RSOI Combat Power Tracking Tools

APPENDIX B

RSOI Combat Power Tracking Tools

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1. Tracking combat power is the monitoring of a units status (equipment, personnel, and training) and location during deployment and before integration. Defining combat power for a unit needs to be broken into five subordinate pieces:

A. Combat capability by unit.

B. Logistics capability by unit.

C. Mobility-survivability.

D. Command, control, communications, and intelligence (C3I).

E. Overall unit rating.

2. Combat capability by unit comes from slant reports per the unit's tactical standing operating procedures (TACSOPs). Slant needs to be clearly defined, and most units do not do this. A good way to look at slant for a particular system is to define critical areas needed for a system to be mission capable, i.e., shoot, move, communicate, sustain, force protection, training, personnel/crew status, and command and control (C2). The charts presented in this appendix provide a technique to track the building of combat power in these same eight categories:

Shoot
Move
Communicate
Sustain
Force protection
Training
Personnel status
C2

A. Each area of shoot, move, communicate, sustain, etc., has specific criteria defining green, amber, red, or black status at the bottom of each column. Using a vehicle combat capability chart where the vehicle is not black in any of the critical areas could be reported as mission capable on the slant.

B. The vehicle charts are filled out and reported by the vehicle commander to the platoon leader or platoon sergeant.

C. The platoon chart is completed by the platoon sergeant and reviewed by the platoon leader, and then it is forwarded to the company executive officer (XO). The platoon reports only the number of mission-capable vehicles by system to the company.

D. The company charts are completed and reported by the company XO after approval of the company commander, and then the slant is reported to battalion TOC. The unit's Combat Trains Command Post (CTCP) may also receive these reports.

3. Logistics capability needs to be based on logistical reporting in accordance with unit TACSOPs. Logistics capability has three major subordinate parts:

A. Subordinate unit logistics capability-sustainability.

B. Combat Service Support (CSS) systems mission capable versus available.

C. Direct support (DS) supply status (maintenance, medical, and general supplies).

D. Unit logistics capability should specifically focus on the status of personnel, Class I, Class III bulk and package, Class V, Class IV, maintenance, and Medical-Class VIII. CSS systems' mission capability should be defined by critical areas needed for the system to be mission capable (shoot, move, communicate, sustain, force protection, training, and personnel-crew status).

E. The reporting procedures remain the same as described under combat capability, above.

4. Mobility-survivability status comes from the same reporting system defined by the same critical areas. The actual systems tracked or reported will vary depending on the type of operation being conducted. Offensive and defensive operations usually have completely different needs.

5. C3I status is a more subjective evaluation based on mission, enemy, time, terrain, troops available (METT-T) requirements and includes consideration of:

A. Organic command.

B. Operations and intelligence.

C. Administration-logistics.

D. Fire support connectivity with higher and lower C2 nodes.

E. Mobile subscriber radio telephone (MSRT) linkage with unit C2 nodes.

F. Retransmit capability.

G. Supporting generator capability.

H. Availability of batteries to accomplish the mission.

6. Overall unit rating equals the lowest color of subordinate ratings. (EXAMPLE: If a platoon is black in logistics capability and green in combat systems, then the overall platoon rating is black.)

7. These charts provide a technique for accurately and systemically reporting combat, combat support, combat service support, and C3I capabilities, incorporating a logical, sequential flow of information from the individual vehicle to the brigade. These charts are a recommended technique for tracking combat power, and can be further refined or tailored to fit a unit's task organization and SOP.

8. All of the charts are self explanatory. They were designed to make it easy for the user to fill out and for the higher headquarters staff to interpret quickly. The definition of green is listed at the bottom of each chart. Let's walk through the first chart.

A. Annotate the bumper number and date.

B. First category is shoot; annotate either green or black. After all, either the weapon shoots or it does not so there cannot be an amber rating.

C. Continue for the other categories.

D. Overall rating is the lowest of these seven categories.

9. Continue for all vehicles and then consolidate. You will find platoon combat capability charts in the packet. This is the time when the platoon leader consolidates his vehicles status charts on one easy-to-read chart as a wrapup. When all platoons give their charts to the company commander, the company/team chart can be completed. Now you have a detailed, but easy to interpret, chart showing the status of one company. When all companies give their charts to the battalion staff, the task force charts can be used. Also included are field artillery, medical section, supply company, bde supply DS, as well as others. Subjective evaluations are included for those areas which require the inclusion of METT-T impacts. For example, if no jammers, firefinder radars, or special generators or other equipment is needed, there is no need for their black status to bring down the entire task force status. Be careful here that you do not arbitrarily discount a critical piece of equipment simply because you know it will lower the overall readiness level.