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DEPARTMENT ,OF THE ARMY FIELD MANUAL

0 NOT RFACilv FMn LIBRARYHEADQUARTERS AND

HEADQUARTERS DETACHMENTQUARTERMASTER GROUP

DO NoT Rr VEsl0 fRj M FRAi

HEADQUARTERS, DEPARTMENT OF THE ARMYJULY 1959

*FM 10-2

FIELD MANUAL] HEADQUARTERS,DEPARTMENT OF TIIE ARMY,

No. 10-2 J WASEINGTON 25, D. C., 10 July 1959

HEADQUARTERS AND HEADQUARTERSDETACHMENT, QUARTERMASTER GROUP

Paragranhs Feag

CHAPTER 1. INTRODUCTION ------ 1-3 2

2. THE UNITSection 1. Gellcral .......... 4-7 4

II. Organization . .......... 8-12 5

III. Duties of personnel - _.. . 13-20 10

CHAPTER 3. TRAINING -..--- 21-30 19

4. EMPLOYMENT --- 31-33 23

5. OPERATIONSSection 1I Preparation for operations__ 34-36 27

II. Operating techniques andcontrols 37-45 29

III. Intelligence operations 46-48 37

CHAPTER 6. SECURITY ANDDEFENSE 49-55 40

7. COMMUNICATIONS ___.-- 56-58 47

APPENDIX I. REFERENCES -.- ---- ----- 49

II. EXAMPLE OF STANDINGOPERATING PROCE-DURE FOR QM GROUP - . .. 56

INDEX - .............----- ---- 65

Thia naInual supersede. FM 10-2, 3 September 1952.

TAGO 170-lJul 1

This nannal is corrcct to March 195.9

CHAPTER I

INTRODUCTION

1. Purpose and Scopea. The purpose of this manual is to provide

information necessary for operation of Headquar-ters and Headquarters Detachment, Quarter-master Group (TOE 10-22). It is intended as aguide for officers and enlisted personnel assignedto the group and for officers on higher, lateral,and lower staffs concerned with the employmentand operations of the quartermaster group. Thegeneral provisions and requirements of group-sizeorganizations are prescribed by AR 220-50.

b. This manual furnishes operational and tech-nical information for the normal employment andfunctioning of the headquarters and headquartersdetachment, quartermaster group, and representa-tive examples of use of the quartermaster group.A suggested standing operating procedure for agroup operating at a depot is also included.

2. ModificationDevelopments in the tactical and logistical

fields, and organizational changes in the Army,will make corrections and changes necessary fromtime to time. Users of this manual are requestedto submit recommendations for changes or cor-rections direct to the Commanding General, Quar-termaster Training Command, U. S. Army, Fort

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Lee, Va. For format and guidance in preparationof comments or corrections, see AR 310-3.

3. Applicationa. The procedures described in this manual are

intended as guides and should not be consideredinflexible. Conditions under which the group oper-ates will vary and each situation must be met byan intelligent interpretation and application ofbasic principles.

b. The material presented herein is applicableto nuclear and nonnuclear warfare.

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CHAPTER 2

THE UNIT

Section I. GENERAL

4. Mission

The mission of the headquarters and headquar-ters detachment, quartermaster group, is to com-mand attached quartermaster battalions. It pro-vides control, staff planning, supervision, and co-ordination for operation, administration, employ-ment, training, and supply of attached quarter-master units.

5. Assignment

Headquarters and headquarters detachment,quartermaster group, is normally assigned toarmy, independent corps, or theater army logisti-cal command.

6. Capabilities

Headquarters and headquarters detachment,quartermaster group, is normally employed asa command headquarters for two to eight quarter-master battalions. If the situation requires, itmay be a headquarters to which quartermasternondivisional companies are directly attached. Itis normally dependent upon attached units formess and motor maintenance, but appropriatedetachments from the Composite Service Organi-

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zation (TOE 29-500) may be attached for thispurpose.

7. Functions

The quartermaster group-a. Commands attached units, as directed by

higher headquarters, to carry out the group mis-sion.

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

c. Directs and supervises training throughoutthe group, and develops plans and training sched-ules to correct deficiencies.

d. Plans, directs, and controls intelligence ac-tivities and local security for the group.

e. Plans, directs, and controls the Supply func-tions and the Food Service Program for thegroup.

f. Develops a group communications plan andsupervises internal group communications.

g. Selects general operating sites and bivouacareas for subordinate commands.

h. Supervises administration of attached units.i. Executes additional assignments prescribed

by higher headquarters.

Section II. ORGANIZATION

8. General

Headquarters and headquarters detachment,

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quartermaster group, is a command headquartersdesigned to provide an organization that permitsmaximum flexibility in grouping quartermasterunits to meet particular situations. It consists ofa group headquarters and a headquarters detach-ment (fig. 1).

a. Group Headquarters. Group headquarters iscomposed of the officers and warrant officers as-signed to the unit. Organizationally, group head-quarters, which is the command and policy-making element, consists of the group commander,executive officer, chiefs of staff sections, and thesergeant major.

b. Headquarters Detachment. Headquarters de-tachment is composed of the enlisted personnelassigned to the unit, It is organized into a detach-ment headquarters, administrative section, groupsupply section, and operations section. These sec-tions function as the operating elements of groupheadquarters and are under the control of the ap-propriate group staff officer.

9. Detachment HeadquartersThe detachment headquarters establishes, oper-

ates, and maintains teletype, telephone, messenger,and other communications systems.

10. Administrative SectionThe administrative section-a. Coordinates administration for group head-

quarters.b. Routes incoming communications to proper

staff sections.

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c. Acts upon official correspondence, preparesadministrative directives, and authenticates anddistributes all directives.

d. Reproduces printed matter required bygroup headquarters.

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

of records, rosters, and personnel reports.g. Prepares pay orders, vouchers, and similar

documents involving pay, travel, allotments, andpayroll deductions for personnel of the groupheadquarters.

h. Provides mail and courier service for thegroup headquarters.

i. Processes recommendations for awards anddecorations.

j. Supervises personnel administration activi-ties in attached units.

k. Coordinates with the operations section inallocating replacements to group headquartersand attached units.

11. Group Supply SectionThe group supply section plans, directs, and

controls internal supply, maintenance, evacuation,transportation service, and food service opera-tions.

a. Performs the supply functions for headquar-ters detachment.

b. Supervises supply to all units of the group.c. Inspects and supervises the maintenance of

subordinate unit supply records.

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d. Edits consolidated reports on status of sup-ply in subordinate units.

e. Disseminates information concerning latestsupply procedures announced in regulations anddirectives and, by inspection, insures that suchprocedures are practiced by subordinate units.

f. Supervises receipt and disposition of salvageitems.

g. Supervises organizational maintenance ofmotor transport for the group.

h. Administers the group food service program.

12. Operations SectionThe operations section-a. Plans, prepares work schedules, and issues

directives to secure maximum efficiency of groupoperations.

b. Directs and controls employment and utiliza-tion of attached units.

c. Inspects operations of subordinate units.d. Assists the group commander in planning,

coordinating, and supervising the support opera-tions of attached units.

e. Consults with higher headquarters on em-ployment of subordinate units.

f, Recommends operational sites for subordi-nate quartermaster battalions.

g. Supervises security and training operationswithin the group.

h. Collects and disseminates intelligence in-formation.

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i. Provides information concerning terrain andclimate to other members of the staff and to sub-ordinate units.

i. Informs higher headquarters on intelligenceactivities generated by the group.

k. Provides troop information direction for thegroup and attached units.

1. Plans, coordinates, and supervises local dam-age control.

Section Iii. DUTIES OF PERSONNEL

13. GeneralAlthough the group staff is organized into three

functional sections (fig. 2), there is some over-lapping of duties; therefore, the sections coordi-nate their work and promptly exchange informa-tion. In addition, a staff officer may be requiredto assist or temporarily take over one or moreother staff sections. Staff functions listed in thissection are intended as a guide. The commandermay and should make adjustments to meet operat-ing conditions.

14. Group CommanderThe group commander is responsible for plan-

ning, directing, and supervising the administra-tion, training, employment, operations, supply,maintenance, security, and discipline of the group.He prescribes policies, missions, and standards forthe group. The group commander assigns definiteroles to his subordinate commanders and keepshimself informed of their progress, giving as-

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AGO 170C

sistance when needed to insure the success of theoperation. He places himself where he can directand control the activities of the group-normallyat group headquarters. Before he leaves the head-quarters, he orients the staff regarding his plansand gives them his itinerary. He keeps in touchwith group headquarters by radio, telephone, orother means of communications.

15. Executive Officer

The executive officer is the principal coordinat-ing agent of and advisor to the group commander.He supervises and coordinates details of opera-tions and administration, allowing the com-mander to devote more time to command func-tions. When the commander is away from head-quarters, the executive officer directs the actionaccording to the commander's policies. He nor-mally will advise appropriate staff officers of thecommander's decisions so that necessary ordersmay be prepared and published. He sees that allinstructions conform to the group commander'splans and policies. Specifically, the executive offi-cer-

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

b. Directs and coordinates the activities of sec-tions within the staff, relations between staffmembers, and between the staff and subordinateunits.

c. Keeps the commander informed on strength,morale, training, equipment, supply, evacuation,and general operating effectiveness of the group.

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d. By personal observation and with the as-sistance of the staff, makes certain that the ordersand instructions of the commander are executed.

e. Continually studies the situation with a viewtoward overall improvement of efficiency and pre-paredness for future operations and contingen-cies.

f. Insures establishment and supervision ofliaison with headquarters of adjacent, higher,subordinate, and supported units.

16. AdjutantThe adjutant advises the group commander on

administrative and personnel matters, directs theactivities of the administrative section, imple-ments administrative policies, and establishes ad-ministrative procedures for the group com-mander.

a. The sergeant major is the administrativeassistant to the adjutant. He coordinates the ad-miri-'rltiy-? fine i Žrs of the sections of the grouphacs u rt rs .n. sunrLi.-\Ls .he operation of thef -ystcm. Ile is r3sponsible for routing incom-i g and outgoing correspondence and publicationsand editing outgoing correspondence and publica-tions. He insures that the adjutant obtains a copyof all publications received. He maintains a cor-respondence suspense file. He also acts as firstsergeant of the headquarters detachment.

b. The personnel sergeant operates under thesupervision of the adjutant. He supervises thework of the personnel administrative clerk andthe clerk typist, and coordinates the work of thepersonnel sections of attached units. He maintains

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liaison with personnel sections of subordinateunits to aid in interpretation and application ofpersonnel policies and directives of the group.

c. The stenographer, under the supervision ofthe sergeant major, takes and transcribes dicta-tion, in connection with correspondence, telephonemessages, and staff meetings, and performs suchother clerical duties as may be required.

d. The light truck driver works under thesupervision of the sergeant major. In addition todriving, he serves as detachment mail clerk andassists in the operation of the group messagecenter.

17. Group Supply Officer

The group supply officer assists the commanderby coordinating the functions pertaining to in-ternal supply, evacuation, transportation, mainte-nance, and service of the group and attachedunits. He directs and supervises the activities ofthe group supply section. The group supplysergeant is chief clerk of the supply section. Hemaintains liaison with subordinate units and aidsthem in supply and service procedures as directedby group headquarters. He inspects and main-tains records of the unit supply and serviceoperations, status of subordinate units, salvageactivities, instruction of supply personnel, andsupply economy. He is assisted by the supplyclerks and clerk-typist.

18. Food AdviserThe food adviser assists the commander by

advising on and implementing the food service

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program and advises and directs subordinate,adjacent, and supported units on food servicepolicies. He acts as liaison with higher head-quarters relative to food service and inspects messfacilities and activities. He is assisted by the foodservice supervisor.

19. Quartermaster Operations OfficerThe quartermaster operations officer assists the

group commander in directing, controlling, andsupervising the supply and service support opera-tions, and the training, security, and troop infor-mation activities of the group and attached units.The principal assistants to the quartermasteroperations officer are the-

a. Security and training officer, who assists inall activities pertaining to training, security, andtroop information. This officer-

(1) Directs the intelligence activities of thegroup.

(2) Plans, coordinates, and supervises secu-rity and defense and damage controlmeasures for the group and attachedunits.

(3) Plans and supervises movements of thegroup headquarters and subordinateunits.

(4) Inspects training activities for the groupand attached units.

(5) Organizes and supervises unit schools.(6) Serves as troop information officer.

b. Quartermaster supply officer, who advisesand assists in controlling and supervising the

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activities of subordinate supply units. He is par-ticularly concerned with procedures and schedulesfor the requisition, receipt, and distribution ofclass I, quartermaster class II and IV, and classIII supplies to supported units. He implementsthe plans and procedures of the operations officerfor the provision of such supplies to supportedunits. He coordinates supply control and stockaccounting activities, as required.

c. Quartermaster maintenance and servicesofficer, who assists and advises the operationsofficer in supervising and controlling the mainte-nance and service operations of subordinate units.He is particularly concerned with field mainte-nance functions; laundry, bath, and clothing ex-change operations; and graves registration. Hemay act as area quartermaster maintenance offi-cer. He may supervise such functions as-

(1) Establishment of priorities, schedules,and repair time limits for maintenanceof quartermaster equipment.

(2) Repair parts supply.(3) Inspection of subordinate service units

to insure compliance with prescribedpolicies and procedures.

d. Operations sergeant, who supervises theenlisted personnel of the section and assists thequartermaster operations officer in coordinatingoperations of attached units. He assists in thecontrol and allocation of operating and bivouacsites within the group area. He maintains asituation and control map showing the locationof units and the operations of the group. He is

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also the intelligence noncommissioned officer. Hesupervises the clerk-typists, who perform routineclerical duties for the section.

e. Quartermaster equipment maintenance in-spector, who assists the quartermaster mainte-nance and services officer in coordinating mainte-nance and service operations of attached units.

f. Quartermaster supply supervisor, who assiststhe quartermaster supply officer in coordinatingthe supply operations of attached units.

g. Senior information specialist, who coordi-nates and disseminates troop information materialto units of the group and conducts troop informa-tion programs for headquarters detachment per-sonnel.

h. Radio teletypewriter operators, who operatethe radio teletypewriter equipment to transmitand receive messages, reports, and logistical data,and drive the vehicle on which the equipment ismounted.

20. Detachment CommanderThe detachment commander commands detach-

ment headquarters and acts as headquarters com-mandant. He coordinates administrative andhousekeeping functions for personnel of head-quarters in headquarters detachment. He is alsogroup communications officer.

a. The manual teletypewriter operator installs,operates, and performs minor maintenance onteletypewriter equipment. The switchboard oper-ator installs, operates, and performs minor main-tenance on the switchboard. The wireman assists

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in the installation and maintenance of communi-cations lines and drives the cargo truck assignedto detachment headquarters. The message clerkoperates the group signal message center. He editsmessages for format, classification, priority, au-thorization, signature, and legibility, and proc-esses them for transmission. He operates themanual teletypewriter and switchboard in theabsence of the operator. The intermediate speedradio operator operates the vehicular mountedradio set and serves also as driver for the groupcommander and executive officer.

b. The wheel vehicle mechanic is normally at-tached to the subordinate unit which providesrepair and maintenance service to the headquar-ters and headquarters detachment. He supple-ments the shop personnel of the subordinate unitand performs organizational maintenance on head-quarters vehicles.

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CHAPTER 3TRAINING

21. General

A properly planned and executed training pro-gram for headquarters and headquarters detach-ment, quartermaster group, aims at developinga unit capable of efficiently performing its missionunder field conditions. Careful attention to thetraining of headquarters personnel is required.Training should be continuous, progressive, andas realistic as possible without sacrificing essen-tial safety factors.

22. Responsibility

a. Group Commander. The group commander isresponsible for the training of the headquartersand headquarters detachment and for coordinat-ing the training of subordinate elements. He isassisted by his staff and subordinate element com-manders.

b. Staff. The group staff is responsible for im-plementing the group commander's training poli-cies. Training is normally planned and supervisedby the security and training officer after consul-tation with group and subordinate commanders.The security and training officer is responsible forthe consolidation and publication of trainingschedules for the group.

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c. Detachment Commander. The detachmentcommander is responsible for training headquar-ters detachment personnel in accordance withpublished training schedules.

d. Subordinate Element Commanders. Subordi-nate element commanders are responsible for thecompletion of prescribed training assignments.Commanders are responsible for preparing andsubmitting training schedules to group headquar-ters for approval and consolidation.

23. Purpose

The primary purpose in training headquartersand headquarters detachment, quartermastergroup, is to develop a team of supervisory andadministrative specialists capable of accomplish-ing the group mission. Headquarters personnelmust be thoroughly familiar with their primaryand secondary military occupational specialties,since both are important to the operations of thecommand. In addition, they must be trained in thefundamentals of infantry combat tactics for de-fense of themselves and their organization.

24. Management and Value of Supervision

Training management is the planning, direc-tion, and supervision necessary to accomplish thetraining objective in the time and with the meansavailable. Quality and completeness of trainingdepend upon the amount of planning and per-sonal supervision by the group commander andmembers of his staff.

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25. Training Estimate

A careful estimate of the training situation isprerequisite to the inauguration of an adequatetraining program. The most important considera-tion in this estimate is the mission of the unit. Ifthe group is assigned more than one mission, thegroup commander establishes training priorities.He collects information about the training situa-tion by analyzing reports of his staff and of hisunit commanders, by personal observation, andthrough tests and inspections.

26. Training Plan

The commander's estimate of the training situa-tion is followed by his decision or general plan ofaction to accomplish the training objective. Fromthe general plan, the security and training officerdevelops a detailed plan for the training of theunit.

27. Training Program

Army Training Programs (ATP's) 10-110 and10-22 present a guide for training the headquar-ters and headquarters detachment, quartermastergroup. ATP 10-110 provides guidance for ad-vanced individual training. ATP 10-22 providesguidance in the preparation of unit training pro-grams and schedules and in the conduct of train-ing for the unit.

28. Unit Training ScheduleA unit training schedule gives detailed instruc-

tions for unit training. Based on the ATP, itprescribes the date, hour, subject, place, instruc-

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tion, reference material, uniform, and any remarksaffecting training for each period of instruction.Training schedules prepared by each unit arenormally forwarded to group headquarters forreview and may be published as the consolidatedgroup training schedule. They are planned to im-prove operational skills essential to the individualor unit mission. Subjects which improve jobtechniques and develop individuals as part of anefficient operating team should be scheduled.

29. Army Training TestUpon completion of unit training, Army Train-

ing Test 10-45 is given to determine the abilityof the group headquarters to perform its mission.Conducted under simulated combat conditions byhigher headquarters, it tests the tactical and tech-nical proficiency of the headquarters.

30. Cadre TrainingTOE 10-22 designates those positions which

must be filled by personnel trained and qualifiedto perform essential duties in the formation, ad-ministration, and training of similar units. Inorder that transfer of the cadre will not denysufficient experienced personnel to the parentorganization or the newly formed unit, alternatepersonnel should be qualified and trained for eachcadre position as quickly as practicable.

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CHAPTER 4

EMPLOYMENT

31. General

Headquarters and headquarters detachment,quartermaster group, may be employed in thetheater administrative zone or combat zone asrequired. Depending upon the organization of thetheater administrative zone, the quartermastergroup headquarters may be directly under thecommand or operational control of the base oradvance logistical command quartermaster or maybe subordinate to a Headquarters and Headquar-ters Company, Quartermaster Depot (TOE 10-521). When employed in the combat zone, thegroup may be under the operational control of thearmy or independent corps quartermaster.

32. Composition

The quartermaster group is necessarily a flexi-ble organization. Depending upon the situation,it may be composed of fixed-capacity battalions ora combination of battalions organized in accord-ance with guidance contained in FM 10-53. Inaddition, detachments from the QuartermasterService Organization (TOE 10-500) may be as-signed or attached as required to render effectivecontrol over subordinate units and/or requiredquartermaster support.

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a. Quartermaster support in the field embracesboth supply and service. It involves the supply ofall quartermaster supplies and equipment; opera-tion of depots and supply points; and provision ofbath and laundry services, field maintenance ofquartermaster equipment, a salvage system, re-covery and disposition of deceased personnel; andestablishment, operation, and maintenance of tem-porary military cemeteries. Present planning forquartermaster support aims at the adequate andtimely provision of such supplies and servicesthrough organizations fitted to anticipated com-bat requirements of troops engaged or committedagainst the enemy. While the underlying objectiveof such planning is quartermaster support as closeas possible to combat elements, considerations ofmobility and dispersion require reliance upon acontinuing flow of supplies, actively controlled bycommand and supervisory headquarters, ratherthan upon concentrations of supplies.

b. The different operational environments underwhich United States Army forces may be commit-ted preclude a standard pattern of organizationfor logistical support. The organization for quar-termaster support in the theater administrativezone may differ considerably from that in thecombat zone. The types and characteristics ofquartermaster units in the theater administrativezone may be different from those in support of afield army or independent corps. Increased use ofautomatic data processing and electronic trans-mitting devices may require realinement of func-tions. Considerations of a nuclear environmentrequire dispersion, alternate channels of communi-

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cation and control, and resiliency in supply opera-tions.

33. Utilization

The common mission of a headquarters andheadquarters detachment, quartermaster group,is to command, supervise, direct, administer, andcontrol subordinate units. Its specific mission,however, depends upon support requirements andthe mission of subordinate elements. It may,therefore, be assigned one or more of those listedbelow or the control of any other operation whichthe logistical command or army commander be-lieves requires the services of a quartermastercommand headquarters.

a. Army Administrative Area. A quartermastergroup headquarters in the army administrativearea may direct and control quartermaster bat-talions or other quartermaster units engaged in-

(1) Operation of quartermaster supply in-stallations.

(2) Operation of bakeries, laundries, andbath and clothing exchange facilities.

(3) Receipt, classification, and evacuation ofsalvage.

(4) Repair and maintenance of quartermas-ter equipment.

(5) Receipt, identification, and evacuation ofdeceased personnel and personal effects.

(6) Establishment, maintenance, and opera-tion of cemeteries.

b. Corps. Quartermaster group headquarters inan independent corps may control and direct per-

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formance of the same activities as a group head-quarters in support of a field army. Dependingupon corps employment and current organiza-tional concepts, the quartermaster group head-quarters may operate under the control of alogistical command assigned to the corps.

c. Theater Administrative Zone. Headquartersand headquarters detachment, quartermastergroup, in the theater administrative zone may beassigned to the theater army logistical commandand assigned or attached to a subordinate logis-tical command, a large area command, or a generaldepot.

(1) When assigned to a base logistical com-mand, it may control quartermasterunits operating quartermaster depots,supply points, and other supply andservice installations.

(2) When assigned to an advance logisticalcommand, it may control composite quar-termaster supply and service units. Itmay be assigned or attached to a generaldepot to control quartermaster depot op-erating units.

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CHAPTER 5OPERATIONS

Section I. PREPARATION FOR OPERATIONS

34. Reconnaissance

Higher headquarters normally designates thegeneral location for the quartermaster group. Un-less a specific site for the group command post isalso designated, the group commander selects itafter reconnaissance and consultation with hisstaff. The extent of the reconnaissance and thecomposition of the reconnaissance party dependsupon the time available and the existing situation.The group operations officer and detachment com-mander, or their representatives, are ordinarilyessential members of the party. Because the groupcommand post must be located to facilitate controlover the elements of the group, the reconnaissanceparty should also indicate general locations forsubordinate units. When practicable, therefore,subordinate unit commanders should be includedor represented in the reconnaissance party. Afterthe specific site for the group command post andgeneral areas for subordinate units have beenselected, the detachment commander sets up thegroup command post and subordinate unit com-manders select and establish specific operatingsites for their units. Group headquarters willnormally prescribe procedures by which subordi-

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nate units will report exact locations and time bywhich operations are to begin.

35. Site SelectionThe mission of the heaquarters and headquar-

ters detachment, quartermaster group, is alwaysuppermost in the selection of the site for the groupcommand post and headquarters installations.Based on this mission, the best available site isselected in consonance with the following consid-erations:

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

b. Terrain. A firm, high, well-drained, woodedarea is desirable. Gentle hillsides or sloping groundafford a better site than a level area which maybe turned into a bog by rain.

c. Additional Factors. Other desirable featuresinclude accessibility to water, nearness to the axisof supply and evacuation, and natural defense bar-riers. Another consideration is the fact that groupheadquarters and headquarters detachment is de-pendent upon a subordinate company for mess andmaintenance. In addition, an alternate site shouldbe selected in case the situation changes and amovement of the command post is necessary.

36. Command Post ArrangementThere is no set pattern for the layout or arrange-

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ment of the group command post. It may be lo-cated within a building or the several elementsmay be under the tentage provided. Arrangementunder any situation, however, should provide forcentralized functional control.

a. Operations Element. The operations elementshould be centrally located with respect to unitoperating areas, so that the operations officer canmore readily keep abreast of all aspects of theoperating situation.

b. Miscellaneous. To complicate detection anddisclosure of the command post, vehicle parksshould be concealed. Communications equipmentshould be installed with consideration for its op-erating characteristics, convenience to users, andin relation with overall command grid communi-cations system.

Section II. OPERATING TECHNIQUES AND CONTROLS

37. Plans and Procedures

The group commander must base his plans andprocedures upon directives of higher headquar-ters. Plans must be firm enough to provide direc-tion and cohesion, but sufficiently flexible to permitadaptation to changing requirements and opera-tional conditions. Procedures must be designed toinsure uniform and proper execution and imple-mentation of plans. They should provide essentialguidance but permit subordinate unit commanderssufficient latitude to fit the capabilities of theirunits to the accomplishment of the assignedmission.

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38. Policies and Directivesa. Standing Operating Procedures. A standing

operating procedure (SOP) may be used effec-tively to set forth instructions to be followed inthe performance of those operations which thecommander desires to make routine. A singlestanding operating procedure may be publishedfor all group activities or separate proceduresmay be published for such functions as displace-ment, occupation, and organization of the grouparea; actions required for nuclear and CBR de-fense; unit supply procedures; or damage control.An example of a standing operating procedureappears as appendix II.

b. Policy File. In addition to the SOP, which isprimarily an instrument to assist in the effectivedirection and supervision of subordinate units,the commander may maintain a policy file. Whilenot mandatory, the commander may use this fileas a means of making his desires and policiesknown to the members of his staff. Such a file mayconsist of brief notes, plans, studies, past de-cisions of the commander, or sample orders. Itmay be effectively used to indoctrinate new mem-bers of the various staff sections as required.

39. Orders and DirectivesA complete discussion of orders can be found in

FM 101-5. As discussed in paragraph 38, how-ever, many group operations can be covered bystanding operating procedures, thereby decreas-ing the need for formal orders. The group com-mander may also discuss plans and issue orders

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through conferences with members of his staffand subordinate unit officers when necessary tosolve operational problems or to acquaint subordi-nates with policies and/or decisions. A formalwritten order should be used, however, when anoperation is not fully covered by a standing oper-ating procedure or when otherwise required toprovide firm guidance or direction.

40. Coordination

Coordination means teamwork between ele-ments of the group staff in the performance ofassigned functions. It is the primary responsi-bility of the group executive officer. Coordinationalso involves close contact and exchange of infor-mation of each staff section with the staffs ofhigher, lateral, and lower headquarters. In thislatter aspect, coordination assures the group com-mander that essential information, decisions, andorders are promptly and correctly transmitted tosubordinate units.

a. Enemy action, disease, injuries, rotation,transfer, and other factors that reduce strengthsof subordinate elements tend likewise to reducethe efficiency of the quartermaster group to carryout its assigned mission. In order to minimize theeffects of such losses, the group commander mayassign or recommend the assignment of replace-ments to subordinate units. Coordination is es-sential, therefore, in deciding which units requireadditional personnel; which must be understrength, if this is necessary; and which unitswill be assigned specific individuals.

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b. When additional transportation is necessary,or when the pooling of available tarnsportationis required, coordination is necessary to establishpriorities and allocate transportation to meetdemands.

c. Group action may be required, in the supplyof supported units, to allocate supplies and equip-ment in short supply or control the issue ofsupplies and equipment over which higher head-quarters have imposed restrictions or limitations.Coordination is required in such cases to insuresupply of such material to units in accordancewith need.

41. Staff Visits and Inspections

Frequent staff visits and inspections are madeby the group commander and his staff to deter-mine efficiency of group units. They are conductedin accordance with FM 101-5 and current ArmyRegulations.

a. Types.(1) Tactical and training. Formal or in-

formal tactical and training inspectionsare used to evaluate training, to ascer-tain readiness of units for field duty,and to correct training deficiencies. Tac-tical inspections require the actual solu-tion of tactical problems and fieldexercises and, when possible, are con-ducted with maximum strength, equip-ment, and transportation. Training in-spections include analyses of the current

S2 AGO 170C

training program and observation ofscheduled training.

(2) Administrative. Administrative inspec-tions are conducted to determine whethersubordinate units are complying withprescribed regulations and directives,group SOP's, and instructions fromhigher headquarters.

(3) Command maintenance. Command main-tenance inspection (AR 750-8) of quar-termaster equipment are made todetermine serviceability, proper utiliza-tion, and operational readiness of equip-ment, and efficiency of maintenanceoperations. Spot check inspections de-termine the adequacy and efficiency oforganizational maintenance.

(4) Command. Command inspections nor-mally cover food handling, personalhygiene, sanitation, orderliness, disci-pline, and related matters. The groupheadquarters SOP may, however, specifythe nature, purpose, coverage, and fre-quency of such inspections.

b. Reports of Inspections. Reports of inspec-tions include a statement of existing conditions,conclusions drawn, corrective action taken, andrecommendation for further action. Reports aredistributed as directed by the group commanderand normally include headquarters staff sectionsconcerned.

c. Inspection Checklists. Checklists, preparedby staff sections to cover activities for which they

AGO 170? 33

are responsible, provide for uniform conduct ofinspections.

42. Forms, Records, and ReportsVarious routine and special reports will nor-

mally be required of subordinate elements. Thesemay be submitted by telephone, teletypewriter,or other means of communication. They willnormally be consolidated in group headquartersand transmitted in the prescribed manner to thenext higher echelon.

a. Recurring Reports. Recurring reports aresubmitted at regularly prescribed intervals (daily,monthly, etc.). Types, channels, and times forsubmission of such reports will normally be con-tained in group SOP's.

b. Administrative Reports. Administrative re-ports include, but are not limited to, morningreports, training status reports, strength reports,rosters, special service reports, and informationand education reports. The principal administra-tive reports are-

(1) Command report. The command reportis a periodic narrative summary ofevents from the point of view of thecommander. It is a medium throughwhich he records, reviews, and evaluatesoverall activities of the unit. In thereport he may recommend to higherheadquarters changes in doctrine, organ-ization, training, techniques, adminis-tration, and equipment which he believesjustified as the result of experience.

34 AGO o100

Specific instructions for the preparationof a command report are contained incurrent Army Regulations.

(2) Unit equipment status report. A unitequipment status report, prepared underthe provisions of current Army Regula-tions, is used to show the status of se-lected items of property in the handsof troops.

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

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

d. Statistical Compilations. Statistical compila-tions are reports, graphs, or charts that summa-rize or consolidate information contained inoperational reports submitted by subordinateunits. These compilations will normally be madeat group headquarters and are used as a primarymanagement and reporting medium.

e. Special Reports. Special reports are sub-

AGO 170C 35

mitted when requested by higher headquarters.The request will normally designate the form tobe used, information to be given, and period tobe covered.

43. Unit JournalA unit journal, prepared in accordance with

instructions contained in FM 101-5, is a chrono-logical record of important matters affecting theunit. It should contain a resume of all messagessent or received, notations of events such asvisits of higher commanders and absences of theunit commander, and a summary of major activi-ties with reasons for decisions made. The journalmay be closed daily or as determined by higherheadquarters.

44. Situation MapsSituation maps are graphic presentations of

the dispositions and activities which concern thegroup. A situation map may be maintainedwithin the operations section to show the dis-position of group facilities and installations andthe location of supported units. A situation mapmay be maintained by the administrative and/orgroup supply sections to show the location ofsubordinate element command posts, supply andevacuation routes, and such other informationas may be desired.

45. Miscellaneous Administrative ProceduresCertain administrative procedures must be

followed when the headquarters and headquartersdetachment, quartermaster group, is assigned an

36 AGO 170C

initial operation or relief of another headquarters.While these procedures will vary slightly depend-ing upon each situation, the following is achecklist of minimum measures:

a. Obtain all available information on unitsto be controlled.

b. Determine time of initial operation, change,or relief.

c. Arrange for the messing of group head-quarters personnel and for the maintenance ofmotor vehicles.

d. Prepare SOP's or review and/or change theexisting ones.

e. Inspect or install communications facilitiesas required.

f. Prepare a security and defense plan orreview and revise the existing one.

g. Inform higher headquarters as to locationand operational readiness.

Section III. INTELLIGENCE OPERATIONS

46. Intelligence Functionsa. General. The group security and training

officer is the intelligence officer for the quarter-master group. He-

(1) Directs the intelligence operations of thegroup.

(2) Forwards selected information or ma-teriel through intelligence channels tohigher headquarters.

(3) Disseminates intelligence to group units.

AGO 170C 37

(4) Establishes liaison with the intelligenceofficers in neighboring units to exchangeintelligence of mutual interest.

b. Application of Intelligence. The securityand training officer is responsible for-

(1) Obtaining information on the area'slaundry, bakery, refrigeration, and stor-age facilities; the ability of non-UnitedStates personnel to operate them; andinformation regarding customs, skills,attitudes, and economic needs of thecivilian population that may affectquartermaster operations in the area.

(2) Securing and transmitting terrain andclimate data to quartermaster units.Terrain intelligence is important to suchquartermaster operations as the properlocation of supply points, determiningthe best location for drop zones, planningtemporary cemeteries, and similar activi-ties. Climate data is important as affect-ing requirements for clothing and equip-ment occasioned by seasonal changes,for protection of quartermaster equip-ment and supplies stored in the open, andsimilar considerations.

47. Technical Intelligence DetachmentsTechnical intelligence detachments, organized

under TOE 10-500, collect, report, and expeditethe evacuation of captured materiel for intelli-gence purposes. These detachments may work inclose cooperation and share facilities with opera-

38 AGO 170C

tions sections of quartermaster group head-quarters in corps area.

48. Counterintelligence

The objective of counterintelligence is to pre-serve secrecy and neutralize or decrease theeffectiveness of hostile intelligence. The securityand training officer is responsible to the groupcommand for the formulation and staff super-vision of counterintelligence plans and policies.Counterintelligence at the quartermaster grouplevel is passive and normally includes such meas-ures as security of classified documents, signalcommunications security, and camouflage andconcealment. Passive counterintelligence princi-ples and procedures are discussed in FM 30-5.

AGO 170C 39

CHAPTER 6SECURITY AND DEFENSE

49. GeneralThe introduction of nuclear and other mass-

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

50. Group ResponsibilityThe quartermaster group commander is re-

sponsible for the security and defense of allgroup units and installations. The overall groupdefense plan must be flexible so that every fore-seeable situation can be covered. It must be basedupon the defense plans of higher headquarters.

40 AGO 170O

It should assign definite responsibilities in orderto provide the strongest possible defense withinthe capabilities of available weapons and per-sonnel. Frequent rehearsals can be used effec-tively in acquainting personnel with assignedtasks and in minimizing damage resulting fromenemy action.

a. The security and training officer is chargedwith staff supervision of group defense. Headvises and assists subordinate commanders andstaff officers in the preparation of defense plans,consolidates and integrates subordinate unitdefense plans into the group defense plan, andcoordinates with higher commands in integratingthe group defense plan into overall area defenseand damage control activity.

b. The detachment commander is responsiblefor developing the defense plan for the groupheadquarters and headquarters detachment. Dueto limited personnel and weapons, the defense ofthe group command post and headquarters instal-lations must be closely coordinated with andintegrated into the group defense plan.

51. Active Defense MeasuresActive defense measures include limited offen-

sive action, counterattacks, and other actiontaken to deny or prevent penetration of an areaby the enemy. The principal active defense meas-ures within a quartermaster group are a warningsystem, perimeter defense, and exploitation ofobstacles.

a. The warning system may involve the use

AGO 170C 41

of observation posts, outposts, patrols, and pre-pared defensive positions. Trip flares or otherdevices may be used in conjunction with theseelements to give warning of night attack. Theextent to which the warning system is developedand utilized depends upon such factors as theimmediate situation within the area, the defenseplan and facilities of the area command, and theoperational mission of the subordinate elementsof the group.

b. While perimeter defense is a function of thearea command, the quartermaster group defenseplan may designate sectors of defense to sub-ordinate units and require the assignment oftroops to defend them. The designation of suchfactors should provide not only for the defenseof the group area, but also be an integral part ofthe defense plan established by area commandheadquarters. An effective perimeter defense de-mands the proper positioning of crew-servedweapons, supporting small arms fire, use of slittrenches and foxholes, and familiarization ofpersonnel with defense positions and duties.While the sectors assigned to group units neednot be occupied in force unless attack is imminent,a small defense force should be in position atall times to protect against surprise attack.

c. Maximum advantage should be made ofsuch natural obstacles as streams, swamps, ra-vines, and cliffs. When practicable, these shouldbe supplemented with barbed wire, mines, roadblocks, booby traps, and other devices. The prep-aration and/or construction of such artificial

42 AGO 170C

obstacles will normally require command ap-proval and the provision of trained personnel forthis purpose.

52. Passive Defense Measures

For the most part, the quartermaster grouprelies heavily upon passive defense measures forprotection. Passive defense measures are thosetaken to deny the enemy information and observa-tion and to reduce casualties and damage in theevent of enemy attack. Camouflage, concealment,and dispersion are the principal passive defensemeasures employed within the quartermastergroup. The group defense plan should requirerigid enforcement of camouflage discipline andeffective application of the principles of conceal-ment.

53. Nuclear DefenseSecurity measures to be taken against attack by

nuclear and other mass-destruction weapons willbe largely controlled and influenced by plans anddirectives from higher headquarters. Within theframework of such directives, the quartermastergroup may publish a single nuclear defense planor each subordinate unit may prepare one as anannex to its defense plan with supervision ofgroup headquarters. In any event, provisionshould be made for-

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

b. Assignment of personnel and description of

AGO 170C 43

duties for fire guards, security guards, and othertasks.

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

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

e. Methods for segregating equipment knownto be contaminated, if its decontamination cannotbe accomplished by unit personnel. Segregationof such equipment should be accompanied byproper marking of the area as a warning to otherpersonnel.

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

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

h. Use of protective shelters for personnel andsupplies.

i. Immunization and field sanitation proced-ures.

54. Damage Control

Damage control is a form of passive defense.It consists of measures taken to minimize theimmediate effects of a mass-destruction weaponsattack or natural disaster, and to preclude suchsecondary effects as enemy follow-up, guerilla,or airborne attack.

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

area defense and damage control per-sonnel.

44 AGO 170C

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

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

tary and civilian).(6) Active defense against guerilla or air-

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

logical hazards, including evacuationfrom heavily contaminated areas.

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

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

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

b. The area commander is responsible forcoordinating all resources in his area to effectthe area damage control plan. Normally, thefunctions of the area defense and damage controlare supervised through normal command andstaff channels in accordance with standing oper-ating procedures. Within the framework of thecommand plan and organization for area damagecontrol, the headquarters and headquarters de-tachment, quartermaster group, may be responsi-ble for supervising-

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

AGO 170C 45

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

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

55. DemolitionDemolition is performed to prevent serviceable

supplies and equipment from falling into enemyhands. The destruction of material is a commandresponsibility and, except in emergencies, author-ity must be granted by higher headquarters. Eachsubordinate company or detachment will prepareits own demolition plan. Instructions for thedemolition of various types of supplies and equip-ment are contained in FM 5-25.

46 AGO 1700

CHAPTER 7COMMUNICATIONS

56. General

Current concepts of war dictate that servicesupport units in theaters of operations be mobile,flexible and capable of operating at dispersedlocations. This requires adequate and flexiblecommunications facilities. To be effective underthese conditions, the headquarters and head-quarters detachment, quartermaster group, is pro-vided telephones, teletypewriters, and radios.

57. Radio Communication

Group headquarters and headquarters detach-ment is equipped with radio sets for communica-tion between sections and with higher head-quarters and subordinate units.

a. Detachment Headquarters. One radio set,truck mounted, is in detachment headquarters.It is used to contact higher headquarters andattached units. This set has a voice operatingrange of approximately 15 miles.

b. Operations Section. The operations sectionhas a radio set, to contact higher headquartersand attached units. It includes a radio teletype-writer to provide alternate means of communica-tion in event wire facilities are destroyed orinterrupted. This set has a voice operating rangeof approximately 50 miles.

AGO 170C 47

58. Wire Communications

a. Facilities. The group is equipped with amanual telephone switchboard and a sufficientnumber of telephone sets to provide internalcommunication and contact with higher head-quarters. The switchboard can be connected tothe nearest switching center.

b. Responsibility. The wire net is installed andmaintained by the group wireman, under thesupervision of the detachment commander andarea signal operating units.

48 AGO 170C

APPENDIX I

REFERENCES

AR 55-355 Military Traffic ManagementRegulation.

AR 220-50 Regiments--General Provi-sions

AR 220-70 Companies-General Provi-sions

AR 220-160 Tactical and Training Inspec-tions

AR 220-345 Unit HistoriesAR 220-346 Journals and Journal FilesAR 230-10 Nonappropriated Military Wel-

fare FundsAR 310-1 Military Publications-General

PoliciesAR 310-3 Military Publications--Prepa-

ration and ProcessingAR 320-5 Dictionary of United States

Army TermsAR 320-50 Authorized Abbreviations and

Brevity CodesAR 345-210 Records Administration-Files

SystemsAR 355-5 Troop Information and Educa-

tion-General ProvisionsAR 380-5 Safeguarding Defense Informa-

tion

AGO 170C 49

AR 385-10 Army Safety PolicyAR 611-201 Manual of Enlisted Military

Occupational SpecialtiesAR 700-2300-1 Motor VehiclesAR 711-10 Supply EconomyAR 711-16 Installation Stock Control and

Supply ProceduresAR 71141 Army Supply Status Reporting

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

AR 715-30 Local and Regional Purchaseof Civilian Type Items FromCivilian Economy

AR 735-3 Receipt, Shipment, and Issueof Property

AR 735-11 Accounting for Lost, Damaged,or Destroyed Property

AR 735-35 Supply Procedures for TOEUnits, Organizations, andNon-TOE Activities

AR 750-8 Command Maintenance Inspec-tions

AR 755-380 Disposal of Radioactive Ma-terial

SR 525-45-1 Command ReportAR 611-103 Officer Qualification and Clas-

sificationDA Pam 108-1 Index of Army Motion Pic-

tures, Film Strips, Slides,and Phono-Recordings

DA Pam 310-1 Index of Administrative Pub-lications

50 AGO 170C

DA Pam 310-2 Index of Blank FormsDA Pam 310-3 Index of Training PublicationsDA Pam 310-4 Index of Technical Manuals,

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

DA Pam 310-5 Index of Graphic TrainingAids and Devices

DA Pam 310-7 Index of Tables of Organiza-tion and Equipment, Tablesof Organization, Type Ta-bles of Distribution, and Ta-bles of Allowances.

DA Pam 310-30 Index of Supply Manuals-Quartermaster Corps

FM 3-5 Tactics and Techniques ofChemical Biological, and Ra-diological Warfare

FM 5-15 Field FortificationsFM 5-20 series CamouflageFM 5-22 Camouflage MaterialsFM 5-23 Field Decoy InstallationsFM 5-25 Explosives and DemolitionsFM 10-6 Quartermaster Service Com-

panyFM 10-10 Quartermaster Service in The-

ater of OperationsFM 10-12 Quartermaster Parts CompanyFM 10-13 Quartermaster Reference DataFM 10-14 Quartermaster Bakery Com-

pany, Mobile

AGO 170C S1

FM 10-15 Quartermaster Sales Company,Mobile

FM 10-16 Quartermaster Laundry Com-pany

FM 10-17 Quartermaster Organizationand Service in Army andCorps

FM 10-18 Quartermaster Salvage Com-pany

FM 10-19 Quartermaster SubsistenceSupply Company

FM 10-22 Quartermaster Clothing andGeneral Supplies Depot Com-pany

FM 10-24 Quartermaster RefrigerationCompany; Mobile

FM 10-25 Quartermaster Bath Company,Semimobile

FM 10-29 Quartermaster Graves Regis-tration Company

FM 10-30 Quartermaster Subsistence De-pot Company

FM 10-37 Quartermaster Petroleum De-pot Company

FM 10-52 Headquarters and Headquar-ters Company, Quartermas-ter Depot

FM 10-53 Headquarters and Headquar-ters Detachment, Quarter-master Battalion

FM 10-60 Supply of Subsistence in aTheater of Operations

52 AGO 170C

FM 10-63 Handling of Deceased Person-nel in Theaters of Operations

FM 10-64 Quartermaster Class II and IVSupply in Theaters of Oper-ations

FM 10-77 Quartermaster Petroleum Sup-ply Company, Mobile

FM 20-15 Tents and Tent PitchingFM 20-32 Land Mine WarfareFM 21-5 Military TrainingFM 21-6 Techniques of Military Instruc-

tionFM 21-10 Military SanitationFM 21-13 The Soldier's GuideFM 21-15 Care and Use of Individual

Clothing and EquipmentFM 21-26 Map ReadingFM 21-30 Military SymbolsFM 21-40 Small Unit Procedures in

Atomic, Biological, andChemical Warfare

FM 21-41 Soldier's Handbook for Nu-clear, Biological, and Chemi-cal Warfare

FM 21-75 Combat Training of the Indi-vidual Soldier and Patrolling

FM 23-30 Hand and Rifle GrenadesFM 25-10 Motor Transportation, Opera-

tionsFM 26-5 Interior GuardFM 27-10 The Law of Land WarfareFM 30-5 Combat Intelligence

AGO 170C 53

FM 30-7 Combat Intelligence BattleGroup, Combat Command,and Smaller Units

FM 31-15 Operations Against AirborneAttack, Guerilla Action andInfiltration

FM 41-10 Civil Affairs/Military Govern-ment Operations

FM 41-15 Civil Affairs/Military Govern-ment Units

FM 100-5 Field Service Regulations: Op-erations

FM 100-10 Field Service Regulations; Ad-ministration

FM 101-5 Staff Officers' Field Manual;Staff Organization and Pro-cedure

FM 101-10 Staff's Officers' Field Manual;Organization, Technical, andLogistical Data

TM 3-220 DecontaminationTM 3-350 Improvised CBR Protective

SheltersTM 5-310 Military Protective Construc-

tionTM 5-641 Inspections a n d Preventive

Maintenance Services,Ranges, Bake Ovens andBurners for Other MessEquipment

TM 9-2800 Military VehiclesTM 19-500 Enemy Prisoners of War

54 AGO 1700

TM 28-210 Troop Information and Educa-tion

TM 38-660-1 Preventive Maintenance forAdministrative Vehicles

ATP 10-22 Headquarters and Headquar-ters Detachment, Quarter-master Battalion and Group

ATP 10-110 Advanced Individual Trainingof Quartermaster Personnel

ATT 10-45 Armored Division Quarter-master Battalion

AGO 170C 55

APPENDIX II

EXAMPLE OF STANDING OPERATINGPROCEDURE FOR QM GROUP*

HQ QM GP.GRID CORD28 May

1. Application

Gp SOP appl except when mod by army order.Subor SOPs will conform.

2. Organization

Hq and Hq Det, QM Gp: QMBn.; QM Bn.; QM Bn.;QM Bn.; QM Bn.

3. Intelligence

a. Observation.(1) Comdrs are resp for obsr of approaches

favorable for abn and gnd atk to inclraids and sabotage.

(2) Rept loc of all OP to Sec & Tng Off.(3) Rept immed: any contact with En; ap-

proach of En armor; acft; or abn trp;initial En msl or aeft fire; ID of Enunits; info on CW, BW, and radlwaragents; atomic wpns, rad jamming, orEn interf with comm.

56 AGO 1700

b. Prisoners, Captured Documents, and Mate-riel.

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

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

(b) En of fid off gr or higher to Gp Hqwo delay.

(c) Cptr air crew and GM pers rept im-med to Gp Hq. wo intg beyond ID.

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

(2) Documents. Crypto mat dlvr promptlyto Opns Off. All docu mk w date, time,and place found or cptr, capturing unit,and cond under which found or cptr toincl name and rank of POW. POW notallowed to dest docu.

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

armaments, or gases fwd immed toSec & Tng Off with brief description.

(b) Cptr or crashed En acft or GM reptimmed to Opns Off and grd by discov-ering unit.

(c) All cptr En mat properly safeguard-ed, insp by Tech Svc Intel Det, andevac by int Tech Svc.

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

AGO 17oC 57

c. Maps and Photos. Req in ex of norm map alwsto this Hq.

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

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

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

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

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

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

(6) Secure maps showing any info valuableto En.

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

En lines will be app and del through BnHq.

(9) Escapees and evadees evac through BnHq. WO delay.

(10) All branches of see and compromise wbrept at once to Sec & Tng Off.

(11) Mntn emerg dest plan for clas mat.

4. Operationsa. Subordinate Units. Gp will supv and cord

empl and op of subor units. Pri of svc wb ann.

55 AGO 17C

b. Orders. Cmpl written 0 only when time al-lows and for rec. Max use of overlays, tables, andcharts.

c. Security. Sec & Tng Off cord def againstarmd, air, and abn atk. Bn resp for sec of atchdunits.

d. Combat. Mntn contact W aja units and Whigher and lower units.

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

(2) CBR warfare. See annex B.(3) Defense against gnd and air atk. See

annex B.(4) Defense against nuclear atk. See annex

B.(5) Bomb and shell disposal. Units rept loc

unexploded bombs, msls, or shells to BnHq.

(6) Damage control. See annex A.e. Movement.

(1) Headquarters detachment. Hq Det willmove W Gp Hq on o of Gp Comdr.

(a) Advance party. The adv pty will consof pers dsg by Gp Comdr.

(b) Main party. Remainder of Hq and HqDet will con main pty and wp on o ofsr off present.

(2) Attached units. Each atchd unit W dis-place CP on instr from Gp Comdr. Facwb ph out of OL and into new OL insuch manner as to ins continuous and

AGO 170C 59

uninterrupted op and comm. Specificmov plan wb dev and pub by the comdrof each unit.

(3) Group Headquarters.(a) Reconnaissance Party. Gp Comdr will

dsg recon pty to move on o of GpComdr.

(b) Forward Echelon. Gp Comdr will dsga fwd ech to move as a sep mar unitfollowing recon pty.

(c) Main Command Post Party. The CPpty at the post or instl will continueopns until the o to close is rec or untila pre-dsg close-out time is reached.The pty wp to new CP on o or sr offpresent.

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

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

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

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

60 AGO 170C

(c) Emergency. Infiltration. Irregular dis-patch, 3 veh per mi at 15 mph.

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

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

(8) Lights. Blackout when directed.(9) Passing. Convoy will not pass other con-

voys or ser (either halted or moving inthe same dir) until clnc has been ob-tained from Comdr of ser to be passed.

(10) Veh marking. On front of first veh andrear of last veh of each march unit andser atch sign showing march unit and/or ser number, with indication of "first"or "last" veh.

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

5. Logisticsa. Supply.

(1) C1 I. Rat cycle begins with supper. Resto be ann.

(2) C1 II & IV. Bn rqn for reg itemsthrough Comd Chnls; others dir to dep.

(3) C1 III. Trk 1/ T carry 5 gal res; otherveh 10 gal res.

(4) C1 V. Units mntn basic loads.

AGO 170C 61

(5) Water. All water except that securedfrom Engr WSP will be considered con-taminated. Water from nearest WSP.

(6) Salvage. Unit cmdrs resp for coil anddlvr to nearest Salv Coll Pt. Units orgcoil teams.

(7) Captured materiel. See par. 3b(3).b. Evacuation and Hospitalization. Unit evac to

nearest coil pt. During mov, to March Coll Ptestb by Gp. Hq. As reqr, unit vehs serve as evacvehs in evac of sick, injured, or wounded.

c. Transportation. For add transp, specify nrof pers or tonnage. Submit req to Gp. Hq. as farin adv of need as practicable.

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

6. Personnela. Strengths. See par. 7d.b. Replacements. Req sbm daily as of 1800 by

2200 to Gp. Adj.c. Discipline, Law, and Order.

(1) Bn. cmdrs authorized SPCM juris.(2) In occ areas, MP have auth and juris

and are empowered to enforce laws andrules, and to make app wi Gp Area WOregard to nationality, svc, or civ status,and to util any US mil pers to asst them.See par. 3d(3).

d. Prisoners of War. See par. 3b.e. Recovery and Disposition. Unit comdrs resp

62 AGO 170C

to coil, ID, and evac US, allied, and En dead tonearest army Coll Pt.

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

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

any person who possibly qual.(c) All reem to Gp. Hq.

(3) Units pick up mail daily at Gp. Hq. orother desig pts.

(4) Dates, times, and places of church serv-ices wb ann.

7. Command and Signal

a. Command Posts.(1) Unit cmdrs sel and rept loc of CPs W

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

b. Liaison.(1) Mntn norm in with aja units and Gp.

Hq.(2) Apns Sgt will prov and mntn a sit map

for In pers and ofl visitors.c. Signal Communications.

(1) Rept immed loss or compromise of currSSI or SOI.

(2( Radio. Restr (netting and urgent msgpermitted) when wire comm estb. Radsilence (xmtr and revr turned off) orlistening silence (xmtr turned off) whenprescribed.

AGO 170C 63

d. Reports. By Bn to Gp. Hq.Reports How submitted Time

Spot repts-En activi- Soonest comrm__ At once.ties.

Shelrept, bomrep, Rad or tp _____ At once.toxrept, mslrept.

Sitrep … ........ Mag forw rad or As of 1800 dailytp. by 2200 daily.

Logrep . ........ Prescribed As necessary.forms.

Persrept . .... Daily sum- As of 1800 dailymaries. by 2100 daily.

SMITHCol

Annex: A-Damage Control Plan (omitted)B-Defense Plan (omitted)

Distr: Each Gp St O (1)Each Bn Cmdr (5)

OFL: BROWNAdj

* This suggested standing operating procedure is to be used only asa guide. It covenr only those operational and administrative mattersthat are not normally subject to frequent change. It omits data and in-formation normally prescribed by the headquarters to which the quarter-master group may b eattached in conformity with the conditions andcircumstances of operation and employment.

64 AGO 1700

INDEX

Paragraph Page

Active defense . ................... 51 41Adjutant . .______.__________ 16 13Administrative inspections _--------- 41 32Administrative procedures --------- 45 36Administrative reports __________ 42 34Administrative section _ ..-..___ 10 6Advance logistical command _ .- ....... 31 23Alternate command post_________ -35 28Application of manual .-____ ________ 3 3Area damage control ____ __________ 54 44Army service area… ............. 33 25Army training program -___.-______ 27 21Army training test- -.. ...______.... 29 22Assignment --------_ . ........_---- 5 4

Balanced service battalions . ....... 32 23Base logistical command __ ….......... 31 23Battalion types . ..._. . .._. . 32 23

Cadre training -. ................. 30 22Camouflage ....___-_________________ 35, 52 28, 43Capabilities… . . ...------------ _6 4Checklist inspection ..._____ _______ 41 32Combat zone employment __----------- 31 23Command inspections . ............. 41 32Command post arrangement .- . ...... 36 28Command report _.-..___ _________ 41 32Communications . . ..............56-58 47, 48Communications personnel .- . ..._____ 20 17Composition of group ________________ 32 23Conferences .-. ...---__..--- 39 30Coordination --------- ________ ____ _- 40 31Corps ...____________.__________._- 5, 31,33 4, 23, 25Counterintelligence . .....___......... 48 39

AGO 170C 65

Paragraph Page

Damage control _..__.______________ 33 25Defense -----------------------------. 49-53 40-43Demolition ____-..._____.__ _______ 55 46Detachment commander _________.____ 20 17Detachment headquarters _____________ 9 6Directives …-______..__________.__ 38 30Duties of personnel . ........... ____ 13-20 10-17

Employment ______________________ 31-33 23-25Equipment status reports______________ 42 34Executive officer ---------------------- 15 12

Food adviser . ._ .... ........_...... 18 14Food service supervisor . ..._. ..._. .. 18 14F orm s ------------------------------ 42 34Functions of group_ __-___ _________ 7 5

Group commander _______-____________ 14 10Group supply section ________________.. 11 8

Headquarters and headquarters company,quartermaster depot _______________ 31 23

Headquarters detachment _____________ 8 5

Information specialist …______________ 19 15Inspections __-.__.___________________ 41 32Intelligence -___-_______-__________ -46-48 37-39

Maintenance and services officer … . .... 19 15Maintenance inspections __________-__ 41 32Map, situation -___________ --_____ __ 44 36Mission _----__________-___________ _ 4 4Modification of manual -.- .. ......___ 2 2

Nuclear warfare __-.............. 3, 49, 53 3, 40, 43

Operations officer ____._______. ____ 19 15Operational reports _____________…___ 42 34Operations sergeant . ............. 19 15Orders and directives ________________ 38 30Organization -._____________________ 8 5

Passive defense …...______________ 52 43Perimeter defense ____ …____________ 51 41

66 AGO 170C

Paragraph Page

Personnel sergeant . .........__. ..._ 16 13Policy file .. ...................... 38 S0Purpose of manual _____- _____._____ 1 2

Quartermaster operations officer _ __ 19 15

Radio communications .......... 57 47Radio teletypewriter operator … -__-__- _ 19 15Reconnaissance . . ..._--- _____-____ 34 27Records _________ ______________ 42 34Reports ________ ___-- _- ____ 42 34

Scope of manual ________-________ 1 2Security and training officer __ 19 15Security operations ------------------ 49-54 40 44Sergeant major ______----___ ________. 16 13Site selection . . . . ..... 8....... 35 28Situation map _____________-______ 44 36

Staff:Authority …_ . .___________ 13 10Relationships _....__.___________ 14 10Supervision . . ................. 13 10

Standing operating procedure___ , 38, AppIl 3,30, 56Statistical compilations -------_----__ 42 34Status reports _______________ .____ 42 34Stenographer .-.................. 16 13Supply:

Officer, group …_. .._______ 17 14Officer, quartermaster ---------- 19 15Sergeant, group _ .-------____ ____ 17 14

Technical intelligence detachments … ---- 47 38Theater administrative zone … . ........ 31,33 23-25Theater army logistical command .- . .5 4Training …-_.______________-________ _ 21-30 19-22

Unit equipment status report ________ 42 34Unit journal _________________________ 43 36Unit training ….__._______ .....______ _ 28 21Utilization of group …________________ 33 25

AGO 170C 67

pargraph Page

Warning system, defense _____________ 51 41Weapons employment ________________ 51 41Wire communication __-_ -_____________ 58 48

[AG 353 (5 May 59)]

By Order of Wilber M. Brucker, Secretaryof the Army:

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

Official: Chief of Staff.R. V. LEE,

Major General, United States Army,The Adjutant General.

Distribution:Active Army:

DCSPER (2) Div (5)ACSI (2) USATC (2)DCSOPS (2) Brig (2)DCSLOG (5) USMA (10)ACSRC (2) Svc Colleges (5)Tech Stf, DA (5) Br Svc Sch (5) ex-

exceptTQMG (25) cept USA QM SchTech Stf Bd (2) (200)USCONARC (5) PMST Sr Div UnitsUS ARADCOM (2) (1)US ARADCOM Rgn PMST Jr Div Units

(2) (1)OS Maj Comd (10) PMST Mil Sch DivOS Base Comd (2) (1)Log Comd (5) GENDEP (1)MDW (5) QM See, GENDEPArmies (10) except (2)

First USA (12) QM Dep (5)Corps (10) Mil Dist (1)

68 AGO 170C

USA Corps (Res) 10-247 (2)(1) 10-257 (2)

Sector Comd, USA 10-277 (2)Corps (Res) (1) 10-297 (2)

Units org under fol 10-347 (2)TOE: 10-348 (2)

10-22 (15) 10-357 (2)10-67 (2) 10-367 (2)10-77 (2) 10-377 (2)10-127 (2) 10-407 (2)10-157 (2) 10-417 (2)10-167 (2) 10-427 (2)10-187 (2) 10-437 (2)10-197 (2) 10-521 (2)10-227 (2) 10-536 (2)

NG: State AG (3); units-same as Active Army ex-cept allowance is one copy to each unit.

USAR: Same as Active Army except allowance is onecopy to each unit.

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

U. S. Government Printing Offiee: 1959--520525

AGO 170C 69