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DEPARTMENT OF THE ARMY FIELD MANUAL
X ^^UJtIrY HISTORY INSTITUTE
USL£ BABRACK.S, PA 1 7013-5008
HEADQUARTERS AND
HEADQUARTERS DETACHMENT
QUARTERMASTER BATTALION
DEPARTMENT OF THE ARMY • JUNE 1950
DEPARTMENT OF THE ARMY FIELD MANUAL
FM 10-53
HEADQUARTERS AND
HEADQUARTERS DETACHMENT
QUARTERMASTER BATTALION
DEPARTMENT OF THE ARMY JUNE 1950
United States Government Printing Office
Washington: 1950
DEPARTMENT OF THE ARMY
Washington 25, D. C, 22 June 1950
FM 10-53 is published for the information and
guidance of all concerned.
[AG 322 (15 Feb 50)]
By order of the Secretary of the Army :
J. LAWTON COLLINS
Chief of Staff, United States Army
Official :
EDWARD F. WITSELL
Major General, USA
The Adjutant General
Distribution : _°„
Adm Sv (2) ;"Te6h Sv (2) except 10 (100) ;
-AFF (10) ; QSzMaj Comd (2) ; MDW (5) ;
X 1A (20§; CHQ (2) ; D (2) ; B (2) ; R 10
; : : {2) Bn 10 :(M) ; Sch (2) except USMA
5^- "(20) ; T/O&EU0-22 (2) ; 10-520-1 (2).
^ For explanafioif_-6f distribution formula, see
~~ SR 310-30-1-:
CONTENTS
Paragraph Page
CHAPTER 1. GENERAL 1-4 1
2. ASSIGNMENT, ATTACHMENT, AND EM-
PLOYMENT
Section I. Assignment and attachment.... 5-12 4
//. Employment 13-15 10
CHAPTER 3. ORGANIZATION AND PERSONNEL
DUTIES 16-25 16
4. TRAINING 26-38 46
5. SECURITY AND DEFENSE 39-42 58
6. ADMINISTRATION AND OPERATIONS
Section I. General procedures 43-47 65
II. Records, reports, and forms
maintained by headquarters
and headquarters detach-
ment, quartermaster bat-
talion 48-50 71
III. Reports, records, and forms
of subordinate units 51-54 80
IV. Law, order, and discipline 55-58 84
V. Reconnaissance : 59-64 86
VI. Communication 65-66 94
VII. Movements 67-72 95
VIII. Supply procedures 73-76 98
IX. Inspections 77-80 102
X. Troop information and edu-
cation 81-82 110
iii
Paragraph Page
XI. Athletics and recreation 83-84 113
XII. Prisoners of war, food service
procedures, and deceased
personnel 85-87 114
CHAPTER 7. MOTOR VEHICLE TRANSPORT
Section I. General 88-94 116
II. Equipment and procedures 95-96 121
CHAPTER 8. QUARTERMASTER UNITS OPERATING
WITH HEADQUARTERS AND HEAD-
QUARTERS DETACHMENT, QUARTER-
MASTER BATTALION 97-111 123
APPENDIX I. SAMPLE STANDING OPERATING PROCEDURE
FOR QUARTERMASTER BATTALION HEAD-
QUARTERS 142
II. OPERATIONAL INSPECTION CHECKLISTS 153
III. SUGGESTED LAY-OUTS WITHIN HEADQUARTERS
AND HEADQUARTERS DETACHMENT, QUAR-
TERMASTER BATTALION 186
IV. REFERENCES 189
INDEX 196
iv
CHAPTER I
GENERAL
1. PURPOSE. This manual describes the assign-
ment, employment, organization, administration,
and operations of the headquarters and head-
quarters detachment, quartermaster battalion. It
has been written for the instruction and guidance
of quartermaster battalion commanders, officers,
and enlisted men, and all other interested per-
sonnel.
2. SCOPE. The manual consists of basic infor-
mation covering the mission, capabilities, assign-
ment, employment, organization, training, admin-
istration, and operations of headquarters and
headquarters detachment, quartermaster battal-
ion. The capabilities, organization, and opera-
tions of subordinate units are also outlined, with
condensed information useful in supervising the
operations of these units. Material pertaining to
the organization and equipment is based on T/O&E
10-536, 24 August 1948.
3. MISSION AND DUTIES, a. Mission. This unit
provides command and administration for all as-
signed or attached units and personnel.
b. Functions. The functions of a headquarters
i
and headquarters detachment, quartermaster bat-
talion, are" —
(1) Control and administration of subordi-
nate units in accordance with policies of
higher headquarters.
(2) Execution of the quartermaster program
with available units.
(3) Selection of sites or areas needed for
quartermaster projects and preparatory
steps for their acquisition.
(4) Establishment of communication with
higher and subordinate headquarters.
(5) Assignment of missions to subordinate
units and supervision and coordination
of the work of these units, in compliance
with schedules, plans, and orders.
(6) Supervision of the training of subordi-
nate units.
(7) Supervision and coordination of the pro-
curement and allocation of supplies need-
ed by subordinate units.
(8) Execution of quartermaster intelligence
plans as assigned by higher headquar-
ters.
(9) Provision for its own internal admin-
istration and responsibility for local se-
curity of battalion headquarters.
(10) Procurement of additional facilities,
equipment, manpower, or supplies for
operations when necessary, authorized,
and available.
(11) Provision of medical aid and religious
services.
2
(12) Accomplishment of any other tasks as-
signed by higher headquarters.
4. CAPABILITIES. The capabilities of the headquar-
ters and headquarters detachment, quartermaster
battalion, vary with the operational and adminis-
trative needs. Normally, the battalion headquar-
ters supervises and coordinates the administra-
tion, training, operations, and supply of three to
six assigned or attached units. However, in emer-
gency, the battalion headquarters may be called
upon to administer more units than the normal
number.
CHAPTER 2
ASSIGNMENT, ATTACHMENT, AND
EMPLOYMENT
Section 1. ASSIGNMENT AND ATTACHMENT
5. GENERAL. Headquarters and headquarters de-
tachment, quartermaster battalion, is assigned to
the theater of operations for duties with armies,
separate corps, task forces, or in the communi-
cations zone. However, it may be assigned to a
post or station in the continental United States
for training purposes. Specific assignments of
headquarters and headquarters detachment, quar-
termaster battalion, in the theater of operations
include the following :
a. Assignment by the army commander. The army
commander may assign the quartermaster bat-
talion to supervise —
(1) Army quartermaster class I railheads,
truckheads, depots, and supply points.
(2) Army quartermaster class II and IV sup-
ply depots.
(3) Army quartermaster class III railheads,
truckheads, depots, and supply points.
(4) Army quartermaster service installa-
tions.
4
(5) Attached units for administrative con-
trol only.
Note. Battalion headquarters may exercise over subor-
dinate units administrative or operational control or a
combination of both. Administrative control is the super-
vision of all military matters not involved in tactics or
strategy, such as supply, sanitation, quartering, personnel
management, and discipline. Operational control is the
supervision of those activities which pertain .directly to
the execution of the mission of the organization. Such
activities might be operating laundry or baking equip-
ment, collecting salvage, or filling 5-gallon gasoline cans.
An example of the difference between administrative and
operational control is the case of a service company per-
forming operations at a depot. While at the depot during
operation hours, the company would be performing a
service at the depot and the officer in charge of the depot
would be exercising operational control over the company.
When the company finished the day's task, it would leave
the depot and go to its bivouac area. As soon as the com-
pany left the depot, it would be under the administrative
control of the quartermaster battalion headquarters to
which it might be attached. Normally, however, a combina-
tion of administrative and operational control is exercised
by the battalion headquarters to which a subordinate unit
is assigned or attached.
b. Assignment by the communications zone com-
mander.
(1) The communications zone commander
may assign the battalion headquarters to
control quartermaster units in a section
of the communications zone.
(2) The communications zone commander
may assign or attach the battalion head-
quarters to perform special missions.
5
c. Attachment by the task force commander. The
task force commander may attach the quarter-
master battalion to beachhead distributing points.
d. Assignment by the port commander. The port
commander may assign the quartermaster bat-
talion to control quartermaster units assigned to
a port.
6. ASSIGNMENT TO A QUARTERMASTER GROUP
HEADQUARTERS. Normally, a headquarters and
headquarters detachment, quartermaster battal-
ion, is assigned to a quartermaster group head-
quarters (see fig. 1) . The group plans, supervises,
ARMY, CORPS, OR SECTION QUARTERMASTER
HEADQUARTERS AND HEADQUARTERS
DETACHMENT, QUARTERMASTER GROUP
HEADQUARTERS AND HEADQUARTERS
DETACHMENT, QUARTERMASTER
BATTALION
L 1 1 1 1 i
SUBORDINATE UNITS
Figure 1. Normal relation of headquarters and headquar-
ters detachment, quartermaster battalion, to higher and
lower elements.
6
and coordinates the training, administration, sup-
ply, and operation of quartermaster units attached
or assigned to it and provides further centraliza-
tion of control.
7. ATTACHMENT AS A SEPARATE BATTALION. The
battalion may be attached as a separate organiza-
tion to an army, communications zone, communi-
cations zone section, or port to supervise and
coordinate the administration and operations of
subordinate units (see fig. 2). These assignments
must be modified and adjusted to meet the particu-
lar situation.
8. ASSIGNMENT AS INSTALLATION COMPLEMENT. In
the continental United States, the headquarters
and headquarters detachment, quartermaster bat-
talion, may be assigned to posts, camps, stations,
ports and depots, or to occupation zones.
9. ASSIGNMENT AND ATTACHMENT OF SUBORDI-
NATE UNITS, a. General. Various types of quarter-
master nondivisional units may be assigned or
attached to a headquarters and headquarters de-
tachment, quartermaster battalion. Such assign-
ment or attachment depends upon the tactical or
operational situation and the type of units needed
to meet the situation.
b. Assignment by tables of organization. Several
tables of organization for quartermaster units in-
dicate that the units will be assigned to a head-
quarters and headquarters detachment, quarter-
master battalion. Some examples of these units
include —
7
BATTALION HEADQUARTERS
Graves Registration
Salvage
Laundry
Bath
Service
BATTALION HEADQUARTERS
Subsistence Supply
Bakery
Petroleum Supply
Reclamation and Maintenance
Service
BATTALION HEADQUARTERS
Service
Service
Service
Service
Service
BATTALION HEADQUARTERS
Subsistence Depot
Refrigeration
Base Petroleum Supply
Clothing and General Supplies
Spare Parts
Sales
Figure 2. Possible assignments of units to headquar-
ters and headquarters detachment, quartermaster bat-
talion, in a field army.
(1) Quartermaster Bakery Company, Mobile,
T/O&E 10-147.
(2) Quartermaster Sales Company, Mobile,
T/O&E 10-157.
(3) Quartermaster Petroleum Supply Com-
pany, Mobile, T/O&E 10-77.
( 4 ) Quartermaster Service Company, T/O&E
10-67.
( 5 ) Quartermaster Clothing and General Sup-
plies Depot Company, T/O&E 10-227.
(6) Quartermaster Laundry Company, Semi-
mobile, T/O&E 10-167.
(7) Quartermaster Keclamation and Mainte-
nance Company, Semimobile, T/O&E
10-237.
(8) Quartermaster Fumigation and Bath
Company, Mobile, T/O&E 10-257.
10. ASSIGNMENT AND ATTACHMENT OF CELLULAR
UNITS. Cellular units organized under T/O&E
10-500 may be assigned or attached to a headquar-
ters and headquarters detachment, quartermaster
battalion. Since the concept of arctic operations
envisions the use of small combat units, headquar-
ters and headquarters detachment, quartermaster
battalion, may be assigned to arctic areas to super-
vise the administration of a number of quarter-
master cellular supporting units. Also, cellular
units may be assigned to a battalion headquarters
to augment existing units or to provide a special-
ized service.
9
11. ASSIGNMENTS OF OTHER UNITS. Personnel of
units of other services may be attached to a head-
quarters and headquarters detachment, quarter-
master battalion, when the situation requires.
Civilian and prisoners of war labor units also may
be attached to the battalion.
12. REASSIGNMENTS OF SUBORDINATE UNITS. A
subordinate unit or number of units may be reas-
signed from a headquarters and headquarters
detachment, quartermaster battalion, to another
battalion headquarters to meet the ever changing
requirements of logistical and tactical operations.
If, for example, a company changes its location, it
may be reassigned to a battalion headquarters con-
trolling quartermaster units in this new location.
Section II. EMPLOYMENT
13. PURPOSE. The headquarters and headquarters
detachment, quartermaster battalion, is employed
in the theater of operations to absorb the admin-
istrative burdens of subordinate units by super-
vising and coordinating their administration,
training, operation, and supply. In addition, cer-
tain services needed by the units are provided,
such as medical aid and inspections and religious
rites. Normally, the battalion headquarters is used
wherever three or more quartermaster units are
operating. The use of this type of organization
simplifies the task of the higher echelon quar-
termaster, who usually is required to provide
operational control to only three to six battalion
10
headquarters instead of to a large number of sub-
ordinate units. In this way the higher echelon
quartermaster is free to plan and supervise the
overall quartermaster mission, and the units are
relieved of many administrative responsibilities.
14. FLEXIBILITY OF EMPLOYMENT. A headquarters
and headquarters detachment, quartermaster bat-
talion, is extremely versatile and flexible in em-
ployment. It may be used anywhere' in the theater
of operations to control various quartermaster
nondivisional units in numbers required by the
logistical or tactical situation.
15. METHODS AND EXAMPLES OF EMPLOYMENT, a.
General. The following methods of employment
have been found practicable under varying condi-
tions in the theater of operations. The accom-
panying examples are for general information
only and are not to be used as arbitrary rules
governing the employment of quartermaster bat-
talions. The changing tactical and logistical situ-
ation will always govern the proper employment of
the headquarters and headquarters detachments,
quartermaster battalion, and its subordinate units.
b. Units of same type performing a single service.
Units of the same type that are assigned or at-
tached to an army or communications zone section
may be placed under a headquarters and head-
quarters detachment, quartermaster battalion, to
perform a single type of quartermaster service.
For example, several service units might be placed
under a battalion headquarters to perform a serv-
11
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X
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X
X
X
X
X
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X
X
X
X
X
X
X
XX J
XX
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•XX- xxJ
■XX
X
X
X
X
X
X
X
X
X
X
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X
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■XXX-
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12
ice mission for communications zone or army. The
battalion headquarters would then operate under
a group headquarters or directly under a section
or army quartermaster (see fig. 3).
c. Units of different types performing related serv-
ices. Quartermaster units of different types per-
forming related services may be supervised by a
battalion headquarters. For instance, a battalion
headquarters with units of different types per-
forming related services might consist of two bath
companies, mobile; a salvage company; a recla-
mation and maintenance company, semimobile;
and two laundry companies, semimobile. These
units would be performing related services — col-
lecting and processing the salvage received from
corps areas and collected within the army area
(see fig. 4).
d. Units of different types performing unrelated
services. Quartermaster units of different types
may operate under a battalion headquarters to
provide unrelated types of quartermaster service.
For example, under a battalion headquarters at-
tached to a corps, a quartermaster bath company,
a laundry company, a graves registration com-
pany, and a service company may complete the
quartermaster service to the corps by providing
additional labor (see fig. 5).
13
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en
14
CHAPTER 3
ORGANIZATION AND PERSONNEL DUTIES
16. ORGANIZATION. Headquarters and Headquar-
ters Detachment, Quartermaster Battalion
(T/O&E 10-536) consists of a battalion head-
quarters, a headquarters detachment, and a medi-
cal detachment. Battalion headquarters directs
and controls the administration and operations of
subordinate units. Headquarters detachment com-
prises the six sections used to facilitate admin-
istrative operations: detachment headquarters,
command, personnel, intelligence, operations, and
supply (see fig. 6) . The medical detachment oper-
ates under the control of battalion headquarters.
17. BATTALION HEADQUARTERS, a. Purpose. Bat-
talion headquarters directs the activities of the
battalion.
b. Organization. Battalion headquarters is com-
posed of the commanding officer and the staff
officers of the unit. The ten officers and warrant
officers in the battalion headquarters are : the com-
manding officer, executive and intelligence (S-2)
officer, adjutant and personnel officer (S-l), oper-
ations officer (S-3), assistant operations and in-
formation and education officer, supply officer
(S-4), motor and assistant supply officer, chap-
16
lain, assistant personnel officer, and assistant sup-
ply officer. The last two listed are warrant officers.
Additional duty assignments that may be assigned
to officers of the battalion headquarters or as-
signed to attached units include special services
officer, postal officer, unit censor, and graves regis-
tration officer. In accordance with AR 60-5, the
chaplain should not be assigned additional duties,
including that of graves registration officer, ex-
cept in emergencies.
c. Officer responsibilities.
(1) Commanding officer. The commanding
officer of the battalion headquarters com-
mands the headquarters and headquar-
ters detachment, quartermaster battalion
and all units or personnel assigned or
attached thereto. He is responsible for
the administration, supervision, training
operations, and supply of the battalion
and the supervision and coordination of
assigned or attached units. He evaluates
and estimates the needs of the organiza-
tion and, with the aid of staff officers,
plans, makes decisions, and gives orders
regarding personnel, discipline, opera-
tions, training, and supply. He super-
vises the execution of his orders and
inspects completed work. When the bat-
talion headquarters is operating as a
separate detached battalion headquar-
ters, the commanding officer has the au-
thority to appoint special courts martial.
Normally, when the battalion headquar-
18
feers is assigned or attached to a group
headquarters, special courts martial is
the responsibility of group headquarters.
(2) Executive officer and intelligence officer
(S-2).
(a) Duties as executive officer. The execu-
tive officer is second in command of
the battalion headquarters and assists
the commanding officer in all phases
of his work. He acts for the battalion
commander in his absence. He trans-
mits decisions of the commanding offi-
cer to the appropriate staff officer for
the preparation of the necessary staff
directives or he may transmit them in
the form of orders to those who exe-
cute them. He is the principal coordi-
nating agent of the command. He
exercises staff supervision and formu-
lates and announces policies for the
general operation of the staff. By
personal observation he sees that
orders and instructions of the com-
mander are executed and, in prepara-
tion for future tasks, makes a con-
tinuous study of the over-all operations
of the battalion headquarters and sub-
ordinate units.
(b) Duties as intelligence officer (S-2). As
intelligence officer (S-2) he should be
thoroughly trained in the basic princi-
ples of intelligence work. He maintains
contact and exchanges information
HE ARMY LIBRARY
WASHINGTON, D.C
with intelligence officers of higher,
subordinate, and adjacent units. He
distributes all military intelligence in-
formation to the commander, inter-
ested staff sections, and, when appro-
priate, to higher, subordinate, and
adjacent units.
(3) Adjutant and personnel officer (S-l).
The dual responsibility of the battalion
adjutant is to serve as adjutant and S-l.
(a) Duties as adjutant. As adjutant, his
duties include the following:
1. As representative of the command-
ing officer, coordinating the admin-
istration of the organization.
2. Taking action on all official corre-
spondence in accordance with regu-
lations and approved policies of the
commander.
3. Initiating action to secure a policy
on official correspondence for which
no policy has been established.
U. Supervising all office administrative
matters, including the coordination
of interoffice procedures with sub-
ordinate units ; and, by personal in-
spection and instruction, insuring
that all administrative records are
kept by subordinate units in the
prescribed manner.
5. Authenticating and distributing all
directives.
6. Maintaining the office of record for
the headquarters.
(b) Duties as personnel officer (S-l). As
personnel officer (S-l) of the organi-
zation, his duties include the following :
1. Exercising general supervision of
all activities at the headquarters
pertaining to classification, assign-
ment, reclassification, reassignment,
promotion, transfer, retirement, and
discharge of all individuals of the
command.
2. Exercising general supervision of
the preparation of pay orders,
vouchers, applications, and reports
relative to pay, travel, allotments,
and deductions.
3. Supervising the keeping of all per-
sonnel records of the command that
are not being kept in a subordinate
unit. These records do not include
such unit records as sick reports
and duty rosters. When directed by
the battalion commander, all unit
clerks report for duty in the office
of the personnel officer (S-l) to
assist with the maintenance of unit
records of their units.
4. Supervising the preparation of such
parts of administrative plans and
orders as relate to activities under
the supervision of the command and
personnel section.
21
5. Supervising the procuring and re-
placing of personnel.
6. Exercising general supervision over
leaves of absence and furloughs.
7. Supervising the compilation of
strength reports, statistics, graphs,
and other personnel records.
8. Supervising the preparation of di-
rectives awarding decorations, cita-
tions, and honors. .
(4) Personnel officer (warrant officer). The
personnel officer works under the general
supervision of the adjutant who is also
personnel officer (S-l). The responsi-
bilities of the personnel officer include
the following :
(a) Assisting the S-l in directing and
supervising activities relating to per-
sonnel of the battalion detachment and
subordinate units.
(6) Inspecting and supervising the prepa-
ration and maintenance of records,
rosters, correspondence, and reports
pertaining to personnel matters.
(c) Keeping and maintaining all personnel
records of the command that are not
being kept in the subordinate units.
(d) Preparing pay orders, vouchers, appli-
cations, and reports relative to pay,
travel, allotments and deductions for
the battalion.
(e) Supervising matters pertaining to
transfers and promotions.
(f) Supervising classifications and assign-
ment procedures.
(g) Preparing such parts of administra-
tive plans and orders as relate to ac-
tivities under the supervision of the
S-l.
(h) Procuring and replacing personnel.
(i) Authenticating leaves of absence and
furlough forms for personnel of the
battalion.
(j) Compiling strength reports and other
personnel statistics.
(k) Training clerks for duties in the per-
sonnel section.
(I) Preparing directives awarding decora-
tions, citations, and honors.
(5) Operations officer (S-3). The operations
officer (S-3) is responsible for planning,
coordinating, and supervising operations
of the battalion headquarters and sub-
ordinate units. He formulates and super-
vises plans for individual and organiza-
tional training and conducts training
inspections. His specific duties include
the following:
(a) Making a continuous study of plans
and operations and preparing esti-
mates, plans, and directives based
thereon.
(b) Assisting the commander in selecting
operational areas for the subordinate
units.
(c) As agent for the commanding officer,
23
consulting with higher headquarters
regarding the employment of subordi-
nate units.
(d) Estimating the capacities of subordi-
nate units.
(e) Supervising the use of personnel in
subordinate units. The operations offi-
cer may receive requisitions for work
details and prepare work schedules for
the distribution of work to the appli-
cable unit.
(f) Assisting the commander in- the in-
spection of technical operations, when
required.
(g) Supervising training programs for
subordinate units, including the prep-
aration of training directives, pro-
grams, and memorandums. He also
designates training sites and firing
ranges.
(h) Organizing and supervising troop
schools.
(i) Preparing overlays, maps, sketches,
and combat orders.
(j) Planning and supervising movements
of headquarters or subordinate units.
(Jc) In combined training and operations,
coordinating the movement of bat-
talion units with elements outside the
battalion command.
(I) Planning, coordinating, and supervis-
ing security and defense measures for
administrative installations.
(6) Operations assistant (S-3) and informa-
tion and education officer.
(a) Duties as operations assistant (S-3).
The operations assistant (S-3) per-
forms duties as directed by operations
(S-3) in matters pertaining to organi-
zation, training, and operations. He
relieves the operations officer (S-3) of
many pressing details which arise
in the administration of subordinate
units and assists him in keeping close
check on the operations of these units.
The operations officer (S-3) is re-
sponsible that operational goals are
reached and maintained by the sub-
ordinate units.
(b) Duties as information and education
officer. As information and education
officer, the operations assistant (S-3)
has the following primary duties:
1. Advising the operations officer (S-3)
and commander on troop informa-
tion matters.
2. Planning and supervising the troop
information program.
3. Distributing materials and conduct-
ing briefing conferences for the
troop information program on duty
discussion hours.
4- Supervising the publication and dis-
tribution of the unit newspaper.
5. Preparing and distributing weekly
and daily news summaries.
25
6. Maintaining the troop information
center.
7. Arranging for off-duty troop dis-
cussions.
8. Distributing the Army and theater
newspapers.
9. Advising the commander and opera-
tions officer (S-3) on troop educa-
tional matters.
10. Supervising the educational and vo-
cational advisement activities.
11. Organizing, promoting, and super-
vising all off-duty nonmilitary edu-
cational activities.
(7) Supply officer (S-4). The supply officer
(S-4) is responsible for the coordination
of functions pertaining to supply, evacu-
ation, transportation service, and miscel-
laneous related subjects. He is responsi-
ble for the planning and supervision of
logistical training of his own section and
within the command. His specific duties
may include planning, coordination, and
supervision of activities pertaining to —
(a) Determining supply requirements and
requisitioning and distributing all sup-
plies.
(b) Supplying and maintaining establish-
ments operated by the battalion head-
quarters.
(c) Evacuating personnel.
(d) Maintaining equipment and property.
(e) Conducting salvage operations.
(f) Collecting and disposing of captured
enemy supplies in coordination with
intelligence officer (S-2).
(8) Motor officer and assistant supply officer
(S-4).
(a) Duties as motor officer. The battalion
motor officer, as a staff officer, is a
representative of the commander in
his relations with subordinate units
and must be cooperative and diplo-
matic in dealing with these units. He
will not assume command of the main-
tenance personnel of the subordinate
units, but should assist such personnel
with necessary technical information,
including individual and group in-
struction. In general, the motor officer
is responsible for the following:
1. Planning and supervising transpor-
tation operations.
2. Keeping the commander advised on
transportation matters.
3. Determining the serviceability, com-
pleteness, and readiness for opera-
tional use of trucks, trailers, and
other wheeled equipment in the
headquarters and subordinate units.
U. Discovering operators' difficulties
with motor vehicle equipment and
providing remedies for these diffi-
culties by formal or routine inspec-
tions or reports submitted.
5. Supervising and inspecting second
27
echelon maintenance and repairs of
wheeled vehicles.
6. Supervising the basic and advanced
instruction of vehicle drivers.
7. Knowing the location and availabil-
ity of facilities for field maintenance
repairs and motor parts supply.
8. Keeping records of maintenance
inspections.
9. Informing subordinate unit com-
manders of the location of the main-
tenance point in the field.
10. Making recommendations for im-
provements of motor maintenance
and transport operations.
(b ) Duties as assistant supply officer ) .
The duties of the assistant supply offi-
cer (S-4) are assumed by the motor
officer, who should be able to substitute
for the supply officer (S-4) when nec-
essary. He should be thoroughly fa-
miliar with the supply procedures for
battalion headquarters and subordi-
nate units.
(9) Supply officer (Warrant officer) . The sup-
ply officer will assist the supply officer
(S-4) in providing supplies and equip-
ment for the battalion headquarters and
subordinate units. He supervises the
requisition, issue, and maintenance of
supplies, and prepares necessary records
of all items of supply. He prepares and
supervises the maintenance of the bat-
talion headquarters property book and
other battalion headquarters property-
records. He reviews the property books
of subordinate units.
(10) Chaplain. The chaplain serves the per-
sonnel of the battalion headquarters and
subordinate units. He conducts appro-
priate religious services, visits the sick
and wounded, is available for consulta-
tion at all times, and corresponds with
relatives and friends of personnel when
necessary.
(11) Special services officer. The special serv-
ices officer is designated by the battalion
commander. His duties include the fol-
lowing :
(a) Arranging recreational programs as
required.
(b) Providing the troops with athletic
equipment.
(c) Furnishing publications for recrea-
tional reading and library service.
(d) Cooperating with the American Red
Cross in its recreational programs for
the troops.
(12) Postal officer and unit censor. The postal
officer and unit censor are designated by
the battalion commander. Their duties
are outlined in TM 12-406.
18. HEADQUARTERS DETACHMENT, a. Definition.
Headquarters detachment is a term used in tables
of organization to identify the administrative and
tactical element of a battalion or larger unit.
29
b. Organization and personnel. The headquar-
ters detachment of the quartermaster battalion
consists of the detachment headquarters, com-
mand, personnel, intelligence, operations, and
supply sections.
19. DETACHMENT HEADQUARTERS SECTION, a. Pur-
pose. The detachment headquarters section per-
forms administrative, billeting, training, and
messing functions for the personnel of headquar-
ters and headquarters detachment, quartermaster
battalion.
b. Functions. The functions of the detachment
headquarters section include the following:
(1) Furnishing administrative personnel for
the operation of battalion headquarters.
(2) Preparing miscellaneous reports, orders,
and schedules.
(3) Maintaining the council book and other
records for the detachment.
(4) Providing a postal service for headquar-
ters personnel.
(5) Providing manpower for the mainte-
nance and security of the headquarters
and detachment areas.
c. Organization. The detachment headquarters
section consists of the detachment commander,
maintenance personnel, mess personnel, truck
drivers, and others. The sergeant major serves as
first sergeant of the detachment. Eleven enlisted
men are assigned to the detachment headquarters
section.
30
d. Duties of personnel.
(1) The detachment commander. The detach-
ment commander is the administrator of
the detachment and is responsible for the
welfare of the enlisted personnel of the
battalion. He works closely with bat-
talion headquarters and coordinates the
detachment activities with the require-
ments of battalion headquarters. The
duties of the detachment commander in-
clude the following:
( a) Making plans and estimates for quar-
ters, mess, and internal operations of
the detachment.
(b) Coordinating the administrative and
operational phases of the detachment
to insure adequate housekeeping, at the
same time keeping the maximum num-
ber of men available for duty.
(c) Maintaining detachment headquarters
records, including the morning report,
punishment book, sick book, and other
records.
(d) Planning and executing basic training
programs for detachment personnel.
(e) Taking steps to insure clean and or-
derly quarters and detachment area.
(f) Enforcing disciplinary measures for
detachment personnel.
(g) Performing other duties assigned.
(2) Enlisted personnel. The enlisted person-
nel assigned to the detachment headquar-
31
ters section with their duties are as
follows :
(a) First and second cooks. The duties of
the first and second cooks are outlined
in TM 10-405. Since only the minimum
of food service personnel and equip-
ment is provided the headquarters and
headquarters detachment, quartermas-
ter battalion, it may be desirable for
the battalion headquarters to mess
with a subordinate unit. In such a sit-
uation, the cooks will perform their
duties under the supervision of the
mess steward of that mess. It is pos-
sible for the battalion headquarters to
mess separately but the variations in
cooking of food will be limited due to
the use of a single field range.
(b) Food service apprentice. The food
service apprentice serves with the
cooks of the detachment headquarters
and assists them in their work.
(c) Field lineman. The field lineman is
familiar with wire and cable work of
a telephone or telegraph communica-
tion system. He can lay, maintain, and
pick up wires connecting the switch-
board with telephone outlets. He also
is substitute switchboard operator. See
TM 12-427.
(d) Switchboard operator. The switch-
board operator can install, operate,
and perform minor maintenance on
the battalion headquarters switch-
board. See TM 12-427.
(e) Light truck drivers. The light truck
drivers are familiar with all Army-
vehicles assigned to battalion head-
quarters and perform driver duties
and driver maintenance as required.
All personnel of the battalion head-
quarters should be trained to operate
the vehicles assigned to the headquar-
ters. However, operation of vehicles
by other than the regularly assigned
driver or assistant driver, except in
emergency, should be prohibited.
(f) Automobile mechanic. The automobile
mechanic is trained and equipped to
perform organizational maintenance.
He must be able to drive any vehicle
in headquarters and headquarters de-
tachment, quartermaster battalion.
(g) Orderly. The orderly performs routine
duties such as housekeeping activities
and the carrying of messages. He also
aids the technicians in the perform-
ance of their duties. He should be able
to drive a ^-ton truck.
(h) Filler personnel. The two filler per-
sonnel may be assigned to the detach-
ment headquarters section for training
in organizational duties as required.
They may perform duties such as those
of room orderlies or guards.
33
20. COMMAND SECTION, a. Purpose. The com-
mand section is the administering and coordinat-
ing section of battalion headquarters and is under
the technical control of the executive officer and
the adjutant.
b. Functions. The functions of the command sec-
tion include the following:
(1) Routing incoming communications to the
proper sections.
(2) Preparing outgoing directives and com-
munications for dissemination to the
subordinate units.
(3) Replying to or taking appropriate action
on correspondence for which the section
is responsible.
(4) Maintaining a battalion headquarters
mail and message center and records per-
taining thereto.
(5) Inspecting administrative records of
subordinate units when directed to do so.
(6) Assisting in the operations of the detach-
ment headquarters as required.
e. Organization and duties of personnel. The com-
mand section consists of six enlisted men as fol-
lows: the sergeant major, a stenographer, a mail
clerk, a typist clerk, a light truck driver, and a
chaplain's assistant.
(1) Sergeant major. The sergeant major is
the routing clerk of the battalion head-
quarters. He sends correspondence to
interested elements and disseminates di-
rectives. He is directly responsible for
34
the supervision of personnel in the-
command section. He serves as adminis-
trative assistant to the adjutant and is
responsible for the proper submission to
the adjutant of all incoming and out-
going correspondence. He places on the
adjutant's desk one copy of all publica-
tions received. He maintains a suspense
file on all correspondence, the duty ros-
ter, the sick book, and other records
incidental to the operation of the
headquarters and the detachment. He
prepares routine indorsements for cor-
respondence to be answered by the adju-
tant. He. may route correspondence to
other sections for drafts of indorse-
ments. He maintains, with the help
of the clerks, all necessary files and
prepares and maintains records required
by Army Regulations. He prepares or
causes to be prepared all necessary re-
ports for prompt submission to group
or higher headquarters. He is responsi-
ble for the physical condition of the
office. The sergeant major also serves
as first sergeant of the detachment. His
duties as first sergeant are outlined in
TM 12-250 and TM 12-255.
(2) Stenographer. The stenographer in the
command section takes dictation and
prepares, on the typewriter, all neces-
sary letters and reports.
(3) Mail Clerk. Under the supervision of
35
the sergeant major, the mail clerk is in
charge of the message center. He per-
forms duties in connection with the dis-
tribution of mail to the battalion head-
quarters and subordinate units. He must
be able to drive one of the Y^-ton trucks
used in the command section.
(4) Typist clerk. The typist clerk performs
typing duties for the entire headquar-
ters. Under the supervision of the ser-
geant major, he maintains the files of
the headquarters, keeps a suspense file
of his own work, and keeps records of
the requirements for all reports.
(5) Light truck driver. The light truck
driver, in addition to his duties as driver,
assists in maintaining the vehicular
equipment of the organization. He is
available at all times as a messenger
and for other duties as assigned.
(6) Chaplain's assistant. The chaplain's as-
sistant performs clerical and typing du-
ties for the chaplain. He performs other
duties as required.
21. PERSONNEL SECTION, a. Purpose. The person-
nel section initiates, processes, records, and main-
tains the personnel records and reports of the
battalion. For this purpose, the strength of the
personnel section is augmented by personnel of
assigned or attached units. The section also per-
forms any other routine duties which may be
allotted to it.
36
b. Functions. The functions of the personnel
section include the following:
(1) Preparing and maintaining records,
rosters, correspondence, and reports
pertaining to personnel matters.
(2) Maintaining service records of personnel
of the battalion headquarters and rec-
ords of officer personnel.
(3) Inspecting and supervising the main-
tenance of records of subordinate units.
(4) Requisitioning, transferring, promoting,
and demoting personnel.
(5) Preparing pay orders, vouchers, applica-
tions, and reports relative to pay, trav-
el, allotments, and deductions for the
battalion.
(6) Performing other duties assigned.
c. Organization. The personnel section consists
of the personnel officer (warrant officer), a per-
sonnel sergeant, and a personnel management
technician (see par. 17c (3) (6), and par. 17c
(4) ).
(1) Personnel sergeant. The personnel ser-
geant carries out the directions and poli-
cies of the personnel officer. Specifically,
he is charged with checking and super-
vising all reports and rosters prepared
by the personnel section. He prepares
necessary correspondence for the ap-
proval of the personnel officer. He in-
structs other personnel clerks in the per-
formance of their duties and assists the
personnel officer in the instruction of
37
personnel clerks of subordinate units in
the preparation and maintenance of unit
personnel records. He should be pre-
pared to do all types of work in the per-
sonnel section.
(2) Personnel management technician. The
personnel management technician assists
in classifying and assigning enlisted
men, selecting qualified men for special
school training, recording and coding
classification records, and administering
classification tests.
22. INTELLIGENCE SECTION, a. Purpose. The pur-
pose of the intelligence section is to collect, evalu-
ate, interpret, and disseminate information con-
cerning the enemy.
b. Functions. The functions of the intelligence
section include the following :
(1) Gathering information about the enemy
and the terrain through research and in-
vestigation.
(2) Preparing reports on investigation and
research.
(3) Interviewing persons believed to have
valuable military information about the
enemy.
(4) Keeping higher headquarters informed
of intelligence activities.
c. Organization and duties of personnel. The
intelligence section consists of a sergeant who
works under the supervision of the battalion ex-
38
ecutive and intelligence officer (S-2). A truck
driver may assist the sergeant in his field activi-
ties. The intelligence sergeant should be capable
of performing intelligence duties as outlined in
TM 12-427.
23. OPERATIONS SECTION, a. Purpose. The opera-
tions section, under the supervision of the opera-
tions officer (S-3), plans and supervises the
employment, operations, and training of the at-
tached or assigned units.
b. Functions. The functions of the operations
section include the following:
(1) Operations.
(a) Formulating plans for operations of
subordinate units.
(b) Promulgating directives to secure the
maximum efficiency of operations.
(c) Preparing work schedules for subor- .
dinate units and coordinating their
work.
(b) Inspecting operations and training of
subordinate units.
(e) Preparing operational reports and re-
cords.
(f) Performing other duties assigned.
(2) Information and education.
(a) Formulating plans for information
programs.
(b) Coordinating and supervising the in-
formation program.
(c) Making facilities available for pres-
39
entation of films, exhibits, lectures,
radio broadcasts, and transcriptions.
(d) Cooperating with and supervising the
publication of a battalion newspaper.
(e) Maintaining a library of current in-
formation material.
(/) Planning, organizing, and administer-
ing off-duty education programs.
(g) Performing other duties assigned.
c. Organization. The operations section consists
of an operations sergeant, an operations clerk,
and an information and education clerk, all of
whom work under the supervision of the opera-
tions officer (S-3).
d. Duties of personnel.
(1) Operations sergeant. The operations ser-
geant works under the supervision of
the operations officer (S-3) and assist-
ant operations officer (S-3). The duties
of the operations sergeant include the
following :
(a) Preparing plans for the operations of
attached units.
(b) Receiving and evaluating operational
reports on activities of attached units.
(c) Preparing charts, reports, and statis-
tical records showing the work output
and accomplishments of attached
units.
(d) Forwarding operational data as re-
quired by higher headquarters.
(e) Supervising the typing and clerical
40
work required in the preparation of
orders.
(f) Preparing map overlays and sketches.
(2) Operations clerk. The operations clerk
performs typing and clerical duties for
the section.
(3) Information and education clerk. The
information and education clerk works
with the information and education offi-
cer. He performs clerical duties as re-
quired.
24. SUPPLY SECTION, a. Purpose. The supply sec-
tion serves as a supply center for the headquarters
detachment and subordinate units.
b. Functions. The functions of the supply section
include the following:
(1) Processing, editing, and consolidating
requisitions for supplies for subordinate
units.
(2) Requisitioning, receiving, and issuing
supplies.
(3) Initiating requests for supplies for bat-
talion headquarters.
(4) Preparing, recording, and maintaining
the administrative records pertaining to
supply.
(5) Checking and directing the proper main-
tenance of all supply records maintained
by the subordinate units, when directed
by supply officer (S-4).
(6) Complying with the latest changes in
41
supply procedure announced in regula-
tions and directives.
(7) Maintaining close liaison with sources of
supply.
(8) Receiving and disposing of salvage items.
(9) Keeping a library of pertinent supply
publications up to date.
(10) Organizing, maintaining, and supplying
the motor transport of battalion head-
quarters.
(11) Inspecting the maintenance of. motor
transport of subordinate units.
c. Organization. The personnel of the supply
section consists of the supply officer (warrant
officer) and seven enlisted personnel (see par.
17c (7), (8), and (9)).
(1) Supply sergeant. The duties of the sup-
ply sergeant include the following:
(a) Assisting in making arrangements for
and maintaining supervision of sup-
plies, including distribution.
(b) Supervising and maintaining adminis-
trative records pertaining to supply
when directed to do so.
(c) Checking and inspecting frequently all
supply records maintained by the at-
tached units, as directed by the supply
officer.
(d) Instructing personnel in current sup-
ply procedures.
(e) Receiving and disposing of salvaged
items.
42
(f) Supervising the requisitioning and is-
suing of rations as directed by the
supply officer.
(g) Assisting the detachment commander
in the maintenance of supply forms
and records for headquarters detach-
ment.
(2) Motor sergeant. The motor sergeant ad-
vises the motor officer on all matters
pertaining to motor transport and motor
transport supplies. He is directly re-
sponsible to the motor officer for the effi-
cient operation of all vehicles assigned
to headquarters and headquarters de-
tachment, quartermaster battalion. He
assists the motor officer in conducting
inspections of vehicles of the battalion
headquarters and subordinate units. He
prepares reports on the results of inspec-
tions of vehicles of both battalion head-
quarters and subordinate units. He
maintains records of vehicle availability
and daily operations.
(3) Technical supply sergeant. The techni-
cal supply sergeant assists with the re-
quisitioning, receipt, transport, and issue
of operational supplies and equipment
for the subordinate units. He assists in
obtaining supplies to further the techni-
cal operations of attached units such as
bakery, laundry, and bath companies.
His duties are discussed in TM 12-427.
(4) Assistant supply sergeant. The assistant
43
supply sergeant works with the supply
sergeant and assists him in the per-
formance of duties. He may also work
with the technical supply sergeant as
required. He should be qualified to sub-
stitute for them in their duties when
necessary.
(5) Supply clerks. Two supply clerks per-
form various clerical and stock-handling
duties in connection with the receipt,
issue, and shipping of general supplies
and equipment in the supply section of
battalion headquarters. In general, their
duties include:
(a) Checking incoming and outgoing sup-
plies against items listed on requisi-
tions, invoices, issue slips, and turn-in
slips by counting, grading, or weigh-
ing articles involved.
(b) Receiving and issuing supplies as di-
rected by the supply officer.
(6) Light truck driver. A light truck driver
is assigned to the supply section. Al-
though his primary duty is that of light
truck driver, other duties may be as-
signed by the supply .officer.
25. MEDICAL DETACHMENT, QUARTERMASTER BAT-
TALION. a. Organization. The medical detachment,
quartermaster battalion, consists of a medical offi-
cer, a dental officer, and seven enlisted men.
b. Services. The medical officer is responsible
for the medical well-being of the command. He
44
examines, diagnoses, and treats members of the
battalion. He also makes periodic inspections of
the sanitary facilities of the detachment and the
subordinate units and of the mess facilities of the
units. The dental officer makes periodic inspec-
tions of the teeth of the personnel and treats or
extracts as required. Medical detachment per-
sonnel must be able to furnish adequate medical
aid whether the battalion is performing techni-
cal operations deep in the communications zone,
supporting troops engaged in combat operations,
or assigned to a rest camp. The medical detach-
ment operates a dispensary to take care of sick-
ness and accidents. If it is impracticable to pro-
vide medical service for subordinate units located
at long distances or over rugged terrain, the bat-
talion medical officer will arrange with higher
headquarters for such services. Upon recommen-
dation of the battalion medical officer the battalion
commander designates the location of the bat-
talion dispensary. The battalion headquarters
then notifies the subordinate units of the location
of their dispensary.
45
CHAPTER 4
TRAINING
26. GENERAL. A well-conducted training program
for a headquarters and headquarters detachment,
quartermaster battalion, is indispensable in de-
veloping a well-organized, smooth-working unit
capable of performing its supervisory and admin-
istrative mission under all conditions in the field.
Careful training of the personnel of battalion
headquarters and subordinate units is just as im-
portant as the training of the personnel of a com-
bat unit. The training of the battalion headquar-
ters and its subordinate units must be systematic
and thorough so that the mission of supporting
the combat elements will be effectively accom-
plished.
27. RESPONSIBILITY, a. Command responsibility.
The responsibility for training is a command
function and rests upon the battalion commander.
In assisting the commander in the exercise of his
command, the staff and unit officers are concerned
with the problems and methods of training the
subordinate units. The battalion commander is
responsible that the training of battalion head-
quarters and subordinate units conform to direc-
tives issued by higher headquarters.
46
b. Delegation of responsibility. After the com-
manding officer states his policies, the training
is planned and supervised by the operations offi-
cer (S-3). The operations assistant (S-3) works
with the S-3 in the preparation of training sched-
ules and the supervision of the training program.
After the training program- has been published,
it is conducted by individual unit commanders.
28. CONDUCT OF TRAINING. The conduct of train-
ing is explained in FM 21-5 and the techniques of
instruction in TM 21-250.
29. INDIVIDUAL TRAINING. Individual training of
quartermaster personnel is divided into basic mili-
tary training and basic technical training. Nor-
mally such training is given at training centers.
a. Basic military training. Basic military training
develops in the men ability to understand and
apply elementary military techniques and tactics.
General subjects common to all branches are
included. Basic military training for quarter-
master troops is provided in the Army Training
Programs (ATP) of the 21-series as directed.
b. Basic technical training. Basic technical train-
ing develops in the men facility in the use of
tools and skill in the performance of quarter-
master technical operations. Mobilization Train-
ing Program (MTP) 10-1, Mobilization Training
Program for Quartermaster Enlisted Personnel
of the Army Service Forces (20 Sep 45) is used
for the individual basic technical training of quar-
termaster soldiers.
47
30. UNIT TRAINING, a. Authority. When the head-
quarters and headquarters detachment, quarter-
master battalion, is activated, MTP 10-2, Mo-
bilization Training Program for Quartermaster
Units of the Army Service Forces (10 May 45) , is
required for the unit technical training of the
organization. Advanced unit training is pre-
scribed in MTP 10-3T, Mobilization Training
Program for Advanced Unit Training of Quarter-
master Units of the Army Service Forces (19
Mar 46) and must be ordered by proper authority.
b. Unit technical training.
(1) Unit technical training familiarizes the
men with the organization of battalion
headquarters, gives them an understand-
. ing of their place and responsibility in
the headquarters, and assists them in the
performance of their duties. Assigned
personnel should have a clear picture of
the means provided within the battalion
headquarters for the supervision and
administration of subordinate units.
(2) When the sections have been set up, the
men should become familiar with the
operations of their own section and its
relationship to other sections. Person-
nel of the battalion headquarters must
be familiar with the elements of
staff procedure — personnel, intelligence,
training and operations, and logistics.
Usually the battalion headquarters is
not notified beforehand of the types of
units to be assigned or attached to it.
48
Practically all types of quartermaster
units may be eventually assigned to the
battalion headquarters and the men
should be thoroughly trained in handling
the problems of each type of unit.
(3) After the section personnel are acquaint-
ed with the standing operating pro-
cedure of the headquarters, they are
instructed in the performance of their
duties.
(4) Progressive training should make clear
the responsibilities of the various eche-
lons of command and integrate all ele-
ments of the battalion headquarters into
a working unit.
31. REFRESHER MILITARY TRAINING, a. Battalion
headquarters.
(1) Battalion headquarters personnel are
given refresher military training as
directed by the commander or higher
authority. Schedules for training are
prepared by the operations officer (S-3)
in accordance with instructions in FM
21-5. These schedules, based on mate-
rial in the applicable mobilization train-
ing program, make maximum use of local
training facilities. In some cases it may
be found practicable to allot 30 minutes
a day for 5 days each week to refresher
military training, while in other cases it
may be more desirable to devote part of
a day or night each week.
49
(2) Periods may be allotted on the training
schedules for the review of military
training fundamentals and for instruc-
tion in the operation and maintenance of
organizational weapons. These periods
of military training also provide oppor-
tunity for physical conditioning exer-
cises and for the review of security and
defense measures outlined in the battal-
ion's standing operating procedure.
b. Subordinate units. Refresher military train-
ing schedules for subordinate units are usually
prepared by the subordinate units as shown in
FM 21-5, and submitted to the battalion head-
quarters for approval or suggested changes. Unit
commanders have the responsibility of fulfilling
the training schedules they prepare. The battalion
training officer (S-3) makes periodic checks to
see that the schedules are being followed. Funda-
mentals of military courtesy, discipline, and train-
ing are emphasized, but any phase of military
training that appears to have been neglected may
be included in the training schedules.
32. ADDITIONAL TECHNICAL TRAINING, a. Battalion
personnel.
(1) General. Additional technical training
of personnel at battalion headquarters,
though- necessary occasionally, should
not be a problem. The battalion, head-
quarters is an aggregation of skilled
occupational specialists and technicians.
50
Direction of training should be towards
the welding of these technical specialists
into a military organization, disciplined
to a chain of command. Noncommis-
sioned officers should be familiar with
administrative procedures and the prep-
aration of reports, records, directives,
and other items in their sections. In
addition to his assigned job, each enlist-
ed man must be trained to perform the
duties of the next higher grade.
(2) Training for individuals. Additional tech-
nical training for battalion headquarters
personnel should stress the following :
(a) Adequate and timely administrative
service to supported units.
(b) Development of coordination in opera-
tions with other sections of battalion
headquarters, with assigned or at-
tached units, and with higher head-
quarters.
(c) Ability to perform more than one job
in the headquarters.
(d) Accurate knowledge of all directives
and ability to interpret them correctly.
(e) Leadership ability to carry on a task
alone if necessary.
(3) Training as an organization. Additional
technical training for the headquarters
as a whole should stress the following :
(a) Development of coordination of opera-
tions within the headquarters.
51
(b) Improvement of administrative pro-
cedures within the headquarters.
(c) Efficient planning and use of time,
manpower, and materials.
b. Subordinate unit personnel.
(1) General. The need for additional techni-
cal training for personnel of the subor-
dinate units is estimated by the battalion
commander by personal inspections, re-
ports of staff officers, analyses of train-
ing records, estimates of future opera-
tional needs, and advice from higher
authority. The training plan is an-
nounced in training programs issued by
the battalion commander. Schedules are
prepared accordingly by the subordinate
units with the supervision and advice
of the S-3.
(2) Training for individuals. Additional
technical training for individuals in sub-
ordinate units should stress —
(a) Development and improvement of in-
dividual techniques within the subor-
dinate unit.
(b) Efficient planning and use of time,
manpower, and materials.
(3) Training as an organization. Additional
technical training for a subordinate unit
as an organization should emphasize —
(a) Development of coordination of opera-
tions within the subordinate unit.
(b) Improvement of administrative proce-
dures within the subordinate unit.
52
(c) Efficient planning and use of time,
manpower, and materials.
(4) Analyses and inspections. In order that
training of subordinate unit personnel
may be carried on efficiently, the respon-
sible staff officer should make a con-
tinued analysis of work methods so that
fundamental work techniques that result
in the saving of time and manpower may
be developed. The staff officer should
satisfy himself by frequent inspections
that the technical training schedules are
being followed by the subordinate units.
(5) Troop or unit schools. Troop or unit
schools for the training of personnel in
subordinate units may be authorized by
higher authority and organized and di-
rected by the battalion headquarters or
may be initiated and conducted by bat-
talion headquarters. Training varies
with the types of units assigned. Advan-
tage should be taken of skills and knowl-
edge previously acquired by the men, by
using those men as instructors. Such
subjects as principles of motor opera-
tions, Army administration, carpentry,
cooking, and mess supervision are suit-
able for troop school instruction.
33. COMBINED TRAINING. Combined military
training of the battalion headquarters and sub-
ordinate and adjacent units is directed by higher
authority. In the theater of operations combined
53
training may be necessary occasionally for de-
fensive or offensive preparations.
34. CONTINUITY OF TRAINING. Although little op-
portunity for continuous training will exist in a
theater of operations, battalion commanders
should keep both military and technical training
programs up to date for immediate use. Normally,
a lull in combat operations will permit the resump-
tion of military or technical training.
35. INSTRUCTIONAL MATERIAL. Lists of Depart-
ment of the Army publications and visual train-
ing aids for conducting quartermaster training
are given in SR 310-20 series, in FM 21-7, and
in FM 21-8. Field manuals, technical manuals,
and other Department of the Army publications
explaining the training and operations of quarter-
master units should be collected in the detach-
ment library and made available to interested per-
sonnel. Training films, film strips, graphic port-
folios, and other valuable aids to instruction (usu-
ally available through higher headquarters) are
employed where practicable. References to in-
structional material also may be found in Army
Training Programs.
36. TRAINING RECORDS AND REPORTS. Training
records and reports are maintained in battalion
headquarters by S— 3. The training records and
reports from subordinate units are valuable when
there is a need to ascertain unit training progress
or to plan future unit training programs. They
are also useful when higher headquarters makes
54
a request for training data. Training reports
submitted by the units may be, for example, simple
reports of attendance at a training film showing
or lecture, or more complicated reports of prac-
tice firing. Training records maintained by bat-
talion headquarters may be unit reports of train-
ing accomplishments or consolidations of these
reports over predetermined periods.
37. OFFICER TRAINING, a. General. An aggressive
attitude toward the performance of duties is of
primary importance in an officer. All battalion
officers should cultivate boldness, energy, ingenu-
ity, and initiative. Officer training for duties in
a quartermaster battalion headquarters is ac-
quired through service school training or practical
experience. However, without an aggressive, posi-
tive attitude toward the performance of duties,
such training or experience is of limited value.
In addition to an alert, decisive attitude, officer
training should emphasize the following:
(1) A broad comprehensive knowledge of
quartermaster service and battalion
headquarters operations and a thorough
knowledge of the organization, capabili-
ties, and functions of all quartermaster
units.
(2) Ability to make a logical and concise
estimate of the situation and write logi-
cal and concise orders.
(3) A knowledge of military and staff terms.
(4) Familiarity with the operation and
maintenance of individual and organiza-
55
tional weapons of the battalion head-
quarters and units.
(5) Understanding of the procedures neces-
sary for the defense of the battalion
headquarters and subordinate units.
(6) Familiarity with the terrain where the
battalion operates. Difficult places, routes
of communication, and alternate routes
should be noted.
(7) Ability to plan and lead troop move-
ments by day and night.
(8) Thorough knowledge of map reading and
use of the compass.
(9) Knowledge of first aid.
(10) Ability to assist enlisted men in solving
personal problems.
b. Schools.
(1) The planning of troop schools for officers
in subordinate units depends upon the
type of mission being undertaken. In-
struction of officers in units having a
single or related mission may be con-
solidated into one school. Several schools
carried on at the same time will usually
be necessary for officers serving in units
with unrelated missions.
(2) Officers may acquire valuable knowledge
in the various schools of the military edu-
cational system (see AR 350-5). Officer
conferences arranged by higher com-
mands also are valuable additions to
training.
56
c. Self-study. Self-study of military subjects, in
addition to attendance at troop schools, is neces-
sary for all officers. Only by self -study after duty
hours can an officer keep abreast of latest military
doctrine and perform his tasks successfully.
38. TRAINING OF NONCOMMISSIONED OFFICERS.
Noncommissioned officers should be able to in-
struct enlisted men in their technical qualifica-
tions and should be given opportunity to exercise
command functions to develop leadership, initia-
tive, and a sense of responsibility. Noncommis-
sioned officers who fail to attain or maintain
acceptable standards of performance should be
removed. The failure of a noncommissioned offi-
cer to supervise a job efficiently casts a reflection
on the ability of the noncommissioned officers as
a whole and the efficiency of the unit concerned
and eventually lowers the morale of the battalion.
Troop schools are useful to instruct the noncom-
missioned officers in their duties and teach them
correct methods and procedures.
57
CHAPTER 5
SECURITY AND DEFENSE
39. GENERAL SECURITY, a. Responsibility. The bat-
talion commander is responsible for supervising
and coordinating the security plan for the bat-
talion headquarters and subordinate units. Each
unit commander is responsible for the defense of
his unit area and such other installations as may
be assigned to the unit by the over-all plan. The
battalion commander must approve security plans
of subordinate commanders.
b. Security and defense measures. Headquarters
and headquarters detachment, quartermaster bat-
talion, and its subordinate quartermaster units
have a limited number of weapons for active de-
fense measures against surprise attack by infil-
trating enemy troops. However, the battalion
headquarters and its units depend primarily on
passive defense for security. Concealment of the
headquarters and subordinate unit installations
or bivouac areas from enemy observation is a
primary defense measure, and all camouflage pre-
cautions should be taken. In addition to working
out plans against infiltration and plans for cover
and concealment, the battalion headquarters and
its subordinate units should be prepared for de-
fense against air and ground attack. The bat-
58
talion commander must know the number of de-
fensive weapons and amount of effective firepower
he has available at all times. He must have accu-
rate knowledge of the amount,, and location of
defensive shelter. In all. situations he must en-
deavor to protect his men by passive and active
defense measures against surprise and annoyance
by the enemy. Every man in the headquarters
and subordinate units should understand thor-
oughly the principles of passive and active de-
fense, including map reading, the use of weapons,
the destruction of supplies and equipment, the use
of camouflage and cover, and resistance against
ground or air attack. All normal instructions
should be included in the battalion standing op-
erating procedure.
e. Coordination of defense. Coordination of de-
fense is necessary since headquarters and head-
quarters detachment, quartermaster battalion, is
a small administrative organization and does not
have the weapons necessary for active defense of
an installation or bivouac area. Battalion com-
manders should coordinate security and defense
measures with those of subordinate and/or adja-
cent unit commanders. The objective should al-
ways be to avoid the enemy when such avoid-
ance will not hinder the battalion mission.
d. Weapons.
(1) The headquarters and headquarters de-
tachment, quartermaster battalion, is
armed with thirty-eight M2 carbines,
six M8 grenade launchers, two M20
59
rocket launchers, and two caliber .45
automatic pistols.
(2) Battalion headquarters personnel should
be organized into an adequate number
of alternate teams trained to use the two
M20 rocket launchers provided in the
T/O&E.
e. Camouflage. Camouflage is a principal de-
fense method for battalion headquarters. Refer-
ences giving details for proper camouflage pro-
cedures are given in appendix IV.
f. Demolition.
(1) Demolition of supplies and equipment is
a command function and is done only on
orders from higher authority. Demoli-
tion of quartermaster supplies and
equipment follows procedures outlined
in TB QM 27. Vehicles are destroyed
according to procedures prescribed in
the technical manuals accompanying
them.
(2) Demolition tasks should be guided by
the following principles :
(a) As much material as possible should
be evacuated before demolition.
(b) Methods must be adequate, easy to
perform, and flexible.
(c) Destruction should be as complete as
possible. The same essential parts
must be destroyed on all like units to
prevent reconstruction or cannibaliza-
tion by the enemy.
60
(d) Adequate safety precautions must be
taken to protect the personnel in-
volved.
(3) When operating a quartermaster depot
or supply point, the battalion headquar-
ters should perfect a detailed demolition
plan. The plan should be worked out in
advance by the S-3, so that, if necessary,
destruction can be carried out in a de-
liberate and orderly manner, usually by
operating personnel.
g. Land mines and booby traps. Detailed in-
formation is given in FM 5-31 on the use of land
mines and booby traps. Battalion headquarters
and subordinate units may use these weapons to
strengthen defensive positions.
40. DEFENSE AGAINST GROUND ATTACK, a. In-
stallation defense.
(1) If a battalion headquarters is employed
at a depot where the depot commander
is responsible for the defense plan, it
assumes no responsibility for the in-
stallation defense plan but merely fur-
nishes troops and carries out the orders
of the depot commander.
(2) If a battalion headquarters is responsible
for the defense of an installation, meas-
ures to provide a defense plan should be
taken immediately after the installation
has been established. Surprise attacks
are possible by combat vehicles, ground
troops, airborne troops, and saboteurs.
61
Personnel of battalion headquarters
must be trained to take their defensive
posts immediately upon warning of an
enemy attack, and a plan must be
worked out to call subordinate or
adjacent units for assistance. To de-
fend an installation in the combat zone,
it may be necessary to construct de-
fensive works, such as foxholes, road
blocks, and antitank ditches, and im-
prove natural obstacles with artificial
obstacles, including mine fields and
barbed wire. Engineer troops often are
available to supervise and advise on de-
fensive measures and lay and remove
mine fields and booby traps.
b. Bivouac defense.
(1) When a battalion headquarters operating
in a communications zone arrives at a
bivouac area, guards are posted, head-
quarters tentage, if used, is erected and
camouflaged, and individual tents are
pitched and camouflaged. When the bat-
talion headquarters operates in a combat
zone, personnel should, in addition, dig
foxholes.
(2) In event of a surprise attack, subordinate
units are called upon for support. When
warned of advancing superior forces, the
battalion headquarters and its units may
fall back to a safer position.
c. March security and defense. When the bat-
talion headquarters moves separately, the battal-
62
ion commander is responsible for proper security
and defense measures and should orientate the
unit before starting. When the movement is made
in a convoy, the convoy commander is responsible
for the defense and should orient each unit before
starting. Entrucking, detrucking, dispersion when
attacked, and other elements of convoy security
are described in FM 25-10.
41. DEFENSE AGAINST AIR ATTACK. Headquarters
and headquarters detachment, quartermaster bat-
talion, is not equipped or organized for the em-
ployment of effective active defense measures
against air attack. Small-arms fire may be used
against plane attack if higher headquarters so
authorizes. However, passive defense measures
are effected by —
a. Dispersing storage facilities of an installa-
tion or area.
b. Camouflaging structures and storage areas
by concealment or deception.
e. Making maximum use of terrain, since roll-
ing hills and wooded land facilities concealment
of building and storage areas.
d. Enforcing rigid discipline concerning lights.
e. Controlling the use of fires to avoid disclo-
sures of positions by smoke.
f. Brushing out vehicle tracks.
g. Digging foxholes and building personnel
shelters.
42. DEFENSE AGAINST CHEMICAL ATTACK. Defense
against chemical attack (see FM 21-40) is accom-
63
plished by the employment of the following meas-
ures:
a. Training all personnel in the use of the gas
mask, protective clothing, and other means of in-
dividual protection.
b. Instructing all personnel in their duties dur-
ing a chemical attack.
c. Holding frequent gas mask drills.
d. Building gasproof, bombproof shelters.
e. Training all personnel in decontamination
methods.
f. Frequently inspecting gas masks and repair-
ing and replacing, if necessary.
64
CHAPTER 6
ADMINISTRATION AND OPERATIONS
Section I. GENERAL PROCEDURES
43. ASSIGNMENT OF A MISSION. The administra-
tive and operational activities of headquarters and
headquarters detachment, quartermaster battal-
ion, result from the assignment of a mission or
task by higher headquarters. The accomplishment
of this mission normally requires the assignment
or attachment of several subordinate units.
a. Preliminary procedures. If the battalion head-
quarters is assigned a mission which has not been
undertaken previously, the battalion commander
has several duties to perform before he is ready
for operations. He should —
(1) Select a site for the battalion headquar-
ters and operational sites for the sub-
ordinate units.
(2) Work out a standing operating procedure
covering the new mission.
(3) Allocate missions to subordinate units.
(4) Arrange for communication facilities
with higher headquarters and subordi-
nate units.
(5) Set up security, fire protection, and cam-
ouflage measures.
65
b. Procedures when taking over. If the battalion
headquarters is taking over operations from an-
other battalion headquarters, the commander re-
sponsible for taking over the assignment should —
(1) Find out the type and scope of the mis-
sion to be performed.
(2) Obtain general information regarding
the units to be controlled.
(3) Arrive at an agreement as to the time
to take over the control of the subordi-
nate units.
(4) Work out a standing operating procedure
covering the new mission.
(5) Allocate missions to the subordinate
units.
(6) Arrange for communication facilities
with higher headquarters and subordi-
nate elements.
(7) Set up security, fire protection, and cam-
ouflage measures.
c. Procedures during operations. After opera-
tions begin, the battalion commander must see
that —
(1) His headquarters performs its adminis-
trative work smoothly.
(2) Subordinate units accomplish their mis-
sion with as little interference as pos-
sible.
(3) Higher headquarters is kept accurately
informed of operational accomplish-
ments.
d. Procedures when reassigned. When the bat-
talion headquarters' mission is finally completed
66
and a task has been assigned at a new location,
the battalion commander should see that —
(1) The area is thoroughly policed.
(2) The engineer delegated supervising re-
sponsibility is notified if the area is a
camp, cantonment, or public building.
(3) Latrines are closed and normal policing
is carried out if the area is in the field
and troops are bivouacked.
e. Procedures when relieved. If the battalion
headquarters is being relieved by another bat-
talion headquarters, the commander of the re-
lieved battalion headquarters should cooperate
with the relieving battalion headquarters in every
possible way.
44. SUPERVISION OF SUBORDINATE UNITS. Super-
vision of subordinate units is accomplished by
means of written directives issued from battalion
headquarters, verbal orders, reports from subor-
dinate units, conferences with staff and unit offi-
cers, and frequent inspections of unit personnel,
administration, and operations.
a. Directives. Directives, used in much of the
administrative work of battalion headquarters, in-
clude general orders, special orders, and mem-
orandums. Directives must be carefully prepared
so that the individuals receiving them can under-
stand them completely and quickly. Directives
should be examined for clarity, practicality, and
conformity with established policies and direc-
tives from higher headquarters. A checklist cov-
67
ering all essential points in the preparation of
directives should be prepared by the staff officers
concerned. The commanding officers should super-
vise the preparation of orders and memorandums
in order to prevent the circulation of unnecessary
or duplicating orders and thus keep subordinate
units from being overburdened with orders. Staff
officers should check the results obtained from the
publications of directives to see that they are
properly executed and enforced.
b. Verbal orders. Verbal orders may be neces-
sary to carry out the technical operations of the
organization during emergencies but should be
confirmed by written directives without delay.
Since staff officers issue orders in the name of the
commander, the staff officer issuing the verbal
instruction should make a written note of the
event and promptly inform the battalion com-
mander.
e. Reports. Types of reports which may be re-
quired from subordinate units are outlined in sec-
tion II of this chapter.
d. Conferences. Conferences with staff and unit
officers are arranged by the battalion commander
for the control and coordination of operations in
the subordinate units. Such conferences are dic-
tated by the situation and should be held only
when necessary.
e. Inspections. Inspection responsibilities of bat-
talion headquarters are discussed in section IX of
this chapter.
f.B
45. COORDINATION, a. General. Coordination is
the act of supervising, regulating, and combining
to achieve the best results. With coordination, the
battalion headquarters and its assigned or attached
units work together as a smooth, harmonious
team. Within the headquarters an understanding
of the responsibilities of each of the staff officers
and their sections must exist. Headquarters should
not plan or take any action affecting the mission
of subordinate units without consulting and in-
forming the units. Coordination is achieved by
informal meetings and conversations to adjust
and resolve differences, by reports of operations
and activities in the subordinate units, by prepar-
ing and studying information derived from the
compilation of data, and by conferences.
b. Staff coordination. Battalion staff officers can
supervise and coordinate operations more effi-
ciently by becoming thoroughly familiar with staff
procedures in the various sections of the battalion
headquarters and with the duties of fellow staff
officers. Staff duty assignments will differ with
the control of different type units.
c. Coordination of subordinate units. Battalion
headquarters must be prepared to coordinate the
work of the subordinate units under many differ-
ent situations. For instance, the battalion head-
quarters controlling the operations of several
bakery companies may be required to coordinate
the operations of the baking facilities with class
I supply points so that bread will be available at
the desired time and place. Likewise, battalion
headquarters may have coordinating responsibil-
69
ity in the control of bath companies. In controlling
this type of unit, battalion headquarters must
maintain close liaison with, higher headquarters,
for it must know the general location of all troops
to be serviced and keep well informed concerning
troop movements in order to serve the troops prop-
erly. In fast-moving situations the importance of
coordination of movements and proper dispersion
of units for allocation of work becomes para-
mount. v Battalion commanders must, maintain
consent liaison with the corps or army quarter-
master so that troops and operations may be
supervised efficiently. Coordination difficulties
sometimes arise when subordinate units are per-
forming greatly diversified functions in a widely
scattered area. Better results may be obtained by
consolidating units as much as possible or moving
them into an area with better communications.
46. STAFF ASSIGNMENTS TO HIGHER HEADQUAR-
TERS. In the case of a shortage of officers, bat-
talion commanders may be designated to serve as
staff officers for the group headquarters com-
mander, in addition to performing duties as com-
manders of their battalions. For instance, the
commanding officer of an assigned subordinate
quartermaster battalion might be placed in imme-
diate charge of class I, II, and IV supply opera-
tions within control of a quartermaster group
headquarters. Another commanding officer of a
subordinate quartermaster battalion, if a special-
ist in class III supplies, might be given the respon-
sibility of supervising and coordinating class III
supply operations in the same area.
70
47. UTILIZING MANPOWER. The supervision and
coordination responsibilities of battalion head-
quarters should be directed toward making full
use of available manpower. Some types of quarter-
master units, such as the salvage company, may
not be fully employed at all times. When this type
of unit is not operating to full capacity, the idle
personnel should be placed in other jobs. In an-
other instance, when operating a quartermaster
depot, a lessening of the work load may make it
feasible to withdraw certain units from the depot
for other duties. When no work load is existent
the available time should be utilized in refresher
training and maintenance of clothing and equip-
ment. Care should be constantly exercised to use
a minimum number of the troops for adminis-
trative and housekeeping duties. Battalion com-
mander should examine and analyze operational
reports and production records and make inspec-
tions frequently to make sure that manpower is
being fully used.
Section II. RECORDS, REPORTS, AND FORMS
MAINTAINED BY HEADQUARTERS AND
HEADQUARTERS DETACHMENT,
QUARTERMASTER BATTALION
48. RECORDS AND REPORTS, a. Types. The records
and reports normally in greatest use for frequent
reference in headquarters and headquarters de-
tachment, quartermaster battalion, include the
following :
(1) Morning report.
(2) Council book.
71
(3) Unit property record.
(4) Daily sick report.
(5) Duty roster.
(6) Individual clothing request records.
(7) Individual clothing records.
(8) Weekly collection and delivery sheet,
quartermaster laundry.
(9) Monthly roster and statement.
(10) Service record.
(11) Extract from service record.
(12) Qualification card.
(13) Guard report.
b. References. The morning report is prepared
in accordance with provisions of AK 345-400. For
guidance in the preparation of other DA AGO
forms, see TM 12-250 and TM 12-255.
49. MISCELLANEOUS REPORTS AND RECORDS. Other
reports and records kept by headquarters and
headquarters detachment, quartermaster battal-
ion, include the journal, a situation map, graphs,
progress reports, the policy file, statistical com-
pilations, and operational reports as required.
a. Journal. The journal of battalion headquarters
is prepared daily and contains a brief chronolog-
ical record of activities of the headquarters and
subordinate units. The entries may be supple-
mented by supporting messages, orders, and re-
72
ports. A sample battalion headquarters journal
follows :
HQ 94TH QUARTERMASTER BATTALION
FROM 1600 25 Jun
Hour and date
TO 1600 26 Jun
Hour and date
PLACE APO No. 464
JOURNAL
1. Hq & Hq Det 94th QM Bn with atchd medical com-
menced operations as separate orgn 251600 Jun — with no
atchd companies. Under operational control Mountain
Redeployment Tng Area.
2. Col. Smith attended daily meeting of commanding
officers at MRTA and obtained information on training
requirements and policies of MRTA.
3. Medical detachment treated 7 men on sick call.
JOHN SMITH
Lt. Col, QMC
Commanding
b. Situation map. A situation map is maintained
at battalion headquarters. The purpose is to show
the locations of subordinate units and the most
direct means of travel to them. The location of
depots and supply points of interest to the bat-
talion headquarters, and occasionally the location
of adjacent units, may be indicated. The map is
kept posted to date and is available to all members
of the staff.
c. Graphs. Graphs kept up to date at the head-
quarters are useful in planning the administration
73
of the subordinate units and providing informa-
tion for visiting personnel. Graphs might be used
to show the tonnage handled, pounds of output,
court-martial trends, or any other information
that is prepared periodically in tabulated form.
The line or bar graph system is generally used.
d. Progress reports. Progress reports are usually
prepared and processed semimonthly by battalion
headquarters. However, the progress reports may
be prepared by the subordinate units and for-
warded to higher headquarters or prepared by
the battalion headquarters from information fur-
nished by the units and then forwarded. Normally,
the progress report gives the location of the unit
or, if prepared by battalion headquarters, the lo-
cation of all units. It contains brief information of
activities, statistical data, changes in established
procedures, important personnel changes, action
taken against pilferage, recreational and morale
activities, or other information required by higher
headquarters.
e. Policy file. The policy file furnishes a current
summary of the policies of the commander and of
higher headquarters. It is prepared for the use of
the battalion commander and staff personnel. Vari-
ous activities are covered in this file. The file is
based on existing orders, on experience, and on
past decisions of the commander. Material in the
file includes brief notes, plans, studies, memoran-
-•Siims, directives, and sample orders. The policy
file should be kept in a loose-leaf book or filing
case, tabbed or indexed, and kept up to date. The
74
file grows with the unit and changes with the
commanders and with conditions.
f. Statistical compilations. Statistical compila-
tions may be prepared periodically at battalion
headquarters on any subject that can be tabulated.
Compilations may be converted into graph form
for display and instructional purposes. Normally,
battalion headquarters prepares compilations of
statistics derived from subordinate units to deter-
mine the amount of equipment and supplies need-
ed for a task or to obtain material for periodic
reports to higher headquarters. Statistics are
maintained by the staff officer responsible for
them. The following are examples of statistical
compilations that battalion headquarters may
maintain on the operations of subordinate units.
The compilations vary, however, with the opera-
tional situation.
(1) Quartermaster laundry company, semi-
mobile.
(a) Number of pieces and pounds of laun-
dry.
(b ) Number of trailer operating hours.
(c) Laundry supplies on hand or con-
sumed.
(d) Number of troops served.
(2) Quartermaster bath company, mobile.
( a) Number of troops processed and show-
ered.
(b) Average number of troops processed
and showered per day.
75
( c) Operating supplies used.
( d) Number of items issued to using units.
(3) Quartermaster bakery company, mobile.
( a) Amount of bakery products produced.
(b) Number of unit operating hours.
( c) Bakery supplies on hand or consumed.
(4) Quartermaster refrigeration company,
mobile.
(a) Cubage, tonnage of items of perish-
ables received, on hand, and distrib-
uted.
(b) Number of trailer operating hours.
( c) Number of units operating.
( d) Trailer mileage.
(5) Quartermaster petroleum supply com-
pany.
( a) Strength served.
(b) Number of supply points operated.
( c) Number of gallons of gasoline received,
on hand, and distributed.
(d) Number of gallons of oil (by SAE
number) received, on hand, and dis-
tributed.
(e) Number of pounds of grease received,
on hand, and distributed.
( f) Number of 5-gallon drums on hand.
( g) Number of 55-gallon drums on hand.
(h) Number of 5-gallon drums cleaned.
(i) Number of 55-gallon drums cleaned.
(6) Quartermaster petroleum depot company.
( a) Number of gallons of gasoline received,
on hand, and distributed.
(b) Number of gallons of oil (by SAE
number) received, on hand, and dis-
tributed.
(c) Number of pounds of grease received,
on hand, and distributed.
( d) Number of 5-gallon drums on hand.
( e) Number of 55-gallon drums on hand.
( f) Number of 5-gallon drums cleaned.
( g) Number of 55-gallon drums cleaned.
(h) Tabulations of gasoline reserves.
(i) Tabulations of lubricant reserves.
( j) Number of gaskets, chains, or caps re-
placed on 5-gallon drums.
(7) Quartermaster salvage company.
(a) Number of items shipped (C & E and
other major items of equipment).
(b) Pounds of material shipped (miscel-
laneous items only).
(c) Number of hours of operation.
( d) Number of squads operating.
(e) Number of technical service items re-
ported.
(f) Number of repaired items on hand.
( g) Additional labor requirements.
(8) Quartermaster reclamation and mainte-
nance company.
( a) Tabulations of items received and dis-
posed of.
77
(b ) Number of repairable items.
(c) Number of hours of operation.
(d) Number of platoons operating.
(e) Deadlined equipment needing repairs.
(f) Number of days of operating supplies
on hand.
(g) Value of items repaired.
(h) Cost per item.
(9) Quartermaster subsistence supply com-
pany.
(a) Rations on hand by type.
(b) Strength for rations.
(c) Tabulations of issues of rations by
types.
(d) Number of issues to agencies other
than Army.
(e) Number of issues to hospitals (includ-
ing number of patients) .
(f) Number of issues of reserve rations by
types.
(10) Quartermaster clothing and general sup-
plies depot company.
(a) Number of items received, on hand,
and distributed.
(b) Platoon operating hours.
(c) Strength served.
(d) Number of days of supplies on hand.
(11) Quartermaster sales company, mobile.
(a) Number of items received, in stock,
and distributed.
78
(b) Value of property on hand.
(c) Money receipts.
( d) Disposition of funds.
(e) Cash on hand.
(f) Strength served.
(g) Number of platoon and section operat-
ing hours.
(12) Quartermaster service company.
( a) Number of platoon and section operat-
ing hours.
(b) Number of man-hours furnished.
(c) Number of man-hours lost by sickness
and AWOL's.
(d) Tonnage handled.
(13) Quartermaster graves registration com-
pany.
( a) Number of burials reported (by cate-
gories) .
(b) Number of bodies recovered and re-
buried.
( c) Number of personal effects inventories
completed.
( d) Cemeteries currently in operation and
cemetery populations.
50. FORMS. Forms to speed up administrative pro-
cedures are prepared by battalion headquarters as
the necessity arises, but their use is held to a mini-
mum in the theater of operations. Occasionally,
subordinate units may request the use of the
duplicating facilities of battalion headquarters to
reproduce forms and other material for local use.
79
Section III. REPORTS, RECORDS, AND FORMS
OF SUBORDINATE UNITS
51. GENERAL. Reports of strength and records of
operations are submitted by the subordinate units
through battalion headquarters to higher head-
quarters. Reports and records assist both the
battalion and higher headquarters in making esti-
mates, plans, and decisions, and in supervising
personnel and unit operations and procedures.
They are the basis for corrective action, orders,
and future planning. The battalion headquarters
must supervise the preparation of strength re-
ports or operational records with constant refer-
ence to their accuracy and timeliness. Strength
reports will remain relatively the same, but opera-
tional records will vary with the type of subordi-
nate units employed. For instance, a battalion
headquarters is supervising and coordinating the
operations of service companies and a bakery com-
pany. If the task of the battalion headquarters is
changed and the headquarters supervises the oper-
ations of a salvage company, reclamation and
maintenance company, or other type units, the
same type of strength reports will be submitted
but the operational records will be of entirely dif-
ferent types.
52. RESPONSIBILITY. Battalion headquarters is re-
sponsible that the reports and records submitted
by subordinate units are accurately prepared in
accordance with directives from higher headquar-
ters and submitted to higher headquarters within
the time allowed.
80
53. TYPES OF REPORTS AND RECORDS. Subordinate
units submit daily strength reports through bat-
talion headquarters and operational and miscel-
laneous reports or records as required.
a. Strength reports. Normally, the strength re-
ports, or morning reports, from subordinate units
and the morning report from headquarters detach-
ment are submitted daily by battalion headquar-
ters to the next higher headquarters. The strength
figures therein form the basis of the ration re-
quest sent to higher headquarters each day. How-
ever, in some instances subordinate units may
draw and request rations direct from supply
points when authorized by higher headquarters.
b. Operational reports. Operational reports sub-
mitted by the subordinate units to battalion head-
quarters depend upon the types of supplies stored
or distributed by the units or upon the types of
services furnished.
(1) Class I supplies may be stored and dis-
tributed by the quartermaster subsistence
supply company ; and quartermaster bak-
ery company, mobile (bread only) ; and
the quartermaster refrigeration com-
pany, mobile. Reports from these com-
panies, approved and forwarded through
battalion headquarters, may include the
class I daily status report, class I daily
incidentals report, daily perishables re-
port, unit issue report, and daily report
of rations request.
81
(2) Class II and IV supplies are stored and
distributed by the quartermaster cloth-
ing and general supplies depot company.
Reports that may be channeled through
battalion headquarters from this com-
pany include the daily tonnage report,
weekly stock status report, monthly in-
ventory report, monthly consolidated re-
port of all issues made to army sales
officers, monthly consolidated shipping
ticket of all American Red Cross issues,
and reports from civil affairs channels.
(3) Class III supplies are stored and distrib-
uted by the quartermaster petroleum
depot company; and quartermaster pe-
troleum supply company (mobile) . Com-
panies of this type may be responsible
for a daily class III dump or truckhead
report, a daily unit issue report of class
III supplies, a daily motor transport
availability report, and a daily class III
stock status report. Other reports pre-
pared by the companies operating a class
III supply point may include a decanting
operations report, a daily rail car report,
and a transfer report of class III prod-
ucts.
(4) The quartermaster bakery company may
submit through battalion headquarters
the daily production report, a periodic
production report, and a bread issue re-
port.
(5) The quartermaster service company may
submit to battalion headquarters a daily
report of labor available and a daily
company adjustment sheet to account for
any difference between the number of
men ordered and the number furnished.
(6) The quartermaster laundry company may
furnish periodic operations and inven-
tory reports.
(7) The quartermaster salvage company may
furnish periodic reports of materials re-
turned to stock, shipped, and on hand,
and additional labor required.
(8) The quartermaster reclamation and
maintenance company may furnish peri-
odic operations and inventory reports.
(9) The quartermaster sales company may
submit a monthly inventory report, a
weekly stock status report, a report of
money receipts and disposition, and a
report of operating hours and strength
served.
(10) The quartermaster graves registration
company may submit reports of inter-
ments, as required, and periodic opera-
tions reports.
(11) Miscellaneous reports that may be re-
quired from the subordinate units for
higher headquarters include semimonthly
progress reports, special services reports,
and information and education reports.
83
54. FORMS. Normally, subordinate units use forms
prescribed in standing operating procedures is-
sued by the army or communications zone quarter-
master, in addition to standard forms of the
Department of the Army. In some instances
when the quartermaster battalion is operating
under a quartermaster group headquarters, forms
may be prescribed by the group.
Section IV. LAW, ORDER AND DISCIPLINE
55. GENERAL. The commanding officer of the
headquarters and headquarters detachment, quar-
termaster battalion, is responsible for the ad-
ministration of law, order, and discipline in the
headquarters and subordinate units. He plans,
coordinates, and supervises activities pertaining
to law, order, and discipline. He is concerned with
absences without leave, discipline, military jus-
tice, maintaining of a battalion stockade, and care
of prisoners. He must be familiar with military
law and procedure. He should study, analyze, and
seek to eliminate cause of violations of law, order,
and discipline. Staff officers (excluding the chap-
lain and medical officers), unit officers, and enlist-
ed men should be trained to serve as members
of courts martial. Faulty handling of cases re-
flects on the commander and multiplies discipli-
nary problems. Efficient court-martial procedure
greatly aids in maintaining military discipline
and morale.
56. DUTIES OF OFFICERS. All officers are concerned
with the maintenance of law, order, and discipline.
84
The special services officer advises the commander
on matters pertaining to morale, welfare, and
recreation. The chaplain assists in maintaining
discipline by advice and counsel to the individual
soldier. The medical officer is consulted in cases
where mental stability is a factor. Unit officers are
valuable advisors to the commander on matters of
law, order, and discipline.
57. MAINTAINING LAW, ORDER, AND DISCIPLINE.
Law, order, and discipline are maintained by
measures promoting habits of obedience and re-
spect for authority. The battalion commander will
direct staff and unit officers to adopt such meas-
ures as —
a. Thorough reorientation of the soldier as to
his obligations, privileges, meaning of enlistment
oath, and provisions of the Articles of War.
b. Use of suggestion, advice, and tactful criti-
cism to keep men out of trouble.
e. Reasonable and fair leave policies.
d. Awards and decorations.
e. Ceremonies.
f. Issuance of only such orders and directives
as can be and will be enforced.
g. Promotion of an effective troop information
and education program.
h. Provision of adequate recreational facilities.
i. Programs to develop pride in organization,
in personal appearance and uniform, and in per-
sonal accomplishment in the Army.
85
j. Private rebuke and considerate counsel in
cases of initial minor offenses.
58. ADMINISTRATION OF MILITARY JUSTICE. In ad-
ministering military justice, the battalion com-
mander should emphasize the use of preventive
measures, including the measures mentioned in
paragraph 57. The basic authority for the admin-
istration of military justice is the Manual for
Courts Martial, U. S. Army, 1949.
Section V. RECONNAISSANCE
59. PURPOSE. The purpose of reconnaissance per-
formed" by a headquarters and headquarters
detachment, quartermaster battalion, is to —
a. Locate bivouac sites for the battalion head-
quarters and subordinate units.
b. Locate sites for installations, the operations
of which are the responsibility of battalion head-
quarters.
c. Keep subordinate units within a workable
distance of troops being serviced in fast-moving
situations.
60. PROCEDURES. Normally, reconnaissance duties
are performed by the S-3. In many instances,
reconnaissance is actually conducted by the officers
designated by the battalion commander, or by the
battalion commander himself. This duty requires
that a thorough examination be made of all aspects
in the reconnaissance situation. The officer con-
86
ducts the reconnaissance with a definite object in
view. He may have received orders from higher
headquarters to make a reconnaissance for laun-
dry installations within a certain area. He plans
the mission carefully and makes use of maps,
reports, and all available sources of information,
including information from local citizens. He
should make a brief record of topography, drain-
age, water supply, location and condition of trans-
portation facilities, and availability of local labor.
Upon completion of the mission, the officer reports
on his findings and makes his recommendations.
61. BIVOUAC SITES. Troops are said to be in biv-
ouac when they rest on the ground with no
overhead cover, or under shelter tents or im-
provised shelter. Personnel of the battalion head-
quarters and subordinate units may be placed in
bivouac when necessary by the operational sit-
uation or by lack of better shelter. A reconnais-
sance for routes and suitable locations must be
made before the bivouac site is selected. Impor-
tant considerations are convenience to the opera-
tional area, drainage, concealment, accessibility,
water supply, natural obstacles, and protection
from weather. A quartering party should precede
any movement of the battalion headquarters, to
reconnoiter the area, apportion the area to sub-
ordinate units, and provide guides. Adequate
sanitary measures must be promptly initiated
and enforced. Operations in the combat zone
demand the planning of adequate defense meas-
ures.
87
62. SITE FOR BATTALION HEADQUARTERS. The site
for battalion headquarters should conform with
the general specifications given in paragraph 63.
In addition, the site should be large enough for a
parking area and conveniently located for the
subordinate units. However, when a parking area
is being planned, the necessity for dispersion in
case of attack by enemy aircraft should be kept
in mind. Plans for the locations of tents and
parking areas are suggested in figure 7.
63. OPERATIONAL SITES FOR SUBORDINATE UNITS.
Normally, the S-3 allocates operational sites to
subordinate units. In some instances, subordinate
units will be permitted to recommend the specific
location of their operational sites subject to the
approval of battalion headquarters. Again, the
site, such as a cemetery site, may be designated
by higher headquarters. Generally, all operational
sites for subordinate units should be —
a. Located on solid, well-drained, level ground.
b. Concealed from enemy observation,
e. Accessible to a good road net.
d. Provided with a nearby bivouac area.
64. SITE DATA FOR SUBORDINATE UNITS. A list of
points frequently used for guidance in the selec-
tion of operational sites for subordinate units is
given below.
88
— ■» 300 to 500 yds »-|
Figure 7. Relative locations of tents for Headquarters
and Headquarters Detachment, Quartermaster Battalion,
T/O&E 10-536.
89
a. Quartermaster bath company, mobile. The site
should be —
(1) Provided with an adequate supply of
clean water.
(2) Accessible to supply depots, reclamation
installations, and supply points.
(3) Provided with adequate space for chang-
ing clothing.
(4) Located so that used bath water may be
directed to a point downstream from the
place where fresh water is obtained.
(5) Large enough for adequate parking area.
b. Quartermaster laundry company, semimobile.
The site should be —
(1) Near a plentiful supply of clean water.
(2) Large enough for a turn-around where
incoming vehicles can pass in front of
the receiving and issuing tent and out to
' the route of departure.
(3) Located to make use of available local
power facilities.
(4) Protected against the elements in cold
climates, advantages of terrain confor-
mations being taken.
(5) Located to allow as much circulation of
air as possible in hot climates.
(6) Located on high enough ground to avoid
flooding in rainy seasons.
c. Quartermaster subsistence supply company. The
site should be^-
(1) Close to supply routes. The road net
should include, if possible, one or more
90
alternate routes to the supply point.
(2) Provided with ample turn-around and
parking space for trucks arriving at the
railhead, or truckhead.
(3) Located to provide loading space for
both sides of the track, if possible if rail
transportation is used.
(4) Located with separate entrance and exit
points.
(5) Provided with adequate space for sidings
for three or more 36-foot cars. The rail-
head can operate with little or no siding
space by unloading from the main track
if necessary.
d. Quartermaster salvage company. The site
should be —
(1) Convenient to areas being combed for
salvage.
(2) Accessible to supply depots and salvage
installations.
e. Quartermaster reclamation and maintenance
company, semimobile. The site should be —
(1) Close to a large town, if possible, so that
civilian labor may be utilized.
(2) Planned with suitable buildings, if pos-
sible, so that, if fairly permanent opera-
tions are planned, equipment from the
trailers can be housed.
f. Quartermaster petroleum supply company. The
site of a gasoline distributing point should be —
(1) As far forward as possible to provide
efficiency and fuel economy.
91
(2) Adjacent to the main supply road or con-
nected with it by a suitable road net.
(3) Connected with both incoming and out-
going roads so that traffic movements
will be expedited and concentration of
vehicles avoided.
(4) Located a distance of at least 2 miles
from the bivouac area of other troops.
(5) Located with an available siding if ship-
ments are to be made by rail. .
g. Quartermaster petroleum depot company. The
site should be —
(1) Accessible to a satisfactory network of
roads and railroads but not too near
heavy rail traffic on account of danger
from flying sparks.
(2) Away from obvious military targets.
(3) Well drained to prevent water damage
and reasonably level to permit building
good stacks.
(4) Capable of natural concealment. The ad-
vantages of exploiting such natural
screens as trees, bushes, trenches, ruined
buildings, and walls should be consid-
ered in the choice of a site.
(5) Large enough to allow necessary disper-
sion of stacks for protection against
enemy bombing.
(6) A distance of 250 feet from all buildings.
(7) Near a natural water supply. This is an
important natural advantage in fighting
possible petroleum fires.
h. Quartermaster bakery company, mobile. The
site should be —
(1) Near a plentiful supply of clean, pure
water.
(2) In a sheltered area in cold weather.
(3) In an area allowing as much air circula-
tion as possible in hot weather.
(4) High enough to avoid flooding by rising
water in rainy seasons.
i. Quartermaster refrigeration company, mobile.
Since this unit normally performs delivery service
from a depot, it has no operational site require-'
ments.
j. Quartermaster clothing and general supplies
depot company. The site should be —
(1) Large enough to take care of dispersion
of supplies.
(2) Large enough to provide adequate biv-
ouac facilities.
(3) Large enough for ample turn-around
space for vehicles.
(4) Apart from distinguishing landmarks
such as town, river junctions, and prom-
inent crossroads.
(5) High enough, if located near a river, to
avoid danger from a sudden flood.
(6) Convenient to the type of transportation
to be used, whether rail, truck, water, or
any combination of these.
(7) Away from refuse dumps or stagnant
water.
93
k. Quartermaster sales company, mobile. The site
should be —
(1) Convenient to the troops being served.
(2) Far enough from other units not to inter-
fere with their normal activities.
I. Quartermaster service company. The company
has no operational site requirements.
m. Quartermaster graves registration company.
Cemeteries are usually designated and located by
higher headquarters. The units operating the cem-
eteries should be located so as to be convenient for
proper operation and control of the cemeteries.
Section VI. COMMUNICATION
65. METHODS. Headquarters and headquarters de-
tachment, quartermaster battalion, maintains
communication with higher headquarters by
means of telephone communication by runners or
messengers, Or by motor transport. The battalion
headquarters maintains communication with sub-
ordinate units by means of organic telephone
communication equipment, runners or messengers,
and motor transport.
66. COMMUNICATION EQUIPMENT. T/O&E 10-536
provides for a switchboard and seven telephones
with equipment for installation and operation.
Telephones are provided for use as required. The
communication equipment is operated by the
switchboard operator and a lineman, who is also
trained as a switchboard operator. In the per-
94
formance of their duties, the communication per-
sonnel work under the supervision of the adjutant.
The table of equipment provides for approxi-
mately 3 miles of wire. The effective range of the
communication equipment under average condi-
tions is approximately 10 miles.
Section VII. MOVEMENTS
67. GENERAL. The battalion commander is respon-
sible for the preparation of his organization and
subordinate units for movement by motor, rail,
water, or air. Movements of quartermaster, units
in the theater of operations are frequent and often
sudden. The battalion headquarters is a mobile
unit. Therefore, it is important that the com-
mander prepare movement plans to fit the needs
of the situation. Such plans will be included in the
battalion headquarters SOP.
68. MOVEMENT ORDERS. Movement orders giving
definite data originate from higher headquarters.
The orders, prepared for all units of the battalion,
indicate the method of travel, whether motor con-
voy, rail, water, or air. Checklists for movement
orders by truck, rail, water, and air are given in
FM 101-5.
69. MOVEMENT BY HIGHWAY, a. Plans. Movement
plans should be prepared by battalion headquar-
ters to take care of movements by highway. The
battalion headquarters also supervises the prepa-
ration of movement plans by subordinate units.
95
Unit movement plans are submitted to battalion
headquarters for approval before becoming effec-
tive. Unit plans should be complete, covering the
loading plans for each vehicle, plans for transpor-
tation of personnel, and procedures for unloading.
b. Placing of vehicles.
(1) When making an independent movement,
the vehicles of a headquarters and head-
quarters detachment, quartermaster bat-
talion, are formed in a march unit
according to plans of the battalion
commander. Command responsibilities
for movements are discussed in FM
25-10.
(2) Normally, the battalion commander (ve-
hicle commander) heads the column in
the 1,4-ton truck. The S-2 (control offi-
cer) is second to the rear. He leads the
column along the designated route and
regulates the speed of movement. The
motor officer (trail officer) is at the rear.
He takes care of disabled vehicles, notes
infractions of march discipline, and
takes precautionary measures when the
column is halted. Medical personnel
usually are scattered within the column
and medical equipment carried in the
medical truck. Personnel and equipment
sometimes are placed together on trucks
so that personnel may keep control of
the equipment and prevent its loss or
damage.
96
c. References. General procedures governing
movements by highway are discussed in FM
100-5, FM 100-10, and FM 25-10. FM 101-10
should be consulted for technical and logistical
data.
70. MOVEMENT BY RAIL. General procedures gov-
erning rail movements are described in FM 100-5.
For technical and logistical data pertaining to rail
movements, see FM 101-10. For the general
organization, operation, and control of rail trans-
portation, see FM 100-10. General procedures
governing the movement of motor vehicles by rail
are described in FM 25-10. Additional instruction
on rail movements may be found in the Army
Regulations of the 55-series. For duties and re-
sponsibilities of personnel and for reference data,
see DA Pamphlet 20-7.
71. MOVEMENT BY WATER. General procedures
governing movements by water are discussed in
FM 100-5 and FM 100-10. FM 25-10 gives gen-
eral information on the preparation, loading, and
unloading of motor vehicles when the unit is
making an oversea movement. DA Pamphlet 29-11
discusses the preparation of troops for movement
overseas.
72. MOVEMENT BY AIR. General procedures gov-
erning air movements are discussed in FM 100-5
and FM 100-10. Additional information on move-
ments by air may be found in DA Pamphlets
29-15 and 29-16.
97
Section VIII. SUPPLY PROCEDURES
73. GENERAL. Normally, the headquarters and
headquarters detachment, quartermaster battal-
ion, requisitions its supplies from supply installa-
tions designated by army, corps, or communica-
tions zone quartermasters. Although the battalion
headquarters has vehicles for supply activities, it
may call upon subordinate units for additional
transportation or manpower. Subordinate units
normally submit requisitions for supplies through
battalion headquarters, which then draws, breaks
down, and issues the supplies to the subordinate
units. Usually battalion headquarters not only
supervises the requisitioning of supplies but oper-
ates a battalion distributing point for the sub-
ordinate units. However, the supply plan in the
theater of operations is flexible. In emergencies
subordinate units may draw their supplies direct
from the supply point or depot when the battalion
headquarters is authorized by higher headquar-
ters to allow this procedure.
74. CLASSES OF SUPPLIES. To facilitate control,
transportation, and issue of all supplies necessary
for the use of the Army, the Department of the
Army has established five classes of supplies.
The battalion headquarters is concerned with the
requisitioning, receiving, and issuing of each
class of supply.
a. Class I. Class I supplies are those that are
consumed at an approximately uniform daily rate
under all conditions, such as rations. Normally,
98
subordinate units obtain rations by submitting
daily ration requests to battalion headquarters,
which consolidates the requests. The consolidated
request is then sent to the supply point or depot
designated by higher headquarters, where the
rations are drawn. Normally, the battalion head-
quarters is responsible for providing the trans-
portation and drawing, breaking down, and
distributing the rations. In some instances, class
I supplies may be drawn direct from the supply
point by the subordinate units and at the same
time the ration request for the next day turned in
to the supply point.
b. Class II and IV. Class II supplies consist of
supplies and equipment for which allowances are
established by tables of organization and equip-
ment, tables of equipment, tables of allowances,
or other lists or letters which prescribe specific
allowances for a unit or for an individual. Exam-
ples of class II supplies are clothing, weapons, and
vehicles. Class IV supplies consist of supplies and
equipment for which allowances are not pre-
scribed or which are not otherwise classified, such
as construction materials. Class II and IV supplies
are normally obtained by subordinate units and
detachment headquarters by requisition at times
fixed by battalion headquarters. Requisitions for
class II and IV supplies are submitted by the
subordinate units through battalion headquarters,
which forwards a consolidation of these requisi-
tions, or the individual requisition when only one
is submitted, to the depot or supply point desig-
nated by higher headquarters. The supplies are
99
then drawn, broken down, and issued to the de-
tachment and subordinate units. Normally, the
battalion surgeon procures medical items and the
battalion motor officer procures motor mainte-
nance items by obtaining approval of battalion
headquarters and then drawing the items. The
S-4 is responsible for coordinating activities, in-
suring that the most efficient procedures are
employed. In emergencies, the procedures out-
lined above are simplified and the units draw their
class II and IV items direct.
c. Class III. Class III supplies consist of petro-
leum, fuels and lubricants for all purposes except
for operating aircraft or for use in weapons.
Gasoline, grease, and oil are common examples.
Frequently motor vehicles of the battalion and
subordinate units draw gasoline supplies directly
from the class III supply points established in the
area of operations. An empty container or gasoline
tank on the vehicle constitutes the only requisition
required. Issues are made on a strict basis of
exchange of a full container for an empty con-
tainer. Formal requisitioning of class III supplies
is performed by the submission of requisitions by
the units through battalion headquarters to the
class III supply point designated by higher head-
quarters. The requisition includes information as
to stock on hand and requirements for the next
period.
d. Class V. Class V supplies consist of small
arms ammunition, grenades, and rockets. The
procurement of class V supplies is not a major
100
problem for the battalion headquarters or its sub-
ordinate units since they are seldom engaged in
active combat. However, necessary class V sup-
plies are obtained by requisitioning through bat-
talion headquarters channels. To procure class V
supplies, battalion headquarters presents authen-
ticated ammunition transportation orders to the
supply point designated by higher headquarters.
An ammunition transportation order, which is a
written request by a unit to draw a specific
amount of ammunition by type from a designated
ammunition supply point or depot, is the authority
for the supply point or depot to issue the ammu-
nition. Normally, the ammunition transportation
order will be authenticated by the munition officer
of battalion headquarters, the supply S-4. How-
ever, in emergencies, units draw from the nearest
ammunition supply point without authentication.
75. REQUISITIONING AND DELIVERY OF SUPPLIES.
Normally, procedures for the requisitioning and
delivery of specific supplies for the subordinate
units and the detachment are outlined in the
standing operating procedure prepared by bat-
talion headquarters. After the units submit their
requisitions, the battalion headquarters follows
directives from higher headquarters in procuring
the supplies. . The units send transportation to the
supply point or depot for the supplies, or battalion
headquarters draws the supplies from the supply
point or depot and distributes them to the units.
76. WATER SUPPLY. The assurance of an available
supply of potable water for headquarters and
101
headquarters detachment, quartermaster bat-
talion, and subordinate units is the responsibility
of the battalion commander. Water usually is
supplied from designated water supply points.
Section IX. INSPECTIONS
77. GENERAL. Periodic inspections of battalion
headquarters are always made by representatives
of higher headquarters. However, the battalion
commander may conduct routine inspections of
the battalidn headquarters at any time for com-
pliance with directives and for training, sanita-
tion, and cleanliness. For the same purposes, pe-
riodic inspections of subordinate units are made
by members of the battalion commander's staff.
An inspection should reveal any shortages or lack
of maintenance of organizational or individual
equipment, records, or supplies. It should disclose
whether tasks are being done as planned ; whether
equipment and personnel are being used efficient-
ly; and whether officers, enlisted personnel, and
civilian laborers are giving their best efforts. The
inspection of personnel and equipment of the bat-
talion headquarters and its units has disciplinary
value and promotes efficient operations if prompt
action is taken to correct deficiencies found
during the inspection. Headquarters and head-
quarters detachment, quartermaster battalion, is
especially adapted by organization and training
to perform inspections.
78. RESPONSIBILITY. The responsibility for con-
ducting inspections in the subordinate units rests
102
upon the battalion commander. However, group
headquarters and other higher authority may
either conduct their own inspections of the bat-
talion headquarters and its units or may direct
the battalion commander to investigate conditions
within his own headquarters. The battalion com-
mander usually delegates routine or daily inspec-
tion responsibilities to staff officers, but by his own
frequent inspections, keeps a clear picture of the
military efficiency, including technical operations
of the subordinate units.
79. TYPES OF INSPECTIONS. Administrative, opera-
tional, and technical inspections are conducted by
battalion headquarters.
a. Administrative inspections. An administrative
inspection is made to determine whether the de-
tachment and subordinate units are complying
with directives from higher authority concerning
the maintenance of records and reports, cleanliness
and orderliness in quarters, cleanliness and proper
food-handling procedures in the mess, and proper
sanitary measures. Administrative inspections of
detachment and unit personnel are usually held
informally. When personnel of the detachment
or subordinate units are engaged in daily tasks,
an inspection is conducted by the battalion com-
mander and the medical officer in such a way as
not to interfere with these duties.
b. Operational inspection. An operational inspec-
tion is made to determine the state of training
and to remove obstacles to training. The inspec-
tion is usually conducted by the operations S-3,
103
who observes scheduled drills, exercises, assem-
blies, and conferences and inspects individual
equipment. An operational inspection may in-
clude the solution of a quartermaster supply or
service exercise.
c. Technical inspection. A technical inspection in-
cludes an examination of operations of equipment
and facilities. It also includes an estimate of the
general quality of the work and equipment and of
the technical qualifications of individuals. This
type of inspection not only improves the efficiency
of subordinate units but also insures safer opera-
tions. The battalion commander prescribes meth-
ods of making technical inspections in such a way
as not to interfere with essential work. Usually
the commander designates staff officers to per-
form technical inspections, but at times the com-
mander may perform this duty.
80. CONDUCT OF INSPECTIONS, a. General. The
conduct of any inspection should be thorough,
fair, and courteous. The inspector should be open-
minded, quick to praise, and slow to criticize. Be-
fore inspecting a unit the inspecting officer should
learn the key jobs in the unit and the names of
key personnel. After checking previous inspection
reports and noting the deficiencies mentioned, he
should prepare an itinerary. Upon arrival at the
unit, the inspector should report to the unit com-
mander, tell him the type of inspection he wishes
to make, and request any assistance needed in per-
forming the inspection. All available records
should be given to the inspector to study. After
104
completing his inspection, the inspecting officer
should outline to the unit commander the good
points and the deficiencies noted and offer con-
structive 'suggestions for any major problems.
b. Inspection teams. Inspection teams consisting
of personnel of battalion headquarters are useful
for conducting systematic administrative, opera-
tional, and technical inspections of personnel,
equipment, and facilities of the subordinate units.
The teams usually consist of the battalion com-
mander, staff officers, and noncommissioned offi-
cers. Duties of the team members might be
broken down as follows:
(1) Mess, quarters, and sanitation. The in-
spection of mess, quarters, and sanita-
tion is performed by the commanding
officer, the medical officer, and the medi-
cal sergeant.
(2) Training. Training inspection is per-
formed by the operations officer and op-
erations sergeant.
(3) Personnel records, rosters, and morning
reports. Inspection' of personnel records,
rosters, and morning reports is per-
formed by the personnel officer, the per-
sonnel sergeant, and the sergeant major.
(4) Supply records and equipment. Inspec-
tion of supply records and equipment is
performed by the supply officer and the
supply sergeant.
(5) Motor vehicle maintenance and equip-
ment. The inspection of motor vehicles
maintenance and equipment is per-
105
formed by the motor officer, the motor
sergeant, and the automobile mechanic.
c. Inspection of mess facilities. An outline for
sanitary inspection of the mess is suggested in
TM 10-205. In this outline the chief points
emphasized for inspection are qualifications of
attendants, menus, food supplies, food storage,
food preparation and serving, kitchen police,
waste disposal, and insect and rodent control.
d. Inspection of quarters and sanitation. Inspec-
tion of quarters includes the checking of ventila-
tion, sleeping space, cleanliness, and orderliness.
The medical officer inspects the water supply, food
supplies, mess sanitation, waste disposal, and in-
sect control. Reference material for inspections
of quarters and sanitation is given in AR 40-205,
TM 8-220, and current Department of the Army
directives.
e. Inspection of training. The S-3 determines
whether the approved training program is being
executed and estimates the efficiency of the unit
training schedule. The value of the training is
determined by a performance or written test, oral
questioning, or observation. After the inspection,
the officer making the inspection should point out
the good and bad points and suggest corrections.
f. Inspection of personnel records. There is no
mandatory plan for the personnel officer and ser-
geant major to follow when inspecting personnel
records of subordinate units. However, the ser-
geant major usually inspects the morning report.
The personnel officer and personnel sergeant usu-
106
ally inspect the correspondence and 201 files,
orders, the unit punishment record, and the post-
ing of Army Regulations and other Department
of the Army publications. They also inspect the
following records :
(1) Council book.
(2) Daily sick report.
(3) Duty roster.
(4) Service record (if applicable).
(5) Extract from service record (if applica-
ble).
(6) Qualification card (if applicable).
g. Inspection of supply.
(1) Records. While there is no standardized
plan for the inspecting of supply records,
the supply officer and the supply sergeant
usually check the following:
( a) Unit property book.
(b) Issue slip.
(c) Turn-in slip.
(d) Statement of charges.
(e) Report of survey.
( f) Weekly collection and delivery sheet —
quartermaster laundry.
(g) Monthly roster and statement.
(h) Individual clothing request records.
(i) Individual clothing records.
(2) Equipment. When inspecting the equip-
ment of the subordinate units, the battal-
ion supply officer should examine and
estimate the cleanliness, orderliness, and
adequacy of equipment. A check should
107
be made for excess supplies which may
be turned in to battalion supply for re-
issue where needed.
h. Inspection of vehicles. Vehicle inspections per-
formed by battalion headquarters are discussed
in paragraph 92. TM 37-2810 is a guide for
motor vehicle inspection and preventive main-
tenance.
i. Operational inspection checklists. Checklists
for inspections of operations of subordinate
units should be prepared by the battalion com-
mander to meet the specific situation. Informa-
tion in technical manuals and data in manuals
accompanying equipment should be used. A well-
prepared checklist affords a means of systemati-
cally checking the maintenance and performance
of equipment, aids in preparing reports, makes
certain that time is not wasted on unimportant
details, and serves as a record of inspection ac-
complishment. It is impossible within the limits
of this manual to prepare detailed checklists to
meet every operational situation. However, ap-
pendix JI contains operational checklist sugges-
tions which may be adapted and expanded. Some
general points which may be applied to any quar-
termaster unit are suggested below. These sug-
gestions may be changed and amplified as the
situation requires.
(1) Installation.
( a) Is best advantage being taken of avail-
able cover in selecting the operating
site?
108
(b) Has the site been selected for conven-
ience to road net?
(c) Is there enough room to perform op-
erations efficiently and provide space
for vehicles?
(d) Is operational area well policed?
(e) Is the site adequately identified?
(f) Is lighting provided for night opera-
tions, if necessary?
(2) Administration.
(a) Are the goals worthwhile and attain-
able?
(b) Are production schedules being main-
tained by the unit?
(3) Personnel.
(a) Are authorized personnel being uti-
lized efficiently?
(b) Are men being kept active on the job?
(c) Are the men as satisfied as possible
under prevailing conditions and de-
termined to execute their mission
effectively?
(d) Is there evidence of lack of discipline?
(e) Are the key jobs within the unit prop-
erly filled ?
(4) Equipment.
( a) Are the supplies, material, and equip-
ment on hand sufficient to allow the
unit to execute its mission?
(b) Does the equipment present as clean
and orderly appearance as possible?
(c) Are all necessary articles of equip-
109
ment provided in the present tables
of basic allowances ?
(d) Is full use being made of authorized
allowances as prescribed in tables of
organization and equipment and tables
of allowances?
Section X. TROOP INFORMATION AND EDUCATION
81. TROOP INFORMATION PROGRAM, a. General.
The troop information program includes, but is
not limited to, the conduct of troop information
discussion periods, the operation of troop infor-
mation centers, the use of daily news summaries,
and the use of Army newspaper, armed forces
radio, and armed forces motion picture facilities.
b. Mission. The mission of the troop informa-
tion program (TIP) is to inform the soldier on
matters of significance to him in connection with
his military duties, to afford a source of general
information so that he may understand and evalu-
ate his responsibilities as a soldier and a citizen,
and to provide an opportunity for free discussion.
c. Training period. Normally, one undivided
hour a week is allotted for training under the
troop information program. Subjects used in
troop information activities should be developed
in enough detail and over a long enough time to
be valuable to the men. Educational activities
should be presented in an interesting and helpful
manner, with a view towards showing the soldier
how to help himself. The information and educa-
uo
tion officer supplies discussion leaders with an
outline or guide. Discussions are held in platoon-
size groups in the detachment and subordinate
units. An outline of troop information material
is given in SR 355-310-1.
d. Media used.
(1) Battalion newspaper. A battalion news-
paper or news sheet presents complete,
accurate, and unbiased coverage of gen-
eral and local news for the benefit of
personnel of the detachment and sub-
ordinate units. Army newspapers are
subject to the operation of Army Regu-
lations and must not violate good taste
or laws of libel. Reporters may provide
news material from the units, and bat-
talion headquarters may edit or consoli-
date articles of interest to all subordinate
units. An Army Netvspaper Editors'
Manual containing the basic rules of
editing and publishing Army newspapers
has been prepared by the New York
Branch, Department of the Army Troop
Information and Education Division.
Useful material in planning and publish-
ing a camp newspaper is given in DA
pamphlet 20-23.
(2) News summaries. News summaries, con-
densing the news of the week or of the
last 24 hours, or giving special news
flashes, may be prepared by the informa-
tion and education officer of battalion
headquarters as the need arises. News
in
summaries are used when distribution
is not a problem and materials for pub-
lication are available. However, where
troops are widely scattered into small
groups, a mobile information center may
be set up on one of the trucks of battalion
headquarters and information material
displayed thereon.
(3) Information films. Battalion headquar-
" ters also arranges to show training and
Army information films for the troops.
The electric generating equipment pro-
vided in T/O&E 10-536 for night opera-
tions and general use may be used for
the showing of films.
(4) Public address system. In fixed installa-
tions, a public address system under the
authority of higher headquarters may
be obtained and set up for special pro r
grams. Battalion headquarters also may
assist in arranging the broadcast of spe-
cial shows for subordinate units.
(5) Oversea broadcasts. Oversea broadcasts
are carried on regularly as a part of the
troop information program. Receiving
sets for the use of troops are obtained
either from captured material or through
the Signal Corps.
82. TROOP EDUCATION PROGRAM, a. General. The
troop education program consists of educational
and vocational guidance activities, educational
services including correspondence courses pro-
112
vided by the United States Armed Forces Institute
(USAFI), the establishment of Army education
centers, and accreditation procedures for the
benefit of those completing the program. In some
instances, a quartermaster battalion may estab-
lish and conduct an Army education center to
serve subordinate units or elements in the area.
Services offered are based on the needs and de-
sires of personnel served by the center.
b. Mission. The mission of the troop education
program is to assist military personnel in obtain-
ing the education necessary to develop their mili-
tary careers, provide them with continuing oppor-
tunity for nonmilitary education, and aid in
maintaining discipline and morale.
Section XI. ATHLETICS AND RECREATION
83. GENERAL. Organized athletics and recrea-
tional opportunities are essential for the physical
and mental welfare and morale of personnel of
the battalion headquarters and subordinate units.
In planning physical welfare and morale-building
activities, the battalion commander designates a
well-qualified staff officer to take over the general
supervision of the program. The staff officer (spe-
cial services officer) works with the unit com-
manders and their junior officers in promoting
recreation.
84. PLANNING ATHLETICS AND RECREATIONAL PRO-
GRAMS, a. Athletics. Intramural competitions usu-
ally are successful when they are a part of an
113
organized athletics program. Such intramural
competition can include volleyball, basketball,
baseball, or softball leagues with teams from quar-
termaster units, the headquarters detachment,
and teams consisting of officer personnel of the
headquarters and various units. Boxing tourna-
ments can also be arranged and transportation
made available for those who desire to attend.
b. Recreation. Organized recreation is morale
building. Excursion trips are popular in theaters
of operations. At times there are opportunities
to obtain and operate moving picture projectors,
build up battalion libraries, or arrange recrea-
tional games. Members of the battalion may or-
ganize instrumental bands, which provide music
for social affairs. Group singing is also a good
form of recreation.
Section XII. PRISONERS OF WAR, FOOD SERVICE
PROCEDURES AND DECEASED PERSONNEL
85. PRISONERS OF WAR. Prisoners of war, used
in the theater of operations for labor, may be
administered and controlled by headquarters and
headquarters detachment, quartermaster battal-
ion. The headquarters can administer the work
of 2,500 to 3,000 prisoners of war. In providing
for the proper treatment and efficient administra-
tion of prisoners of war under his command, the
battalion commander must be certain that the
provisions of the Geneva convention are being
complied with by all responsible personnel. Pris-
oner of war work will have no direct relation to
114
war operations, the manufacture or transporta-
tion of arms and munitions, or the transportation
of any material intended for combat units. Pris-
oner of war labor may be utilized in informal
groupings or may be organized into units. See FM
27-10.
86.. FOOD SERVICE PROCEDURES. Personnel of
headquarters detachment may be attached to a
convenient subordinate unit for mess purposes.
The two cooks and the food service apprentice are
assigned to detachment headquarters to work in
the unit mess under the supervision of the mess
sergeant of the unit. A field range is provided
to take care of the increased work load in the
unit mess.
87. DECEASED PERSONNEL. Deceased personnel
of headquarters and headquarters detachment,
quartermaster battalion, are buried by the graves
registration service or by battalion headquarters.
Higher headquarters designates the organization
responsible for burial. If battalion headquarters
takes charge of the burial, reports are made
through channels giving the location of the grave
and such other data as may be required for graves
registration. The data include name, serial num-
ber, grade, and organization of deceased; place,
cause, and date of death ; date of burial ; and loca-
tion of grave. Effects are forwarded through sup-
ply channels to the depot designated by higher
headquarters.
115
CHAPTER 7
MOTOR VEHICLE TRANSPORT
Section I. GENERAL
88. MOTOR VEHICLE OPERATION, a. Selection and
training of drivers. The careful selection and ade-
quate training of drivers are primary requisites
for dependable operation of vehicles. Tests for
driver aptitude and requirements for selection of
drivers are discussed in TM 21-300.
b. Operator's permit. An operator's permit is
issued to every operator of a military motor vehi-
cle who has passed the driver's examination and
aptitude test and is qualified to drive the vehicle
designated on the permit. Battalion headquarters
may be authorized to issue operators' permits.
89. MOTOR VEHICLE MAINTENANCE, a. Definition.
Motor vehicle maintenance is the performance of
operations necessary to keep vehicles in a satis-
factory operating condition with a minimum loss
of time for repairs.
b. Echelons of maintenance. Motor vehicle main-
tenance is divided into organizational (first and
second echelon), field (third and fourth echelon),
and depot (fifth echelon). The quartermaster bat-
116
talion and subordinate units are responsible for
first and second echelon maintenance. Mainte-
nance units outside the battalion command per-
form higher echelon maintenance.
90. SCOPE OF ECHELONS OF MAINTENANCE, a.
First echelon. First echelon maintenance is pre-
ventive maintenance and is performed by the
driver or assistant driver. All vehicles are
equipped with tools with which first echelon main-
tenance will be performed. The technical manual
issued with each vehicle will be followed.
b. Second echelon. Maintenance personnel of
the battalion and units perform second echelon
maintenance, including inspection, supervision,
preventive maintenance, adjustment, unit replace-
ment, repair, and supply.
c. Third and higher echelon. Third and higher
echelon maintenance of motor vehicles is per-
formed by supporting maintenance organizations.
Maintenance is performed in accordance with TM
37-2810 and the appropriate technical manuals.
91. PERFORMANCE OF MAINTENANCE, a. General.
The maintenance of vehicles of battalion head-
quarters and subordinate units must be continu-
ous to insure efficient operation. It must be as
complete as possible to conform with the essential
maintenance factors. First echelon or driver
maintenance is the most important and must be
habitual and complete.
b. Preventive maintenance and repair. Preven-
tive maintenance and repair procedures, included
117
in first and second echelon maintenance, are neces-
sary to keep vehicles in satisfactory operating
condition.
(1) Preventive maintenance is the systema-
tic servicing, inspecting, and preventing
of abuse of vehicles. Preventive mainte-
nance is enforced by the battalion com-
mander, who delegates the supervision
of preventive maintenance to the respon-
sible staff officer. The basis of preven-
tive maintenance is good driver training.
Preventive maintenance requires —
( a) Correction of negligence, bad practice,
or abuse of vehicles, tools, and equip-
ment.
(b) Inspection of vehicles to reveal im-
proper functioning or indications of
failure of component parts.
(c) Use of corrective action when neces-
sary.
(2) Repair is the restoration of unservice-
able parts, assemblies, or vehicles to a
serviceable condition. Repair operations
include tightening, adjusting, alining,
assembling, disassembling, and replacing
of parts.
92. MOTOR VEHICLE INSPECTION, a. General. In-
spections are a command responsibility. Inspec-
tions, planned by the commander with a definite
objective, are made by staff personnel designated
by the battalion commander. Defects, abuses, or
other deficiencies should be noted and correction
118
made by the appropriate unit commanders. A
motor vehicle inspection detects faults and reveals
the degree of compliance with prescribed stand-
ards. Inspection of motor transport insures that
the operation, use, maintenance, and supply meet
the operational needs of the battalion headquar-
ters and subordinate units. Action that is timely,
technically accurate, and adequate must be taken
to correct deficiencies. Inspection followed by nec-
essary corrective action should insure that —
(1) The utilization of personnel is efficient.
(2) Maintenance instruction is in conformity
with current directives.
(3) Misuse of vehicles, tools, and equipment
is being disclosed and corrected.
(4) Good driving practices and completeness
and accuracy of maintenance operations
are being attained.
(5) Prescribed reports are complete and ac-
curate.
(6) Supplies are adequate.
b. Formal inspections. Command and technical
inspections are formal and are prescribed in AR
700-105, FM 25-10, and TM 37-2810.
(1) Command inspections. Command inspec-
tions are scheduled by the battalion and
unit commanders as required.
(2) Technical inspections. Technical inspec-
tions of transport of both battalion head-
quarters and subordinate units are per-
formed by technically qualified personnel
of third or fourth service echelons, under
119
direct supervision of technically quali-
fied officers. The inspection determines
the quality and completeness of mainte-
nance and the serviceability or the dis-
position of each vehicle. After the in-
spection of the vehicles, a written report
including any evidence of misuse or
abuse is forwarded to the appropriate
command.
e. Informal inspections. Informal inspections are
maintenance inspections performed by the driver
or assistant driver before, during, and after op-
erations and by maintenance personnel of the
battalion headquarters and subordinate units at
designated times. The driver and the assistant
driver will be responsible for driver-maintenance
functions including servicing, lubricating, tight-
ening, cleaning and washing of vehicles, caring
for tools, equipment, tires, and storage battery,
and reporting of deficiencies. Above all the driver
and the assistant driver are responsible for cor-
rect driving. Commanders of the battalion head-
quarters and subordinate units are responsible
for enforcement of preventive maintenance regu-
lations. Frequent informal inspections are the
means to adequate enforcement.
d. Tire inspection teams. In some instances, it
may be found useful to organize tire inspection
teams, usually consisting of two men each. Pro-
visions outlined in TM 31-200 are followed. Spe-
cial attention is given to any evidence of excessive
or unusual wear.
120
93. SUPPLY. Motor vehicle supply is based on the
echelon system of maintenance. The higher eche-
lon obtains and issues supplies to the lower eche-
lons. Replacement or additional vehicles are
issued in the theater of operations from communi-
cations zone or army depots. Motor vehicle parts
are issued at designated depots in accordance with
needs. Replacement parts are obtained by the
exchange of unserviceable items, worn, damaged,
or broken, for serviceable items.
94. REFERENCES. Instructions for the operation,
use, maintenance, and supply of motor vehicles
and the forms, records, and reports required are
given in .AR 700-105. Additional useful refer-
ences are given in appendix IV.
Section II. EQUIPMENT AND PROCEDURES
95. EQUIPMENT. Headquarters and headquarters
detachment, quartermaster battalion, is provided
with one 1,4 -ton two-wheel cargo trailer; four
1-ton two-wheel cargo trailers ; three !/4-ton 4x4
trucks; two %-ton 4x4 weapons carrier trucks;
three 2l/2-ton 6x6 cargo trucks; and one 2i/2-ton
cargo truck with winch. The medical detachment
is allocated one %-ton 4x4 weapons carrier truck.
This motor transport equipment should enable
the headquarters to perform its supply and ad-
ministrative missions independently of the sub-
ordinate units. The automobile mechanic is pro-
vided with general mechanics' and second echelon
tool sets.
121
96. PROCEDURES, a. General. Second echelon
maintenance, including inspections and repair
duties, is the responsibility of the battalion motor
officer, motor sergeant, and automobile mechanic.
During inspections, the motor officer and assist-
ants are the inspection team (see par. 80b).
b. Centralized motor maintenance. When opera-
tions permit, the battalion headquarters may
establish a central point for the maintenance of
motor vehicles of the battalion headquarters and
subordinate units. This system will provide for
the maximum utilization of the battalion head-
quarters motor maintenance personnel, will pro-
vide better supervision over maintenance opera-
tions and will tend to equalize the work load of
all the mechanics.
122
CHAPTER 8
QUARTERMASTER UNITS OPERATING WITH
HEADQUARTERS AND HEADQUARTERS
DETACHMENT, QUARTERMASTER BATTALION
97. GENERAL. Various types of quartermaster
nondivisional units may be assigned or attached
to the headquarters and headquarters detachment,
quartermaster battalion, as the operational neces-
sity arises. Only the units which usually are
found operating under the battalion headquarters
are briefly discussed in this chapter. See figure 8.
98. QUARTERMASTER SALVAGE COMPANY, T/O&E
10-187. a. Mission. The quartermaster salvage
company receives, basically classifies, and evacu-
ates all classes of salvage at collecting points,
railheads (truckheads) , and other army installa-
tions.
b. Organization. The company consists of a
company headquarters and two platoons, each
platoon consisting of a platoon headquarters and
three sections, and each section consisting of two
squads.
e. Assignment. The company is assigned to army
or communieations zone as required.
d. Equipment. The operational equipment of the
company includes oxy-acetylene, welding and tow-
123
124
ing and hauling tool sets. The transportation
equipment consists of 2i/o-ton cargo trucks and
1-ton trailers.
e. Weapons. The company is armed with car-
bines.
f. Training. Technical training prepares the
company to classify, store, protect, and ship sal-
vage. Men are trained to work as part of a closely
knit and highly specialized team.
g. Operations. The company is capable of han-
dling salvage items for a force of 100,000 men.
The company receives and disposes of all routine
and battle salvage with the exception of heavy
and immobile equipment belonging to the Ord-
nance Department or Corps of Engineers. This
is done by operating small advance collecting
points near the front, main dumps at railheads
or truckheads, and waste dumps. Salvage is clas-
sified, packed, and shipped to repair installations
or depots for reissue. The platoon can operate
separately.
99. QUARTERMASTER RECLAMATION AND MAINTE-
NANCE COMPANY, SEM1MOBILE, T/O&E 10-237. a.
Mission. The quartermaster reclamation and main-
tenance company provides field maintenance for
common items of quartermaster equipment.
b. Organization. The company consists of a
company headquarters and two platoons, each pla-
toon consisting of a platoon headquarters, a shoe
repair section, a clothing and textile repair sec-
tion, and an equipment repair section.
125
e. Assignment. The company is assigned to army
or communications zone as required.
d. Equipment. The repair equipment of the com-
pany includes clothing, shoe, and textile repair
two-wheel trailers. The company also has flood-
lighting equipment. Its transportation equip-
ment includes machine shop trucks, 2V£-ton cargo
trucks, and 1-ton and V^-ton cargo trailers.
e. Weapons. The company is armed with car-
bines and grenade launchers.
f. Training. Company personnel are given con-
tinuous on-the-job training.
g. Operations. The company furnishes quarter-
master repair and maintenance for a force of
approximately 96,000 troops. Each platoon can
operate separately, serving a force of approxi-
mately 48,000 troops. Facilities are provided for
the repair of shoes, clothing, textiles, and quarter-
master equipment in the field.
100. QUARTERMASTER CLOTHING AND GENERAL
SUPPLIES DEPOT COMPANY, T/O&E 10-227. a. Mis-
sion. The quartermaster clothing and general sup-
plies depot company provides administrative and
technical personnel for the operation of a quarter-
master clothing and general supplies depot.
b. Organization. The company organization con-
sists of an office of the depot commander, company
headquarters, depot headquarters platoon, and
126
three operating platoons. The depot headquarters
platoon consists of a platoon headquarters, a
clothing section, and a general supplies section.
Each of the operating platoons contains a platoon
headquarters, a clothing section, and three gen-
eral supplies sections.
e. Assignment. When operating in the communi-
cations zone, this unit is normally assigned to a
Quartermaster Base Depot, T/O&E 10-520-1.
When operating in the army zone, the unit is
normally assigned on the basis of one for each
field army and is attached to headquarters and
headquarters detachment, quartermaster battal-
ion.
d. Equipment. Special warehousing equipment
is provided, including roller gravity conveyor
equipment, warehouse tractors and trailers, fork
lift gasoline trucks, and hand-barrel trucks.
Transportation equipment consists of a 2i/2-ton
cargo truck and several smaller trucks.
e. Weapons. The company is armed with car-
bines and grenade launchers.
f. Training. The training program emphasizes
depot operations, use of equipment, and security
and defense procedures.
g. Operations. When labor personnel are fur-
nished by Quartermaster Service Company,
T/O&E 10-67, or appropriate labor detachments
of Quartermaster Service Organization, T/O&E
10-500, or from other labor sources, depending
127
upon work loads imposed by varying stock levels,
this unit is capable of receiving, storing, and
supervising the distribution of bulk clothing and
general supplies to "supply points. It can main-
tain a reserve stock of quartermaster clothing
and general supplies equivalent to an established
operating . level for 400,000 troops. Each of the
three operating platoons is capable of separate
operation and may be used in establishing advance
and intermediate depots. In such case, the depot
headquarters platoon may act as a base operating
platoon and serve as a reservoir for supplies.
101. QUARTERMASTER SUBSISTENCE DEPOT COM-
PANY, T/O&E 10-357. a. Mission. The quarter-
master subsistence depot company provides ad-
ministrative and technical personnel for the
operation of a quartermaster subsistence depot.
b. Organization. The company consists of an
office of the depot commander, company head-
quarters, depot headquarters platoon and three
operating platoons. The depot headquarters pla-
toon consists of a platoon headquarters, a non-
perishable section and a perishable section. Each
operating platoon consists of a platoon headquar-
ters, two nonperishable sections and a perishable
section.
c. Assignment. When operating in the communi-
cations zone this unit normally is assigned to a
Quartermaster Base Depot, T/O&E 10-520-1.
When operating in the army zone this unit is
normally assigned to Headquarters and Head-
128
quarters Detachment, Quartermaster Battalion,
T/O&E 10-536.
d. Equipment. Special warehousing equipment
is provided, including roller gravity conveyor
equipment, warehouse tractors and trailers, fork
lift gasoline trucks, and hand-barrel trucks.
Transportation consists of 2 1 /&-ton cargo trucks
and several smaller trucks.
e. Weapons. The company is armed with car-
bines and grenade launchers.
f. Training. The training program emphasizes
depot operations, proper handling and care of
subsistence, and security and defense measures.
g. Operations. When labor personnel are fur-
nished by Quartermaster Service Company,
T/O&E 10-67, or appiopriate labor detachments
of Quartermaster Service Organization, T/O&E
10-500, or fron other labor sources, depending
upon the work loads imposed by varying stock
levels, this unit is capable of receiving, storing,
and supervising the distribution of bulk subsist-
ence supplies to supply points. It can maintain a
reserve stock of subsistence supplies equivalent
to established operating level for 400,000 troops.
Each of the three operating platoons is capable
of separate operation and may be used in estab-
lishing advance or intermediate depots. Provi-
sion for the inspection of perishable foods, par-
ticularly meat products, is provided through the
attachment of a veterinary food inspection detach-
ment from T/O&E 8-500.
129
102. QUARTERMASTER SUBSISTENCE SUPPLY COM-
PANY, T/O&E 10—197. a. Mission. The quartermas-
ter subsistence supply company provides military
personnel and equipment to operate one to six
quartermaster subsistence supply points.
b. Organization. The company consists of a com-
pany headquarters and two platoons, each platoon
having a platoon headquarters and three sections.
The organization and equipment are sufficient to
make each platoon complete for independent oper-
ation.
c. Assignment. The company is assigned to army
or communications zone as required.
c". Equipment. Operating equipment consists of .
commissary chests and computing machines.
Transportation equipment includes 21/2-ton cargo
trucks and 1-ton cargo trailers for transport of
supplies.
e. Weapons. The company is armed with car-
bines and grenade launchers.
f. Training. Training should emphasize opera-
tions in or near the combat zone. Security and
defense measures are stressed.
g. Operations. The company receives, breaks
down, and issues all subsistence items required
for 100,000 men. Operating separately,' each
platoon can serve 50,000 men.
130
103. QUARTERMASTER BAKERY COMPANY, MOBILE,
T/O&E 10-147. a. Mission. The mission of the quar-
termaster bakery company, mobile, is to supply
fresh bread for military personnel in the field.
b. Organization. The company consists of a com-
pany headquarters and three operating platoons,
each platoon having a platoon headquarters and
three sections. The company may operate as a
unit or as separate platoons, depending upon re-
quirements.
c. Assignment. The company is assigned to army
or communications zone as required.
d. Equipment. Each platoon is equipped with
one bakery unit, mobile, M-1945 which consists
of a mixing and make-up machinery trailer, two
oven trailers and a proofing and water trailer.
Other equipment such as scales, flour sifters and
gravity conveyors and water tanks are also pro-
vided. Transportation equipment includes 2!/2-ton
cargo trucks and other vehicles.
e. Weapons. The company is armed with car-
bines and grenade launchers.
f. Training. Technical training of the company
stresses the storage and issue of bread; sanita-
tion ; security ; separate platoon or section opera-
tions; interchangeability of personnel and erec-
tion operation, and maintenance of equipment.
Personnel receive training in the use and care of
the mobile equipment.
131
g. Operations. The company operates under the
direction of the army quartermaster in the combat
zone. It obtains the necessary baking ingredients
daily from the supply point it serves. The com-
pany can produce bread to be issued with daily
ration of the supply point. One company can
usually produce bread for 96,000 persons a day.
The company is thus capable of supporting a
three-division corps, each platoon serving a divi-
sion. The sections in a platoon are operating
shifts.
104. QUARTERMASTER REFRIGERATION COMPANY,
MOBILE, T/O&E 10-247. a. Mission. The quarter-
master refrigeration company, mobile, provides
personnel and equipment to transport perishable
supplies when other means are not available.
b. Organization. The company consists of a com-
pany headquarters and three platoons, each
platoon having a platoon headquarters and three
sections.
c. Assignment. The company operates in the
theater of operations where required.
d. Equipment. Mobile equipment includes 10-ton
semitrailers and 4- to 5-ton tractor trucks. A 4-
ton wrecker truck with equipment is included.
e. Weapons. The company is armed with car-
bines and machine guns.
f. Training. Personnel must be trained in the
fundamentals of refrigeration. Weapons training
also is important as the company operates in the
combat zone.
132
g. Operations. The normal method of operation
by sections requires one empty unit to be en route
from the supply point to the base while another
loaded unit is en route from the base to the supply
point. A third unit is simultaneously distributing
perishables. On the basis of a 5-ton capacity of
perishable subsistence items per trailer, a total of
30,000 pounds can be transported by three trailers
in one shuttling procedure.
105. QUARTERMASTER SALES COMPANY, MOBILE,
T/O&E 10-157. a. Mission. The quartermaster
sales company, mobile, provides facilities for cash
sales on a nonprofit basis of nonissue items to
military personnel in the field. It provides stock
control and storage of these items:
b. Organization. The company consists of a com-
pany headquarters, a company headquarters sales
section, and two platoons, each platoon having a
platoon headquarters and two sales sections.
c. Assignment. The company is assigned to army
or communications zone as required.
d. Equipment. The company has office equipment
and machines for sales store operations. Its mo-
bile equipment includes 21/^-ton cargo trucks and
1-ton trailers.
e. Weapons. The company is armed with car-
bines and grenade launchers.
f. Training. Personnel receive training in ac-
counting and warehousing procedures, nomencla-
133
ture of supplies, transportation, and maintenance
of records and reports.
g. Operations. Each sales section may operate
independently. The general location in which the
company operates is determined by the adminis-
trative command to which the company is as-
signed. The specific location within this area will
usually be determined by the company commander.
Normally the company can handle the quarter-
master cash sales of nonissue items for a corps.
Each sales section can handle the sales require-
ments of a division, with company headquarters
sales section handling the sales requirements of
a corps.
106. QUARTERMASTER BATH COMPANY, MOBILE,
T/O&E 10-257. a. Mission. The quartermaster bath
company, mobile, provides baths, delousing, and
clean clothing to troops in the field.
b. Organization. The company consists of a com-
pany headquarters and two platoons, each platoon
having a platoon headquarters, a supply section,
and an operating section.
c. Assignment. The company operates in the
theater of operations as required.
d. Equipment. The company has twelve 24-show-
erhead bath units. Its transportation equipment
includes 2V2-ton cargo trucks and 1-ton trailers.
e. Weapons. The company is armed with car-
bines and machine guns.
134
f. Training. Personnel acquire by actual practice
all the technical skills that are required for the
operation of the bath units, the debusing of per-
sonnel and the exchange of clean clothing for
soiled items.
g. Operations. The processing of troops is per-
formed at six stations set up in a straight line or
in U-shape, depending on local terrain and secur-
ity factors. The troops enter at one end of the
line and leave at the other. Clean clothing received
through normal supply channels is provided to the
troops on an exchange basis. All discarded gar-
ments are processed through laundry and recla-
mation and maintenance companies and then are
returned to stock. The process of showering of
troops, delousing of the men and their clothing,
and the issue of clean clothing is accomplished in
about 1 hour. This entire operation is planned so
as to service the maximum number of troops in
the minimum length of time.
107. QUARTERMASTER LAUNDRY COMPANY, SEMI-
MOBILE, T/O&E 10-167. a. Mission. The company
provides field laundry service to individuals or
reclamation installations and a limited amount of
service for the decontamination of clothing and
equipment. .
b. Organization. The company consists of a com-
pany headquarters and four platoons, each platoon
having a headquarters and four sections.
c. Assignment. The company is assigned to army
or communications zone as required.
135
d. Equipment. The equipment includes laundry
units, pumps, hose sections, and laundry folding
tables. The mobile equipment includes 2!/£-ton
cargo trucks.
e. Weapons. The company is armed with car-
bines and grenade launchers.
f. Training. Personnel are given on-the-job train-
ing. Technical training is continued in the field.
g. Operations. In the temperate zone, the unit
can serve 33,600 men when operating as a com-
pany. Each platoon can give individual service
to 8,400 men and each section to 2,100 men. The
unit can reclaim 384,000 pieces of clothing a week
when operating as a company, 96,000 when oper-
ating as a platoon, and 24,000 when operating as
a section.
108. QUARTERMASTER PETROLEUM DEPOT COM-
PANY, T/O&E 10-377. a. Mission. The mission of
the quartermaster petroleum depot company is to
operate a quartermaster petroleum depot. This
involves operation of bulk storage facilities ; clean-
ing, filling and issuing 5-gallon drums; and ship-
ping petroleum products by tank truck, tank car,
or barge.
b. Organization. The company consists of the
office of the petroleum depot commander, a com-
pany headquarters, a depot headquarters platoon
composed of a platoon headquarters and a depot
section, and three operating platoons, each com-
posed of a platoon headquarters, a cleaning sec-
tion, and two packaging sections.
136
c. Assignment. The company is assigned as re-
quired to the communications zone and to the
army zone. When operating in the communications
zone the company is normally assigned to a quar-
termaster base depot T/O&E 10-520-1. When
operating - in the army zone the company is nor-
mally assigned to a headquarters and headquar-
ters detachment, quartermaster battalion, T/O&E
10-536.
d. Equipment. The operating equipment of this
company consists of drum cleaners, 5-gallon drums,
gasoline and oil dispensers and fire fighting equip-
ment. Motor transportation for company admin-
istration and supply is provided by 21,4-ton trucks
and smaller vehicles.
e. Weapons. The company is armed with car-
bines.
f. Training. Technical petroleum training is pro-
vided to include the operation of the equipment,
decanting and filling tank trucks, tank cars and
barges, cleaning and filling 5-gallon drums, the
exercise of proper safety precautions and the
fighting of petroleum fires.
g. Operations. The company is capable of oper-
ating bulk storage facilities with capacities rang-
ing from 100,000 to 2,000,000 barrels (42 gallons
to a barrel) ; maintaining a reserve of 100,000
gallons of gasoline in 5-gallon drums and approxi-
mately 15 tons of lubricants ; cleaning, filling and
local issue of 20,000 5-gallon drums daily; and
shipping by tank truck, tank car, or barge an
137
additional 400,000 gallons per day. Each operat-
ing platoon is capable of establishing separate
local issue points. The primary purpose of this
company is to serve as a link in the petroleum
supply chain by receiving petroleum products
from ship-side or from pipelines and reshipping
quantities required to forward areas for distribu-
tion by the quartermaster petroleum supply com-
pany, mobile, T/O&E 10-77. The company may
also be used in the communications zone to main-
tain theater reserves of petroleum products, and
to make retail issues of petroleum products.
109. QUARTERMASTER PETROLEUM SUPPLY COM-
PANY, MOBILE, T/O&E 10-77. a. Mission. The quar-
termaster petroleum supply company provides
personnel and equipment for the operation of one
to six class III distributing points. This includes
the receipt, packaging, storage, and issue of
petroleum products and the necessary cleaning of
petroleum containers. The company operates bulk
storage facilities when located in forward areas
of supply.
b. Organization. The company consists of a com-
pany headquarters and three platoons, each
platoon having a platoon headquarters and two
sections. '
c. Assignment. The company is assigned to army
or communications zone as required.
d. Equipment. The company has gasoline-dis-
pensing pumps, drum-cleaning equipment, and
gasoline drums. For transportation, the company
138
depends upon 2^-ton cargo trucks and 1-ton trail-
ers, with supplementary mobile equipment.
e. Weapons. The company is armed with car-
bines, rocket launchers, and machine guns.
f. Training. Special emphasis is placed upon fire
prevention and fire fighting.
g. Operations. Operations include the receipt,
packaging, storage, and issue of petroleum prod-
ucts and the necessary cleaning of the petroleum
containers. In forward areas of supply, the com-
pany also operates bulk storage facilities.
110. QUARTERMASTER SERVICE COMPANY, T/O&E
10-67. a. Mission. The quartermaster service
company provides military personnel for general
labor, including icing refrigerator cars, recover-
ing salvage articles, collecting and burying the
dead, handling all classes of supplies, stowing of
supplies in warehouses, loading and unloading
vehicles, aircraft, and ships, and sorting and stack-
ing supplies.
b. Organization. The company consists of a com-
pany headquarters and four platoons. Each pla-
toon can operate as an independent unit apart
from the company headquarters. Each platoon
consists of a platoon headquarters and two sec-
tions. The section is the smallest operating unit.
e. Assignment. The company is assigned to army
or communications zone as required.
d. Equipment. No special operating equipment
is provided. The company mobile equipment in-
139
eludes 2 1 / 4-ton cargo trucks and 1-ton trailers
sufficient for company administration and supply.
e. Weapons. The company is armed with car-
bines, grenade launchers, and rocket launchers.
f. Training. Technical training emphasizes serv-
ice operations, such as loading and unloading
freight, handling gasoline and oil, and stacking
food supplies. The training also includes salvage
operations. Teamwork is emphasized.
g. Operations. Whenever called upon by higher
headquarters, the company provides personnel for
general labor. The service company assists in the
operation of supply points, motor pools, laundries,
and other types of installations.
111. QUARTERMASTER GRAVES REGISTRATION COM-
PANY, T/O&E 10-297. a. Mission. The quartermas-
ter graves registration company supervises the
identification and burial of the dead, disposition
of personal effects found on deceased, and location
and registration of battlefield graves and ceme-
teries.
b. Organization. The company consists of a com-
pany headquarters and four platoons. The platoon
is the basic working unit and is designed to serve
a division. The platoon is divided into two sec-
tions : one to supervise identification and evacua-
tion, and the other to supervise burial.
e. Assignment. The company is assigned to army
or communications zone as required.
140
d. Equipment. Various engineering items are re-
quired, such as surveying, drafting, lettering, and
map making instruments. The company has fin-
gerprinting kits, and litters. The mobile equip-
ment includes %-ton weapons carrier trucks, 21/2-
ton cargo trucks, and 1-ton and 14-ton cargo
trailers.
e. Weapons. The company is armed with auto-
matic pistols.
f. Training. Particular emphasis in technical
training of personnel is placed on map reading
and sketching, the mechanics of laying out ceme-
teries, the preparation of graves, taking finger-
print and denture impressions of the dead for
purposes of identification, photographing the
dead, and the handling of personal effects and
records. Each enlisted man learns the jobs of
the other enlisted men in the company so that he
may coordinate his efforts with theirs.
g. Operations. When operating in the field, the
company establishes centrally located collecting
points at which it receives remains delivered to
those points by organic graves registration per-
sonnel of combat units. With the aid of attached
medical personnel the dead are identified and then
placed in vehicles for evacuation to a temporary
cemetery. Here, the personal effects of the dead
soldier are listed and sent to the effects depot col-
lection point.
141
APPENDIX I
SAMPLE STANDING OPERATING
PROCEDURE FOR QUARTERMASTER
BATTALION HEADQUARTERS
Section I. GENERAL
1 . Units assigned or attached to this headquarters
will follow the procedures outlined in this stand-
ing operating procedure.
2. Unit commanders are permitted to modify any
of the provisions in this standing operating pro-
cedure to meet an unusual situation. If such ac-
tion is taken, unit commanders will immediately
notify this headquarters of the action taken and
the reason such action was necessary.
Section II. ADMINISTRATION
3. Depending on the work to be accomplished
and the immediate situation, personnel will be
present during the hours necessary to complete
their work.
4. For duty at night one noncommissioned officer
will be detailed by the sergeant major from a ros-
142
ter of all noncommissioned officers kept for this
purpose. The men selected will remain on duty
in the headquarters from 1730 each day until 0745
the following morning, unless otherwise directed.
He will answer the telephone and forward mes-
sages to the officer of the day.
5. One officer of the headquarters staff will be
detailed daily as staff duty officer. He will remain
available by telephone within the battalion area
subject to call by the noncommissioned officer on
duty at headquarters after normal hours. His tour
of duty will be designated by this headquarters.
6. A roster will be kept by the adjutant for
daily duty assignments. The staff duty officer will
keep the enlisted duty man informed at all times
where he may be reached. In matters of impor-
tance the staff duty officer will call the officer pre-
scribed by the commanding officer.
7. A courier from each subordinate unit will re-
port for duty to this headquarters daily. His hours
of duty will be designated by this headquarters.
8. An officers' call will be held at battalion head-
quarters daily at 0930. One officer from each unit
will be present to represent his organization.
9. Each unit will submit immediately a complete
roster of officers and enlisted men by name, grade,
serial number, and, in the case of officers, date of
rank and unit duties.
143
10. Qualifications records of unit commanders
will be delivered to this headquarters immediately.
Upon relief of the unit from assignment or attach-
ment to this headquarters, unit commanders will
call for their qualification records.
1 1 . Requests for promotion and reduction of en-
listed men, grades private first class and above,
may be submitted to this headquarters at any
time. Promotion requests will include certificate
as to MOS number and T/O vacancy.
12. Court-martial charge sheets will be submitted
to this headquarters in triplicate together with
statements of the expected testimony of all wit-
nesses and with all allied papers. Charge sheets
must arrive at this headquarters not later than
48 hours after commission of the offense. Any
charge sheets submitted after this 48-hour period
will include a letter explaining the reason for
the delay.
13. Summary court cases will be tried by bat-
tallion summary court officer.
14. Special court-martial cases will be tried by
a special court appointed by higher headquarters.
1 5. Military personnel leaving their organization
must have a proper leave or pass authorizing
their absence. This is a responsibility of the unit
commander.
1 6. Proper uniform and equipment are prescribed
in current directives
144
17. For arms and ammunition authorized per-
sonnel, see current directives.
Section III. SUPPLY
18. Unit commanders will keep informed on the
contents of all current circulars and instructions
dealing with supply procedures.
19. The unit property book will be maintained in
accordance with latest Department of the Army
directives.
20. Unserviceable property will be turned in to
the battalion supply officer on the first day of each
month. Changes in this schedule will be published
in battalion directives.
a. Unserviceable stove parts will be tagged
with unit designation and presented to battalion
supply accompanied by a requisition requesting
replacement if replacement is desired.
b. Unserviceable items will be listed separately
for each technical service.
c. Requisitions for items urgently needed may
be submitted at any time at the discretion of the
unit commander.
21. The following procedures will be used in
requisitioning expendable supplies:
a. Cleaning and preserving materials will be
drawn on the 1st, 10th, and 20th of each month.
145
Changes in this schedule will be scheduled in bat-
talion directives.
b. Stationery and office supplies will be requisi-
tioned in the same manner as cleaning and pre-
serving materials.
22. Only enough blank forms for immediate
needs will be requisitioned. Only a minimum sup-
ply of forms will be carried. This headquarters
will have at all times, if available, enough blank
forms for immediate issue.
23. Ordnance organizational equipment is requi-
sitioned through battalion supply, and vehicles are
requisitioned through the ordnance contact party.
Ordnance maintenance materials and expendable
supplies are requisitioned through the respective
ordnance contact parties.
24. Signal Corps requisitions are made through
this headquarters.
25. Medical Corps requisitions are made through
this headquarters.
26. Corps of Engineers requisitions are made
through this headquarters.
27. Chemical Corps requisitions are made
through this headquarters.
28. All shoe repair will be handled by battalion
headquarters supply.
146
29. Rations will be drawn and distributed by
battalion supply unless instructions changing this
procedure are issued by battalion headquarters.
Section IV. TRANSPORTATION
30. Unit commanders will be held responsible for
maintenance of their organizational vehicles.
They will instruct drivers in preventive main-
tenance and in the use of trip tickets, accident
report forms, and drivers' permits.
31. Each vehicle will have an accident report
form, trip ticket, and the proper unit markings.
32. Each driver will make first echelon main-
tenance in the morning before leaving the motor
park, at the end of the day, and at the end of
each motor trip.
33. The following restrictions will be adhered to :
a. Lights will conform to local regulations.
b. Authorized speeds are as follows :
Vehicle
Daylight
Dimout
Blackout
Open
road
In
town
Open
road
In
town
Open
road
In
town
Lead vehicle in convoy.
25
15
15
10
15
10
M-ton weapons carrier
or larger vehicle.
30
15
20
15
15
10
All other vehicles
40
15
20
15
20
15
147
c. Maximum loads for trucks will conform with
current Army directives. Maximum load for trail-
ers will be normal rated capacity. Unit com-
manders will be responsible for compliance with
these load limitations.
34. Where damages to civilian property are in-
volved and may result in a claim against the Gov-
ernment, the damages will be reported through
channels to the claims officer at battalion head-
quarters.
Section V. TRAINING
35. The accomplishment of the battalion's mis-
sion is the primary concern of all personnel as-
signed or attached to this headquarters. A strict
training schedule at times will be difficult to main-
tain. However, unit commanders will see that
their units are efficient and qualified in their
technical operations, administration, tactics, care
of arms and equipment, and in their maintenance
of a high degree of discipline and morale.
36. Inspections will be considered a part of train-
ing. Inspections will be conducted as often as
necessary to maintain the unit in a satisfactory
condition.
Section VI. SANITATION
37. Unit commanders will designate a venereal
control officer and venereal control noncommis-
sioned officers within their units.
148
38. Location of prophylactic stations in nearby
localities will be posted on the bulletin board.
39. Food handlers assigned to the battalions will
report to the battalion medical officer at times
arranged by the unit to which the food handlers
are attached for mess purposes. The commander
of the unit and officer in charge of the mess will
report the names of the food handlers to the bat-
talion medical officer. He will examine the food
handlers and keep a permanent record of his find-
ings. Results of the examinations will be reported
to the battalion commander without delay and
men found unfit for the work will be relieved at
once.
40. The mess officers of all company messes will
comply with all sanitary directives of the Depart-
ment of the Army.
41. Unit commanders will check quarters for
proper heating, ventilation, dust control, bunk
spacing, and presence of vermin.
42. Adequate police of unit quarters and areas
will be maintained at all times.
Section VII. QUARTERS OR BIVOUAC
43. Battalion headquarters will assign the quar-
ters or bivouac area. Changes or a request for
additional area must be approved by this head-
quarters.
149
44. Quarters or bivouac areas will be arranged
according to instructions from this headquarters.
45. Adequate signs will be placed to designate in-
stallations within the bivouac area. Road signs
also will be posted to give directions to the unit
area.
46. Battalion headquarters will be advised as to
the approximate date and time of departure from
the quarters or bivouac area. Quarters will be
clean, and the bivouac area will be policed before
departure. An inspection will be made of the quar-
ters or area by an officer of this headquarters
before final clearance will be given.
Section VIII. SECURITY AND DEMOLITION
47. Each unit will —
a. Maintain adequate security measures within
its assigned areas at all times.
b. Have an officer of the day and officer in
charge of quarters on duty at all times. At night
the officer in charge of quarters will sleep at the
unit headquarters.
c. Have available at least 50 percent of its per-
sonnel (less organizational guards) on call for
emergency purposes.
48. Items and equipment belonging to battalion
headquarters or subordinate units will be de-
150
stroyed only on order of higher authority and in
accordance with procedures conforming to De-
partment of the Army directives. In battalion
headquarters the property will be destroyed as
follows :
a. Records will be placed loosely in a pile, cov-
ered with gasoline, and burned.
b. Field desks will be smashed and rendered
useless with an ax. They will be burned if the
time is available.
e. Tentage will be slashed in strips and burned
with gasoline if the time is available.
d. Ordnance equipment will be destroyed ac-
cording to current Department of the Army
directives.
49. All personnel must bear in mind that the de-
struction of material is a command function to be
implemented only on authority delegated by higher
command.
Section IX. MILITARY COURTESY AND
APPEARANCE
50. Officers and men in all units attached to this
headquarters will maintain a high standard of
military bearing and appearance at all times.
a. Every man of this command will be clean-
clothed and shaven. Hair will be kept short.
151
b. Men will wear the Army uniform as pre-
scribed by Army Regulations and existing circu-
lars and memorandums. No mixed uniforms are
permitted.
(1) Items that are not a part of the United
States Army uniform will not be worn.
(2) Sweaters will not be worn as an outer
garment.
(3) Men will be inspected before going on
pass and only those that are a credit to
the service will be allowed the pass priv-
ilege.
51. Saluting and reporting are two important
phases of military courtesy. They must be done
properly.
152
APPENDIX II
OPERATIONAL INSPECTION CHECKLISTS
1. GENERAL. The operational inspection checklists
which follow are suggestive only and not manda-
tory. They may be used by the commander of a
headquarters and headquarters detachment, quar-
termaster battalion, to determine whether or not
the quartermaster units under his supervision are
fulfilling their missions efficiently. Commanders
should alter or expand the lists to meet the re-
quirements of the inspection.
2. QUARTERMASTER PETROLEUM OPERATIONS, a.
Containers.
(1) Is recommended arrangement of 5-gallon
gasoline cans being followed?
(2) Has a fire trench been dug. around each
group of cans?
(3) Are containers being handled carefully
to avoid damages causing leaks, waste
gasoline, or fire hazards?
(4) Are containers, whether filled or empty,
kept closed at all times?
(5) Are containers safely grounded before
being filled?
153
(6) Are water containers and gasoline con-
tainers kept separate?
(7) Is the practice of striking the hose nozzle
against cans or striking cans together
avoided ?
b. Dispensing equipment.
(1) Is unit properly trained in handling
equipment used to drain fuel from bulk
supply?
(2) Is safety trench dug to a 2-foot depth
around the gasoline dispenser?
(3) During operations, is a spark arrester
placed on the exhaust of the dispenser
engine by the operator?
(4) Are funnels and other dispensing equip-
ment wiped clean and dry before and
after use?
(5) When dispensing unit is operating, are
there rattles, knocks, squeaks or hums
which may indicate trouble?
(6) Are there any leaks in fuel system, ex-
haust system, hoses, and hose connec-
tions ?
(7) Does engine respond to controls and have
maximum pulling power?
(8) Does engine stall, misfire, overheat, or
smoke excessively?
c. Fire-extinguishing equipment.
(1) Is equipment readily accessible and not
subject to injury?
154
(2) Do extinguishers show any sign of being
damaged ?
(3) Is hose in good condition with no cracks
or signs of deterioration?
(4) Are any new hazards existing in protec-
tion area? (Change type of extinguisher
or add new units if necessary.)
d. Fuels and lubricants.
(1) Are all measures being taken to control
formation of gasoline vapor?
(2) Is gasoline leakage covered immediately
by loose earth to retard evaporation?
(3) Are inspections for oil and gasoline leaks
made frequently?
(4) Are there any evidences of dripping gas-
oline forming a pool which might be
easily ignited?
(5) Are oils and other lubricants that are
packed in cardboard or wooden cases
stacked on dunnage on dry, level ground
and kept covered until issued?
e. Personnel.
(1) Are personnel thoroughly indoctrinated
in the dangers of handling gasoline
containers ?
(2) Is rotation of personnel to avoid toxic
poisoning being practiced?
(3) Are shoes of personnel free from metal
plates and nails?
155
(4) Do personnel handling gasoline wear
sound shoes and leather gloves, treated
wherever possible with dubbin to make
them gasolineproof ?
Portable drum cleaner.
(1) Before operations.
(a) Is fire extinguisher in good operating
condition?
(b ) Are there any evidences of fuel, lubri-
cant, or solvent leakages on turntable
or on ground?
(c) Are all parts securely mounted?
(d ) Are all tools and equipment belonging
to unit present, serviceable, and prop-
erly stowed?
(2) During operations.
(a) Are there any unusual rattles, knocks,
or squeals present indicating trouble?
(b) Is there any unusual leakage of solvent
from piping system?
(c) Is there any indication of overheating ?
(3) After operations.
(a) Are all engine controls (choke lever,
shut-off switch, and adjusting screws)
tight and adjusted correctly?
(b) Are there any evidences of leaks on
turntable or ground?
(c) Is lubrication order present, legible,
and properly complied with?
g. Safety precautions.
(1) Are safety precautions relating to fires
and the lighting of matches near the
gasoline site being enforced?
(2) Are all flashlights except the vaporproof
types kept away from the cans?
(3) Are any waste or oily rags present at
the site?
h. Tank cars.
(1) If tank cars are being used, are they
properly grounded?
(2) Are other tank car precautions being
followed ?
(3) Are only nonsparking tools used for the
purpose of unloading tank cars?
3. QUARTERMASTER BAKERY OPERATIONS, a. Gen-
eral.
(1) Is baking equipment adequate for the
task?
(2) Is an adequate supply of accessories and
spare parts available?
(3) Is the bakery located in the best available
protected area with proper relation to
ingredient supply points and to bread-
consuming organizations ?
(4) Are there enough tents to house the
bakery personnel, equipment, and sup-
plies adequately?
157
(5) Are the tents properly handled and
maintained ?
(6) Has a well-organized layout plan for
bakery supplies and equipment been fol-
lowed to take advantage of the benefits
derived from straight-lining of bread-
baking procedures?
(7) Are Department of the Army and ma-
chinery manufacturers' manuals being
used?
(8) - Are current dough-mixing and baking
formulas being adhered to?
(9) Are properly timed dough-production
schedules being maintained?
b. Safety precautions.
(1) Are all safety precautions for operation
of burners being followed?
(2) Are fuel cans kept upright on ground or
floor when not in use?
(3) Are fire extinguishers undamaged and
readily accessible for use?
(4) Do any new hazards exist requiring addi-
tional extinguishing units?
c. Sanitation.
(1) Is fuel stored so that contamination with
baking ingredients is impossible?
(2) Are the ingredient area, the baking
equipment area, and the entire bakery
area and machinery kept scrupulously
clean at all times?
158
(3) Are ingredients stacked on dunnage or
pallets ?
d. Mobile bakery unit, M— 1945.
(1) Mixing and make-up machinery trailer.
(a) Before operations.
1. Is work platform stable, level, and
secure?
2. Are dough troughs secure, easily
movable, and thoroughly clean?
3. Are dough-trough carriers in satis-
factory condition?
Jf. Is mixer bowl absolutely clean?
5. Have all dough-contacting parts on
divider and molder been thoroughly
cleaned ?
6. Is conveyor belt from the divider to
the molder tight?
7. Is molder belt tight?
8. Are switches and wiring of power-
control panel and light-control panel
in good condition?
(b) During operations.
1. Does thermometer on mixer func-
tion properly?
2. Does mixer start, stop, and jog sat-
isfactorily?
3. Is the divider functioning properly?
4- Is proper dough-piece weight main-
tained by the divider adjustment?
5. Does the drop-off control wheel, or
"squirrel cage," direct the dough
159
properly to the center of the con-
veyor belt?
6. Does each dough piece enter the
molder properly on the conveyor
belt?
7. Do flour dusters function properly?
8. Does the condition of the molded
loaves indicate that all parts of the
molder are functioning properly?
(c) After operations.
1. Are all parts of the machinery
cleaned and lubricated thoroughly?
2. Are the trailer floor and work plat-
form cleaned thoroughly?
e. Oven trailer.
(a) Before operations.
■ 1. Is oven clean and are oven lights
operating properly?
2. Are doors normally covering pres-
sure-relief sheets kept open for
operations ?
3. Are pressure-relief sheets tight and
in good condition?
4. Are oven-door latches, handles, and
locks in good condition?
5. Is. fuel tank filled?
6. Are gages and controls functioning
properly ?
7. Is oven-control panel in good con-
dition?
8. Is combustion tunnel clear of for-
eign matter and free of water?
160
(Remove burner cover and use
flashlight.)
(b) During operations.
1. Is correct baking temperature main-
tained ?
2. Is baking period carefully timed?
3. Does bread appear to be properly-
baked ?
]+. Are there any unusual sounds, such
as rattles, knocks, squeaks, or hums
that may indicate trouble?
(c) After operations.
1. Are all instruments and controls
securely mounted, properly con-
nected, and undamaged?
2. Is stack cleaned of any accumulation
of soot?
3. Are pressure-relief sheets intact and
airtight?
Jf. Are blower V-belts tight without
excessive tension?
5. Is blower motor properly lubricated
and cleaned?
6. Is carbon removed from vaporizing
cup of the burner?
7. Are conveyor chains in good condi-
tion?
8. Is fuel tank filled with clean fuel?
9. Is venthole at back of filler-cap col-
lar on fuel tank free from foreign
matter ?
161
f. Storing equipment.
(1) Is skate- walk conveyor clean and prop-
erly maintained?
(2) Are storage racks clean?
(3) Is temperature of rack area not more
than 85 °F. and not less than 65 °F.?
(4) Is there any evidence of moldy bread?
(5) Is area around storage equipment clean?
g. M-1942, Army field baking equipment.
(1) M-1942, hake-oven.
(a) Is the oven raised from" the ground so
that dirt, sand, and dust cannot enter
proofing chambers?
(b) Are sections clamped and bolted to-
gether tightly?
(c) Are doors, handles, and hinges in good
condition ?
(2) Pot-type burner outfit.
(a) Before operations.
1. Are joints around front of oven and
burner airtight?
2. Are there any air leaks at rear of
stack connections?
3. Are fuel-can connections leakproof ?
4. Is pot bottom reasonably clean and
smooth but not scraped to the metal ?
5. Are airholes in the burner clogged ?
(b) During operations.
1. Is clean, smokeless flame main-
tained ?
162
2. Does operator check each burner
occasionally to make sure it is burn-
ing?
(c) After operations.
1. Is fuel can removed from bracket so
that it 'is below metering valve?
2. Are airholes around top of burner
free from scale and soot?
(3) Dough-mixing machine.
(a) Before operations.
1. Is machine cleaned and rinsed?
2. Are bar handles and other control
parts in good condition?
(b ) During operations.
1. Does agitator revolve at the normal
speed of 35 revolutions per minute?
2. Is the clutch on the power jack shaft
operating satisfactorily ?
3. Does agitator jog properly for ready
removal of the dough ?
(c) After operations.
1. Are side and rear lubrication points
being regularly lubricated ?
2. Are operational maintenance and
preventive maintenance procedures
for the engine outlined in the man-
ufacturer's operating instructions
being followed?
163
4. QUARTERMASTER REFRIGERATION COMPANY,
MOBILE, a. Personnel.
(1) Are clothing and equipment of food han-
dlers scrupulously clean?
(2) Are personnel familiar with proper lift-
ing and loading procedures?
b. Semitrailers.
(1) Are brakes in proper adjustment?
(2) Are red and green pilot lights operating
correctly ?
(3) Are there any evidences of loose lamps,
broken brackets, or cracked lenses?
(4) Can fifth wheel be tipped sidewise or
lengthwise without binding? (Binding
indicates bent or damaged shafts.)
(5) Are all tires correctly inflated?
(6) Are leaves of springs broken or shifted?
(7) Are spring clips in good condition?
(8) Are spring-to-axle U-bolts tight?
(9) Does listening test show air leaks fh
brake-line connections ?
(10) Are .lubrication orders being complied
with?
(11) Are loads evenly distributed over bed of
trailer and arranged to permit free cir-
culation of air?
(12) Are doors and door gaskets in good
condition ?
(13) Is trailer in a sanitary condition?
164
Refrigeration unit.
(1) Is refrigeration unit mounted firmly with
no loose fastenings?
(2) Are there any engine, compressor, or
refrigerant-line leaks?
(3) Is oil supply of refrigeration unit ade-
quate ?
(4) Is correct grade of oil being used?
(5) Is oil standing approximately in the cen-
ter of the sight glass on the compressor
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