assist in area damage control
operations in other areas. Maintenance com-
panies will organize, train, equip, and have
available an emergency decontamination squad
and two heavy rescue squads. These teams will
be equipped and organized in accordance with
the mission to be performed and operational
procedures of the command. See appendix G.
AGO 5274A

CHAPTER 12
COMMUNICATIONS
Section I. GENERAL
12-1. Responsibilities
a. The division signal officer (DSO) serves
on the division special staff and advises the
division commander on matters pertaining to
communications. In addition to his staff ca-
pacity, the DSO commands the division sig-
nal battalion and is responsible for the instal-
lation, operation, and maintenance of the
division communications system. This respon-
sibility includes the detailed formulation of
signal plans and orders, communications ad-
vice, technical supervision, liaison, and train-
ing. These broad functions are carried down
to all subordinate echelons. The maintenance
battalion commander and the commanders of
the forward support, main support, and air-
craft maintenance companies have compara-
ble responsibilities within their units.
b. The maintenance battalion commander
will appoint the communications officer. This
position is normally assigned as an additional
duty to the signal maintenance officer on the
battalion staff. The battalion communications
officer is advised by the support command
communications officer on matters pertaining
to integrated communications applications and
assisted by appropriate battalion staff sections
with respect to security, personnel, and admin-
istrative details incidental to signal communi-
cation activities. The communications officer
is responsible for the installation and mainte-
nance of communications materiel organic to
the battalion, and for coordinating the battal-
ion's entry into the division communications
system. Typical duties of the communications
officer include-
(1) Advising the commander and staff
on communications matters and making plans
and recommendations for establishing the
communications system.
AGO 5274A
FM 29-30
(2) Supervising the installation, opera-
tion, and maintenance of the communication
system between his unit and organic, attached,
and supporting units.
(3) Coordinating with the supporting
elements of the signal battalion for communi-
cation with higher and adjacent units.
(4) Preparing plans for the displacement
or extension of the existing communication
systems.
(5) Submitting recommendations rela-
tive to the procurement and replacement of
communication personnel.
(6) Supervising the organizational main-
tenance and repair of signal equipment.
(7) Supervising communication security,
including the employment of codes, ciphers,
and authentication systems.
(8) Serving as crypto-custodian for the
organization cryptographic account.
(9) Submitting recommendations for
paragraph 5 of operation orders, including ini-
tial and subsequent command post locations.
(10) Assisting in the preparation of train-
ing directives pertaining to communications,
and supervising the technical training of all
communication personnel designated by the
commander.
(11) Determining the requirements for
signal equipment and supplies, and collaborat-
ing with the supply officer in their procure-
ment and distribution.
(12) Obtaining current signal operation
instructions (SOI) and standing signal in-
structions (SSI) from higher headquarters,
and preparing extracts of these instructions
for use in his unit.
(13) Preparing for the commander's ap-
proval the orders and standing operating pro-
12-1
 FM 29-30
cedures required to insure tactical and tech-
nical control of the communication system.
(14) Assisting in selecting the exact loca-
tion for the command post and selecting loca-
tions for communications installations within
the command post.
c. Within the battalion, personnel are pro-
vided by TOE to perform the detailed func-
tions and duties in the field of communication.
Other personnel such as staff officers, company
commanders, and truck drivers operate com-
munications equipment in addition to, or in
conjunction with. their primary duties.
d. Responsibility for establishing and en-
forcing effective, continuous communications
discipline rests directly with the battalion
commander and the company commanders.
Command emphasis must be placed on the
necessity for insuring that channels of com-
munication are kept open and are not cluttered
by nonessential traffic. To enable the elements
of the battalion to respond quickly to the will
of the commander, the flow of orders, reports,
and essential information must be rapid and
accurate. Within the maintenance battalion,
organizational maintenance of signal equip-
ment is performed by the company to which
the equipment is organic. Maintenance of the
organic signal equipment (except crypto-
graphic) is performed by the electronics main-
tenance element of the support unit.
12-2. Training
a. Communications specialists normally re-
ceive training at service schools or at unit
schools established by the division. Arrange-
ments may be made through the division sig-
nal officer for the necessary training of spe-
cialists. Concurrently, officers and other com-
munications users are given general training
covering signal equipment operation, radio-
telephone procedure, telephone procedure, mes-
sage writing, and communications security.
Training for equipment operators should in-
clude techniques of operation under unfavor-
able conditions and procedures employed to
avoid or to minimize the effects of enemy
jamming.
b. Team training begins as soon as a point
of minimum proficiency is reached in indi-
12-2
vidual training. This training is best accom-
plished at battalion level and permits cross-
training of individuals in the various duties of
team members. Communications training is
integrated with unit training at every oppor-
tunity.
12-3. Communications Instructions
a. Instructions for operating the division
area communications system are prepared and
disseminated by the division signal officer.
They apply to all units within the division and
are published in two complimentary publica-
tions entitled "Signal Operations Instructions
(SOI)" and Standing Signal Instructions
(SSI)." The SOI contains items for the techni-
cal control and coordination of signal commu-
nication. SOI items are for daily use and
are subject to frequent change. The SSI con-
tains items, regulatory in nature, which give
instructions for the use of SO items as well
as other instructions. SSI items are not subject
to frequent change
ficient copies to be avaiabledistributed in suf-
ficient copies to be available to communica-
tions personnel down to battalion level. The
maintenance battalion will make extracts of
the division SOI for use by companies of the
battalion. Extracts of the SOI will be prepared
and issued on a need-to-know basis only. The
and issuedofsuch extracts should basis only. The
number of such extracts should be kept to a
minimum and items included in the extract
should normally cover a period of three days
so that minimum SOI material is subject to
compromise in the event of loss of an extract.
Extracts should be reproduced on pocket-size
cards, which may be folded. The paper should
be weather-resistant but capable of being de-
stroyed in the event of capture. The loss of an
extract will be reported immediately.
c. Within the companies of the battalion,
communications procedures that can be stand-
ardized are made a part of the company SOP.
SOP's must not violate instructions dissem-
inated in other types of official publications
from higher headquarters.
1.2-4. Security
a. Communiications Security. Communica-
tions security (COMSEC) is of vital impor-
tance to divisional operations at all unit levels.
AGO 5274A

For this reason, personnel involved with corn-
munications, whether on a primary duty or
on an occasional basis, must be thoroughly in-
doctrinated and trained in approved COMSEC
procedures. These procedures must be adhered
to in the implementation of signal communica-
tions at all echelons. COMSEC includes phys-
ical, cryptographic, and transmission secur-
ity of COMSEC materials and information.
For additional information, see FM 32-5.
b. Physical Security. Physical security pro-
tects classified signal equipment and mate-
rial, including plain-language copies of classi-
fled messages and carbons from capture, dam-
age, or loss. Before a command post is vacated,
it is inspected for messages, carbons, converter
tapes, and copies of maps or orders which
might be left behind. When SOI's or COMSEC
materials are compromised by loss, damage, or
capture, the facts must be reported immedi-
ately to the commander of the issuing agency;
procedure for reporting will be governed by
existing regulations and appropriate SOP's.
Personnel must be trained in the methods of
destroying equipment and classified documents
to prevent their falling into the hands of the
enemy. All units should maintain an adequate
emergency plan and rehearse it frequently.
Priorities are assigned to equipment and ma-
terial to insure that classified items are de-
stroyed prior to those bearing no security
classification.
c. Cryptographic Security.
(1) Cryptographic security is obtained
by the proper use of authorized cryptographic
systems. Strict observance of cryptographic
operating instructions is essential to reduce
the effectiveness of the enemy's communica-
tions intelligence effort. The use of unauthor-
ized cryptosystems is prohibited, for locally
devised systems can be easily solved by the
enemy and may give the user a false sense of
security. The battalion headquarters and the
main support company are equipped with
cryptographic or COMSEC equipment for use
in encrypting and decrypting messages.
y(2) Secuiriefty hazards may be minimizged
by being brief and by avoiding stereotyped
phraseology in the preparation of messages,
phraseology the beginning
inat and end of a mes,
especially at the beginning and end of a mes-
AGO 5274A
FM 29-30
sage. Identical texts will not be sent in both
clear and encrypted messages or in more than
one cryptographic system. When clear text is
used, landmarks that can be associated with
encrypted map locations are not given as
references.
(3) Use authorized cryptosystems only
as prescribed by the operating instructions.
Codes and ciphers and instructions for their
use will be found in the division SOI and SSI.
Key lists for cipher devices may be found in
the division SOI. Information requiring long
term security will be encrypted only in those
cryptosystems providng long term security. In-
structions for the use of cipher devices are
distributed separately by the division crypto-
graphic distribution authority.
d.. Transmission Security.
(1) Transmission security makes it diffi-
cult for the enemy to interpret transmissions
and prevents him from using friendly commu-
nications systems for deception purposes.
Radio is particularly susceptible to intercep-
tion, direction-finding, traffic analysis, and
deception.
(2) Radio should be used only when other
means of communications are not practical.
Plain language transmissions should be re-
stricted to a minimum. Circuit discipline must
be maintained. Call signs and frequencies
should be assigned and changed simultaneous-
ly. All transmissions should be brief. The re-
quirements for authentication of transmis-
sions is published in the SSI.
(3) Personnel who operate radios must
be trained in correct procedures so that they
will not divulge information to the enemy
through faulty operating procedures or tech-
niques Operators and personnel preparing
messages for transmission by radio must be
aware of the ability of the enemy to gain
information from radio traffic. Those rans-
must use prescribed radio-telephone pro-
cedures and pre-plan the content and wording
of each transmission, using prescribed authen-
tication systems and eliminate unnecessary
transmissions. A high standard of net discip-
line is required to maintain transmission se-
curity. This discipline can only be obtained by
12-3
FM 29-30
an aggressive training and monitoring pro-
gram within each unit. Therefore, each com-
mander is not only charged with personnel
Section II. MAINTENANCE BATTALION, ARMORED, INFANTRY,
INFANTRY (MECHANIZED) DIVISIONS
12-5. Radio Communication
The maintenance battalion has organic radio
equipment which will normally operate in the
following radio nets:
a. Division RATT Net No. 3 (General Pur-
pose). When the maintenance battalion is
separated from the support command opera-
tions center by distances exceeding FM-voice
range, a signal battalion RATT team may op-
erate a station at maintenance battalion head-
quarters, see figure 12-1. The signal support
operations company of the division signal bat-
talion will provide the equipment and person-
nel for this station as required.
b. Division Warning Broadcast Net (AM-
Voice). This net is used to broadcast air alerts,
CBR attack warnings, radiological safety data,
fall-out warnings, and other similar informa-
tion of an urgent operational nature applying
to the division as a whole, or major segments
thereof (fig. 12-2). No immediate reply is re-
quired on the part of the maintenance battal-
ion upon receipt of a warning over this net.
Ground radio receivers are organic to the bat-
headquarters
taliontaio and each of the companies
n
headquarterhis and each of the companies
c. Support Command Command Net (FM-
Voice). This net provides a direct channel of
communications between the support corn-
mand commander and units under his control.
It is used for command operations. The bat-
talion commander operates a station in this
net and the battalion materiel officer monitors
the net, see figure 12-1.
d. Maintenance Battalion Command Net
(FM-Voice). This net provides the battalion
commander with direct communications to key
personnel of battalion headquarters and ele-
ments of the main support company, see figure
12-2. It is used for command, control, and
administration of the battalion. The battalion
commander, executive officer, materiel officer,
12-4
training, but is further charged for monitor-
ing his means of transmission to determine
the efficiency of all personnel who use them.
and subordinate company commanders nor-
mally operate in this net. In addition, the
materiel officer uses the battalion command
net to communicate with the shop office of the
forward support companies and the main sup-
port company, when within FM range.
e. Forward Support Company Command
Net-FM. This net provides the company com-
mander with a means of communication for
command control of his company, see figure
12-2. Also operating in this net are the main-
tenance officers of supported units. Within the
forward support company command net is the
mechanical maintenance platoon command net
used to coordinate and control the contact
teams of the unit.
f. Headquarters and Main Support Company
Elements (FM). Elements of this company
operate in the division support command net,
see figure 12-2. The company stations include
the company commander, shop office, service
and evacuation platoon (two stations), and the
mechanical maintenance platoon. This net is
particularly important since it permits direct
transmission of
transmission information and
of information to ele-
orders to
and orders ele-
ments engaged in recovery and evacuation
missions without requiring that they report
back to the platoon headquarters for each
mission.
g. Transportation Aircraft Maintenance
Company Air-Ground Net (FM). This net pro-
vides the company commander with a means
of communicating with the utility and obser-
vation helicopters assigned to the test and in-
spection section. Normally, this company is
located at the division airfield.
12-6 Wire Communication
A type wire system for the maintenance bat-
talion is shown in figure 12-3. Note that the
battalion headquarters and the aircraft main-
tenance company (at division airfield) have
their own organic landline teletypewriter fa-
AGO 5274A
 FM 29-30

I-

/zz~~~~~~~~

o 5Q~~~~~~~~~~~~~~~~~~~~i
0 C0
~- - o 2:
1' · ~~~- I~- ~,
Li Li o_< < .

- -
-m c L.

V) VI U)
op 0 U)

*; >
, , o C)
= Lii F.- :c L

C3 I.--
- I

0 ~0 I U)z 0< C

AGO 5~A. 1 * - - 2- U)~~~~Cy

-~

t1o Pr~cr 0 .3 o w.
* 0 0~~~~cs 0 V
o
ki Li < E 2:

LU I- LU U : 0 U

ooz :E I. I co
c;~~~~~i I- w~
c~~~i
0 i-cr c
Li **
Io orno40;4~
r I~~~~~~~.
tj U I1! > -

Li
5274A125

S..-Li~~~~~ 4It- 2W4 U -

~
(

*L

0t U·(

"~~~~~~~
U~~~~~ 0u-,
i-
~~~~~~~~~~~~~~~~
~~~~~~~~~
- ~~~~~~x< ,
I,~~~~~~~~~~~~~~~~~~~~~~~~-
,, N m f~~~~~~L

zc~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~-

0
ad ~~ ~ ~~~~~~I Ii~~~~~
"o ~~~~~~IE
a,~~~~~~ E

AGOC 5274 12-5II

FM 29-30

oi d
a ~~~~~~~~

·
- - o~~~~~~~~~~~~~~
-.

i ~
c~ ~ ~~~~L L C -l

0 o4

-ccc

Li - 0 C cc
=~~~~~~~~~~~~~~~~
C Li =L

12-6 AGO s~?Ac

CI N
5~~~~~~~~~0 cc

I-I-~~~~~~~~

0' '0c , I~~~~~~i5

~ ~ ~ ~ cc I

12- AG 5H 4
 FM 29-30

(NOTE1) (NOTE1) (NOTEI)

FWDSPT FWD SPT FWD SPT

CO COMDR
SHOPOFC SB.22/PT SB-22/PT SB.22/PT
SUPSEC (NOTE-3) (NOTES2&3) (NOTES2&3)
SVC&EVACSEC
MAINT PLAT

TO BN THRU TO BN THRU TO BN THRU

DIV COMMSYS DIV COMMSYS DIV COMMSYS

(NOTEI)

ACFTMAINT

MAIN SPT PLAT( 0 ---0 CO

SB-22/PT
TEST&INSPSEC -- IST SGT

PGC-I
TCC-14

TO FWDSPT COMPANIES
A TO SPT COMDSIG CEN
THRUDIV COMMSYS

II

I)
(NOTE

BN CO
SVC&EVACPLAT X
- MATOFF GGC-3
ELCTMAINT PLATT OFF
PG
SB-22/PT C-1
MA'NT
OFF
MECHMAINT0 CO CO

SHOPOFC

SUP PLAT

LEGEND NOTES:
1. ADAPT SYMBOL TO DIVISION TYPE AS APPROPRIATE.

O - TELEPHONE SET TA-312/PT 2. FORWARD SUPPORT COMPANIES ARE IDENTICAL.

T - TELETYPEWRITER FACILITY 3. TELETYPEWRITER SERVICE FOR FORWARD SUPPORT

COMPANIES IS OBTAINED AT FORWARD AREA SIGNAL
CENTERS.

Figure 12-3. Type wire system, maintenance battalion, armored, infantry, or infantry (mechanized) divisions.

AGO 5274A 12-7

FM 29-30
cilities. Teletypewriter traffic to each of the
three forward support companies is trans-
mitted from battalion headquarters to the ap-
propriate forward area signal center.
12-7. FM Radio/Wire Integration
a. The division signal battalion operates an
FM radio/wire integration (RWI) station at
each signal center (except division rear).
These centers are used to connect the FM radio
stations operating within the division area to
the division communications system on a
push-to-talk basis. Interconnection from the
RWI station to a main switchboard is made
through a remote control unit and a manual
telephone switchboard. Users of the system
should employ procedures as set down in the
division SSI.
b. The system of integration stations is used
to establish the following:
(1) Emergency communications between
a mobile FM radio station and a unit having
access to the telephone system.
(2) Communications between two widely
separated FM stations which are beyond the
normal FM range.
(3) Voice communications from mobile
units in forward division areas to units located
in division rear.
(4) Contact with low-flying army air-
craft from flight control elements that have
access to multi-channel links of the division
communications system.
(5) Initial establishment (before multi-
Section II. MAINTENANCE BATTALION, AIRBORNE DIVISION
12-9. Radio Communications
Command and control of the maintenance bat-
talion is facilitated by a battalion command
radio net (fig. 12-4). The battalion commander
is provided with a capability to operate in the
support command net as well as the battalion
net. Subordinate company and forward sup-
port platoon commanders will operate in the
battalion net. Company and platoon radio nets
are not required. The shop office of the ground
maintenance company is included in the
battalion command net and serves as the bat-
talion net control station. The battalion head-
12-8
channel facilities are operative) of telephone
service between signal centers.
(6) Supplementing of communications
between air liaison officers and forward air
controllers.
(7) Contact between subordinate and
higher headquarters during displacement.
(8) Connection between two switch-
boards in spanning a break in a wire line.
(9) Continuation of communications dur-
ing a river crossing.
12-8. Messenger Service
The division signal battalion provides messen-
ger service on an area basis. In most cases,
using units will be required to deliver outgoing
messages to, or pickup incoming messages at,
the nearest signal center. Normally, messen-
gers are dispatched from higher to lower
headquarters; in certain instances, however,
special messengers may be sent from subordi-
nate to superior headquarters.
a. Motor Messengers. The division signal
battalion is manned and equipped to provide
motor messenger service. It is recommended
that motor messengers be dispatched as a two-
man team, consisting of driver and guard.
b. Air Messenger Service. When possible,
air messenger service, to include air-drop and
pickup, is preferred over motor messenger
service. Aircraft and pilots are provided by the
division aviation elements on an established
priority basis; messengers are provided by the
division signal battalion.
quarters, aircraft maintenance company, and
the three forward support platoons each are
provided with a radio receiver to monitor the
division warning net.
A wire system is required to provide voice
communications between principal staff ele-
ments of the maintenance battalion headquar-
ters (fig. 12-5). The wire system does not
parallel the battalion command radio net. It
provides entry into the division common signal
AGO 5274A
 FM 29-30

o 0

z .', 5-:
. -
c~~~~~~~~ vl~~~~~~~~~a

~~3, ~ a~~~~~~~~~~~~~~~~~~~~~a
Ma
a
us ..
z
·
u VSm U v~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~,

AGO 7 A z
I-~~~~~~~~~- 1-9 S..
0 _ . P~~~~
0 0I r I .. l 0§.,~ 5-P

c~~~~~~~~~~~ u~~~~~~~~.

u~~~~~~~~~~~~~~~~~~~~~~~~ll cc
6

S..-

cl~~~~
03
OS.-
~ S

-~~~~C .-

z~~ z ~~~~~~~~~~~
~~~~~~~~
0 ~~z 0ILI
Z zs~~~~~

0IC O ' F
5-
z ~ U..~~~
~ ~ ~ 3 Z OL
n
5-

0 oo

I-I
a- ~~ ~ ~
cs~~~~~~~~~~~~~~'

..
0
o~~~~~~~~~~~ .
8 u
vl ~~~ ~ ~ ~ ~ ~ ~ ~ ~ ~ 0

AGO 524
12-9
FM 29-30

service. Wire systems are also required in the the principal means of communications by
aircraft maintenance company and the three which command and control of the company
forward support platoons. These nets serve as and detachment elements is exercised.

SWBD GND MAINT CO

AREA SIG CEN SB-22 (2)
TRUNK a t CO

, SWBD TRANS
SHOP OFC SB-993 (1) ACFT MAINT CO

AREA SIG CEN

TRUNK -0 SUP PLAT CO HQ

STK CNTL SEC

HQ & HQ DET

BN CO - SVC & EVAC SEC 0 CO

Xo H 0 C I MAIN SPT PLAT

MAT OFF(0 -0 AUTMV MAINT SEC 0 FWD SPT PLAT

TECH SUP OFF C ARMT MAINT SEC

FWD SPT PLAT MAIN SPT PLAT

FWD SPT PLAT TRUNK

AREA SIG CEN

FWD SPT PLAT

Figure 12-5. Type wire system, maintenance battalion, airborne division.

12-10 AGO 5274A


Section IV. MAINTENANCE BATTALION, AIRMOBILE DIVISION
12-11. Radio Communications
The maintenance battalion of the airmobile
division has organic radio and radio-teletype-
writer equipment as shown in figure 12-6.
12-12. Wire Communications
The maintenance battalion of the airmobile
division can install, operate, and maintain a
battalion wire system (fig. 12-7). Because of
the distances involved, the elements of the
AGO 5274A
FM 29-30
maintenance battalion are not directly con-
nected by wire lines; instead, telephone and
teletypewriter communications are established
through the division communications system.
Installation of field wire lines from the area
signal center to using units is the responsi-
bility of the support command operations
platoon, signal support operations company of
the signal battalion.
12-11
FM 29-30

I-~~~~~~~~~~~~~~~~~~~~~~~~C

I-~~~~~~~~~~~~~~~~~~~~~~~~~C

o~~~~~
a-U E
t~~~~~~~~

<

~~~~~~~~~~~~~~~~~C
c~~~~~~~~~~~~~~~~~C
1.~

u~ ~~~~~~~~~~~~~~~~~~~~~~~~~~~u
~~ ~ ~ ~ C.) C

~~~nz~L z -.
1

O v, ~ ~~U, .
LI:L a-
w
C>~~~~~~~~~~~~~~~~~~~~~~~U
0
12-12 u~~~~~~~~~~~~~~ a- LU~~~~~~~~~~~~F
AGO 5274A
u^PI W~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~
~~~d~ ~ ~ ~ I
0
LU
C~~~ 0

5~~ LU C
2t 0~~~~~~~f
za~~~~~~~~~~~~~~~~~~~ a~~~~~~~~~~~U

X~~~~~~~~~ *
* *i
I-~~~~~~~~~~~
%-, ~~~ ~ ~ ~ ~ ~ ~~~I tA~~

I ct~~~~~c
t;~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~c

o o u·

u~~~~~~L *
4 0~~~~~~~~~~~~~~~~~~~~~~~~~~;

0 ~ ~ 0

~ ~~
o ~ ~ ~ ~ ~ U Z
U ~~~ ~~ 0
t~~~~~~~ v, u Y
=-~
9~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~.
z v,~~~~~~~~~~~~~C

I-. ~~l

12-12~c AG 24
 FM 29-30

0 ~2

8,U 0

G °7A1 1
ISoC I, 0 .

o
 FM 29-30

APPENDIX A
REFERENCES

Department of the Army Pamphlet 310-series should be checked frequently to assure that the
references listed below remain current. It should be understood that a complete list of refer-
ences applicable to all units of the divisions or separate brigades and specific elements thereof
would be too voluminous for inclusion here. Each unit should carefully screen the DA Pamphlets
listed above and obtain all Army Regulations, Technical Bulletins, Technical Manuals, Field
Manuals, Supply Bulletins, Supply Manuals, Lubrication Orders, and Modification Work Orders
pertaining to equipment supported by the unit or governing procedures and techniques utilized
by the unit.

A-1. Army Regulations

1-200 Inspections and Staff Visits.
11-14 Materiel Readiness.
11-25 Reduction of Lead Time.
20-1 Inspector General Activities and Procedures.
220-1 Unit Readiness.
220-10 Preparation of Oversea Movement of Unit (POM).
220-58 Organization and Training for Chemical, Biological, and Radiological
(CBR) Operations.
320-5 Dictionary of United States Army Terms.
320-50 Authorized Abbreviations and Brevity Codes.
385-40 Accident Reporting and Records.
600-17 The Divison Personnel Support Systems; Organization and Procedures.
700-4 Supply and Maintenance Technical Assistance Program.
700-17 Component Items of Equipment Assemblages.
700-18 Repair Parts Special Tools and Test Equipment Allocations and Allow-
ances.
700-20 Type Classification and Reclassification of Materiel.
700-46 Unsatisfactory Materiel Reports.
700-58 Report of Packaging and Handling Deficiencies.
710-12 Army Aircraft Inventory, Status, and Flying Time.
710-45 Supply Control Policies and Procedures for Minor and Secondary Items
and Repair Parts.
710-60 Replacement Factors and the Ammunition Day of Supply Rates. (C)
711-16 DSU/Installation Stock Control and Supply Procedures.
711-25 Stockage of Supplies and Maintenance of Authorized Stockage Lists.
725-14 Maintenance Float Aircraft.
725-50 Requisitioning, Receipt, and Issuing System.
735-5 Property Accountability: General Principles and Policies and Basic
Procedures.
735-10 Principles and Policies: Accounting For Lost, Damaged, and Destroyed
Property.

AGO 5274A A-i

 FM 29-30

735-11 Accounting for Lost, Damaged, and Destroyed Property.

735-35 Supply Procedures for TOE and TDA Units or Activities.
740-12 Covered and Open Storage of Supplies.
742-301 Determination of Serviceability of Chemical, Biological and Radiological
Materiel.
750-1 Maintenance Concepts.
750-5 Organization, Policies, and Responsibilities for Maintenance Operations.
750-6 Maintenance Support Planning.
750-8 Command Maintenance Management Inspection (CMMI).
750-12 Cooperative Logistics Maintenance Support and Services Arrangements.
750-27 Repair Cost Estimates and Maintenance Expenditure Limits.
750-50 Use of Controlled Cannibalization as a Source of Repair Parts for Supply
Augmentation.
750-1500-8 Use of Serviceable Parts From Unserviceable Aircraft or Aircraft
Components.

A-2. Field Manuals

3-8 Chemical Reference Handbook.
3-12 Operational Aspects of Radiological Defense.
5-15 Field Fortifications.
5-20 Camouflage: Basic Principles and Field Camouflage.
5-21 Camouflage of Fixed Installations.
5-22 Camouflage Materials.
5-23 Field Decoy Installations.
5-25 Explosives and Demolitions.
5-31 Boobytraps.
5-36 Route Reconnaissance and Classification.
7-20 Infantry, Airborne Infantry, and Mechanized Infantry Divisions.
8-10 Medical Service, Theater of Operations.
8-15 Division Medical Service, Infantry, Airborne, Mechanized and Armored
Divisions.
9-6 Ammunition Service in the Theater of Operations.
10-8 Air Delivery of Supplies and Equipment in the Field Army.
11-50 Signal Battalion, Armored, Mechanized, and Infantry (Mechanized)
Divisions.
12-11 Administration Company, Division and Separate Brigade.
17-30 The Armored Division Brigade.
17-36 Divisional Armored and Air Cavalry Units.
19-25 Military Police Traffic Control.
19-45-1 Rear Area Protection.
(TEST)
20-22 Vehicle Recovery Operations.
21-5 Military Training Management.
21-6 Techniques of Military Instruction.
21-11 First Aid for Soldiers.
21-15 Care and Use of Individual Clothing and Equipment.
21-30 Military Symbols.
21-40 Chemical, Biological, and Nuclear Defense.
21-48 Chemical, Biological, and Radiological (CBR) and Nuclear Defense Train-
ing Exercises.

A-2 AGO 5274A

 FM 29-30

21-60 Visual Signals.

21-75 Combat Training of the Individual Soldier and Patrolling.
23-67 Machinegun 7.62mm, M60.
24-1 Tactical Communications Doctrine.
29-3 Direct Support Supply and Services in the Field Army.
29-10 Supply Management in the Field Army.
29-11 Cryptologistics Support to the Army in the Field, 1965-1970.
(TEST)
29-20 Maintenance Management in Theaters of Operations.
29-22 Maintenance Battalion and Company Operations (Nondivisional).
29-45 General Support Supply and Services in the Field Army.
29-50 Supply and Transport Battalion Division Support Command.
30-5 Combat Intelligence.
30-9 Military Intelligence Battalion, Field Army.
30-16 Technical Intelligence.
31-16 Counterguerrilla Operations.
31-22 U.S. Army Counterinsurgency Operations.
31-23 Stability Operations-U.S. Army Doctrine.
31-30 Jungle Training and Operations.
31-45 Explosive Ordnance Disposal Service.
31-70 Basic Cold Weather Manual.
31-71 Northern Operations.
31-72 Mountain Operations.
31-73 Advisor Handbook for Stability Operations.
(CM)32-5 Signal Security (SIGSEC) (U).
38-5 Logistics, Maintenance Management.
38-6 Logistics, Management Controls.
41-5 Joint Manual for Civil Affairs.
41-10 Civil Affairs Operations.
44-1 U.S. Army Air Defense Employment.
54-1 The Logistical Command.
54-2 The Division Support Command.
54-7 The Theater Army Support Command.
54-8 The Administrative Support, Theater Army (TASTA-70).
(TEST)
55-35 Motor Transport Operations and Motor Transport Units.
55-57 Transportation Harbor Craft Units and Marine Maintenance Units.
57-35 Airmobile Operations.
61-100 The Division.
100-5 Operations of Army Forces in the Field.
100-10 Field Service Regulations Administrations.
100-15 Field Service Regulations Larger Units.
(C)100-20 Field Service Regulations-Internal Defense and Development. (U)
101-5 Staff Organization and Procedure.
101-10-1 Staff Officers' Field Manual-Organization, Technical, and Logistical
Data (Unclassified Data).
101-10-2 Organizational, Technical, and Logistical Data, Extracts of Organization
and Equipment.

AGO 5274A A-3

FM 29-30

A-3. Technical Manuals

10-405 Army Mess Operations.
38-750 Army Equipment Records Procedures.
38-750-1 Maintenance Management, Field Command Procedures.
55-403 Fundamentals of Army Helicopter Maintenance.
55-404 Fundamentals of Army Airplane Maintenance.
55-410 Aircraft Maintenance Servicing and Ground Handling Under Extreme
Environmental Conditions.
55-413 Recovery and Evacuation of Army Aircraft.
55-601 Troop Movement Guide.
57-210 Air Movement of Troops and Equipment.
743-200 Storage and Materials Handling.
743-200-1 Storage and Materials Handling.

A-4. Training Circular

1-21 Destruction and Immobilization of Army Aircraft and Associated Equip-
ment.

A-5. Supply Bulletins

3-30 Serviceability Standard for CB Materiel.
334 Maintenance Float CBR Equipment.
3-38 Cannibalization as a Source of Low Mortality Repair Parts.
5-83 Corps of Engineers Maintenance Float Criteria.
5-106 Use of Controlled Cannibalization as a Source of Supply of Low Mortality
Engineer Repair Parts.
9-140 Operation of Maintenance Floats: Major Items of Equipment Authorized
for Stockage.
9-156 Publications for Packaging Army General Supplies.
11-244 Stockage of Signal Items for Use as Maintenance Float (Exchange).
11-478 Cannibalization as a Source of Supply for Signal Parts.
700-20 Adopted Items of Materiel and Army Reportable Items.
A-6. Technical Bulletins
AVN 23-5-1 Equipment Improvement Recommendations Digest.
AVN 23-16 Test Flights and Maintenance Operational Checks of Army Aircraft.
AVN 23-67 Army Aircraft Maintenance Inspection Procedures.

A-7. Department of the Army Pamphlets

20-301 Work Simplification in Action Through Use of Work Distribution Chart,
Flow Process Chart, Work Count, Motion Economy, Layout Studies,
Instructors Guide.
21-52 Cold Facts for Keeping Warm.
360-522 The U.S. Fighting Man's Code.
27-1 Treaties Governing Land Warfare.
750-10 Command Maintenance Management Inspection Handbook.
108-1 Index of Army Films, Transparencies, GTA Charts, and Recordings.
310-1 Index of Administrative Publications (Army Regulations, Special Regula-
tions, Circulars, Pamphlets, Department of the Army Posters, Joint
Chiefs of Staff Publications, and General Orders).
310-2 Index of Blank Forms.

A-4 AGO 5274A

 FM 29-30

310-3 Index of Doctrinal, Training and Organizational Publications (Field Man-

uals, Reserve Officers' Training Corps Manuals, Training Circulars,
Army Training Programs, Army Subject Schedules, Army Training
Tests, Firing Tables and Trajectory Charts, Tables of Organization and
Equipment, Type Tables of Distribution and Table of Allowances).
310-4 Index of Technical Manuals, Technical Bulletins, Supply Manuals (Types
7, 8, and 9), Supply Bulletins, Lubrication Orders.
310-7 U.S. Army Equipment Index of Modification Work Orders.
310-35 Index of International Standardization Agreements.
750-1 Preventive Maintenance Guide for Commanders.
750-7 The Army Maintenance Management System; Materiel Readiness; Guid-
ance and Techniques for Commanders.
750-38 TAERS Equipment Historical Records with Selected Maintenance Forms.

AGO 5274A A-5

 FM 29-30

APPENDIX B

GUIDE TO UNITS PROVIDING MAINTENANCE AND/OR

REPAIR PARTS SUPPLY SUPPORT OF ARMY MATERIEL

B-1. Introduction vide(s) support for a specific commodity of

This appendix provides a ready reference to
most types of equipment used and the units
involved in providing maintenance and/or re-
pair parts support for this equipment. Each
unit has been identified to indicate whether
its mission is one of direct or general support.
For details on general supply support and the
supply of end items, see the appropriate field
manuals referenced in appendix A.
B-2. Support Capability Key
End items of equipment are indicated across
the top of the table. Units providing support
are indicated on the left side of the table, to-
gether with an indication of their support role
(DS or GS). To determine which unit(s) pro-
materiel, read across top of table to column
containing the commodity of interent, then
down that column until an entry (or entries)
is found. Look to the left side of the table on
the same line corresponding to the entry(ies)
to determine the unit(s) involved in providing
support.
B-3. Relationships of Nondivisional and
Divisional Equipment Support
Although the scope of this manual does not
encompass nondivisional maintenance support,
the table includes nondivisional maintenance
support units in order to illustrate the relation-
ships of backup maintenance support to divi-
sion maintenance activities.

Tab'. ,-l. Guide to Units Providing Maintenance and/or Repair Parts Supply Support of Army Materiel
(Located in back of manual)

AGO 5274A

APPENDIX C
EMPLOYMENT OF NONAIR DEFENSE WEAPONS AGAINST AIRCRAFT
C-1. General
a. The substantial low altitude air threat
faced by units in the combat theater may be
partially countered by aggressive use of the
large volume of fire which nonair defense
weapons can place against the threat.
b. Exercise of the individual and collective
right of self defense against hostile aircraft
must be exercised. Hostile aircraft include all
attacking aircraft and those positively-identi-
fled enemy aircraft that impose a threat to the
unit. The requirement for exercise of this
right has not been adequately emphasized in
the past. Large volumes of fire from nonair
defense weapons have proven capable of de-
stroying both high and low speed aircraft or
disrupting their attack. Normally, such action
will be governed by rules and procedures es-
tablished by the air defense commander.
c. Indiscriminate use of nonair defense
weapons must be prevented due to the result-
ing danger to friendly aircraft and troops and
the requirement to place ing
disclosure of positions. Engagement of hostile
aircraft in immediate self defense will
will be
be most
most
frequent and training emphasis should reflect
this.
d. Situations may arise wherein the exer-
cise of the right of self defense should be tem-
porarily supressed, or when free use of nonair
defense weapons against aircraft should be en-
couraged. The former case involves a local de-
cision that prevention of position disclosure
is paramount. Notice of such restriction is dis-
seminated through command channels. The
later case should be based on a theater-level
decision.
e. The single rule for engagement of hostile
aircraft is based on the knowledge that com-
mon sense interpretations of the rule will be
AGO 5274A
FM 29-30
correct. For example, all aircraft attacking the
unit and enemy aircraft performing operations
such as forward air control, reconnaissance,
surveillance, or dropping or landing troops are
clearly "hostile aircraft."
C-2. Rule for Engagement
In the absence of orders to the contrary, in-
dividual weapons operators will engage at-
tacking aircraft. Engagement of all other hos-
tile aircraft will be on orders issued through
the unit chain of command and will be super-
vised by unit leaders. Nothing in this rule is
to be taken as requiring actions prejudicial to
accomplishment of the primary mission of the
unit.
C-3. Techniques
The following techniques should maximize the
destructive and/or deterrent effect against air-
craft. Aircraft may be divided into two cate-
gories: low speed and high speed. Low speed
aircraft include helicopters and liaison, recon-
propeller
aircraft. High speed aircraft include all other
propeller aircraft and all jet fixed wing air-
craft. This distinction will result in simplified
engagement procedures.
a. Engagement of Low Speed Aircraft. In
accordance with the rule for engagement, en-
gage low speed enemy aircraft with aimed fire,
employing the maximum weapon rate of fire.
Aerial gunnery techniques (less lead), gen-
erally applicable to all small arms and auto-
matic weapons, are given in FM 23-67
b. Engagement of High Speed Aircraft. In
accordance with the rule of engagement, en-
gage high speed enemy aircraft with maximum
fire aimed well in front of the aircraft, and
above its flight path, in order to force it to fly
through a pattern of fire. This technique is
C-1
FM 29-30
not unaimed barrage fire, but requires a de-
gree of aimed fire. It does not, however, call
for careful estimation of aircraft speed and
required lead.
c. Use of Tracer Ammunition. The highest
practical proportion of tracer ammunition
should be used in automatic weapons to en-
hance the deterrent or disruptive effect and to
assist in correcting aim.
d. Massed Fire. Units should employ a
massed fire technique when using small arms
and automatic weapons in an air defense role.
C-4. SOP ITEMS
An SOP should cover, but not be limited to,
the following items relevant to engagement of
aircraft with nonair defense weapons:
a. Applicability. (Operators of designated
weapons.)
b. Relation to Primary Mission. (Primary
mission is never prejudiced.)
c. Relation to Passive Air Defense. (The nec-
essity for aggressively engaging hostile air-
craft is balanced with the requirement to place
in proper perspective the tactic of withhold-
ing fire to preclude disclosure of position.)
C-2
d. Authority to Engage. (Authority to en-
gage attacking aircraft delegated to individual
weapons operators and to engage all other hos-
tile aircraft on orders through chain of com-
mand, subject to the rule for engagement and
rules for withholding fire.)
e. Rule of Engagement. (Normally self de-
fense only against all attacking aircraft and
those positively identified enemy aircraft
which pose a threat to the unit.)
f. Rules for Withholding Fire. (When or-
dered. When not positive that aircraft are
actually attacking or otherwise hostile. When
friendly aircraft or troops are endangered.)
g. Position Selection. (See FM 44-1. Appli-
cable only to weapons specifically assigned an
air defense role; e.g., designated single barrel
caliber .50 machineguns.)
h. Firing Techniques. (Lead and superele-
vation. Massed fire. Maximum use of tracer
ammunition.)
i. Unit Training Requirements. (Motivation
and discipline. Gunnery. Aircraft recogni-
tion.)
AGO 5274A

APPENDIX D
STABILITY OPERATIONS
D-1. General
Stability operations is that portion of internal
defense and internal development operations
provided by armed forces to maintain, restore,
or establish a climate of order within which a
responsible government can function effec-
tively, and without which progress cannot be
achieved.
D-2. Technical Assistance
a. Technical assistance techniques and
methods to increase maintenance productivity
can be taught. Care must be taken to assure
that the techniques to be applied are in con-
sonance with physical conditions, resources,
social environment, economic organization,
and the cultural pattern of the people. Tech-
nical knowledge can rarely be transferred un-
adapted from a developed to an underveloped
country. Although it has been recognized in
research and development and in the training
problems encountered by technical assistance
personnel, the scope of American research and
training effort is still too limited and the tours
of duty of technical assistance experts fre-
quently too short.
b. Technical assistance will develop human
resources of the country receiving the assist-
ance. This goal can be achieved partly by as-
sisting formal education programs. Teching
should animate all technical assistance activ-
ities, even those having no explicit training
component. Through our personnel's behavior
in the foreign society, technical assistance ex-
perts may not only transmit technical skills
and expertise to those with whom they are
working but in subtle ways influence motiva-
tions, attitudes toward change and innovation,
and perceptions of attitudes.
c. Technical assistance should be taught or
employed to convey an image of American
AGO 5274A
FM 29-30
purposes, intentions, and modes of operation,
which will lay an effective basis for future co-
operation. This image will be conveyed by the
day-to-day behavior of the many kinds of
technicians dispatched for technical assist-
ance. To accomplish this objective, technical
assistance personnel must acquire a subtle and
sophisticated understanding of the problems
and sensitivities of the people with whom they
are dealing.
D-3. Training
a. Military assistance can make a major
contribution in training and education. A pe-
riod of military training affords the oppor-
tunity to make the soldier literate, to teach
him basic technical skills, and to install in him
such attitudes as the respect for authority and
organization which are essential to modern
life. The Army can be a highly significant
training ground for large numbers of men,
preparing them for new roles in society.
b. The training problem in each country is
unique and must be examined with a view to
the particular factors which can influence its
success in that country. Where insurrection
has not actually broken out, the objective is
to promote greater stabilization. Civic action
programs by our military forces constitute one
of the powerful tools available to meet this
objective. Training teams consisting of spe-
cially qualified U.S. military and civilian per-
sonnel have proved highly effective in assisting
underveloped nations to plan and execute civic
action programs.
D-4. Civil Affairs Effort
There are many activities that may be under-
taken by maintenance units to assist in the
civil affairs effort. These efforts may be di-
D-1
FM 29-30
rected or voluntary. The efforts are limited in
scope and variety only by requirements and
the ingenuity of units. Although maintenance
units are adaptable for certain types of activ-
ities because of the nature of their missions
and the types of equipment and skills they
employ, there are many other areas in which
units may contribute because of the particular
civilian education and experience of unit per-
sonnel. A platoon leader may have been a plant
foreman or a business executive. A clerk
typist may have had farming experience. Ci-
vilian skills in such trades as forestry, engi-
neering, and pest control may be found.
Teachers are an asset. Such personnel either
directed o ron voluntary off-duty time can do
much to assist in social and economic improve-
ment of the civilian community. A partial list
of these efforts may include:
a. Assistance in construction projects by
providing advice and equipment.
b. Providing assistance and equipment for
land clearance and debris clearance.
D-2
c. Assisting in crop harvesting.
d. Repairing machinery and transport
equipment.
e. Training personnel in skills useful to the
local economy.
f. Providing teachers for schools and adult
technical training.
g. Sponsoring community projects such as
orphanages, schools, and civic centers.
h. Providing labor, material, and transport
assistance for disaster relief.
i. Providing instruction, advice, and assist-
ance in professional areas such as engineering,
if these skills are available in the unit.
j. Motivating the populace to help them-
selves by showing them how to get the most
out of locally-available tools and materials.
D-5. References
For more specific details on stability opera-
tions and programs, see FM 31-23, FM 31-73,
FM 41-10, FM 100-10, FM 100-15, and FM
100-20.
AGO 5274A
 FM 29-30

APPENDIX E
GUIDE FOR THE PREPARATION OF A BATTALION (SEPARATE UNIT)
MAINTENANCE STANDING OPERATING PROCEDURE (SOP)

Section I. GENERAL
E-1. Introduction a. It should provide for revision as neces-
The battalion maintenance SOP should begin sary. Assignment of this responsibility to a
with a statement of purpose, scope, and ob- specific staff officer is recommended.
jectives that relate to, but need not repeat, the b. It should include an index or guide to
division program statements. major sections.

Section II. COMMAND AND STAFF RESPONSIBILITIES

E-2. General that cannot be resolved immediately through

The battalion commander will assign specific
responsibilities for each element of his main-
tenance program to a specific staff officer. Be-
sides stating the fact that maintenance is a
command responsibility, he will state certain
requirements for fulfilling that responsibility.
It is recommended that assignment of responsi-
bilities in the battalion follow the assignment
of responsibility at division level. Emphasis
on command responsibility will be down to the
platoon, section, and squad level.
E-3. Command Responsibilities
The battalion commander will emphasize that
he will hold company and lower commanders
directly responsible for the maintenance of all
equipment of their units, regardless of as-
signed staff responsibilities. He will require
that maintenance deficiencies and problems
normal technical and staff channels be re-
ported by company commanders and staff of-
ficers directly to him or his executive officer.
He should also establish a policy that com-
manders be prepared to inform him at all
times on the status of maintenance activities
in their units.
E-4. Staff Responsibilities
a. Battalion executive officer. See paragraph
3-4(2).
b. Materiel officer. See paragraph 3-4(3).
c. Maintenance officers. See paragraph 3-
4(4).
d. Battalion S1. See paragraph 3-4(6).
e. Battalion S2/S3. See paragraph 3-4(7).
f. Battalion S4. See paragraph 3-4(8).
g. Technical supply officer. See paragraph
3-4(5).

Section III. OPERATIONS

E-5. Policy E-6. Direct Support

The battalion commander will outline his
policy for implementation of procedures re-
quired by division policy. He will include also
his requirements for internal maintenance op-
erations of the battalion.
The SOP will include the following informa-
tion concerning direct support unit operations.
a. Specific procedures and conditions under
which the direct support units will conduct on-
site maintenance of materiel.

AGO 5274A E-1

FM 29-30
b. Conditions under which materiel will be
evacuated, whether in garrison, the field, or
combat, and how it will be done.
c. Liaison by personal visits of the battalion
commander, materiel officer, maintenance of-
ficers, technical supply officer, and S4 to direct
support units.
d. A requirement that equipment operators
and crews be present with equipment when it
is being serviced or repaired in organization
maintenance facilities or by direct support
personnel on-site. A list of equipment to which
this requirement applies should be included.
e. The system for requisitioning mainte-
nance supplies and repair parts, the procedures
for procuring supplies from direct support
units, and the manner by which supply will
be accomplished, including procedures for fol-
lowup.
f. A statement that organizational mainte-
nance will normally be accomplished on all
equipment before it is evacuated to direct sup-
port units.
g. A requirement that when equipment has
been deadlined for a given period of time, as
announced by division policy, it will be evac-
uated to higher maintenance categories (di-
rect support unit).
E-7. Minimum Time Requirements
The division program states the minimum
time that will be devoted to maintenance of
equipment. The battalion SOP will conform.
Since the unit SOP will receive wider distri-
bution in the unit than will the division pro-
gram, it is desirable to include the minimum
time requirements, in detail, with such other
observations as the battalion commander may
wish to make.
E-8. Equipment That Exceeds Maintenance
Capability
The SOP will require that unit commanders
report when they are unable to maintain
equipment assigned them with the personnel,
time, and facilities provided.
E-9. Internal Shop Operations
There will be a statement of policy on the
internal shop operations of the battalion main-
E-2
tenance organization and individual com-
panies. This need not be detailed, but should
require that maintenance be carefully sched-
uled and that skilled and unskilled personnel
work as teams.
E-10. Performance of Maintenance Services
The SOP will establish a policy on scheduling
required maintenance services. It will specify
the way in which these services will be in-
tegrated into other operational requirements
of the unit, such as training. It will also state
whether equipment should be scheduled by in-
dividual end item or by unit.
E-11. Reports
The battalion commander will establish a sys-
tem to make sure that he is continuously in-
formed of the status of maintenance of his
unit. This should include, as a minimum, re-
ports on personnel availability and training,
the condition of equipment, materiel readiness,
status of repair parts supply, and availability
of facilities. He should state his requirements
for inoperable equipment reports of all elec-
tronic and mechanical, as well as vehicular,
equipment. Reports should be in sufficient de-
tail to inform him not only of the fact that
equipment is deadlined, but the specific length
of time it has been deadlined, the reason for
its being deadlined, and an estimate as to when
it will be returned to service.
E-12. Assignment of Operators
The battalion commander should require that,
except under unusual or emergency conditions,
a specific operator be assigned to every item
of equipment, and be assigned responsibility
for the maintenance of that equipment. De-
pending upon his own unit situation, the com-
mander should outline his policy with respect
to assignment of drivers and vehicle crews.
For example, under what conditions will he
permit a driver to operate a vehicle other than
that specifically assigned him. He may also in-
clude instructions for operations when the unit
has insufficient trained operators to man each
item of equipment.
AGO 5274A

E-13. Equipment Dispatch and Control
Procedures
The battalion's system for dispatch of wheeled
and tracked vehicles will be stated in detail.
Generators and other equipment requiring the
use of dispatch cards will be included in the
system.
E-14. Safety
Safety requirements should be outlined in de-
tail.
Section IV. SUPPLY
E-16. Repair Parts and Other Maintenance
Supplies
The manner in which the battalion will carry
out the division policy with respect to repair
parts and other maintenance supplies should
be outlined in detail. This includes supply op-
erations between the battalion and direct sup-
portthe
port units, and units,
the controlIt
controland
of supply in the
~~~battalion,~ ~tery
E-17. Responsibilities of Staff Officers
The supply responsibilities of the materiel of-
ficer, technical supply officer, and S4 will be
clearly defined. It is recommended that staff
responsibility for internal supply, excluding
maintenance supply, be assigned to the S4 and
that he be kept informed of its status by di-
rect contact and informal reports from unit
commanders. The technical supply officer and
S4 should also conduct inspections of repair
parts supply and organizational supply re-
quirements to keep aware of their status.
E-18. Requisitioning System
Requisitions will be submitted daily or as re-
quired. It is important that battalion policy
require continuous requisitioning on this basis
to prevent an accumulation of requisitions and
to help insure continuous supply. Requisitions
will not be delayed by battalion administrative
offices nor will requisitions be consolidated.
E-19. Repair Parts Control
The SOP should establish specific procedures
for repair parts storage in the battalion and
companies. It should also state the policy con-
cerning the stockage of repair parts-whether
AGO 5274A
FM 29-30
E-15. Maintenance Periods
Equal emphasis will be given to maintenance
and tactical operations. The SOP will include
instructions for scheduling specific periods for
maintenance within all subordinate units. It
should also announce policies for the conduct
of scheduled maintenance periods. Mainte-
nance periods should be scheduled by specific
categories of equipment.
they may be stocked at company level, at bat-
talion level, or at both. It should require, as a
minimum control, that repair parts be stored
so thay they may be easily located, controlled,
and cared for.
E-20. Reporting on Delay of Repair Parts
is important that at the company and bat-
level
~ any delay in the receipt of repair
parts be noted by the commander and reported
through command channels before supply
through com channels before supply
shortages become critical.
E-21. Supply Contact Teams
The division policy is that, to the greatest ex-
tent possible, repair parts will be supplied by
teams from the direct support units. The com-
mander should state in his SOP that this is ex-
pected as a normal procedure. Within this pol-
icy, requisitions will be processed at the same
time repair parts are delivered by direct sup-
port units
E-22. Direct Exchange
The SOP will emphasize that direct exchange
components will not be turned in until it is
determined that they are in fact unserviceable
and that the parts must be protected until
turn-in to the direct support unit.
E-23. Stock Numbers
The SOP will emphasize the requirement for
accurate stock numbers and state that only
numbers that are authorized will be used. It
should also require a system of checks in the
battalion to help insure that requisitions with
improper nomenclature and stock numbers are
not forwarded.
E-3
FM 29-30
Section V. MAINTENANCE TRAINING
E-24. General
The battalion commander should state in de-
tail his method of implementing the division
maintenance training policy.
E-25. Assignment of Responsibility
See paragraph 4b, c, and e of this appendix.
E-26. Specific Training Requirements
a. The battalion SOP will reiterate the di-
vision minimum time requirement for mainte-
nance training in unit schedules.
b. It should list the battalion schools to be
conducted for commanders, staff officers, and
maintenance specialists and the schedule on
which they will be conducted. It will assign
primary staff responsibility for organizing
and conducting these schools.
c. It should state the commander's policy
with respect to application for service school
quotas, the condition under which certain men
will be service-school trained, and the require-
ment that quotas, when procured, be met un-
less an exception is authorized. It will empha-
size that unit commanders are to insure that
only qualified men are sent to service schools.
E-27. Division Maintenance Schools
The battalion commander may designate men
of different categories and grades who are to
attend division level schools.
E-28. Maintenance Training in the Field
The battalion commander in keeping with di-
vision policy, will require that a specific num-
ber of hours of training in a given training
Section VI.
E-31. General
Minimum inspection requirements are stated
in the division maintenance program.
E-32. Formal Inspections
The battalion commander will publish specific
instructions for the conduct of formal inspec-
tions, including the manner in which equip-
ment will be displayed for inspection. This
includes supply rooms, motor park areas, on-
Ee4
cycle be devoted to maintenance operations in
the field and specifically under night and black-
out conditions. He will also require, in field
training, that maintenance operations be per-
formed only with table of organization equip-
ment. He will emphasize knowledge and use of
field expedients.
E-29. On-the-Job Training
The SOP will require that shop operations be
so organized that experienced and inexperi-
enced mechanics work as teams. On-the-job
training will be recorded and the trainees
tested periodically to determine their progress.
A statement will also be made concerning
training assistance available from direct sup-
port units as a part of their maintenance as-
sistance function.
E-30. Specialist Training
a. The SOP will emphasize that mainte-
nance specialists are to be engaged primarily
in maintenance activities and maintenance
training. Maintenance specialists are required
to achieve minimum standards in the following
mandatory subjects:
(1) Physical conditioning of the soldier.
(2) Drill and discipline.
(3) Training in individual weapons.
(4) Subjects specifically directed by
higher headquarters.
b. Training in mandatory subjects will be
scheduled for specialists so as not to interfere
with maintenance operations. Conflict between
these requirements will be reported through
command channels.
INSPECTIONS
equipment materiel (OEM), and other display
areas. He should also outline the types of in-
spections for standard use within the battal-
ion.
E-33. Inspection Reports
A system should be established to analyze and
consolidate the results of formal and informal
inspections made by battalion and higher head-
quarters to advise the battalion commander of
AGO 5274A

the degree to which his units are meeting re-
quired maintenance standards. Written reports
Section VII. FACILITIES
E-34. Assignment of Responsibilities
The maintenance officers should be given staff
responsibility to obtain adequate maintenance
facilities of all types for the battalion. Ade-
quate garrison maintenance facilities for all
battalion units may not be available. If not,
Section VIII. PUBLICATIONS
E-36. Publications Policy
The battalion commander must make sure
that publications are supplied in sufficient
quantities at the level where they are used.
E-37. Responsibilities
a. The materiel section must monitor avail-
ability and use of maintenance publications.
It must make sure that the required quantity
AGO 5274A
FM 29-30
of inspections conducted by battalion will be
held to a minimum.
the battalion SOP will establish procedures for
the use of existing facilities,
the use of existing facilities
E-35. Storage and Control
The SOP should state requirements for the se-
curity of tools and the arrangement of storage
facilities for repair parts.
of each publication is available to appropriate
units of the battalion. It should maintain a
consolidated list of all maintenance publica-
tions required in the battalion.
b. The battalion maintenance officers have
special staff responsibilities for making sure
that publications are available. They must
keep the materiel officer informed of the status
of publications.
E5
 FM 29-30

APPENDIX F
CBR DEFENSE ANNEX TO COMPANY SOP

COMPANY
(PREPARATION GUIDE)
DATE
SUBJECT:
TO:
CBR DEFENSE
All Personnel
Company

1. References
a. AR 220-58.
b. FM 3-12, FM 21-11, FM 21-40, FM 21-41, and FM 21-48.
c. Maps and overlays.
d. Orders and related documents.
e. SOP's of higher headquarters.
2. Purpose
This annex will establish organization for company CBR defense, delineate
responsibilities of company personnel, and describe procedures to be fol-
lowed in the event of CBR attack. It will assure mission accomplishment
during chemical, biological, or nuclear attack with a minimum loss of per-
sonnel, time, and equipment.

3. Organization
a. Personnel. The following additional duties are delegated to personnel
indicated, by order of the company commander.
(1) CBR officer. Operations officer.
(2) CBR NCO's. Section chiefs.
(3) Chemical detection parties. A minimum of one primary party
and one alternate party will be organized and trained per chemical agent
detection kit authorized the company. Each party will consist of one NCO
or specialist party leader and one EM assistant (driver wh.en necessary).
Personnel assigned to these parties will be designated by the company
commander.
(4) Radiological monitoring and survey parties. A minimum of
one primary and one alternate monitoring and survey party will be ap-
pointed for each survey meter authorized this company. Each party will
consist of one EM monitor and one EM assistant (driver when necessary).
Personnel will be assigned to the radiological monitoring and survey par-
ties by the company commander.
(5) Emergency decontamination parties. These parties will consist

AGO 5274A F-1

FM 29-30

of one NCO and 10 EM. Personnel comprising these parties will be selected
by the CBR officer, with the approval of the company commander.
b. Equipment.
(1) Individuals. Individual equipment includes individual protective
clothing (not issued to every individual), field protective mask, and ac-
cessory items. Items carried in the mask's carrier include eyelens outserts,
a chemical agency protection and treatment set or the individual decon-
taminating and reimpregnating kit, winterization kit, waterproofing bag,
protective mask hood, and automatic atropine injectors.
(2) Chemical detection party. The chemical detection party per-
forming detection operations will be equipped with a chemical agent de-
tector kit and individual protective clothing and equipment and vehicles
as necessary to perform their mission.
(3) Radiological monitoring and survey party. Each party will be
equipped with a radiacmeter IM 174/PD, dosimeter IM 93/UD, protective
clothing and equipment and vehicles as necessary to perform its mission.
In addition, the primary and alternate parties will each be equipped
with a l/4-ton truck.
(4) Emergency decontamination party. Decontamination and equip-
ment required to maintain essential operations of the unit will be obtained
by the supply sergeant and issued upon orders from higher authority.
Equipment required includes: shovels, brushes, brooms, rakes, rags, 16-
and 32-gallon buckets, soap, rubber gloves DANC solution units, DS2
units, decontaminating agent STB, axes, chemical agent detection kit,
and radiation detection instruments.

4. Individual and Unit Responsibilities

a. Individual soldier. Each soldier must demonstrate ability to perform
his mission in a CBR environment. To do so, he must know:
(1) The characteristics of CBR agents and their effects.
(2) How to detect and identify chemical agents and detect radiological
agents and materiel.
(3) How to protect against CBR attack.
(4) How to perform CBR first aid.
(5) How to remove CBR agents from himself and his equipment.
(6) The conditions for masking without alarm or command once
chemical-biological attack has begun or is imminent.
(7) The procedures for unmasking.
(8) The standards of individual proficiency given in appendix II,
FM 21-41 and FM 21-48.
b. Control Personnel.
(1) Company commander. The company commander is responsible
for assuring that all personnel are trained in CBR procedures and defensive
measures. He schedules training, assures that defensive measures are im-
plemented, and insures that required supplies and equipment are on hand.
He will control the dispatch of chemical detection parties, radiological
monitoring and survey parties, and a decontamination party when they
are required to operate outside the company area. He is responsible for
immediately informing, by flash report, the next higher headquarters and
subordinate and adjacent units of a CBR attack.

F-2 AGO s274A

 FM 29-30

(2) CBR Officer. The CBR officer will closely supervise and conduct
CBR training, will inspect CBR supplies and equipment, and will make
recommendations to the commanding officer concerning CBR defense
measures. He will dispatch and control the operations of chemical detec-
tion parties, radiological survey parties, and the emergency decontamina-
tion party within the company area. The CBR officer will also supervise
the maintenance of CBR equipment and the construction of protective
shelters, and will assist the company commander in planning damage con-
trol operations. The CBR officer will be school trained.
(3) CBR NCO's. CBR NCO's are the principal assistants to the
CBR officer in the performance of his duties. When the CBR warning
is sounded, or as otherwise directed, the CBR NCO's will report to the
CP.
(4) Supply sergeant. The company supply sergeant will obtain, store,
maintain in storage, and issue unit CBR supplies-including those decon-
tamination supplies required by the local situation and authorized by
higher headquarters.
c. Unit. The unit must be able to perform its mission in a CBR environ-
ment. To do so, the unit must be able to:
(1) Supervise and assist its CBR personnel and CBR teams in in-
dividual and unit CBR training.
(2) Provide maximum CBR integration into field exercises.
(3) Develop a detailed and practical CBR SOP based upon accomplish-
ment of its primary mission.
(4) Perform the actions listed as specific objectives of unit proficiency
in FM 21-40.
d. Parties.
(1) Chemical detection party. The chemical detection party will ob-
tain, maintain, and become proficient in the use of required equipment,
and will conduct chemical agent detection and identification operations as
directed. When the CBR alarm sounds, or as otherwise directed, members
of these parties will report to the CP with chemical agent detection kits.
(2) Radiological monitoring and survey party. The radiological mon-
itoring and survey party will obtain, maintain, and become proficient in
the use of required equipment, and will conduct monitoring and survey
operations as directed. The number of monitors or survey parties func-
tioning at one time will depend on the size of the area to be monitored or
surveyed, and the equipment available.
(3) Emergency decontamination party. The emergency decontami-
nation party will obtain, maintain, and become proficient in the use of
equipment and supplies required for decontamination operations. Such op-
erations will be conducted as directed by the CBR officer.
Note. The chemical detection party, radiological monitoring survey party, and
the emergency decontamination party will be unit trained.
5. Unit Protection
a. Alarms.
(1) General alarm. The general alarm (CBR attack considered im-
minent) will be announced by higher headquarters whenever advance
warning is possible. Upon receipt of such a warning, all company person-
nel will be notified by the most expeditious means available.

AGO 5274A F3
FM 29-30

(2) Actual attack. A warning of the actual attack (enemy CBR

agent detected) will be sounded by the individual(s) observing the attack
or detecting the agent. (Individual(s) should follow automatic masking
procedure, then sound the alarm.)
(3) Alt clear. The ALL CLEAR will be initiated by the commanding
officer only. In the event the company commander is killed or disabled,
the officer assuming his duties will initiate the ALL CLEAR.
(4) Standard alarm. Percussion sounds, rapid and continuing, will
be used to warn of a CBR attack. Percussion alarm may consist of iron
pipe, iron triangle, rail, empty shell case, or bell. The alarm will be
promptly relayed to higher headquarters, subordinate units, and adjacent
units.
(5) Friendly use of CBR agents. Upon use of CBR agents by
friendly forces, all platoon and section leaders will insure that all personnel
of their respective organizations are informed and that proper protective
measures are taken. Platoon and section leaders will report to the com-
pany commander after all personnel have been warned and protective
measures have been taken.
b. Detection and Survey Parties.
(1) At the sound of the CBR alarm, the chemical detection party
and radiological monitoring and survey parties will report to the company
CP with their respective equipment. The CBR officer will order the conduct
of sampling or survey operations as soon as the situation permits.
(2) In the event that a chemical agent cannot be identified with
the M15-series chemical agent detector kit, the nearest CBR-trained per-
sonnel equipped with the M18-series chemical agent kit, normally in the
battalion, will be alerted.
(3) As soon as the attack or CBR agent is detected, higher headquar-
ters, subordinate units, and adjacent units will be notified. This report will
be made with flash precedence by the most expeditious means available.
(4) Following a radiological attack, monitors will conduct ground
surveys as directed and record the required information on the Data Sheet
for Radiological Surveys (Ground), DA Form 1971-R. This information
will be relayed, as directed, to the Chemical, Biological, and Radiological
Element (CBRE) or control party directing the survey. In most cases,
this information will be of high intelligence value, and proper security
safeguard will be observed.
c. Biological Attack. Normally the presence of biological agents will
be difficult to detect in the initial phase of an attack. However, early
recognition of biological agents is essential so that proper countermeasures
may be taken; thus, all personnel must be alert to detect indications of the
use of these agents. When the presence of biological agents is suspected,
the CBR officer will be notified immediately, and the CBR alarm sounded.
The following may indicate the presence of biological agents:
(1) Enemy aircraft dropping unidentifiable material or spraying un-
identifiable substances.
(2) Unusual types of shells or bombs, particularly those that burst
with little or no blast.
(3) Smokes or mists of unknown source or type.

AGO 5274A
 FM 29-30

(4) Unusual substances, glass bottles, or other containers lying on

the ground in the area.
(5) Unusual increase in insects such as mosquitoes, fleas, or ticks.
(6) Sick or dead animals.
(7) Illness of personnel.
(8) Parachutes or other devices that can be used for disseminating
animals or insects.
(9) Unusual taste or appearance of food, water, and beverages.
(10) Widespread damage to crops and other vegetation in the area.
Note. When it is expected that a biological attack has occurred, the next higher
headquarters will be notified on a FLASH PRIORITY basis. CBR sampling and analy-
sis team or technical intelligence company will take biological agent samples for pro-
cessing to the Army Medical Laboratory.
d. Protection of Personnel.
(1) General. Personnel will mask immediately when the CBR attack
is suspected or the alarm is sounded, and will remain masked until the
ALL CLEAR is sounded.
(2) Aerosol agent.
(a) In the event an aerosol agent is employed, personnel will
utilize any available cover to protect themselves from contamination.
(b) If gloves, or other clothing that offers protection to the indi-
vidual is available, it will be put on.
(c) Personnel working or taking shelter in buildings, tents, etc.,
will close doors, windows, and flaps. Unventilated buildings, however,
should be avoided.
(d) Low areas, damp areas, and those covered by thick vegetation
will be avoided, if possible.
(3) Nuclear attack.
(a) In the case of a nuclear attack, the first indication you will
have may be a bright light. If caught in the open, drop to the ground in-
stantly and curl up to protect hands, neck, and face from flash heat.
(b) If warning is received before the attack, get into a foxhole,
slit trench, or protective shelter. Whenever possible, overhead cover should
be utilized.
(c) Remain under cover for at least 90 seconds after the explosion.
(d) Following the blast, all personnel will resume their mission
operations unless instructed otherwise.
(4) Evacuation. If the area is heavily contaminated by a radioactive,
chemical, or biological agent, or is in the path of radioactive fallout, per-
sonnel must prepare to evacuate the area. The company will move upon
order of the commander.
e. Protection of Supplies and Materiel. In the event of CBR attack,
as much supplies and materiel as possible should be covered with tarps,
tentage, or other suitable material. Priority will be given to food and
other mess supplies and equipment.
f. Marking. Platoon and section leaders are responsible for assuring
that CBR personnel mark contaminated places in their respective areas
with proper signs (FM 21-40).
6. Decont'amination
a. Decontamination will be accomplished by company personnel as

AGO 5274A F.5

FM 29-30

soon after a CBR attack as the situation permits. Priorities for decon-
tamination are as follows:
(1) Personnel.
(2) Crew-served and individual weapons.
(3) Food and water supplies.
(4) Tools, equipment, and vehicles.
(5) Personal equipment.
b. CBR personnel will supervise the decontamination operations.
c. The decontamination team will conduct decontamination operations
only when directed by the company commander and only in the areas
he designates. This team may be employed in the company area, or may
be utilized in other areas, as directed by higher headquarters.

7. CBR Intelligence
a. All personnel have a responsibility for CBR intelligence. It is es-
sential that all information concerning the use, or possible use, of CBR
agents by the enemy be reported to the company commander immediately.
b. The company commander is responsible for forwarding all CBR
information to battalion headquarters. Reports may be routine, special,
or immediate.
(1) Routine reports will be made on such matters as current status
of contaminated areas, progress of decontamination, status of protective
shelters in areas subjected to enemy attack, and status of CBR protective
equipment and supplies.
(2) Special reports will be submitted as requested by higher head-
quarters.
(3) Reports will be prepared immediately following an enemy CBR
attack. This report will be forwarded to higher headquarters by the most
rapid means available.
8. Training
a. The company CBR officer and CBR NCO's will provide technical
assistance to their unit commander in CBR and nuclear training and op-
erations. Company CBR personnel will-
(1) Give CBR-nuclear instruction to achieve minimum standards of
CBR and nuclear proficiency.
(2) Assist in preparation of the units, CBR-nuclear SOP, and assure
that all of the unit's personnel are trained to implement this section of
the unit SOP.
(3) Train unit CBR teams.
(4) Supervise operation and maintenance of CBR detection instru-
ments.
(5) Supervise use and maintenance of CBR protective equipment.
(6) Insure that all personnel are trained in correct first aid for CBR
and nuclear casualties.
(7) Insure that unit is able to perform its own CBR decontamination.
(8) Report CBR and nuclear intelligence to higher headquarters.
(9) Make an immediate estimate of potential fallout hazard upon re-
ceipt of effective wind messages, using the radiological fallout predictor.
(10) Calculate entry and stay times, future dose rates, and optimum
time for evacuation of radiological contaminated areas.

LF6 AGO 5274A

 FM 29-30

(11) Maintain unit's accumulated radiation dose and forward to high-

er headquarters as directed.
(12) Supervise reconnaissance and advise commander on the best route
to cross or bypass CBR contaminated area.
(13) Inspect unit shelters to insure maximum protection against CBR
agents and initial and residual radiation.
(14) Organize and train CBR survey parties within the unit's CBR
teams to conduct chemical and radiological survey.
(15) Train CBR teams on the techniques of observing enemy nuclear
burst data and forwarding data to higher headquarters.
(16) Assist in flame and screening-smoke training and operations.
(17) Plan, supervise, and conduct integrated CBR-nuclear training.
(18) Inform the unit commander, officers, and NCO's on new CBR-
nuclear doctrine and techniques.
b. For nuclear defense, each soldier should be trained to know the
following:
(1) The characteristics of the initial effects of nuclear weapons blast
and thermal radiation.
(2) Actions to be taken in a nuclear attack that comes without warn-
ing.
(3) How to construct field fortifications which give maximum pro-
tection consistent with mission performance and construction material
available.
(4) Why complete coverage of the body prior to a nuclear detonation
is essential to protect against thermal radiation.
(5) How to perform individual protective measures given in FM 21-
41.
c. The company should be trained to perform its mission under nuclear
attack. Training should enable the unit to:
(1) Obtain maximum cover and dispersion in consonance with its
mission.
(2) Assist in rear area protection as directed by higher headquarters.
(3) Perform specific actions and techniques given in FM 21-40.
d. The company should schedule a minimum of 10 hours of CBR
training and five hours of nuclear training annually. School-trained unit
CBR officers and NCO's should give the instruction. Upon completion of
the 15-hour CBR and nuclear training, the unit should be given a CBR-
nuclear training test using FM 21-48 as a guide. The training should be
recorded on the individual's training record.
E. J. RICHARDS
CPT, OrdC
Commanding

AGO 5274A F-7

 FM 29-30

APPENDIX G
AREA DAMAGE CONTROL ANNEX TO COMPANY SOP

__COMPANY
(PREPARATION GUIDE)
DATE
SUBJECT: Area Damage Control
TO: All Personnel
Company
1. References
a. FM 19-45-1 (TEST).
b. FM 101-5.
c. Maps and overlays.
d. Orders and related documents.
e. SOP's from higher headquarters.

2. Purpose
This L.nnex is to establish an organization for area damage control, deline-
ate the responsibilities of personnel, and describe the procedures to be
followed in the event the unit is subjected to an enemy attack or damage
by natural disaster. The material container herein should be adjustable
to the local situation.

3. Organization
a. Personnel. The following additional duties are delegated to the per-
sonnel indicated:
(1) Officer in charge. Company commander.
(2) Area damage control NCO. First sergeant.
(3) Heavy rescue squad(s). One or more heavy rescue squads will
be organized as needed. Each will consist of a squad leader, a heavy lift
equipment operator and nine additional squad members. Personnel com-
prising each heavy rescue squad will be designated by company orders.
(4) Light rescue squad(s). One or more light rescue squads will
be organized. Each will be composed of a squad leader and 10 squad mem-
bers. Personnel comprising each light rescue squad will be designated by
company orders.
(5) Labor party(ies). One or more labor parties will be organized.
Each will consist of an NCO and 20 additional EM. Personnel will be as-
signed to the labor parties as directed by the company commander.
b. Equipment.
(1) Heavy rescue squad. The heavy rescue squad will be equipped as
indicated below. When additional heavy rescue squads are organized, they
will be similarly equipped.

AGO 5274A G-1

FM 29-30

Itelm Quantity
5-ton wrecker ---------------------------------------- 1
5-ton truck tractor, w/e, w/winch --------------------------------------- 1
12-ton stake semitrailer ---------------------------------------- 1
2%-ton truck, w/winch --------------------------------------- _ 1
%-ton truck . ------------------.-------------------- 1
Blanket -----------------------...------------- _ . . ...........
50
Carpenter tool kit ---------------------------------------- 1
Ax -- 3
Wrecking bar----__----------------------------- 1
Mattock -.-------------------------------------- 3
Shovel ---------------------------------------- 3
Goggles --.------.-------------------------------.------------------- 4
(2) Light rescue squad. The light rescue squad will be equipped as
indicated below. When additional light rescue squads are organized, they
will be similarly equipped.
Item Quantity
Ya-ton truck -..-..-..................-- 1
2%-ton truck ---------------------- ------------------ 1
Blanket ------------------------------------------------------ - 50
Ax ----------------------------------------------------------------- 3
Wrecking bar-- :-- - -------------------------------- 1
Mattock -------------------------------------------------------------- 3
Shovel -.- - - - -- 3
Goggles --------------------------------------------------------------- 4
(3) Labor party. The labor party will be equipped as indicated below.
When additional labor parties are organized, they will be similarly
equipped.
Item Quantity
'a-ton truck ---- .-......------
1
2%-ton truck -. _... 2

4. Duties and Responsibilities

a. Company Commander. The company commander is responsible for
assuring that rescue squads and labor parties are properly manned,
trained, and equipped. In the event of an enemy attack or natural disaster,
he will supervise, control, and direct the operations of these squads and
parties, and any other units that may be assigned to his area for area
damage control purposes. When so directed by higher headquarters, he
will dispatch these squads and parties to assist in area damage control
operations outside the company area.
b. Individuals. Following an enemy attack or damage by natural dis-
aster, individuals not assigned rescue squads, labor parties, or other
teams or parties, will continue with their missions unless otherwise di-
rected.
c. Area Damage Control NCO. This NCO is the principal assistant
to the commanding officer in the performance of his duties concerning
area damage control.
d. Supply Sergeant. The supply sergeant will obtain, store, maintain in
storage, and issue such tools, equipment, and supplies as are required for
accomplishment of area damage control operations.
e. Equipment Operators. Operators of equipment assigned to rescue
squads or labor parties are responsible for the maintenance of their equip-
ment and for assuring that this equipment is operational at all times.
0-2 AGO 5274A
 FM 29-30

f. Rescue Squads and Labor Parties. Following an enemy attack, or

in the event of a natural disaster, NCO's in charge of these squads and
parties will report to the CP for instructions. Other personnel assigned
to these squads and parties-unless otherwise directed-will remain at
their posts and continue with their missions until instructed otherwise
by the NCO in charge, company commander, or other authorized indi-
viduals.
(1) Heavy rescue squads. Heavy rescue squads will conduct the re-
moval of trapped casualties when the use of heavy equipment is required,
and will accomplish such debris clearances and salvage operations as may
be required.
(2) Light rescue squads. Light rescue squads will remove casualties
(when removal does not require the use of heavy equipment) and will
render first aid when necessary. In addition, these squads will conduct
such debris clearance and salvage operations as directed.
(3) Labor parties. Labor parties will remove debris, guard the dis-
aster area, salvage military supplies, and assist in the control of traffic.
In addition, labor party personnel will perform such other duties as as-
signed.

5. Supplies and Transportation

a. Supplies.
(1) Supplies and equipment in excess of TOE and TA required for
area damage control operations will be requisitioned through normal supply
channels citing the special authority for the requisition.
(2) Supplies required by this company when operating in a damaged
area will be obtained from the nearest available source.
b. Transportation. Only vehicles engaged in or supporting area damage
control activities, or engaged in tactical operations within the area will
be permitted to enter or operate in the affected area.
WILLIAM V. CUTLER
CPT, OrdC
Commanding

AGO 5274A G3
 FM 29-30

APPENDIX H
SOLOG AGREEMENT 75, PROCEDURES FOR REPAIR AND
RECOVERY OF MILITARY TECHNICAL EQUIPMENT

Note. The SOLOG (Standardization of Certain Aspects of Operations and Logistics)

agreement is reproduced on the following pages. It will be noted that the agreement
makes reference to "echelons of maintenance." Subsequent to the publication of this
SOLOG, "echelons" of maintenance have been deleted from US Army maintenance
terminology (AR 750-1). The Army maintenance system uses only "categories" to
indicate the scope of maintenance performed at various levels. Echelons, as indicated
in the SOLOG agreement, can be correlated to categories of maintenance as follows:
Echelons Categories
First and second -------------------------------------- Organizational
Third ----- ---------------------- ---------- Direct support
Fourth ---------------- ------------------------------ General support
Fifth ---------------------------------------- Depot support
UNCLASSIFIED
SOLOG AGREEMENT 75
UNITED STATES-
UNITED KINGDOM-
CANADIAN ARMIES
UNCLASSIFIED
NON-MATERIEL
STANDARDIZATION
PROGRAM
TITLE OF AGREEMENT
PROCEDURES FOR REPAIR AND RECOVERY
OF MILITARY TECHNICAL EQUIPMENT
(Study Cll)

UNCLASSIFIED

AGO 5274A H--

FM 29-30

UNCLASSIFIED
SOLOG AGREEMENT 75
DECLARATION OF AGREEMENT
1. Object
The purpose of this agreement is to standardize the procedures of the
Armies of the United States, United Kingdom, and Canada for the repair
and recovery of military technical equipment.

2. Effective Date
The terms of this agreement will be effective three months from the date
the agreement is signed.

3. Release to NATO and SEATO

This agreement will be released to the North Atlantic Treaty Organiza-
tion and the Southeast Asia Treaty Organization by the United States
Army.

4. Promulgation of Agreement
National promulgation will be effected by incorporation, or revision when
necessary, in national military directives.

5. Implementation
The dates on which this agreement has been implemented are-
US -------------- 30 September 1960
UK ------------- 30 September 1960
CDA ----------- 30 September 1960
(Holders are requested to complete these details when notified in the
Minutes of the Non-Materiel Committee.)

6. Reference
This agreement is the result of SOLOG Study C11 initiated by Canada.

7. National Ratifying Reference

United States ------ OPS OT DC 3 dated 14 July 1960.
United Kingdom ------ 0160/3178 Q(D and T) dated 27 May 1960.
Canada ------------- HQS 8921-2 (DEP 2c) dated 15 July 1960.

8. Other Service Interests

In the United States, the U.S. Navy and the U.S. Air Force have
no objection.
In the United Kingdom, the Royal Navy and the Royal Air Force
do not subscribe.
In Canada, the Royal Canadian Navy and the Royal
Canadian Air Force have no objection.

9. Amendments
No amendment to procedures agreed upon herein will be undertaken by
any of the three armies without having the sanction of the other two.

UNCLASSIFIED

H-2 AGO 5274A

 FM 29-30

UNCLASSIFIED
SOLOG AGREEMENT 75

Any amendments proposed will be processed in accordance with the

Basic Standardization Agreement among the armies of the United States,
United Kingdom, and Canada.

10. Agreement
The provisions stated on succeeding pages are hereby agreed upon in
accordance with the terms stated above.
BY THE WASHINGTON STANDARDIZATION OFFICERS:
WILLIAM W. DICK, Jr J. M. McNEILL T.G. GIBSON
Major General Major General Brigadier
United States Army United Kingdom Army Canadian Army
DATE SIGNED
30 September 1960
DETAILS OF AGREEMENT
PROCEDURES FOR REPAIR AND RECOVERY
OF MILITARY TECHNICAL EQUIPMENT
(Study C11)
The armies of the United States, the United Kingdom, and Canada
agree that standardized procedures for some aspects of repair and re-
covery of military technical equipment are required to facilitate joint
operations in war. These aspects and procedures are referred to in Annex
A to this Agreement.
The armies further agree that in certain other cases their organiza-
tions and procedures are sufficiently compatible to render unnecessary
further standardization. These cases are referred to in Annex B to this
Agreement;
Annex A to
SOLOG AGREEMENT 75
ITEMS ON WHICH AGREEMENT HAS BEEN REACHED
a. (1) ITEM-military technical equipment condition classification.
(2) AGREE THAT: the Canadian and United Kingdom condition
classification code be adopted for use by all armies. The United
States will adopt it for use only within the Field Army.
(3) This code is referred to in appendix 1 hereto.
b. (1) ITEM-type and extent of information on military technical
equipment which must be reported for:
(a) recovery purposes.
(b) repair purposes.
(2) AREE THAT: the information covered in the Canadian and
United Kingdom system be adopted by all armies.
(3) This information is referred to in appendix 2 hereto.

UNCLASSIFIED

AGO 5274A H3
FM 29-30
UNCLASSIFIED
SOLOG AGREEMENT 75
Appendix 1 to Annex A to
SOLOG AGREEMENT 75
CONDITION CLASSIFICATION CODE
MILITARY TECHNICAL EQUIPMENT
a. SERVICEABLE -abbreviated S-available for immediate use.
b. "X" CASUALTY -requires repair up to unit capability.
c. "Y" CASUALTY -requires repair up to the capability of second
and third line workshops in the Canadian
and United Kingdom organization and up
to the capability of third and fourth echelon
in the United States organization.
d. "Z" CASUALTY -requires repair up to the capability of base
workshops in the Canadian and United King-
dom organization and fifth echelon in the
United States organization.
e. "BR" CASUALTY-beyond economical repair.
Appendix 2 to Annex A to
SOLOG AGREEMENT 75
TYPE AN EXTENT OF INFORMATION TO BE REPORTED
FOR REPAIR AND RECOVERY PURPOSES
a. Identification of the unit to which the equipment belongs.
b. The type and make of the equipment, and army registered number.
c. Condition classification assigned to the equipment.
(1) Serviceable
(2) "X" Casualty
(3) "Y" Casualty
(4) "Z" Casualty
d. Whether or not the equipment can be moved by direct tow or
suspended tow or if it can move under its own power.
e. The grid reference of its location.
f. Extent of assistance required.
g. Details of the location, minefield, marsh, available approaches, etc.
h. Whether or not the crew has remained with the equipment.
Annex B to
SOLOG AGREEMENT 75
ITEMS ON WHICH ORGANIZATIONS AND PROCEDURES
ARE COMPATIBLE
a. Operational procedures for reporting casualties to military technical
equipment.
b. Authorization of replacement issues.
c. Procedure for recovery and backloading of unserviceable military
technical equipment between echelons of repair.
d. Permissive repair effected at each echelon (or stage) of repair.
Levels of repair can be equated as follows:
United States Canada/UnitedKingdom
2d echelon ..-.. ...........................
1st line
3d echelon --------------------------------- 2nd line
4th echelon -------------------------------- 3d line
5th echelon ------------------------------- 4th line
UNCLASSIFIED
H-4 AGO 5274A
 FM 29-30

APPENDIX I
STANAG 2113, DESTRUCTION OF MILITARY TECHNICAL EQUIPMENT

DETAILS OF AGREEMENT (DofA)

DESTRUCTION OF MILITARY TECHNICAL EQUIPMENT
Annex: A (DofA), Priorities for Destructions of Parts of Military
Technical Equipment.
AGREEMENT
1. The NATO Army Forces agree:
a. That it is essential to destroy to the maximum degree possible mili-
tary technical equipment, abandoned in wartime operations, to pre-
vent its eventual repair and use by the enemy.
b. To follow the principles and priorities, set forth in this Agreement,
in the destruction of their own equipment, when required.
PRINCIPLES AND PRIORITIES
2. Detailed Methods. Detailed methods of destroying individual items of
equipment are to be included in the applicable technical publications, user
handbooks and drill manuals.
3. Means of Destruction. Nations are to provide for the means of de-
struction for their own equipment.
4. Degree of Damage.
a. General. Methods of destruction should achieve such damage to equip-
ment and essential spare parts that it will not be possible to restore
the equipment to a usable condition in the combat zone either by
repair or cannibalization.
b. Classified Equipment. Classified equipment must be destroyed in
such degree as to prevent duplication by, or revealing means of op-
eration or function, whenever possible, to the enemy.
c. Associated Classified Documents. Any classified documents, notes,
instructions, or other written material pertaining to function, op-
eration, maintenance, or employment, including drawings or parts
lists, must be destroyed in a manner to render them useless to the
enemy.
5. Priorities for Destruction.
a. Priority must always be given to the destruction of classified equip-
ment and associated documents.
b. When lack of time and/or stores prevents complete destruction of
equipment, priority is to be given to the destruction of essential
parts, and the same parts are to be destroyed on all like equipment
c. A guide to priorities for destruction of parts for various groups of
equipment is contained in Annex A (DofA) to this STANAG.
6. Equipment Installed in Vehicles. Equipment installed in vehicles should
be destroyed in accordance with the priorities for the equipment itself,
taking into account the relative importance of the installed equipment and
the vehicle itself.
AGO 5274A I-1
FM 29-30

7. Spare Parts. The same priority, for destruction of component parts

of a major item necessary to render that item inoperable, must be given
to the destruction of similar components in spare parts storage areas.
8. Cryptographic Equipment and Material. The detailed destruction pro-
cedure to be followed in order to insure the rapid and effective destruction
of all types of cryptographic equipment and material is to be specified in
instructions issued by the appropriate communication security authority.
9. Authorization. The authority for ordering the destruction of equip-
ment is to be vested in the divisional and higher commanders, who may
delegate authority to subordinate commanders when the situation requires.
10. Reporting. The reporting of the destruction of equipment is to be done
through command channels.
IMPLEMENTATION OF THE AGREEMENT
11. This STANAG will be considered to have been implemented when the
priorities indicated therein have been incorporated in national documents
detailing the method required for destroying the equipment concerned.
PRIORITIES FOR DESTRUCTION OF PARTS OF MILITARY
TECHNICAL EQUIPMENT
EQUIPMENT PRIORITY PARTS
1. VEHICLES (INCLUDING 1 Carburetor/fuel pump/injector
TANKS AND ENGINEER distributor.
EQUIPMENT) 2 Engine block and cooling
system.
3 Tires/tracks and suspensions.
4 Mechanical or hydraulic sys-
tems (where applicable).
5 Differentials.
6 Frame.
2. GUNS 1 Breech, breech mechanism, and
spares.
2 Recoil mechanism.
3 Tube.
4 Sighting and fire control equip-
ment (Priority 1 for Anti-
Aircraft guns).
5 Carriage and tires.
3. SMALL ARMS 1 Breech mechanism.
2 Barrel.
3 Sighting equipment (including
Infra-Red).
4 Mounts.
4. OPTICAL EQUIPMENT 1 Optical parts.
2 Mechanical components.
5. RADIO. 1 Transmitter (oscillators and
frequency generators).
2 Receiver.
3 Remote control units or switch-
boards (exchanges) and op-
ating terminals.
1-2 AGO 5274A
 FM 29-30

EQUIPMENT PRIORITY PARTS

4 Power supply and/or generator
set.
5 Antennae.
6 Tuning heads.
6. RADAR AND OTHER ELEC- 1 Frequency determining com-
TRONIC EQUIPMENT ponents, records, operating
instructions, which are sub-
ject to security regulations,
and identification material
(Identification Friend or
Foe (IFF)).
2 Antennae and associated com-
ponents such as radiators,
reflectors and optics.
3 Transmission lines and wave-
guides.
4 Transmitter high voltage com-
ponents.
5 Control consoles, displays, plot-
ting boards.
6 Cable systems.
7 Automatic devices.
8 Other control panels and gen-
erators.
9 Carriage and tires.
7. GUIDED MISSILE SYSTEMS 1 Battery control centers.
2 Missile guidance equipment
(including homing systems).
3 Launchers including control
circuits.
4 Missiles.
5 Measuring and test equipment.
6 Generators and cable systems.
8. AIRCRAFT AND 1 Identification (IFF) equip-
SURVEILLANCE ments, other c 1a s s i f i e d
DRONES electronic equipment, publi-
cations and documents per-
taining thereto, and other
materiel as defined by the
national government con-
cerned.
2 Installed armament (Use sub-
priorities for Group 2, Guns,
Group 3, Small Arms, as ap-
propriate).
3 Engine Assembly (Priorities
for destruction of mag-
netos, carburetors, compres-

AGO 6274A 3
FM 29-30

EQUIPMENT PRIORITY PARTS

sors, turbines, and other
engines subassemblies to be
determined by national gov-
ernments, depending on type
of aircraft involved and time
available for destruction).
4 Airframe/control surfaces/un-
dercarriage (Priorities for
destruction of propellers,
hubrotor blades, gear boxes,
drive shafts, transmissions,
and other sub-assemblies
(not already destroyed in
priority 3) to be determined
by national governments,
depending on type of air-
craft involved and time
available for destruction).
5 Instruments, radios, and elec-
tronic equipment (not in-
cluded in priority 1).
6 Electrical, fuel, and hydraulic
systems.
9. ROCKETS 1 Launcher.
2 Rocket.
3 Sights and fire control equip-
ment.

1-4 AGO 5274A

 FM 29-30

INDEX

Paragraph Page
Abandoned items, recovery --------------------------- 8-1g 8-2
Accidents, army aircraft .----- _------ 4-25 4-13
Administration:
Battalion headquarters .--------------------- 2-6(a) (2 ) 2-4
Personnel services ------- 2-2b 2-1
Shop office -- 4-11 4-6
Supply --..--.... 4-13 . ........-
4-7
2
Administrative element, battalion headquarters -.------ -6(a) (2) 2-4
ADPE/EAM equipment maintenance ----------------- 1-2d(5), (6) 1-1
ADP employment ------------------------------------ 6-2 6-1
Airborne or air-landed operations, support ------------ 4-4, 7-5f 4-2, 7-5
Aircraft:
Accidents -------------------------------------- 4-25 4-13
Inspection ------------------------------------ 4-27a, 4- 2 8c, 4-13,4-16
4- 2 8e
Maintenance procedures ------------------------. 4-28 4-15
On-site maintenance ----------------------------- 4-27b 4-15
Operational readiness floats ----------------------- 4-24, 5-7 4-13, 5-5
Operations ------------------------------------ 4-27 4-13
Records - ------------------------------------- 4-29 4-17
Recovery and evacuation -------------------------- 8-4d 8-5
Repair parts supply . ..-------------------
5-18 5-12
Reports --------------------------------------- 4-29 4-17
Request for support ----------------------------- 4-28b 4-15
Shop procedures ---------------------------------- 4-28d 4-16
Air delivery of supplies ----------------------------- 4-4c, 4-4e 4-2, 4-3
Air defense ---------------------------------------- app C C-1
Air drop equipment maintenance --------------------- 1-2d(2) 1-1
Air-landed operations support ------------------------ 4-4 4-2
Air movement --------------------------------------- 11-11 11-4
Area:
Damage control:
Measures ---------------------------------- 11-23 11-10
Security ----------------------------------- 11- 2 2a 11-8
SOP -------------------------------------- app G G-1
Defense - ------------------------------------- 11-22b 11-9
Layout (figs. 4-1, 4-2, 4-3) .---------
. ...........
4-10a(4), 4-17, 4-4,4-9,
4-23d, 11-13c 4-13,11-5
Selection -------------------------------------- 11-13b 11-5
Army aircraft, accidents ----------------------------- 4-25 4-13
Assistance, technical -.................. 5-9a, 9-1-9-4 5-5, 9-1, 9-2
Attachment, mechanical maintenance sections ---------- 4-3b 4-2
Augmentation -------------------------------------- 4-3b,5-10 4-2, 5-6
Avionics repair -------------------------------------- 4-27c 4-15
Battalion headquarters;
Administration element --------------------------- 2-6a(2) 2-4
Capabilities ------------------------------------ 2-6b(1)-(15) 2-4, 2-5
Command element -------------------------------- 2-6a(1) 2-3
Communications element -------------------------- 2-6a(5) 2-4

AGO 5274A INDEX 1

FM 29-30

Paragraph Page

March unit ----------- -- 1..-----------------

11-5 11-2
Materiel section ---------------------------------- 2-6a(4) 2-4
Organization 2-6a(1)-(5) 2-8,2-4
Radio nets (figs. 12-2, 12-4, 12-6) ----- 1-
12-5b,12-9, 12-4,12-8,
12-11 12-11
Supply element 2-6a(3) 2-4
Wire system (figs. 12-3, 12-5, 12-7) ------------- 12-6, 12-10, 12-4, 12-8
12-12 12-11
Battalion, maintenance:
Aircraft maintenance and supply (fig. 2-12) - 2-17 2-11
Airborne (fig. 2-7) 2-10 2-7
Airmobile (fig. 2-10) 2-14 2-9
Armored, infantry, mechanized (fig. 2-3) ----- 2-5 2-2
Battalion, management responsibilities ---------------- 6-1 6-1
Battlefield recovery 8-2a 8-2
Battlefield recovery, definition of -....... 8-2a 8-2
Benefits of technical assistance ------ 9-1b
lb----........ 91 .
Biological decontamination ----- app F 11-22c F-1, 11-9
Brigade maintenance officer -........ 3-13 3-14
Brigades, separate --------------------------------- 2-20-2-22, 2-13,2-14
3-12-3-13 3-14

Cannibalization, controlled -..----- 1-7f,5-lOb 1-2,5-6

Capabilities:
Battalion -....---------- 2-6b, 2-10c, 2-4,2-8,
2-14c, 2-17c 2-9, 2-12
Battalion headquarters -... --------------- 2-6 2-3
Forward support companies, detachments ---------- 2-8c, 2-16c 2-6, 2-11
Ground maintenance company -------------- 2-12c 2-8
Headquarters and headquarters company/
detachment 2-llc,2-18c 2-8,2-12
Main support company 2-7c,2-15c, 2-5,2-10
4-9 --4-15 4-4, 4-8
Maintenance company, separate brigade ----------- 2-21c 2-14
Maintenance and supply company, separate brigade - 2-22c 2-16
Transportation aircraft maintenance company ------ 2-9c 2-7
Transportation maintenance and supply company __ 2-19c 2-13
CBR defense -......- - - - app F, 11-22 F-l, 11-9
CBR detection -.... app F,11-22c F-1, 11-9
Chemical:
Decontamination ------------------------------- app F,11-22c F-1, 11-9
NCO ---------------------------------- 3-5h 3-5
Civil affairs ---------------------------------------- 7-15a(4) 7-14
Civilian labor, employment of ------------------------- 7-15b(4) 7-14
Collecting point operations/organization ---------------- 8-6, 8-7 8-7, 8-8
Command element, battalion headquarters ------------ 2-6a(1)-(5) 2-3,2-4
Commander's maintenance responsibilities ------------- 2-2b 2-1
Communications:
Element, battalion headquarters ------------------ 2-6a(5) 2-4
Instructions ----------------------------------- 12-3 12-2
Messenger ----------------------------------- 12-8 12-8
12-5,12-7, 12-4,12-8,
Radio ---------------------------------------- 12-9,12-11 12-8,12-11
Radio-wire integration stations ------------------ 12-7 12-8
Responsibilities -------------------------------- 12-1 12-1
Security -------------------------------------- 12-4 12-2
Training 12-2 12-2
Wire ---------------------------------------- 12-6, 12-10, 12-4,12-8,
12-12 12-11

INDEX 2 AGO 5274A

 FM 29-30

Paragraph Page
Company operations, similarities --------------------- 4-3 4-1
Conservation of supplies 5-4 5-2
Contact teams ------------------------------------- 4-1b,4-10b, 4-1, 4-4,
4-27b, 5-la 4-15, 5-1
Contaminated equipment, handling of ------------------ app F, 8-4f F-l, 8-6
Control of movement .-.......................... 11-5 11-2
Controlled cannibalization ---------------------------- 1-7f, 5-10b 1-2, 5-6
Correspondence courses ------------------------------ 6-9c 6-6
Counterguerrilla operations -------------------------- 7-8,7-9 7-8
Critical items, recovery and evacuation --------------- 8-4c 8-5
Cryptographic:
Security --------------------------------------- 12-4c 12-3
Support -------------------------------------- 1-2d(3) 1-1
Decontamination app F, F-1,
8-4f, 11-22c 8-6, 11-9
Defense of unit area -11------------------------ - 11-2b 11-9
Defense against CBR attack -.------------------------ app F, F-1
11-22c 11-9
Desert operations 7-10 7-9
Destruction of materiel --- app I, 8-8 I-1, 8-8
Direct exchange 4-18b, 4-19, 4-10,
5-8, 6-6 5-5, 6-4
Direct support recovery and evacuation ---------------- 1-8b 1-2
Direct support repair parts supply- ............... 5-1e, 5-18 5-1, 5-12
Disposition of materiel ..----------------------------- 8-2 8-2
Division support command:
Airborne, armored, infantry, mechanized (fig. 2-1) _- 2-2a 2-1
Airmobile (fig. 2-2) --------------- 2-2a 2-1
Duties and responsibilities of key personnel:
Battalion headquarters and headquarters section:
Adjutant (S1) ------------------------------ 3-4f 3-4
Aircraft repair inspector ------------------. 3-5c 3-5
Battalion staff chemical NCO ----------------- 3-5h 3-5
Commander -------------------------------- 3-4a 3-1
Executive officer 3-4b 3-3
Maintenance officers -.----------------------- 3-4d(1)-(3) 3-3, 3-4
Materiel officer -------..-------............... 3-4c 3-2
Materiel readiness NCO ..-.... 3-5d . . .............
3-5
Materiel sergeant --------------------------- 3-5e 3-5
Operations and intelligence sergeant ---------- 3-5g 3-5
Personnel staff NCO ------------------------- 3-5f 3-5
Repair control sergeant -- 3-5b 3-5
S2/S3 -.-.-.-.-.-.-.-.-.-.-.-.-.-.--- - - 3-4g 3-4
S4 --------------------------------------- 3-4h 3-5
Senior supply specialist --------------------- 3-5a 3-5
Sergeant major ----------------------------- 3-4i 3-5
Supply sergeant .....................-.--- 3-5a 3-
Supply specialist ---------------------------- 3-5a 3-5
Supply technician .--------------------------- 3-5a 3-5
Technical supply officer ---------------------- 3-4e 3-4
Main, forward, maintenance, and maintenance and
supply companies:
Artillery repairman ------------------------- 3-7v 3-8
Chemical equipment repairman --------------- 3-7x 3-8
Clerk typist --------------------------------- 3-71 3-7
Company commander ------------------------ 3-7a 3-6
Equipment records clerk --------------------- 3-7f, 3-7j 3-7
Fire control component repairman ---------- 3-7u 3-8

AGO 5274A INDEX 3

FM 29-30

Paragraph Page
First sergeant ..-............................ 3-7aa 3-9
Heavy truck driver .-..... 3-70 ................... 3-8
Machinist ....-..................... 3-7n 3-8
Maintenance platoon leaders --- --------------- 3-7y 3-8
Maintenance section chiefs .---------------- 3-7 3-8
Manual CENO repairman -.------------- 3-7r 3-8
Metal body repairman ---------------------- 3-7p 3-8
Metal body repair helper -------------------- 3-7p 3-8
Motor sergeant ------------------------------ 3-7c 3-6
Powerman - -------------------------------- 3-7g 3-7
Powerman apprentice .--...---------- 3-7g 3-7
Radar repairman -.------------------ ------- 3-7r 3-8
Radio repairman ---------------------------- 3-7r 3-8
Recovery sergeant .---------. - 3-7q
...----------- 3-8
Recovery crewman -.------------------------- 3-7q 3-8
Repair control supervisor -.......... 3-7h 3-7
Repair inspector -.------------------------- 3-7i 3-7
Senior chemical equipment repairman --------- 3-7x 3-8
Senior instrument repairman ----------------- 3-7t 3-8
Senior radio repairman ---------------------- 3-7r 3-8
Senior stock control specialist - ---------- .3-71 3-7
Senior storage specialist --------------------- 3-7m 3-7
Senior vehicle repairman -.------------------ 3-7g 3-7
Senior welder . ------------------.----- 3-7p 3-8
Shop clerk -- 3-7k 3-7
Shop officer - -------------------------------- 3-7b 3-6
Signal repair supervisor - --.---------------- 3-78 3-8
Small arms repairman --------------------. 3-7v 3-8
Small arms repair helper - ------------------- 3-7v 3-8
Stock control supervisor - ---------------------3-71 3-7
Storage specialist --------------------------- 3-7m 3-7
Supply clerk -------------------------------- 3-71 3-7
Supply handlers ----------------------------- 3-7m 3-7
Supply officer ------------------------------ 3-7c 3-6
Supply sergeant ---- 3-7d 3-7
Supply specialist - 3-7d 3-7
Teletype equipment repairman ---------------- 3-7r 3-8
Turret artillery repairman ------------------- 3-7b 3-6
Vehicle repairman . --------------------- 3-7q 3-8
Welder ------------------------------- 3-7p 3-8
Wheeled vehicle repairman ------------------ 3-7g 3-7
Wheeled vehicle repairman apprentice -..- ----- 3-7g 3-7
Transportation aircraft maintenance company:
Aircraft repair chief ------------------------ 3-9f 3-7
Aircraft repair technician -------------------- 3-9d 3-7
Airframe repairman ------------------------- 3-9g 3-7
Armament repairman ------------------------ 3-9g 3-7
Company commander ------------------------ 3-9a 3-9
Electrical repairman -- 3-9g 3-10
Engine repairman -------- 3-9g 3-10
Helicopter technical inspector ---------------- 3-9e 3-10
3
Hydraulic repairman -------------- -9g 3-10
Instrument repairman ----------------------- 3-9g 3-10
Platoon commander -------------------------- 3-9b 3-9
3-
Powertrain repairman -.------ -------- 9g 3-10
Rotor-propeller repairman -------------------- 3- 9g 3-10
Section chief, test and inspection section ------- 3-9c 3-10

INDEX 4 AGO 5274A

 FM 2930

Paragraph Page
Transportation aircraft maintenance and supply
battalion:
Aircraft maintenance officer ------------------ 3-10e 3-11
Aircraft stock control officer ------------------ 3-10f 3-12
Battalion commander ---. ------------------- 3-10a 3-10
Communications officer ----------------------- 3-10g 3-12
Executive officer ----------------------------- 3-10b 3-11
Maintenance and supply officer -- 3-10e 3-11
Plans and training officer -------------------- 3-10d 3-11
Transportation aircraft maintenance and supply
company:
Aircraft maintenance officer ----------------- 3-11e 3-13
Company commander - .----------------------
3-11a 3-12
Direct support platoon leader ---------------- 3-lid 3-13
Executive officer ----------------------------- 3-11b 3-12
Service and equipment platoon leader .-------
3-11f 3-13
Shop platoon leader ------------------------. 3-lie 3-13
Supply platoon leader ----------------------- 3-lid 3-13

Effects, tactical tailoring --------- ------ 6-10--6-12 6-6, 6-7

Electronics maintenance platoon/section (figs. 2-4,
2-8, 2-10, 2-16) ------------------------.- ..---- 4-10 4-4
Elements, maintenance shop -...... 4-10a(3) 4-4
Elements, supply ----------------------------------- 5-5 5-3
Employment of ADPS -.............. 1-10 1-3
Employment of civilian labor ------.................. 7-15b 7-14
End items, supply ------------------------ 5-1d, 5-16 5-1, 5-10
Evacuation, definition of ----------------------------- 8-2b 8-2
Evacuation and disposition of materiel -i-------------- 1-8b, 4-15b 1-2, 4-9
Exceptions, maintenance ----------------------------- 1-2d 1-1
Expenditure limitations, maintenance ----------------- 4-12e 4-7
Explosive items, recovery and evacuation -- --- 8-4e 8-6
Fabrication of repair parts -.----------- 4-15a(3), 4-8,
5-10a 5-6
Factors, management planning ------------------- 6-3b 6-2
Final inspection --------------------------------- - 4-12b(4) 4-7
Float, operational readiness --........................ 1-9c, 5-1c, 1-3, 5-1,
5-6, 6-7 5-4, 6-4
Followup echelon --- 11-20 11-7
Foreign materiel, recovery and evacuation ------------ 8-5 8-6
Fragmentary orders -l- 11-16b 11-6
Functions:
Battalion headquarters -- - - ------ 2-6b 2-4
Forward support company ---. 4-16--4-20 4-9,4-12
Inspection ------------------------------------- 4-12 4-7
Main support company -............ 4-9 4 15 4-4, 4-8
Maintenance ---- -- -- - -- 4-1-4-31 4-1,4-17
Maintenance company --------------------------- 4-30-4-31 4-17
Maintenance management ------------------------ 6-1-6-12 6-1, 6-7
Maintenance and supply company ---------------- 4-30-4-31 4-17
Maintenance supply -.------------------------ 5-1-5-18 5-1,5-12
Recovery and evacuation --... 8-1--8-8 . . ................
8-1,8-8
Technical assistance -.----------------------- 9-1-9-4 9-1, 9-2
Transportation aircraft maintenance companies ---- 4-21-4-29 4-12,4-17
Ground support company, organization (fig. 2-8) ------- 2-12 2-8
Handling contaminated materiel ------------- app F, 8-4f F-1, 8-6

AGO 5274A INDEX 5

FM 29-30

Paragraph Page
Headquarters and main support company:
Capabilities ---------------------------------- 2-7c, 2-15c 2-5, 2-10
Mission 2-7b 2-5
Organization (fig. 2-4, 2-10) -2-7, 2-15 2-5, 2-10
Inspection:
Command ------------------------------------- 10-3 10-1
Final -- - - - - - - - - - - - - - - - - - - 4-12b(4) 4-7
Frequency _________________________________-
------------------------------- 10-4b(1) 10-3
Initial --- ------------------ ----------------- 4-12b(1) 4-7
In-process 4-12b (2) 4-7
Management -------_---- 6-4b 6-3
On-site maintenance ----------------------------- 4-19 4-10
Personnel ------------------------------------- 4-12b 4-7
Section 4-12 4-7
Spot check -__---_--- _----_----_------- 10-2 10-1
Standards ------------------------------------- 10-3d, 10-2,
10-4d(2), (3) 10-3, 10-4
Supply ------------- -- 10-3b 10-1
Inspectors duties ------------------------------------ 4-12b, 4-7,
4-18b(2) 4-10
IROAN ---------------------------------------- 1-7g, 4-12b(1) 1-2, 4-7
Jungle operations ----------------------------------- 7-11 7-10
Letter/bulletin, maintenance ----------------------- 6-4d 6-3
Liaison visits -.------------------------------ 4-19a,9-2 4-10, 9-1
Listing of materiel supported ------------------------- app B B-1
Loading plans --.............................-------- 11-15 11-5
Local procurement, supplies -------------------------- 7-15b(2) 7-14
Main support company:
Capabilities ----------------------------------- 2-7c,2-15c 2-5, 2-10
Collecting point operations .----------------------
8-4b(4) 8-5
Duties of personnel ..-....................... 3-7 3-6
Inspection 4-12 4-7
Organization (figs. 2-4, 2-10 )-____________-... 2-7,2-15 2-5,2-10
Maintenance operations -------------------------- 4-9 -415 4-4, 4-8
Maintenance and supply operations .--------------
4-10-4-15, 4-4, 4-8
5-13 5-7
M ission -.------------------------------------- 2-7b 2-5
Recovery and evacuation ------------------------- 4-15b, 4-9,
8-4b(4), 8-7a 8-5,8-8
Shop supply ------------------------------------ 4-13 4-7
Shop work -------------------------------------- 4-10 4-4
Maintenance:
Aircraft ------------------- 4-21--429 4-12,4-17
Airdrop equipment _-_--_____ ---- --- 1-2d(2) 1- 1
ADPE/EAM equipment -------------------------- 1-2d(5), (6) 1-1
Allocation charts ---------------------------- 1-8a 1-2
Area assignment ------------------------------- 7-3 7-2
Area requirements ------------------------------- 7-2 7-1
Battalion commander ---------------------------- 3-4a 3-1
Cannibalization -------------------------------- 1-7f 1-2
Clothing and textiles ----------------------------- 1-2d(4) 1-1
Collecting points .-------------------------------
8-2c,8-6, 8-2, 8-7,
8-7 8-7
Cryptographic materiel -------------------------- 1-2d(3) 1-1
Direct exchange -.-------------------------- 5-8 5-5
Importance ------------------------------------ 1-5 1-2

INDEX 6 AGO 5274A

 FM 29-30

Paragraph Page
Inspection -_-_-_-_---_______-_ - ___ -- ___-- 4-12
.... 4-7
Medical materiel _-----____-------------___-_---- 1-2d(1) 1-1
Objectives _-___-______ _ ______-__ 1-6 1-2
Platoon/section operations -..................... 4-14 4-7
Principles ------------------------------------- 1-7 1-2
Publications ----------------------------------- 4-8, 6-4e 4-3, 6-3
Responsibilities -------------------------------- 1-8, 4-2 1-2, 4-1
Shop office -------------------------------------- 4-11, 4-18b(1) 4-6, 4-10
Supply ---------------------------------------- 4-13, 4-7,
5-1-5-18 5-1, 5-12
Support of various types of operations:
Airborne or airmobile -.-------------------- 4-4, 7-5f 4-2, 7-5
Counterguerrilla --- - 7-8, 7-9 7-8
Defensive _---------------------------------7-6 7-7
Desert ------------------------------------ 7-10 7-9
Jungle -.----------------------- 7-11 7-10
Mountain -------------------.-.-------...... 7-12 7-11
Northern ---------------------------------- 7-13 7-11
Offensive - -------------------------------- 7-4, 7-5 7-3, 7-4
Retrograde -------------------------------- 7-6, 7-7 7-7
Riverine ..-............................... 7-14 7-12
Stability .---------------------------------
7-15, app D 7-13,D-1
Maintenance battalion:
Capabilities .---------------------------- 2-5c 2-3
Communications 12-5-12-10 12-4, 12-8
Effects on operations .... 6-11 . . ......----------
6-6
Maintenance operations ------------------------- 4-1--4-31 4-1,4-17
Maintenance supply operations --------- - 5-1--5-18 5-1, 5-12
Mission 2-5b, 2-10b, 2-3, 2-7,
2-14b, 2-17b 2-9,2-11
Organization (figs. 2-3, 2-7, 2-9, 2-12) ---------- 2-5, 2-10, 2-2, 2-7,
2-14, 2-17 2-9, 2-11
Recovery and evacuation ------------------------- 4-15b, 4-9,
8-1--8-8 8-1, 8-8
Responsibilities --------------------.------ 6-1 6-1
Technical assistance -- 5-9a, 5-5,
9-1-9-4 9-1, 9-2
Maintenance collecting points ------------------------- 8-2c ,8-6, 8-2, 8-7,
8-7 8-8
Maintenance expenditure limitations ------------------ 4-12c 4-7
Maintenance management, battalion staff -------------- 6-1-6-12 6-1, 6-7
Maintenance procedures:
Forward support company ----------------------- 4-16-4-20 4-9, 4-12
Main support company -....... 4-9-4-15 4-4, 4-8
Maintenance companies ----------------- 4-30-4-31 4-17
Transportation aircraft maintenance companies ---- 4-21-4-29 4-12,4-17
Maintenance responsibilities -------------------------- 1-8 1-2
Maintenance shop operations ------------------------- 4-11, 4-18 4-6, 4-10
Maintenance supply ---------------------------------- 5-1-5-18 5-1, 5-12
Maintenance supply operations:
Administration --------------------------------- 5-5c 5-3
Conservation of supplies -... 5-4 . ...................5-2
End item supply -------------------------------- 5-1d, 5-16 5-1, 5-10
Main and forward support companies ------------- 5-13, 5-14 5-7
Operational readiness floats --------- l-1-9c, 5-1c, 1-3, 5-1,
5-6, 6-7 5-4, 6-5
Records/reports -5-5c(5), (6) 5-4
Requirements for direct support supply --------- 5-3 5-2

AGO 6274A INDEX 7

FM 29-30

Paragraph Page
Storage --------------------------------------- 5-12 5-6
Supply platoon/section operations -- - 5-15 5-8
Transportation aircraft maintenance companies ---- 5-17a, b 5-11
Types 5-2 5-2
Management, operational procedures ------------------- 6-2 6-1
Materiel, destruction of ..-. . ....................
app I, 8-8 I-1, 8-8
Materiel readiness -.---------------------------------- 6-2b 6-1
Motor movement --- 11-8 11-3
Mountain operations --------------------------------- 7-12 7-11
Movement and security ------------------------------ 11-1--11-23 11-1,11-10
Movement control -.------------------------ 11-5 11-2
Movement SOP's -................................... 11-14 11-5
Movements, types ------------------------------ - 11-8-11-11, 11-3,11-4,
11-17,11-18 11-6,11-7
Night marches ------ 11-17 11-6
Northern operations --------------...----------- 7-13 7-11
Nuclear conditions, recovery and evacuation ----------- 8-4f 8-6
Objectives, maintenance ------------------------------ 1-6 1-2
Offensive operations, support of ---------------------- 7-4,7-5 7-3,7-4
Official training literature ------------------------ - 6-9a 6-5
On-site maintenance --------------------------------- 4-10b,4-19 4-4,4-12
.Operational readiness float --------------------------- 1-9c, 5-1c, 1-3,5-1,
5-6, 6-7 5-4, 6-4
Operation order for road movement ------------------- 11-16 11-6
Operations:
Management .----------------------------------
6-2 6-1
Technical assistance ------------------------------ 1-8c 1-2
Organization:
Battalion headquarters -.------------------- 2-6 2-3
Division support command (figs. 2-1, 2-3) -------- 2-1--2-4 2-1, 2-2
Forward support companies and detachments
(figs. 2-5, 2-11) --- -------------------------- 2-8,2-11 2-6,2-8
Ground maintenance company (fig. 2-8) ..........
Headquarters and main support company (figs. 2-12 2-8
2-4, 2-10) -.................................. 2-7,2-15 2-5,2-10
Maintenance battalions (figs. 2-3, 2-7, 2-12) ----- 2-5,2-10, 2-2, 2-7,
2-14 2-9
Maintenance company, separate brigade (fig.
2-15) -- - - - - - - - - - - - - - 2-21 2-14
Maintenance and supply company, separate
brigade (fig. 2-16) ---------------------------- 2-22 2-14
Transportation aircraft maintenance and supply
battalion (fig. 2-12) -.--------------------- 2-17 2-11
Transportation aircraft maintenance company
(fig. 2-6) ------------------------------------- 2-9 2-7
Transportation aircraft maintenance and supply
company (fig. 2-14) --------------------------- 2-19 2-13
Organizational supply -.--------------------- 1-9b 1-3
Parts fabrication ------------------------------------ 4-15a(3), 4-9,
5-10a 5-6
Parts supply ------------------....- 5-le,5-5b, 5-1,5-3,
5-18 5-12
Physical security -.-------------- __-- __-- 11-22 11-8
Planning, management ------------------------------- 6-3 6-2
Prescribed load lists, review of ---------..------------ 5-9b 5-6
Principles, maintenance ------------------------------ 1-7 1-2

INDEX 8 AGO 5274A

 FM 29-30

Paragraph Page
Production control ----------------------------------- 4-5 4-3
Publications, technical ------------------------------- 4-8 4-3
Quality control -------------------------------------- 4-6 4-3
Radio nets ..-.. ..................................
12-5,12-7, 12-4, 12-8,
12-9, 12-11 12-11
Radio-wire integration stations ------------------------ 12-7 12-8
Radiological monitoring materiel --------------------- app B B-1
Rail movement ---------------------------------.--- 11-9 11-3
Readiness floats, operational -............ 1-9c 1-3
Rear area security ----------------------------------- 11-6 11-2
Records and reports ...-- 4-7,4-20, 4-3,4-12,
6-4 6-2
Aircraft --------------------------------------- 8-4d 8-5
Contaminated materiel .-.............. 8-4f 8-6
Critical items ----------------------------------- 8-4c 8-5
Destruction of materiel -------------------------- 8-8 8-8
Disposition --- 8-1g 8-2
Explosive items ---------------------------------- 8-4e 8-6
Foreign materiel -------------------------------- 8-5 8-6
Maintenance collecting points -..- 8-2c,8-7 8-2,8-8
Nonnuclear conditions -........................ 8-4a-d 8-4,8-5
Nuclear conditions ------------------------------ 8-4f 8-6
Responsibilities -------------------------------- 8-3 8-4
Salvage collecting points ------------------------- 8-2d 8-5
Regulations ---------------------------------------- 4-8 4-3
Repair parts flow (figs. 5-1, 5-2, 5-3) ---------------- 5-14c, 5-8,
5-18b,d 5-12
Repair parts loads, management of -------- 6-5 6-4
Repair, unserviceable materiel ------------------------ 1-8a 1-2
Replacement of supply platoon/section stocks --------- 5-15c 5-10
Replacement of supported unit organizational repair
parts --------------------------------........ 5-15a(3)(c) 15-10
Requirements for direct support supply ---------------- 5-3 5-2
Responsibilities:
Communications -..--------- 12-1 12-1
Maintenance -.- - - ----.- 1-8,4-2 1-2,4-1
Recovery and evacuation -.----------------------- 8-1c,8-5c 8-1,8-7
Retrograde operations, support of ------------------- 7-6,7-7 7-7
Riverine operations, support of -... ------- 7-14 7-12
Road patrols/roadside maintenance -..--------------- 1-8d 1-3
Salvage collecting point ---------------.---- 8-ld,8-2d 8-1,8-2
Security and defense of maintenance units ------------ 11-22 11-8
Security, communications ------.. - ---------- 12-4 12-2
Service and evacuation section/platoon ---------------- 4-15,4-18b(5) 4-8, 4-10
Shop:
Office ---------------------------------------- 4-11 4-6
Procedures ------ ----------------- 4-10 4-4
Supply 4-13,5-2a 4-7,5-2
Signal operating instructions (SOI) ----------------- 12-3 12-2
Similarities, company operations 4-3 4-1
SOLOG-75 -- ---------------------------------- app H, 8-lb H-1, 8-1
SOP's movement ---------------------------------- 11-4 11-2
Sources of training materials ------------------------ 6-9 6-5

AGO 5274A INDEX 9

FM 2930

Paragraph Page
Special operations:
Counterguerrilla -7-8,7-9 7-8
Desert 7-10 7-9
Jungle ---------------------------------------- 7-11 7-10
Mountain - -7-12 7-11
Northern - -7-13 7-11
Riverine - -7-14 7-12
Stability -.........---. 7-15, app D 7-13, D-1
Stability operations - -. app D, 7-15 D-1, 7-13
STANAG 21138............----------------------- app I, 8-8e I-1,8-9
Standing operating procedures (SOP's):
Area damage control ---------------------------- app G, 11-23 G-1, 11-10
Battalion operation ------------------------------. app E E-1
CBR ---------------------------------------- app F, 11-22c F-l,11-9
Movement .-------------------------------------
11-14 11-5
Standing signal instructions (SSI) -------------------- 12-3 12-2
Stock control unit ----------------------------------- 5-5b(1) 5-3
Storage of supplies --------------------------------- 5-12 5-6
Storage unit ---------------------------------------- 5-5b(2) 5-3
Supplementary support ------------------------------- 4-3b 4-2
Supply:
By contact teams -------------------------------- 5-1a 5-1
Conservation -.------------------------ 5-4 5-2
End items --------------------------------------- 5-1d,5-16 5-1,5-10
Operations:
Aircraft maintenance companies -------------- 5-17a, b 5-11
Main and forward support companies --------- 5-13,5-14 5-7
Maintenance companies, separate brigades ---- 5-17c 5-11
Platoon/section operations ------------------------ 5-15 5-8
Repair parts .----------------------------------- 5-5b, 5-18 5-3, 5-12
Requirements ----------------------- ____-__---- 5-3 5-2
Shop ---------------------------------------- 5-2a 5-2
Technical assistance ----------------------------- 5-9a,9-3 5-5,9-2
To company maintenance shops ------------------ 5-15b 5-10
To supported units ----------------------------.. 1-8, 5-15a 1-2, 5-8
Support command:
Airmobile (fig. 2-2) ----------------------------- 2-2 2-1
Infantry, mechanized, armored, airborne (fig.
2-1) ---------------------------------------- 2-2 2-1
Supply replenishment --------------.----------------- 4-4e,5-3 4-3,5-2
Supply stock augmentation .--------.--------------- 4-3b,5-10 4-2,5-6
Tactical operations:
Area selection, preparation, layout -..-.------- 4-10a(4), 4-4,
4-17, 4-23d 4-9, 4-13
Battalion march unit ---------------------------- 11-5 11-7
Loading plans ----------------------------------- 11-15 11-5
Movement SOP's --------------------------------- 11-14 11-5
Rear area security and damage control ----------- app F, 11-6 F-, 11-2
Types of movements ----------------------------- 11-8, 11-11, 11-3,11-4,
11-17,11-18 11-6,11-7
Tactical tailoring ------------------------------------ 6-10--6-12 6-6,6-7
Technical assistance:
Benefits -------------------------------------- 9-1b 9-1
Explanation ------------------------------------ 9-la 9-1
Organization, functions, and operations ----------- 9-2 9-1
Supply ---------------------------------------- 5-9a,9-3 5-5,9-2

INDEX 10 AGO 8274A

 FM 2930

Paragraph Page

Technical publications ------------------ ------ 4-8 4-3

Technical supply, definition ---------------------- 5-2b 5-2
Tools, management ---- 6-4 6-2
Training --------------------------------- 6-8,12-2 6-5,12-2
Transportation aircraft maintenance companies:
Air-ground communications ---------------------- 12-5g 12-4
Capabilities 2-9c 2-7
Duties of personnel ------------------------- 3-9 3-9
Maintenance operations -. . ----------- 4-21--4-29 4-12,4-17
Maintenance supply operations -------- 5-17 5-11
Mission .-------------------------------------- 2-9b 2-7
On-site maintenance and repair ------------------ 4-27b 4-15
Organization (fig. 2-6) ----..- 2-8 2-6
Recovery and evacuation ------------------------- 8-4d 8-5
Technical assistance ----------------------------- 9-1-9-4 9-1, 9-2
Technical equipment, destruction of ------------ app I, 8-8 I-1, 8-8
Technical equipment, repair and recovery of -------- app H, 8-1-8-5 H-l,
8-1, 8-6
Technical supply operations and functions -------- 5-5 5-3
Test flights -------------------------------------- 4-27a 4-13
Transportation aircraft maintenance and supply company:
Capabilities -......-- 2-19C 2-13
Duties of personnel -.----------------------- 3-11 3-12
Mission ------------------------------------- 2-19b 2-13
On-site maintenance/repair ----------------------- 4-28 4-15
Operations, maintenance -.----------------------- 4-21-4-29 4-12,4-17
Organization (fig. 2-14) ------------------------- 2-19 2-13
Recovery and evacuation -------------------------- 8-4d 8-5
Supply operations, repair parts ------------------ 5-17b 5-11
Technical assistance ----------------------------- 9-1-9-4 9-1,9-2
Transmission security ..------------------------------ 12-4d 12-3
Transportation aircraft maintenance and supply
battalion/company (figs. 2-12, 2-14) ---------------- 2-17--2-19 2-11--2-13
Types of supply operations --------------------------- 5-2 5-2
Unit movement ------------------------- 11-7--11-20 11-3, 11-7
Unit security -.------------------------------ 11-21--11-23 11-7,11-10
Unofficial training literature ------------------------ 6-9e 6-6
Unserviceables, evacuation of -..---- 1-8a 1-2
Vehicles, artillery, and other heavy items, recovery
and evacuation ------------------------------------ 8-4b 8-4
Visits, liaison ------------------------------------- 6-4c, 9-2 6-3, 9-1
Visual aids ---- 6-9b 6-6
Water movement ------------------------------------- 11-10 11-3
Weapons, nonair defense, employment of -------------- app C C-1
Wire communications -------------------------------- 12-6,12-10, 12-4, 12-8,
12-12 12-11
Workloads . 6-12 1-7

AGO 6274A INDEX 11

 FM 29-30

By Order of the Secretary of the Army:

W. C. WESTMORELAND,
General, United States Army,
Official: Chief of Staff.
KENNETH G. WICKHAM,
Major General, United States Army,
The Adjutant General.

Distribution:
To be distributed in accordance with DA Form 12-11 requirements for Maintenance Operations
in the Field Army.

a U.S. GOVERNMENT PRINTING OFFICE: 1968-345-502/6274A

 GUIDE TO UNITS PROVIDING MAINTENANCE AND/OR REPAIR PARTS SUPPLY SUPPORT OF ARMY MATERIEL

*0 S a~~~ .~~~~~~~~~~~~~~~~~~~~~ w
r ra~~~~~~~~~~~~~
E 0~~~~~~~~~~~~~~~~0
0 ~ 1..~ >~~
E.
6 a 0 U
. r~~~~~~~~~~~~~~~~~~~~~~~~~~~~.
k
U V.~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~
a.- ~..-.0 ~~~
bs~~~ 2

UNIT ROLE (7)

R~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~epai OSCo(2~ a rs
HO &HO Co. Support Group )/!MR
DS~~~~ - - - …-- - Isud
- - …- ! - 1 - -~~~~~~~~~~~~~~~~~~~
- - - - - ~~~~~~~LEGEND
Field 8reG8 Co (Fd) GS…-R…
EIdR - Maintenance and Repair
(Arm)
FieldSvc GSCo GS……RO ParteSupport

Reai CPrt C (rm) GS P0P0 P0 P0OP0 P0OP0OP0OP0 P0 P0OP0OP0 P0OP0O P0 P0OP0OP0OP0OP0PO PO PO P0 P0O ~PO PO P DX-Dlrect~xchangeOnlly
Repair Parts CS Co (COM~) G P0(1) P _________ !f!2P P PO - Parts Only, No Repair
UNIT P0 P0
______________P0
P0 P0
P0 P0 P0
P0 P0
~~~~~~~~~~~~~~~~~~~~~~~~~~~~ROL __0 0- RepairOny, No Pat
Sup &Svce Co (DS) DSD I~e
Main Sp Co (DS) (1)…I8---…c upotMiso
Maint Co (Ds)(CONMz) DS MR P0 MR MR M _MR M RMR MR M M
_MR R MR MRMR R RMR R MR RMR RMR R D8-irtSuptMiio
->G8-GenEraluppoId V G8 t
~~~~Repi
Aircraft Maintenance
SC
DS
Am)
at
Co GDSMO PORPORPO PO PO PO MRMI.anea5Eeb1cmum
PO PORPOR PO PO PO P O P OP OP OP OP O POP O P
LightCompany
OS Maint (1) provided ae repair parte
uDSMR POMRMRMR MR MR MR MR _ MR MR MRMR MR MRMSMR MRMR MR MEMRlMR MRMR
_ ~C)Exceptvehicle-mounted
Light EquipGSMaint
_______
Co -- GS RO _RO -RORO RORORO __RORORORORRORO
() (2)(2)
5RO --- R -RORO RO- equipment
Aupmo Svcs Co (DS/GS
Acft GS
Maint
GS CS
RRCoRu RO RO RO ___~~~~~~~(6
ROGRND DR Vehicle-mounted only
(3) mosuneditmloy
Tield Repair Compan GS _ up d~a mmiRORORO
(6) () (3 (3)(4) Organizational maintenance oa mec nilr
Airldro SuppyCompany
M) GS DX narture.MortD
Repair Part GS Co (CO) PO -yPeartsOrlyrNoandpainsuppor t
Co (D
Guided MSlpMaint S)SGS)___ MR DS__DS Mainenetarydor
(7) supsio
ao________________________G
_
(1)
suprovidedn by oran ic personneim
p~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~()
roiep ai r eperfod pab ir dro
Tire_ _ __ _ __ _ __ _
Aircraft(Maintenance8DS)Co DS MR MRMR MR(e ReplaEupe
Company
pi
maintenance tbesa

TrafLpghtatq~iopAGftMaint
Lih&SMaint Coimpainy Co GS
DS MR PO MR MRMMR R_ R. RO
MR1 RO RO RO
MR1MRIMR RO
-
RO
- _
RO RO
MR MR RO RO
MR1MR RO IMR
MRIMR RO MR IMR
RO RO IMR - MRMlR MR MRMR
R MR -
eqaurmast
FArySeqi
CGaDe int (1) compan y

(6) Lmiedrpar
Limited repair
too vehi,'ular-~~~~~~~~~~~~~~~~~~~~~~~
eiulr
Tire Rdein
ArAdmop
Acft Main Supply
GSn
ComDS
Compn
_________DS/GS…-MR
DS
Do
S __ RO
n a t 0e ~S/GS
RO MR MRO_ ptefR MotDspor-…oie
_Co_
mounted items _/GS__MR
only

TableiB-i.dGuideato UnitsiProviding Maintenance7and/oDSRepairaPartteSnpplncSepportaofdAMmteMateriel

GS MR provided by organic personnel
or by ADP and Office Machine
PO
Sp Ammo Supply co DS ~~~~~~~~~~~~~~~~~~~~~~~~~
Maintenance Teams

~~~~~MR GS
Repair performed by airdr'op
cs~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~()
GS
Sp Am-oCo (GS) equipment repair and suppoly
PA~~~~~~T
2~~~~(.)DSW company (COMMIZ)
Amy
EB Meicala
&Main SptCo. Div Meant Bn DS MR PO MRMR.MR. MR MR MReotDSGS
MR MR MR MR MR MRMR MRMR MR MRMR I MR Mi MR MRMR MR R oman
Transportation Acit Maint Co.
Div Man n DS I MRMRIMR1
Fwd 8pt Co/Det, Div Meant(1
Ba DS MR PO MRMR MR MR MR (5) MR MR MR MR MR MR(5) (5) (5) (5) (5) (s) (s) (5) (s) (s)

Div *amin Co DS MR
SW&8vcs Co, SAT Bn DX
Dv Signal MR

,~,able B-1. Guide to. Units Providing Maintenance and/or Repair Parts Supply Support of Army Materiel