MHI -''d ,i Crewre

Copy 3 S.X

WAR -DE PARTMENT FIELD MANUAL

QUARTERMASTER
SERVICE COMPANY

WAR DEPARTMENT * JANUARY 1946

)I'.4 R )1E P'4 R T M EN T F I E L. D A.f N' UI. L
F 1P 9 - 6
This nmanual supersedes TM 10-233, ],.lune 1943

QUARTERMASTER
SERVICE
COMPANY

IV X R D E PA R TM E N T * J , N U R Y 1 9 46

Unilrd States Go-ernment PrintingOfliea

1la igtona : 1945
 WAR DEPARTMENT
WASHINGTON 25, D. C., 11 January 1946

FM 10-6, Quartermaster Service Company, is

published fpy the-information and guidance of all
concerned E.
[AG 300.S8tOct 45)]

BY ORDER OF THE SECRETARY OF WAR:

DWIGHT D. EISENHOWER
Chief of Staff

OFFICIAL:
EDWARD F. WITSELL
Major General
Acting The Adjutant General

DISTRIBUTION:
AAF(2); AGF(2); ASF (2); T of Opns(20);
Arm & Sv Bd 10(2); Tech Sv(1) except
10(50); SvC(1); Gen Sv Sch(2); Sp Sv
Schl0(20); USMA(10); Tng C 10(20);
A(2) ; CHQ(1) ; D(2) except 1(0); B(1).
T/O & F 10-67(10); Each of the follow-
ing(1) : 10-77; 10-167; 10-187; 10-197;
10-227; 10-237; 10-257; 10-297; 10-298;
10-317; 10-387; 10-437; 10-467; 10-477;
10-500: JA, JB, JC, JD.
Refer to FM 21-6 for explanation of distribu-
tion formula.
iI
 CONTENTS
Pararaaph Page
CHAPTER 1. GENERAL.
Purpose and scope of manual__- 1 1
Mission and functions of com-
pany -- ……_ _________. 2 1
Relationship of company to othed
agencies ..-_ ........- 3 2

CHAPTER 2. ORGANIZATION AND 'ADMINISTRATIOI.

Organization of company______ . 3
T/O & E 10-500… ------------ 5 5
I)uties of commissioned officers- 6 5
Duties of enlisted pel.sool.el.-- 7 8
Assignment .… ______.___ 8 11

CHAPTER 3. TRAINING.
Objective of training …________ !1 14
Training programs …_-_____.__ 10 14
Methods of instructions_ …_ 11 15
Scope of training . ..........12 17
Security and defense . .......13 21

CHAPTER 4. OPERATIONS.
Section I Control.
Control within company____ J, 24 .
Requisitioning and supply of
labor… _- _________ 15 25
11. Types of operations.
In zone of interior .… ._______
16 42
In theater of operations . .... 17 42
III. Functional duties.
l.iting and ca lrrying __.....
… 18 46
Loading and unloading' trucks 19 49
Loading and unloading railroad
cars . . ............20 52
Loading vehicles on railroad
cars . . .................
21 53

04thLdrawn from Crewar Liraxn 1

 Paragraph Page
CHAPTER 4. OPERATIONS-Continued
Section III. Functional duties-Continued
Use of materials handling equip-
nelnt . . ..................
22 54
'sorting supplies - ----- _____ 23. 58
.' Sacking and stowing supplies-- 2,1 IO
. Malrehousilg ilprationll 25 64
* lVaidling subsistence … ....... 26 64
. *. nd(lling clthlilltg, equipllelnl.
and general supplies _.
. .... 27 6fi
Handling gasoline and oil. "8 if;
llaiidling anllunitlioi…ll ------ 29 (i;9
Icing refrigeratolr ars_-----. :l3 72
Safeguardilg military installa-
tions and supplies _________ 3s1 74
Assisting graves registration
personnel -_- _._____
. .. :132 75
Assisting in fire protection ____ 33 75
Assisting in salvage operations_ 34 75
Assisting laundry, sterilization,
and fumigation and bath
units ……------------------ 35 76
Road building and repair -____ 36 76
General construction ---------- 37 77
Assisting in port operations_-- 38 78
Assisting in pitching tents for
hospitals, supply points, and
headquarters . _. _....
... .. 39 78
Assisting in pack transportation 40 78'
APPENDIX I. MAXIMUM BULK LOADING FOR
STANDARD U. S. FREIGHT CARS. ____
… 79
II. CHARACTERISTICS OF STANDARD
RATIONS _…______-___ ______ 80
III. TONNAGE REQUIREMENTS OF CLASS I
AND CLASS III SUPPLIES (APPROXI-
MATE) ___ ______________ ___ 81
IV. LOADING OF CLASS V SUPPLIES __… 82
INDEX -. _._______ __-88---.___----------. -3 -

iv
 This manual supersedes TM 10-255, 1 June 1943

CHAPTER 1
GENERAL

1. PURPOSE AND SCOPE OF MANUAL. a. This

manual will provide personnel of the quartermas-
ter service company with condensed information
on the organization, operation, and administra-
tion of the company. It consists of a compilation
of basic information supplemented with refer-
ences to pertinent Field Manuals, Technical Man-
uals, and other official publications which furnish
the detailed information necessary for efficient
company operations.
b. Headquarters to which service companies
are attached or assigned will find the manual use-
ful in planning the proper utilization of this com-
pany.

2. MISSION AND FUNCTIONS OF COMPANY. a. Pur-

pose of company. The quartermaster service com-
pany provides military personnel for general
labor. It is generally used as a "helping" unit to
provide the additional labor personnel required
by other units for the successful completion of
their mission. The quartermaster service com-
pany may also be assigned independent missions,
such as the operation of supply points, motor
pools, laundries, etc. Personnel of the quartermas-
ter service company may be used to furnish mili-
tary labor or may be used to supervise civilian or
prisoner of war labor.
 b. Cpoabilities of company. The company can
handle approximately 800 tons of assorted sup-
plies per day. This figure is based on the assump-
tion that each of the 160 laborers will handle one-
half ton of supplies per hour for a 10-hour day.
This capacity will vary with the type of supplies,
the use of materials handling equipment, and the
operating conditions (weather, tactical situation,
familiarity with the work, etc.).

3. RELATIONSHIP OF COMPANY TO OTHER AGEN-

CIES. Service companies, platoons, or sections may
be attached to various types of units, or may func-
tion as a labor pool. In either case, the activity
for which the service company personnel are
working prescribes the work to be done and,
where necessary, furnishes technical supervision.
However, personnel of the service company work
under the command of the officers and noncom-
missioned officers of the service company. It is
necessary that the commanding officer of the serv-
ice company (or platoon) work in close coopera-
tion with the activity he is supporting. All per-
sonnel of both units must be informed of the exact
chain of command. It is particularly important
that proper utilization be made of the noncommis-
sioned officers of the service company.

2
 CHAPTER 2
ORGANIZATION AND ADMINISTRATION

4. ORGANIZATION OF THE COMPANY. The Quar-

termaster Service Company, T/O & E 10-67, con-
sists of a company headquarters and two platoons
(see fig. 1).
a. Company headquarters. Company headquar-
ters performs the following functions:
(1) Command. The function of command is
embodied in the company commander.
(2) Personnel administration. The executive
officer, first sergeant, and company clerk perform
the administrative details concerning the com-
pany personnel.
(3) Mess. The mess officer (see par. 6d), mess
sergeant, and the cooks operate the company mess.
(4) Supply. The supply sergeant, through the
supply officer (see par. 6d), is responsible for
supply of individual and organizational equip-
ment.
(5) Operations. The first sergeant, through the
company commander, receives requisitions for
work details and prepares rosters for the distribu-
tion of work.
b. Platoons. Each of the operating platoons is
composed of a platoon headquarters and two sec-
tions. Each section is composed of four squads.
The squad is the smallest operating unit of the
company. Each squad must be trained to work as
a team and should be kept intact whenever pos-
sible. Work details should be composed of squads
or multiples of squads.
3
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 c. Equipment of the company. The individual and
organizational equipment of the quartermaster
service company is prescribed by section II, T/O
& E 10-67.

5. T/O & E 10-500. Labor detachments organized

under T/O & E 10-500 provide labor personnel to
supplement other quartermaster units. These de-
tachments may be used to augment the quarter-
master service company. In general, the instruc-
tions in this manual apply both to labor detach-
ments and the service company.

6. DUTIES OF COMMISSIONED OFFICERS. a. General.

(1) All officers of a quartermaster service com-
pany must be familiar not only with service com-
pany operations but also with the operations of
quartermaster units to which work details may be
furnished. This knowledge is necessary for the
efficient control of labor and for the development
of work simplification methods. The officers of the
company should analyze the type of work to be
performed so as to develop proper sizes of work
details and the most efficient methods of perform-
ing the work. The normal operations that the
service company may be called upon to perform
are described in section III, chapter 4. Unit stand-
ing operating procedures for all normal activities
of the company must be developed and the unit
trained in their operations.
(2) Leadership is extremely important in a
service company officer. The use of tact and dis-
cretion in dealing with people, both of his own
5
unit and of those agencies with which his unit
works, is essential to his success.
b. Company commander. The company cornm-
mander is both the administrator of the company
and the director of its operations. He is respons-
ible for its efficient administration and for main-
taining discipline. The administrative duties of
the company commander are given in AR 245-5
and TM 12-250. As director of the company op-
erations his duties include-
(1) Preparing training schedules and conduct-
ing training in accordance with the general poli-
cies dictated by higher authority.
(2) Receiving requisitions for work details and
supervising the preparation of rosters assigning
the men as requested.
(3) Supervising the work done by the com-
pany to be sure that the work is performed in
accordance with directives issued by higher au-
thority.
(4) Coordinating the administrative and opera-
tional phases of the company to insure adequate
"housekeeping" and at the same time to keep the
maximum number of men available for duty.
c. Executive officer. The executive officer is essen-
tially an administrative officer. Since the service
company must often perform its own personnel
work, the executive officer takes over the respon-
sibilities of a personnel adjutant; he is respon-
sible for the service records, pay rolls, and per-
sonnel affairs of the company (see TM 12-250).
The company commander is thereby relieved of
those details so that he can give most of his time
6
to supervising and training his unit. The execu-
tive officer also shares the additional duties dis-
cussed in d (3) below.
d. Platoon leader. (1) The platoon leader of the
quartermaster service company has the respon-
sibility for the training and discipline inherent in
any military organization. In addition, the pla-
toon leader is a labor service officer responsible
for the direction and supervision of his platoon,
its proper training and operation, including both
the tactical and the operational phases. Follow-
ing the general instructions and training sched-
ules of the company commander, he instructsand
supervises the platoon personnel. He is respon-
sible for seeing that the instructions of the com-
pany commander are carried out by the members
of his platoon. Finally, he must instruct work de-
tails concerning their duties and responsibilities
on all assignments.
(2) Each platoon leader should train his pla-
toon, first to operate as part of the company
team, and second to operate as a separate unit.
When the platoon operates separately, the platoon
leader functions as commander of the indepen-
dent detachment and is responsible for the admin-
istration, transportation, supply, operation, and
security of the unit. The platoon leader should be
encouraged to act on his own initiative in order
to be prepared to operate the platoon either as a
separate detachment or as part of the company.
(3) When the company operates as a unit, pla-
toon leaders (and the executive officer) are avail-
able for additional duties which may be assigned
7
by the company commander. Such duties include
assignments as mess officer, supply officer, gas
officer, security officer, malaria control officer,
company censor, and such others as the situation
demands. In delegating this authority, the com-
pany commander retains responsibility for the
proper performance of these duties. However, he
must free himself of these duties in order to have
time to supervise and direct the company's opera-
tions.

7. DUTIES OF ENLISTED PERSONNEL. a. First sergeant.

The first sergeant is the senior noncommissioned
officer of the company. He is the noncommis-
sioned administrative assistant to the company
commander. His duties are fully explained in TM
12-250 and TM 12-255. In addition to the normal
duties of a first sergeant he will maintain the
records of work that is performed, prepare
rosters for the distribution of work, and main-
tain control records as directed.
b. Mess sergeant. (1) The mess sergeant is in
immediate charge of the company mess, function-
ing as the noncommissioned assistant to the mess
officer. He is charged with the supervision and
control of mess personnel. His duties are dis-
cussed in detail in TM 12-250 and TM 10-205.
(2) The mess sergeant must coordinate the
mess with the company operations. Food, in addi-
tion to the regular meals, must be provided for
details which may be on duty at mealtime. When
details are working at night, box lunches or spe-
a
cial type rations must be issued; whenever prac-
ticable hot meals should be provided.
c. Supply sergeant. The supply sergeant is the
noncommissioned assistant to the company supply
officer. He performs the normal duties of a supply
sergeant as outlined in TM 12-250, TM 38-403,
and related War Department publications. In
addition, when in the field he must plan his work
so as to be able to contact personnel when they
are in the bivouac area. The collection of salvage
an'd the issue of clothing and equipment must be
coordinated with the company operations.
d. Platoon sergeant. (1) The platoon sergeant is
the noncommissioned assistant to the platoon
leader. He helps in training the platoon and in
supervising both its tactical and technical opera-
tions. As labor foreman for the platoon, he uses
the section and squad leaders in directing the
work details.
(2) When the platoon is operating indepen-
dently, the platoon sergeant assumes the duties of
a first sergeant. During the training period, he
should learn administrative procedure in order to
be able to operate a separate platoon efficiently.
e. Section leader. The section leader is the labor
foreman for the four squads composing his sec-
tion. He must work with the squad leaders in
supervising the work performed by details from
the section.
f. Squad leader. Each squad leader is directly
responsible for the discipline, training, and opera-
tions of the men assigned to his squad. He must
study the men of his squad and train them to
9
work together. He is the labor foreman of his
group and should see that the orders of the sec-
tion leader and higher authorities are carried out
correctly and efficiently.
g. Company clerk. The company clerk performs
his duties as prescribed in TM 12-250. He must
be familiar with all phases of personnel admin-'
istration, since he, under the direction of the
executive officer, must do all the personnel work
when the company is operating separately with-
out the facilities of a unit personnel section.
h. Cook. Each cook, under the supervision of
the mess sergeant, helps prepare the food for the
company. His duties are discussed in detail in
TM 10-405. Information in the following manuals
is essential in the performance of his duties: TM
10-205, TM 10-400, TM 10-407, TM 10-408, and
TM 10-412.
i. Armorer-artificer. The armorer-artificer is the
general utility man of the company In addition
to maintaining and servicing the small arms of
the company, he does carpentry, painting, and
similar repair work. In the field, the artificer con-
structs tables, showers, wash racks, and other ex-
pedients to improve the bivouac or billet area.
When the service company expects to be in one
location for several weeks, field installations con-
structed by the artificer contribute greatly to the
health and comfort of the men. The following
manuals contain information valuable to the
armorer-artificer: TM 5-226, TM 9-867, TM 10-
590, FM 21-10, and technical manuals pertaining
to the weapons in the company.
10
 ij. Blacksmith. The blacksmith must be familiar
with the information contained in the following
manuals: TM 1-423, TM 1-430, and TM 9-2852.
k. Bugler. The bugler must be familiar with TM
20-250. In addition to his duties as bugler, he
drives a truck and usually serves as messenger
for the company commander.
I. Driver. Each driver must know the operation
of his vehicle, first echelon maintenance, and
loading. He must know TM 21-305 and the Tech-
nical Manual pertaining to his vehicle. When pos-
sible, drivers should learn the duties of mechanics.
m. Duty soldiers and basics. Duty soldiers and
basics make up the work details requested of the
service company. They work under the super-
vision of their noncommissioned officers and may
perform any of the duties discussed in section III,
chapter 4.

8. ASSIGNMENT. a. General. Quartermaster serv-

ice companies are assigned to theater of opera-
tions headquarters, communications zone head-
quarters, armies, separate corps, or task forces on
the basis of tonnage to be handled. Headquarters
to which companies are assigned may attach them
to any of their lower headquarters as the situa-
tion may require. The policy of assigning com-
panies to higher headquarters and attaching them
as needed to lower echelons has the effect of form-
ing in each theater a labor pool which is broken
into smaller operating units. This produces a flex-
ible organization that can readily be adjusted to
changes in the tactical situation.
11
 b. Assignment as part of quartermaster battalion.
Normally, a quartermaster service company op-
erates as part of a quartermaster battalion. The
battalion is composed of a headquarters and head-
quarters detachment, T/O & E 10-536, and from
three to six quartermaster companies. These may
be service companies or a combination of differ-
ent types of quartermaster companies, such as
railhead, salvage repair, and laundry companies.
The battalion supervises and coordinates the ad-
ministration, training, operation, and supply of
the companies assigned or attached to it. Quar-
termaster battalions may in turn be attached to a
quartermaster group (T/O & E 10-22) for
further centralization of control.
c. Assignment as separate company. The com-
pany may be attached to higher headquarters
such as a port, division, or task force to ,furnish
labor, or to supplement labor personnel of the
organization. When the company is so attached,
the company commander receives his instructions
and operates according to standing operating pro-
cedures set up by the higher headquarters.
d. Assignment by Tables of Organization. Several
Tables of Organization call for Quartermaster
service companies to be assigned or attached as
part of larger organizations. The more common
of these are:
(1) Quartermaster Depot Company, Supply,
T/O & E 10-227.
(2) Headquarters and Headquarters Company,
Quartermaster Base Depot, T/O & E 10-520-1
(when necessary to supplement civilian labor).
12
 e. Assignment as separate platoons. Platoons of
the service company may be attached or assigned
to organizations or task forces when the labor
requirements do not justify the assignment of a
whole company.
f. Assignment as installation complement. In the
zone of interior, quartermaster service companies
(or battalions comprised of service companies)
are assigned to posts, camps, stations, ports, or
depots for training purposes or for functional
duty.

13
 CHAPTER 3
TRAINING

9. OBJECTIVE OF TRAINING. The objective of the

training period is to produce a well-trained serv-
ice company ready for field duty. When the train-
ing period is completed, each man must be able
to do his particular job, and the company must
be able to perform its mission. Although train-
ing should continue after the company goes into
the field, there is very little opportunity for com-
prehensive training. There is no time for such
activity in a theater of operations. Therefore,
company commanders and key personnel must
utilize the training period in the zone of interior
to bring the efficiency of the company as high as
possible.

10. TRAINING PROGRAMS. a. General. Quarter-

master service companies, organized, activated,
and equipped under the direction of the Army
Service Forces, are trained as prescribed by ap-
plicable mobilization training programs. The
actual training is the responsibility of the com-
pany commander and, when the company is or-
ganized into a battalion, of the battalion com-
mander.
b. Basic military training. Basic military train-
ing is designed either to convert the recruit from
a civilian to a soldier or to provide refresher
military training for men who have been in the
Army for some time. In either case, the soldier
14
is trained in those military fundamentals neces-
sary for a member of a service company.
c. Basic technical training. Basic technical train-
ing trains the men in the desired military occu-
pational specialty.
d. Basic unit training. In the first stages of unit
training, the men should become familiar with
the company organization and their place in the
unit. As soon as possible, the squads should be-
gin to operate as teams under the direction of the
squad leaders. When the squads have developed
into operating teams, sections should begin train-
ing as units under the section leaders. Platoon
operations follow, and, finally, operations of the
company as a whole. This progressive training
develops the leadership ability of the noncommis-
sioned officers, makes clear the responsibilities of
the various echelons of command, and integrates
each element of the company into a working unit.
e. Advanced unit training. Advanced unit train-
ing may be given when ordered by proper au-
thority.

11. METHODS OF INSTRUCTIONS. a. General. Train-

ing will be conducted in accordance with the ap-
proved methods prescribed in FM 21-5, TM 21-
250, and TF 7-295.
b. Training schedule. The company commander
(under the direction of the battalion S-3 when
the company is part of a battalion) will prepare
the training schedules as prescribed by FM 21-5.
These schedules will use the mobilization training
15
 program as a guide, and they will make maximum
utilization of the local training facilities.
c. References and instructional material. The mo-
bilization training programs contain adequate
references to War Department instructional ma-
terial. However, new material is constantly ap-
pearing. To obtain the latest references and
traiping aids, it is necessary to consult the most
recent editions of FM 21-6, FM 21-7, and FM
21-8. All Field Manuals, Technical Manuals, and
other War Department publications pertinent to
the training and operation of the company should
be collected in a company library and made avail-
able to all interested personnel.
d. Instructor guidance program. Officers, noncom-
missioned officers, and other instructors should
be given appropriate instructor training through-
out the entire training period. A cadre school
is organized as soon as the unit is activated,
preferably before the trainees arrive. As soon
as the platoon sergeants, section leaders, and
squad leaders are selected, they also attend the
school. Here the noncommissioned officers are
reviewed in their specialties and are trained in
the methods of military instruction, as outlined
in FM 21-5 and TM 21-250. In the school, the
company commander is able to set up definite
chains of responsibility for job supervision. The
cadre school continues throughout the training
period and gradually evolves into the meetings
described in paragraph 14c.
16
12. SCOPE OF TRAINING. a. General. Because of
the wide variety of possible assignments, training
of a quartermaster service company must be
continuous and thorough. Service companies have
been called upon to do each ty*pe of work included
in the mobilization training programs. To pre-
pare a company for field duty, the entire program
must be covered.
b. Field operations. Actual planning for the field
operations phase of training is dependent upon
the local facilities. However, the purpose of this
phase is to permit the company to perform its
tactical and logistical function as an operating
unit under conditions similar to those which the
unit will encounter in the field. Squads, sections,
and platoons should operate under their own lead-
ers. Such battle conditions as loss of personnel,
supplies, and equipment by enemy action should
be simulated. Operations under the maximum
load must be conducted night and day. Unit
standing operating procedures for all normal unit
activities should be prepared and continually re-
hearsed. The value of unit standing operating
procedures cannot be minimized. Specific plans
are developed for activities and specific duties are
assigned. Examples of unit activities to be in-
corporated into the unit standing operating pro-
cedure are: establishing of a bivouac, march se-
curity, demolition, often-called-for work details,
and control of labor. Proficiency in the technical
operations of the company must be attained. De-
fensive technique should be stressed.
17
 c. On-the-job training. Service companies can
get valuable training by working at posts, de-
pots, or ports. Experience in loading and unload-
ing carriers, sorting and stacking supplies, segre-
gating salvage, anl similar activities is valuable
in preparing the company for field duty. Work
should be done under the direction of the company
commissioned and noncommissioned officers with
supervision by installation personnel when neces-
sary. To obtain the greatest value for the mem-
bers of the service company, rotation of work de-
tails must be practiced in on-the-job training.
On-the-job training can also be of value in job
analysis and for the development of work simpli-
fication methods.
d. Fundamental points. Efficient operating over-
seas demands that the service company stress the
following points incessantly:
(1) Bivouac selection and development. Serv-
ice companies assigned to communications zones
or army service areas may bivouac in the same
location for several weeks or months. In such a
situation, the semipermanent camp site should
be improved by good camp engineering in order
to contribute to the comfort, morale, health, and
efficiency of a service organization in the field.
Proper selection of sites, tent pitching, field in-
stallations such as showers, wash racks, box la-
trines, etc., and good field housekeeping should
be included in the training. The armorer-artificer,
particularly, should know how to improvise field
installations to develop the camp site.
(2) Field sanitation and personal hygiene.
18
During the training period, field sanitation and
personal hygiene must be stressed until they be-
come second nature with the men. The health
and comfort of the men depend to a large degree
upon how well the company is trained in field
sanitation and personal hygiene.
(3) Security. In areas subject to enemy ob-
servation and attack, proper security measures
must be taken both in bivouac and on the job.
The principles and techniques outlined in para-
graph 13 must be thoroughly taught.
(4) Separate platoon operations. Platoons
should be trained to operate as self-sustaining
units. In some situations a platoon may be de-
tached from the company and operate independ-
ently for long periods of time.
(5) Definite lines of responsibility. Company
commanders should carefully build up definite
command channels within the company and be
sure that the chain of command is followed in
job supervision. Work assignments should be
made by squads or multiples of squads. Squad
leaders must be responsible for their squads, sec-
tion leaders for their sections, and platoon ser-
geants for their platoons. Platoon leaders should
make their criticisms, comments, and commenda-
tions through the noncommissioned personnel.
Company commanders should work through the
platoon leaders. Strict adherence to the chain
of command makes responsibility clear and digni-
fies the position of' the noncommissioned officer.
(6) Fundamental work techniques. Service
companies do most of their work with quarter-
19
master supplies, particularly with subsistence and
gasoline. Therefore, they must be thoroughly
trained in sorting, stacking, loading, unloading,
palletizing, and warehousing these supplies. They
should be familiar with materials handling equip-
ment--especially gravity conveyors, which are
widely used overseas. The company should have
knowledge of railhead procedure, and noncommis-
sioned officers should be familiar with the paper
work involved in ration break-down and gasoline
issues. Continued analysis of work methods must
be made so that fundamental work techniques
which result in the saving of time and manpower
can be developed.
(7) Development of noncommissioned officers
and technicians. The loss of personnel because of
sickness, combat casualties, transfers, and dis-
ciplinary action often makes it necessary to ap-
point new noncommissioned officers and techni-
cians. Other losses of noncommissioned person-
nel may occur if the company is called upon to
provide cadre for units to be activated, or when
key men go to officer candidate schools. There-
fore, replacements should be in training at all
times. For example, men who have a knack for
cooking should be made cooks' helpers so that
the company mess will not suffer if the cooks
should have to be replaced. Men who show evi-
dence of ability for leadership should be groomed
for squad leaders as vacancies occur. Before the
problem arises, officers should intelligently plan
an on-the-job training program.
(8) Weapons training. The mobilization train-
20
ing programs provide for instruction of all per-
sonnel in the use of weapons. If possible, each
member of the company should qualify with the
weapon with which he is armed and should know
the use and the firing technique of the other com-
pany weapons.

13. SECURITY AND DEFENSE. a. General. The quar-

termaster service company must be prepared to
provide its own security and to defend itself
against air, ground, chemical, or mechanized at-
tack. Generally, the company will fit into the
defensive plan prescribed by higher headquarters
and will supply personnel not only for the secur-
ity of its own bivouac area but also for the in-
stallation which it is serving. Intensive training
should be given in the use of patrols, flank and
rear guards, and outposts. Unexpected situations
in the theater of operations will often confront
officers and men. The company, platoons, sec-
tions, and squads must be able to act alone if
the occasion demands. Every man in the com-
pany should understand thoroughly the principles
of passive and active defense, the use of weapons,
the destruction of supplies and equipment, and
the use of camouflage and cover. All normal in-
structions should be included in the unit standing
operating procedures.
b. Interior guard. In the communications zone
and sometimes in the rearward sections of the
army service area, the service company provides
interior guards for supply installations and for
their bivouac areas. Personnel of the company
21
must be thoroughly trained in guard duty as pre-
scribed in FM 26-5. (See par. 31.)
c. March security. Service company personnel
are usually moved from one area to another by
truck convoy. The vehicles and the defense plan
are provided by other units, but members of the
company must be familiar with such operations
in order to fit into the plan. Entrucking, de-
trucking, dispersion when attacked, and the other
elements of convoy security as set up in FM 25-10
should be studied.
d. Bivouac security. (1) The general bivouac lo-
cation of the company will be determined by the
command to which the company is assigned. After
the general area is assigned, the company com-
mander should select the specific location, taking
into consideration convenience to the operating
area, suitability of the ground, presence of over-
head cover to prevent aerial observation, and
accessibility to the road net. The area chosen
should be well-drained, high ground which 'is de-
fensible. Adequate space should be available to
provide for dispersion.
(2) Bivouac areas must be prepared for all-
around defense. The defense plan of the company
should provide a duty for each man and the plan
should be rehearsed until action of each man is
automatic in case of attack. FM 5-20C gives
details for camouflage of a bivouac area.
e. Land mines and booby traps. FM 5-31 gives
detailed information on the use of land mines and
booby traps. Service company troops may use
these weapons to strengthen defensive positions.
22
 f. Camouflage. (1) The principal defense of
quartermaster installations to which service com-
pany personnel may be attached is concealment,
either natural or produced by camouflage. FM
5-20, FM 5-20A, FM 5-20B, FM 5-20C, and
FM 5-20H give details for proper camouflage
procedures.
(2) The value of good camouflage is quickly
destroyed by careless camouflage discipline. Com-
pany officers and noncommissioned officers must
constantly impress upon the troops the fact that
the carelessness of one man may give away their
position and endanger the whole group.,
g. Demolition. Demolition of supplies and equip-
ment is a command responsibility and should be
effected only in compliance with higher authority.
Demolition of quartermaster supplies and equip-
ment will follow the procedures set up in current
War Department publications. Vehicles and other
heavy equipment will be destroyed according to
the Technical Manuals accompanying the equip-
ment.
 CHAPTER 4
OPERATIONS

Section I
CONTROL
14. CONTROL WITHIN COMPANY. a. Relationship of
company to higher headquarters. The quartermas-
ter service company is always attached or as-
signed (either as a separate company or as a part
of a battalion) to a higher headquarters to fur-
nish military labor as required. The higher head-
quarters controls the company and the company
conforms to its directives and standing operating
procedures. The company commander through
his junior officers and noncommissioned officers
is responsible for the performance of the work.
Close liaison between the service company and the
using agency is necessary to prevent misunder-
standing and to insure efficient operation.
b. Locator board. A locator board should be im-
provised for each company headquarters. This
board should show the name of each man (includ-
ing overhead personnel), his squad or his position
in the company, and the job he is doing on the
particular day. To show the status of each 'man,
a peg or tag can be used. These tags are labeled
"KP," "Guard," "Detail 1," "Sk in hosp," etc.
This system has a double value-it names a defi-
nite man for each job, and it shows who is avail-
able for detail. The system is efficient and time-
saving.
24
 c. Meetings of key personnel. The company com-
mander should hold regular meetings of his of-
ficers and noncommissioned officers. These meet-
ings are an outgrowth of the cadre school started
during the training period. The meetings must
have a definite business to accomplish. The skill-
ful commander can use them to establish under-
standing between officers and noncommissioned
officers, to hear and settle complaints, to define
his chain of command, to get useful suggestions
regarding operations, and to instruct in antici-
pated operations. He should-also encourage meet-
ings on platoon and section level when it is nec-
essaryeto iron out difficulties within these groups.
d. Overhead personnel and personnel available
for detail. A recurring problem in a service com-
pany is the reduction of company overhead in
order to have as many men as possible available
for work details. Experience in theaters of oper-
ations has proved that from 20 to 30 men are
necessary for company overhead (headquarters,
mess, malaria control, etc.). Men available for
details will be assigned work as they are re-
quested. Company officers should check the de-
tails while at work to assure that all men are
being efficiently used. If a detail appears too
large, liaison with the using activity may effect
a reduction in the size of the detail and make
some of the men available for other assignment.

15. REQUISITIONING AND SUPPLY OF LABOR. a.

Operating set-ups. The service company may op-
erate as a separate company; it may operate
25
 under direction of battalion headquarters; or it
may operate as part of a labor pool under the
direction of the labor officer of the installation
to which the company is attached. However, the e
principles of requisitioning and supply of labor
are the same whether the dispatching agency is
the company headquarters, the battalion head-
quarters, or the labor officer. Normally, a stand-
ing operating procedure is prepared bythe opera-
tions officers of the organization or installation
to which the service units are attached, and using
agencies must comply with the control plan.
b. Principles of labor supply. A system of labor
control must always be planned to suit a particu-
lar situation. However, the following general
principles are applicable to all situations:
(1) All requests for labor should be submitted
to the highest headquarters concerned.
(2) Permanent details should be provided auto-
matically each day if the troops are available.
(3) Except in emergencies, requests for new
details, or changes in strength of permanent de-
tails, should be received by the dispatching agency
not later than a designated time on the day pre-
ceding that for which troops are desired.
(4) Requests for emergency details submitted
after the designated time should be addressed to
the highest headquarters concerned, which will
rule on the emergency status.
(5) At each point where work details are re-
quired an officer should be authorized to receive
the detail and to release it when the work is com-
pleted. He will personally submit requisition for
26
service troops as he needs them, and work details
will be assigned to him specifically.
(6) When work details are to report to a per-
son other than the requisitioning officer, the requi-
sitioning officer will specify the work locations
and the person to whom the details will report.
(7) Transportation of work details must be
arranged for, since the service company has only
enough vehicles for housekeeping. It must also be
determined whether the work details will report
directly to their work locations or clear through
an assembly point.
(8) All complaints regarding the work details
should be submitted to the headquarters to which
request was made for the detail. If further action
is necessary, the matter will be referred to the
next higher echelon of command.
(9) Requests for service troops will be screened
carefully and held to a minimum consistent with
efficient operation.
c. Elements of labor supply. Reduced to its mini-
mum, any plan for the requisitioning and supply
of labor must include the following elements (see
fig. 2):
(1) The dispatching agency, whether it be a
company headquarters, battalion headquarters, or
the labor officer in charge of a labor pool, is in-
formed by the units furnishing work details of
the number of men available each day.
(2) The dispatching agency receives requests
for work details from the using agency in order
to apportion the work properly to the available
units.
27
 (3) The service company determines the men
to compose each detail and assigns the details to
the various using agencies as ordered by the dis-
patching agency.
(4) The dispatching agency is notified by the
service company of the details furnished and, in
turn, notifies higher headquarters of the utiliza-
tion of the available labor.

28
 INSTALLATION
OR ORGANIZATION
HEADQUARTERS

DISPATCHING AGEN
AGENCY
LABOR OFFICER USING AGENCY
OM BATTALION
HEADQUARTERSU

I-- W----l- ------- 1 i

OM SERVICE OMSERVICE | OM SERVICE

COMPANY COMPANY I COMPANY

0 Comnanies report available labor.

) Using agencies request work details as needed.
C Dispatehing agency orders companies to furnish work details.
6 Companies assign work details as ordered.
) Companies report the assigned work details to dispatching agency.
0 Dispatching agency reports utilization of labor to higher headquarters.
Figure 2. Schematic diagram showing elements in supply
of labor. Close liaison between interested headquarters
is necessary to achieve maximnum utilization of man-
power.

29
 d. Suggested forms for control of personnel. There
are no prescribed forms for use in the control of
service troops. However, a simple system of paper
work should be improvised to keep all headquar-
ters concerned informed of the status of the
troops. The following system involving the use of
six forms has proved practical when the company
is functioning as part of a quartermaster bat-
talion. These suggested forms may be modified as
required.
(1) WD AGO Form R-5280 (Daily Report of
Labor Available). See figure 3. This form is
submitted daily by the company to the dispatch-
ing agency. It shows the strength of the com-
pany, the number of men not available for duty
(giving reasons), and the number of men ex-
pected to be available for work details the follow-
ing day. It is delivered to headquarters before
noon of the day preceding that for which the
labor will be available. On the basis of these re-
ports from the various companies, the dispatching
agency learns how many men can be assigned to
work details the following day. This form may be
reproduced locally. The number and date must
appear on each form.

30
 DAILY REPORT OF LABOR AVAILABLE Med.. , Aegut II.-

220th Quartereater ServiceCaany

2ned OuQertrnaster Rettallon
£S114TE OF LAOR AYVAILABLE
ton JPOT
Z I PFE
' 1 I. L
laTOT
ITtel strength 33 ItO 205

Net H.e11tb1. 12 0
O

avail·ble 21 *IZE 173

testiqed to *ee.e.nt4 dntelit 00 ZZ 9

Aalthble fo Gtheth deth01, 00 04 74
REASOtS FoR IONI&ILABILIM ______

Oer .,ed A(Ath I7.l1d T/O)

1I 0

Kiltlhn on lcte

I·ia cntrol. I b

lurloug I I

eIntwinthout leaI e

¢2L n

slA in h l. .... . .0 tO

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TOTIL 12 00 42

n IZ Zo

$sgnet oreer ner-le._n-CElrze je. I J4Ln

lst L. n Q. M. C.
TL[:N n.lrVllce detahIl Cf cnn tter tn Oe shee n thll Ifr. IaII
roprt ni.tl reh b.tt1Slon hnoneurtetre by1 lIZOnheu e'C tl..

,,, ,,5 R-5280

Figure 3. WD AGO Form R-5280 (Daily Report of

Labor Available). This form is prepared by the com-
pany to inform the dispatching agency of the number
of men available for work the following day.

31
 (2) WD AGO Form R-5281 (Request for
Work Detail). See figure 4. This form is prepared
by the using agency and forwarded to the dis-
patching agency. It states the number of men
desired, the type of work to be done, the uniform
to be worn, the period of time the detail will be
needed, and where, when, and to whom to report.
This form should be submitted to the dispatching
agency before a designated time on the day before
the labor is needed. Verbal requests should not be
honored except in emergencies. In case of an
emergency, the formal request for work detail
should be submitted to confirm the verbal re-
quests. The forms may be reproduced locally. The
date and number should appear on each form.

32
 REOUEST
FOR WORKOETAIL ,.....

A1dd,. I

Wlrehone Uo. ? et. 30o

d
*oemeneiee ,.ffc,.,, O2. O. ., ,.i.t.. etB&lthlI
*ESUESTFOR EK DETAILS

Ifte.p ,.D
,j. d t....4 ou1., ef dii. leedod
e
DETAIL WILL REPORT
T
o Who-52

(....
IeP
i
IdelopeT
II
· 1 .... 1r.....
0.,ir. I.EII
.I
.II

D etail).This form by the using agency for

prepared is

FiguI·re 4. WD AGO Form R-5281 (Request for Work

Detail). This form is prepared by the using agency for
requesting work details from the dispatching agency.

33
 (3) Detail Breakdown Sheet. See figure 5.
This form is prepared by the dispatching agency.
Section I, Battalion Availability Summary, is
filled in as the Daily Report of Labor Available
(fig. 3) is received from the various compa-
nies. When completed, the totals show the num-
ber of men the dispatching agency has available;
section II, Work Details, is filled in from the
previous day's Detail Breakdown Sheet (perma-
nent details are listed first) and from the Request
for Work Detail (fig. 4) that is received from the
various using agencies. The last column is used
to apportion the work to the various companies.
The form is primarily a dispatching work sheet,
but a copy may also be used as a report to higher
headquarters showing the disposition of available
labor for the day. This form may be reproduced
locally. The number and date must appear on each
form.

34
*.l aI L 't-1-
II

~~ ~
g~ ~ ~~~~~~3 4,

35
 (4) WD AGO Form R-5283 (Work Assign-
ment Sheet). See figure 6. This form is prepared
by the dispatching agency and forwarded to the
appropriate company commander. It lists the de-
tails the company is to furnish, the strength of
each detail, the uniform to be worn, and where,
when, and to whom to report. This form must
reach company headquarters in time for the com-
pany' to prepare and publish the rosters of the
work details. The form may be reproduced locally.
The number and date must appear on each form.

36
I½ll - -Hi
EH I t H-m43
I E

:li I

.>

37

37
 (5) WD AGO Form R-5284 (Report of Work
Detail). See figure 7. 'This form is prepared
by the company for each detail and given to the
noncommissioned officer in charge of the detail.
The form shows the strength of the detail, the
person in charge, and where, when, and to whom
the detail is to report. The report is signed by the
person authorized to receive the detail and by the
noncommissioned officer in charge of the detail.
The form is then returned to company headquar-
ters and filed as a record of work performed. The
form may be reproduced locally. Number and
date of form must appear.

38
 4 E~~~~~~~~~~~~~~~~~~~~~~~~~4

o~~ -f

tcz be

~~~* o - Co S

~~~~f0- Ca T
4
~~6to
.4
0 0-
CO
W
Co
3
t k,

44 4- L.
E0i

0 >I -
Z l g I

4.-~~~~
oL 4- *-Ii

* 4' ~~ ~ ~ ~ ~ ~ ,
 (6) WD AGO Form R-5285 (Company Ad-
justment Sheet). See figure 8. This form is pre-
pared by the company and forwarded to the dis-
patching agency after the work details for the
day have left the company area. This sheet shows
the number of men reported available, the num-
ber the company was ordered to furnish, the
actual number furnished, the difference between
the number ordered and the number furnished,
and an explanation of any differences. The sick-
call record of the day before is also reported. The
form may be reproduced locally. Number and
date of form must appear.

40
 41
* r~~~~~~OR

- 0~~~~~~~~·

Os ~~ ~ ~ ~ ~ s

0 oao~ - -

*~~~0

Li: a

- C, C ,

to -- U-- - 00 0

o~ ~~ ~ ~~~~Oa

to~~~~a Cr

tCC
 Section II
TYPES OF OPERATIONS

16. IN ZONE OF INTERIOR. The quartermaster

service company has no normal operations in the
zone of the interior. However, companies may be
attached to posts, camps, stations, depots, ports,
or tactical units for relief of labor shortages and
for on-the-job training. Such assignments are
generally a preparation for service in the theater
of operations.

17. IN THEATER OF OPERATIONS. The quartermas-

ter service company may work with the follow-
ing units:
a. Ports of debarkation. At ports of debarka-
tion, service companies may be assigned directly
to the port or may be attached to a quartermaster
base depot supply and sales company, T/O & E
10-387, which provides quartermaster service to
the port. When so attached, the service company
may perform any of the following duties:
(1) Sorting and stacking supplies.
(2) Loading supplies for removal from the
dock area.
(3) Working in holds of ships.
(4) Providing station services for the port.
(5) Guarding dock supplies, ships holds, and
pipe lines.
(6) Searching civilians or POW, stevedores,
and dock workers when going on and off duty.
(7) Guarding supply trains and trucks en-
route.
42
 (8) Supervising POW or civilian labor.
(9) Checking supplies on and off ships to
trucks and rail cars.
(10) Packing, crating and marking.
(11) Constructing pallets.
b. General or branch base depots. When assigned
to base depots, the service company operates
under the control of the quartermaster base depot
supply and sales company, T/O & E 10-387, or its
equivalent. It may perform any of the following
duties:
(1) Unloading and loading railway cars and
motor vehicles.
(2) Sorting, stacking, stowing, and moving
supplies.
(3) Assisting in the operation of mechanical
materials handling equipment.
(4) Handling salvaged material.
(5) Icing refrigerator cars.
(6) Performing other required work details.
c. Fixed salvage installations. These installa-
tions are generally set up in the base section of a
communications zone to receive salvage from sal-
vage collecting companies and partially processed
salvage from salvage repair battalions. When
working for these fixed salvage installations, serv-
ice company personnel may perform any of the
following duties:
(1) Receiving, classifying, and distributing to
the various repair branches all quartermaster
clothing and equipment received at the salvage
depot.
43
 (2) Routing laundered or sterilized articles to
the appropriate repair personnel.
(3) Assisting in the repair of clothing and
equipment.
(4) Sorting and storing salvaged material.
(5) Loading and unloading carriers.
(6) Performing housekeeping duties for the
depot.
(7) Performing any other required work de-
tails.
d. Railhead companies. When additional labor is
required in operating railheads, service company
personnel may be called upon to perform the fol-
lowing duties:
(1) Unloading railway cars and trucks.
(2) Sorting and stacking supplies.
(3) Assisting in the break-down of rations.
(4) Performing housekeeping duties in the
railhead area.
e. Graves registration companies. Service com-
panies are often called upon to supplement the
personnel of the Graves Registration Service.
When working with these units, their duties
include-
(1) Collecting bodies.
(2) Digging graves and burying the dead.
(3), Erecting grave markers.
(4) Landscaping cemeteries.
f. Depot companies, supply. When working with
depot companies, service company personnel may
be called upon to perform any of the following
duties:
44
 (1) Unloading and loading railway cars and
motor vehicles.
(2) Sorting and stacking supplies.
(3) Assisting in eliminating fire hazards.
(4) Performing housekeeping details for the
depot.
g. Salvage 'collecting companies. Under the
supervision of salvage collecting company per-
sonnel, service company troops may be called uponi
to perform the following duties:
(1) Recovering salvaged articles.
(2) Sorting clothing and equipment.
(3) Eliminating fire hazards and fighting fires.
h. Gasoline supply companies. When working
with gasoline supply companies, service company
troops may be called upon to perform any of the
following duties:
(1) Assisting in setting up equipment.
(2) Handling empty and filled 5-gallon and
55-gallon drums.
(3) Digging fire trenches.
(4) Performing housekeeping duties at the
supply point.
(5) Performing other required work details.
i. Quartermaster semimobile installations. Service
companies may be used to supplement personnel
of laundry companies, salvage repair companies,
and sterilization or fumigation and bath com-
panies when these companies are working to-
gether or separately. When working with these
semimobile units, service company troops may
perform any of the following duties:
45
 (1) Receiving, sorting, classifying, and dis-
tributing the salvage received.
(2) Unloading salvage material from carriers.
(3) Packaging repaired articles.
(4) Assisting, when necessary, in operating
the equipment.
Section III
FUNCTIONAL DUTIES
18. LIFTING AND CARRYING. a. General. Handling
supplies is a large part of the work of a quarter-
master service company. To prevent strained
backs, hernia, and accidents, all personnel must
know the correct.methods of lifting and carrying
supplies. Correct lifting and carrying methods
will also lessen job fatigue and increase the ef-
ficiency of operations.
b. The lifting position. The ideal lifting position
is a sensible posture which leaves no strains or
twists in the body (see fig. 9). The best lifting
position is described as follows:
(1) The feet are 8 to 12 inches apart and quite
close to the object being lifted, giving a firm foun-
dation, a good balance, low center of gravity, and
sure footing.
(2) The body is bent at the knees and hips so
that the short, heavy leg muscles do the work.
(3) The back is straight, as nearly vertical as
possible, so that there is no strain on the long,
flat abdominal and'back muscles.
(4) The chest is held well out.
(5) The shoulders are squared.
(6) The head is back.
46
 (7) The arms are straight.
(8) The hands have a good grip. The hands
may be protected with gloves.

Kt ps

Figure 9. The ideal lifting position. The feet are well

apart, the shoulders are squared, and the back and arms
are straight.

c. Principles of correct lifting and carrying. Ad-

herence to the following principles will enable the
worker to do lifting and carrying jobs more safely
and easily.
(1) The best lifting position (see b above)
should always be used.
(2) No man should try to lift loads beyond his
strength. If the load is too heavy, he should get
help.
(3) Hands must be free of oil or grease.
(4) To provide good footing, work areas should
be firm, free of debris, and clear of water, oil, or
any substance which may cause a worker to slip
or fall.
(5) Lifting should be done by pushing up with
the leg muscles. This takes the strain off the
back muscles.
47
 ewe

om aOOg
,

a ">o
O -II

0 0

..

~~48R
~ ~ ~~ 4

a
CoZ

48
 (6) The lift should be gradual, steady, and
without jerking motions.
(7) By shifting the position of his feet, the
worker should avoid twisting motions.
(8) The load must be carried as close to the
body as possible. It should not interfere with
the normal walking gail. The method of carry-
ing depends upon the distance the object is to be
carried (see fig. 10).
(9) When carrying a load, the worker should
have unobstructed vision ahead.
(10) Packages are put down gently by revers-
ing the lifting process. Smooth and easy handling
lessens the strain on muscles and reduces damage
to supplies and equipment.

19. LOADING AND UNLOADING TRUCKS. a. General

principles of vehicle loadingq Loading techniques
are developed in accordance with the following
general rules:
(1) Heavy supplies should be placed at the
bottom of the load and evenly distributed over
the bed of the truck.
(2) The cargo should be carefully built up so
as to avoid shifting.
(3) The center of gravity of the load should
be kept low. If the load is too high, it may cause
swaying and make the vehicle hard to drive.
(4) If the load extends above the top of the
vehicle body, it should be securely lashed to the
truck. Detailed instructions for lashing are found
in TM' 21-305.
(5) Loads must not extend over the sides or
49
beyond the tail of the truck unless the load can
be carried in no'other way. If a load must extend
more than 2 or 3 feet beyond the rear of the
truck, it should be marked by a red flag in day-
time and a red light at night.
(6) Trucks must not be loaded beyond the
maximum pay loads noted on the plates on the
instrument panel, except when authorized. If
the weight of the load is not known, it can be
estimated with reasonable accuracy by noting the
position of the rear springs.
b. Loading special items. Certain items because
of their shape or nature require special handling
during loading. These special items include:
(1) Ammunition must be handled with care
(see par. 29). Overloading must be carefully
avoided (see app. IV). No smoking is permitted
in the area.
(2) Baled goods should be loaded on the bed
of the truck, large and heavy bales being placed
on the bottom.
(3) Barrels with heads or empty are loaded on
their sides with the stack pyramided.
(4) Barrels without heads or covered with bur-
lap should be stood upright on their solid ends.
(5) Sacked goods should be "tied together" by
crossing the sacks of alternate tiers in the load.
c. Planning use of manpower. Proper assign-
ment of work details depends upon efficient utili-
zation of available manpower. When assigning
men of a work detail to particular jobs, the fol-
lowing data are valuable for planning purposes:
(1) Under normal conditions, capacity of a
50
work detail can be figured on the average of 1/2
ton per man per hour for 10 hours each day.
(2) A truck can normally be loaded or un-
loaded in 20 minutes, regardless of tonnage, if
sufficient labor is available.
(3) When packages weighing up to about 60
pounds are being loaded or unloaded at the back
of a truck, only two men can work on the truck
at one time without getting in each other's way.
(4) When loading or unloading over the side
of a truck, three men can be used on the truck.
(5) The number of men to be used on the
ground depends upon the distance the packages
have to be carried. Usually at least one man on
the ground for each man on the truck is neces-
sary to pass the packages along. Other men may
be used to form loading.lines as discussed in d
below.
(6) It is the duty of the officer or noncommis-
sioned officer to check the work of the detail to
see that the men are properly placed to accom-
plish the work efficiently and rapidly.
d. Loading and unloading lines. The chain or
"bucket brigade" method should be used when-
ever possible. Walking back and forth with pack--
ages takes time and energy. If the packages are
of such size and weight that they may be passed
from 'man to man (such as rations and canned
gasoline), a line of men passing the packages can
handle a higher tonnage in a given time with less
fatigue than is possible by any other man-handling
methods. The number of lines to be used depends
upon the number of men available.
51
 e. Transferring loads between boxcars and trucks.
When moving supplies between freight cars and
trucks, the following practices will save time and
labor:
(1) When possible, the supplies should move
directly between the freight car and the truck
without being placed on the ground or a platform.
(2) Trucks should be backed in almost flush
with the side of the car if the terrain permits.
The tail gate should be lowered to serve as a car
plate between the car and the truck. If a load-
ing platform is between the car and the truck,
the truck should be as close to the platform as
possible so that the supplies can be moved across
the platform without being lowered to the ground.
(3) If trucks cannot be backed to the car or
a platform alongside the car, the ground between
the car and the truck must be reasonably level
and must afford a good footing.
(4) Stooping to pick up packages wastes time
and energy. If trucks cannot be backed to the
car, the man in the freight car should place the
package (weight and shape permitting) on the
shoulder of the man on the ground. The man on
the truck should lift the package from the shoul-
der of the man on the ground.

20. LOADING AND UNLOADING RAILROAD CARS. a.

General principles. The techniques of loading and
unloading freight cars are essentially the same as
for loading trucks except that loads must be
blocked and braced to prevent damage to ship-
ment. Normally, the loading will be supervised
52
by specially trained personnel who will direct the
blocking and bracing. (See app. I for car capaci-
ties.)
b. Planning use of manpower. While the avail-
able equipment and the terrain will affect the
operation, in planning the loading and unloading
of freight cars the following suggestions are gen-
erally applicable:
(1) The maximum number of men that can
usually be employed advantageously in loading
or unloading one freight car is 11 (1 foreman
and 10 laborers).
(2) Two men can work in each car door. As
the unloading or loading progresses, the two ends
of the car may be worked either simultaneously
or one end at a time.
(3) If hand trucks are used to handle pack-
ages weighing up to 60 pounds each, not over six
men can work effectively. Two men load trucks,
two men push the trucks, and two men unload
the trucks. Each of the men pushing the trucks
handles three trucks-the truck being loaded, the
one being unloaded, and the one on the way to
or from the car.
(4) When the supplies are loaded and unloaded
by hand, the handling methods described in para-
graph 19 are used.

21. LOADING VEHICLES ON RAILROAD CARS. Nor-

mally, details from the service company will work
under the supervision of technically qualified per-
sonnel when loading vehicles on flatcars. , When
in emergencies supervisory personnel may not be
53
 available, the detailed procedure prescribed in the
appropriate vehicle Technical Manuals should be
followed, since the technique varies for each type /
of vehicle.

22. USE OF MATERIALS HANDLING EQUIPMENT. a.

Motor-driven equipment. In many situations, serv-
ice company personnel will work at installations
that use motor-driven materials handling equip-
ment, such as fork lift trucks, tractor-trailer
trains, straddle trucks, and cranes. This equip-
ment is operated by specially trained personnel
and the service company troops will do such work
as loading pallets (see par. 24d) and slings, trans-
ferring supplies from pallets to carriers, and
stacking supplies (see par. 24c).
b. Conveyors. In theaters of operations, gravity
conveyors are widely used to move supplies from
trucks to stacks, to unload freight cars, to sort
supplies (see par. 23), and to move supplies
within storage areas. The following information
is valuable:
(1) Gravity roller conveyors transport pack-
ages over a. series of rollers 12 or 18 inches long
and 13/4 or 21/2 inches in diameter. Roller con-
veyors are issued in straight sections 10 feet long
and in 900 curved sections.
(2) Work crews should learn to set up con-
veyor lines quickly, easily, and rigidly. Standard
supporting frames are helpful but not necessary.
When standard frames are not available, the con-
veyor line may be set on piles of solid wooden
boxes, such as cases of canned goods.
54
 (3) Gravity-wheel conveyors (sometimes called
"skate-wheel") are lighter and faster than roller
conveyors but are not so sturdy. The conveyor
has wheels on axle rods in place of rollers. Sec-
tions are 121/2 inches wide by 10 feet long, curved
and straight.
(4) On long conveyor lines, it may not be pos-
sible to set up the sections so that the packages
move by gravity. In such cases, men must be
placed along the line to push the packages along.
(5) In unloading freight cars, conveyor sec-
tions may be placed in the car as soon as the cen-
tral space between the doors is cleared. The sup-
plies then move out on the conveyor line. If pal-
lets are being used, sections of conveyor may be
placed flat on the floor and the loaded pallet
pushed along to the car door for removal by fork
lift truck. Inverted sections of skate-wheel con-
veyor may be used as a dolly for loaded pallets in
the same manner.
c. Hand trucks. The hand truck is a commonly
used item of materials handling equipment in
theaters of operations. It is very valuable for
shifting big, awkward containers quickly and
safely. A well-trained work detail with hand
trucks can move large tonnages rapidly. Two-
wheel hand trucks have capacities up to 600
pounds; four-wheel hand-trucks up to 6,000
pounds. The following information is helpful in
the use of this equipment:
(1) When pushing hand trucks, the workman
should stand erect and lean into the load (see fig.
55
Figure 11. A good position with the hand truck. The
workman stands erect and leans slightly into the load.

11). A strained, stooping position is unnecessary

and tiring.
(2) When bulky supplies are being handled
with a two-wheel truck, an extension may be im-
provised on the nose of the truck to increase the
carrying capacity.
56
 (3) When specialized items are being handled
with a four-wheel hand truck, the truck may be
equipped with stakes, boxes, shelves, or special
racks.
(4) When bagged goods are being loaded on
hand trucks, the bags should be stacked flat side
down. The nose of the two-wheel truck should not
be jabbed under stacks of paper bags because the
packages may be damaged.
d. Improvised materials handling equipment.
When standard materials handling equipment is
not available, improvised equipment often may
serve as a satisfactory substitute. The following
improvisations have proved practical in theaters
of operations:
(1) When bulky items are being unloaded from
freight cars or trucks, heavy timbers or logs may
be leaned against the carrier to provide a base
for rollers. Sections of pipe placed on the run-
ners make excellent rollers.
(2) Cylindrical items such as drums may be
loaded or unloaded from carriers by the use of
runners and a length of rope. Heavy timbers or
logs are dug in the ground and inclined against
the carrier and the supplies are raised or lowered
by means of a rope.
(3) An improvised skid may be used to lower
bulky or heavy packages from trucks to the
ground. The package should be eased onto the
skid and its speed carefully checked until it
reaches the ground.
(4) Unserviceable vehicle tires may be used to
break the fall of oil drums and similar heavy ob-
57
jects dropped from a truck. Several tires should
be used so that the item can bounce from one tire
to another.
(5) Chutes and slides may be built for use
when supplies are being moved from a higher
level to a lower. They are frequently used when
railroad cars must be unloaded from embank-
ments. When heavy material is being unloaded,, a
ramp may be used to support the chute.

23. SORTING SOPPLIES. a. General. A large part

of the work done by service troops involves sort-
ing and segregating supplies. In beachhead and
port operations supplies may have to be sorted by
service, by commodity group, and by item.
b. Service color markings. Sorting is expedited
by marking packages with the color assigned to
the technical service which supplies a given item.
Unless otherwise noted below, containers will be
painted with triangles of the assigned color on
diagonally opposite corners. The various services
with their assigned color markings are as fol-
lows:
(1) Chemical Warfare Service-dark blue.
(2) Corps of Engineers-red.
(3) Ordnance Department-yellow.
(4) Quartermaster Corps-generally, green;
for sales items, a black stripe is placed along the
bases of the green triangle; for subsistence items,
a black or green crescent without service color
markings is used.
(5) Medical Corps-deep maroon.
(6) Transportation Corps-antiaircraft grey.
58
 (7) Signal Corps-a single 2-inch orange band
around the small perimeter of the container,
parallel to the end and located so as not to inter-
fere with other markings. A small blue line is
painted across each end of the container.
(8) Army Air Forces-a single 2-inch light-
blue band around the small perimeter of the con-
tainer, parallel to the end and located so as not to
interfere with other markings. A small blue line
is painted across each end of the container.
(9) Army Exchange Service-black "x" on
diagonally opposite corners.
(10) Special Service Division-white triangles
with 2-inch black dot on each triangle.
c. Methods of sorting. The method to be used in
sorting mixed loads depends upon the quantity of
supplies, the permanence of the installation, and
the tactical situation. However, one of the follow-
ing methods or a modification of one of them will
fit almost any situation:
(1) When several trucks are loading from a
pile of mixed supplies, each truck will load a par-
ticular type of item. The man at the pile end of a
loading line will pick up only the item being
loaded on his truck. This is the simplest type of
sorting, but it tends to tie up trucks if the sup-
plies are not evenly mixed.
(2) A second' method of sorting is to have
workers on a mixed pile form lines to segregate
the supplies into stacks. Trucks then pull up to the
stacks and load the already sorted supplies. This
system requires more space and more manpower
because of the double handling of the supplies, but
59
it does not tie up the trucks because loads are
waiting for them when they arrive.
(3) If roller conveyors are available, several
sections are set up and the supplies are moved
down the conveyor. Men are placed at stations
along the conveyor to remove particular items and
to place them on branch conveyor lines, stacks, or
pallets. . In permanent and semi-permanent set-
ups, this method may be developed to expedite
the movement of mixed loads to and from rations
dumps, depots, and similar supply points.

24. STACKING AND STOWING SUPPLIES. a. General.

After supplies are unloaded and sorted, they are
usually stacked in warehouses or open storage
areas for storage until needed. Since service com-
pany troops do a great deal of stacking and
stowing of supplies in theaters of operations, they
must be able to do this work rapidly and effi-
ciently.
b. Dunnage. Dunnage is material-boards, logs,
etc.-laid on the ground or floor beneath contain-
ers, or placed between the layers of a pile. Dun-
nage stabilizes the stack, keeps the supplies off
the damp ground or floor, and provides ventila-
tion for the stack. Dunnage is more important in
open storage than in closed storage. Not only does
it keep the bottom of the package off the wet
ground but in winter it prevents supplies from
freezing to the ground. The surface and the cli-
mate determine the size of the dunnage. If the
ground.is soft, a foundation of wide boards, coral,
logs, or other material may be necessary before
60
the dunnage is placed. In warehouses, dunnage 4
inches thick is usually used. Open-storage areas
that are well drained require dunnage 6 inches
thick.
c. Hand stacking. Most of the supplies in thea-
ters of operations are hand stacked, and much of
this work is done by quartermaster service com-
panies. The following rules must be observed in
the hand stacking of supplies:
(1) The "bucket brigade" system (see par.
19d) is the best way of moving the supplies from
the unloading point to the stacking point.
(2) If space permits and the storage area is in
danger of attack by enemy aircraft, outdoor stacks
should be limited to 6 feet in height to prevent
telltale shadows and to make camouflage easy. If
this precaution is impossible or unnecessary,
stacks should be no more than 20 to 30 feet high.
Higher stacks make stable stacking difficult and
tend to crush the packages in the lower tiers.
(3) When supplies are being stacked in ware-
houses, the load capacity of the floor must not be
exceeded.
(4) Packages must be placed on the stack in
such a position that the markings can be read
from the ground or floor.
(5) To keep stacks solid, upstanding, and safe,
tiers are bound together by stacking containers
on one tier lengthwise and on the next tier cross-
wise. The repaired amount of cross stacking
varies with the supplies. Cross tying should be
limited to individual small stacks within a large
block so as to permit the proper rotation of sup-
plies.
61
 (6) When practicable, all stacks containing the
same item should contain the same number of
items. This unit block facilitates inventory and
stock control.
(7) When building up a block by hand stack-
ing, the "step" system should be used, the block
being built up from the rear of the stack toward
the aisle. Before the stack reaches a height to
which it is difficult to pass the packages, a step is
left at the side for the convenience of the work-
men. As the stack grows higher, other steps are
left. When the planned height is reached, the
steps are filled in to form a solid block.
(8) To insure stable and neat blocks, the stack
should be carefully aligned both vertically and
horizontally.
d. Pa!letizing supplies. When fork lift trucks are
being used: work details will be called upon to
stack supplies on pallets. When supplies are
stacked on pallets, two things must be remem-
bered-the palletload must be stable, and the top
of the palletload must be as level as possible so
that it can support other palletloads placed on
top of it. When loading pallets, use the following
method:
(1) Place the first tier using a pattern that
will cover the entire pallet surface (with an over-
hang of 3 inches or less). If the pattern used does
not cover the pallet, try another pattern. If no
pattern can be found by which all space on the
pallet is taken up, a pallet of a different size
should be used.
62
 (2) Cross stack a second tier to insure against
shifting or toppling.
(3) Place additional tiers required to load the
pallet to the volume or weight capacity of the
fork lift truck, cross stacking to assure stability
(see fig. 12).
(4) After the first pallet has been worked out,
standardize the stacking pattern so that operat-
ing speed can increase as the men become familiar
with the pattern.

Figure 12. Pallet loaded with empty 5-gallon gasoline

drums. Cross stacking makes the load stable. Notice that
the load covers the entire top surface of -pallet.
the

63
25. WAREHOUSING OPERATIONS. Warehousing op-
erations engaged in by service company troops
will normally consist of unloading, loading, sort-
ing, and stacking supplies under the supervision
of technically trained personnel as described in
previous paragraphs. If it should be necessary to
engage in extensive warehousing operations, FM
10-22 and TM 10-250 should be consulted for de-
tailed technical information.

26. HANDLING SUBSISTENCE. a. Stacking subsistence.

Proper stacking methods for subsistence not only
prevent damage to items while in storage but also
insure speed and efficiency of handling. Most sub-
sistence items are packed in light (60-pound or
less) packages that are easily handled. The con-
tainers vary widely in type, including fiber car-
tons, wooden boxes, cans, drums, barrels, and
bags. The method of stacking that is most con-
venient for each item must be used. The method
used depends largely upon the ceiling height of
warehouses, the nature of the container, the
nature of the commodity, and the bursting point
of the bottom layer. However, the following sug-
gestions are helpful when handling subsistence:
(1) When lifting cardboard containers, grasp
the carton underneath in a manner that will not
tear or strain the package.
(2) Do not drop containers on a stack. Ease
them gently into place.
(3) Cross pile subsistence items in cardboard
packages.
64
 (4) Do not stack cartons too high. The weight
of the product and the strength of the package
will determine the height to which subsistence
items packed in cardboard should be stacked.
(5) Do not use hooks on cardboard containers.
(6) Loose nails and broken tops or sides of
wooden cases can ruin the stack. Send such cases
to the packing section to be recased or to the loose-
issue section for immediate issue.
(7) Wear gloves when handling wooden cases.
Nails, wire strapping, clamps, and splinters can
cause serious injuries.
(8) If a sack is torn, repair the hole before
lifting the sack.
(9) Do not drop sacks on piles. It often breaks
the seams.
(10) Exercise special care in the handling of
items which can be bruised, such as potatoes and
onions.
b. Break-down of rations. If work details from
the service company are called upon to assist in
the break-down of rations, the procedures de-
scribed in TM 10379 should be followed.

27. HANDLING CLOTHING, EQUIPMENT, AND GEN-

ERAL SUPPLIES. The methods of handling clothing,
equipment, and general supplies are essentially
the same as for handling subsistence. The tech-
niques must be modified to allow for the differ-
ences in the bulk and weight of the packages and
in the nature of the products. (See FM 10-22
and TM 10-250 for details in handling these
items.)
65
28. HANDLING GASOLINE AND OIL. a. Sources of
detailed information. When service company per-
sonnel work for any length of time at gasoline
supply points, they should become familiar with
the detailed information given in TM 10-465. AR
850-20 gives safety precautions.
b. General handling precautions. The following
general rules will be helpful when handling class
III supplies:
(1) Lubricating oils are packed in 5-gallon and
55-gallon steel containers. Gear lubricants are
packed in 5-, 15-, and 55-gallon drums. Greases
are packed in 1-pound, 5-pound, and 25-pound
pails, and 100-pound and 400-pound drums. The
large containers, which are not covered by ship-
ping cases, should be stored on their sides in order
to prevent water and dirt from collecting on the
heads and thus contaminating the contents. The
smaller containers are packaged in fiber, card-
board or wooden cases and they should be stored
as described below.
(2) Strips of lumber should be placed under
the beads or rings of drums.
(3) All stones or other objects which may
puncture the drums should be removed from stor-
age areas.
(4) Drums should be covered with metal or
canvas to protect them from the weather.
(5) Lubricating oils and other lubricants
packed in cardboard or wooden cases should be
stacked on dunnage on dry, level ground and kept
covered until issued.
66
 (6) When it is necessary to insert faucets or
pumps in drums of oil or grease for bulk issue,
the area around the opening of the drum should
be wiped clean. The faucet or pump should also
be wiped clean and dry before being inserted into
the drum. 0
(7) All funnels and other dispensing equip-
ment should be wiped clean and dry before and
after use so that dirt and water may be prevented
from coming into contact with the oil or grease.
(8) All cans in a case should be used before
another case is opened.
(9) Packages should not be dropped or han-
dled roughly.
(10) Lubricants in cans which develop leaks
should be used immediately or transferred to con-
tainers of the same commodity.
(11) Containers should not be thrown on top
of each other or thrown off vehicles to the ground.
Such action, causing the containers to develop
leaks, wastes gasoline and creates fire hazards
(see par. 22d(4)).
(12) Handling gasoline requires arduous work
in bending, lifting, carrying, loading, and unload-
ing. Roller conveyors, skids, or hand trucks
should be used whenever possible.
(13) In an open-storage area that is subject
to attack, class III supplies should be dispersed
widely.
c. Safety precautions. Many casualties have oc-
curred and valuable fuel and lubricants have been
lost because proper safety precautions were not
observed. The following safety measures must
67
be rigidly enforced at all times and places where
gasoline and oil are handled:
(1) No fires will be built or matches lighted
in the vicinity of gasoline operations. Smoking
is prohibited at all times.
(2) Coiltainers, whether filled or empty, must
be kept closed at all times. The vapor from 1
pint of gasoline in an open container gives off
250 cubic feet of explosive mixture at an ordinary
temperature.
(3) A can should never be filled while on a
truck. It should be placed on the ground so that
static electricity generated by the flow of gaso-
line through the hose will be grounded. Other-
wise, the fuel may ignite and explode.
(4) All flashlights except the vaporproof types
should be kept away from cans. Battery sparks
can easily ignite gasoline vapor.
(5) Leaks must not be neglected. General in-
spection for oil and gasoline leaks should be made
frequently. Leaking containers must never be
transported. All gasoline leakage must be cov-
ered immediately by loose earth to retard evapo-
ration.
(6) Dripping gasoline must not be allowed to
form a pool. A chance short circuit or sparks
from an engine, muffler, exhaust, or a man's shoes
may ignite the fumes.
(7) Striking the hose nozzle against cans or
striking the cans together should be avoided.
Nonsparking tools only should be used for the
purpose of unloading tank cars.
(8) Waste and oily rags must not be allowed
68
to collect. This material can cause spontaneous
combustion.
(9) Nozzles should be placed in contact with
the edge of the opening when cans are being
filled. Contact should not be broken until the can
is filled and the flow of gasoline has stopped.
Constant contact allows static electricity gener-
ated by the flowing of the gasoline to pass through
the metal nozzle and can into the ground.
(10) A fine gauze should be used in the filling
funnel when gasoline must be filtered. Gasoline
must not be filtered through a chamois skin unless
absolutely necessary, and never under pressure.
If gasoline must be strained through a chamois
skin, the funnel holding the chamois should be
grounded to the container into which the gaso-
line is being poured. The funnel should never
be supported by wood or other insulating material.
(11) Water containers and gasoline containers
should be segregated.
(12) Leaded gasoline should never be used for
cleaning purposes. Such gasoline coming in con-
tact with the skin can cause lead poisoning.
(13) All personnel handling gasoline must
wear shoes free from metal plates or protruding
nails. Shoes should be treated with dubbin to
make them gasolineproof.

29. HANDLING AMMUNITION. a. General. Service

company troops may be called upon to load and
unload ammunition in ships' holds, dumps, de-
pots, and magazines. Ordinarily, skilled person-
nel will direct the work. Should a technically
69
trained supervisor not be available, detailed in-
formation can be found in TM 9-1900 and TM
9-1990. In general, handling ammunition is simi-
lar to handling other supplies except that addi-
tional safety precautions must be followed be-
cause of the nature of the commodity.
b. Loading and unloading ammunition. When
handling ammunition, the following rules should
be observed:
(1) All ammunition will be stacked in a man-
ner permitting ready inspection and quick re-
moval in case of fire.
(2) All ammunition will be handled carefully.
(3) When stored outside, ammunition will be
covered with a tarpaulin to protect it from direct
sunrays and rainfall. Piles will be arranged to
permit free circulation of air.
(4) No nails or tacks will be driven into any
container of explosives or ammunition.
(5) Loose rounds will not be kept around am-
munition storage dumps.
(6) When ammunition is stacked under cover,
the tops of the stacks will be below the level of
the eaves to avoid the heated space directly be-
neath the eaves. The bottom layer should be at
least 2 inches off the floor. Dunnage should be
level.
(7) Stacks should not be so high that ammu-
nition or its containers in the lower layers will
be crushed or deformed.
(8) Partly filled boxes should be fastened se-
curely, marked, and placed on top of the stack.
(9) Doors of storage places should be closed
70
while locomotives or motor trucks are passing
or stopping. Truck motors should not be started
while the doors of the storage places are open.
(10) Small-arms ammunition is not danger-
ous to handle, but workers must be careful to keep
the boxes from being broken or damaged.
(11) Small-arms ammunition should be stored
under cover whenever possible. This applies par-
ticularly to tracer and shotgun ammunition.
Tracer ammunition, when damp, is subject to
rapid deterioration and may ignite spontaneously.
Shotgun shells are not packed in waterproof
metal-lined boxes except for oversea shipment.
Never expose ammunition directly to rays of the
sun.
(12) Ammunition should be stored in the origi-
nal containers in a dry, well-ventilated place and
protected against excessive heat.
(13) Ammunition boxes should not be opened
until the ammunition is required for use. Am-
munition removed from airtight containers, par-
ticularly in damp climates, will corrode and be-
come unserviceable.
(14) Ammunition should be protected care-
fully from mud; sand, dirt, and water.
(15) Personnel handling ammunition should
clean all mud and grit from their shoes before
entering the magazine, car, or boat in which there
are explosives or ammunition.
(16) Safety shoes, devoid of metal plates and
nails, should be worn whenever explosive dust is
present.
(17) Bale hooks will not be used on cases of
71
ammunition. Containers will not be tumbled,
dragged, thrown, or dropped on each other or on
the floor.
(18) Interiors of magazines should be clean.
Paint, oil, gasoline, waste, rags, and other inflam-
mable material should not be left in magazines.
(19) Smoking, matches, and the use of lights
other than approved electric lights are forbidden.
(20) If cases are dragged across the floor of
the magazine, fires may result from powder dust
on the floor.
(21) Ammunition should be stored and piled
according to type and ammunition lot number.
Extreme care must be exercised to prevent the
mixing of ammunition lots in one pile.

30. ICING REFRIGERATOR CARS. Work details may

be assigned the job of icing or re-icing refrig-
erator cars at depots or at re-icing points along
rail lines. Refrigerator cars have four brine tanks
at each end of the car. They are placed side by
side across the end of the car with hatches at
the top for charging with ice, and drains at the
bottom for releasing the spent brine. The tanks
vary in size with the type of car. However, in
cars built for transporting meat, each tank holds
about 700 pounds of ice, or about 5,600 pounds
for the car. The amount of salt used varies with
the degree of refrigeration required, the season
of the year, and the climate of the country to be
crossed. The greater the amount of salt, the
lower the temperature obtainable. In ordinary
situations 12-percent salt will bring the tempera-
72
ture inside the car to 30° F. or slightly below;
15-percent salt will keep frozen meats in an un-
thawed state. Shipping orders and bills of lading
contain detailed icing insti-uctions which give the
frequency of re-icing (usually each 24 hours) and
indicate the percent of salt to be used. When
icing refrigerator cars the following procedure is
used:
a. Initial icing. Refrigerator cars must be pre-
cooled before they are loaded. In general, cars
mbst be properly precooled by icing the day be-
fore loading, re-iced the same day, and then re-
iced a second time the day of loading. Initial
icing is done in the following manner:
(1) Close the drainage plugs.
(2) Be sure the ice is clean and free from
foreign matter such as straw, hay, sawdust, and
chips. Crush the ice into pieces averaging about
the size of a man's fist.
(3) Pour the crushed ice in through the hatch
openings, gradually adding the required percent-
age of No. 2 rock salt so that it is uniformly
mixed through the ice.
(4) Tamp the ice and salt mixture into a com-
pact mass so as to fill the hatches completely.
(5) Tightly close the hatch plugs after the
tanks have been filled to prevent leakage of the
brine formed by the melting ice.
b. Re-icing. When the cars must be re-iced, the
ice remaining in the tanks is tamped down and
the excess brine is drawn off through the drain-
age openings. The same percentage of salt is
used as was used in the initial icing. One-third
73
of the total quantity of salt to be used is added
to the old ice, and the remaining two-thirds is
mixed with the new ice. The tanks are filled to
capacity, tamped down, and the hatches closed as
in the initial icing.

31. SAFEGUARDING MILITARY INSTALLATIONS AND

SUPPLIES. a. Interior guard. Service companies are
frequently called upon to provide personnel to
safeguard military installations such as motgr
parks, depots, and dumps. This duty is similar
to interior guard performed at posts, camps, and
stations. FM 26-5 or an authorized standing'
operating procedure will be followed.
b. Patrols. Small patrols are sometimes used to
guard installations either by patrolling a given
area or by visiting sentry posts. Personnel en-
gaged in this type of duty should be familiar with
FM 21-75.
c. Truck guards. (1) When operating in areas
where natives are unfriendly or where there is
danger of "hijacking," trucks are provided with a
truck guard. Usually, this guard consists of one
man who sits on top of the load, weapon in hand.
He is given responsibility for the load and must
protect it from persons who would steal packages
when the truck is stopped or who would attempt
to stop the truck and "hijack" the vehicle and its
load.
(2) When trucks are being loaded and un-
loaded by native personnel or prisoners of war,
the truck guard has sometimes been made both a
checker and a guard. He checks the number of
74
packages coming into the truck, verifies his count
with the regular checker, and signs for the load.
He accompanies the load to the destination, checks
the packages off the truck, and is relieved of his
responsibility when given a signed release by the
receiving agency. This system has proved very
helpful in areas with bad roads and undependable
natives, and when the truck drivers are busy driv-
ing and caring for their vehicles.
d. Train guards. Train guards are a variation of
truck guards. When there is danger of pilferage
and stealing from trains while en route, service
company personnel may be assigned duty to ride
the freight cars and protect the supplies.

32. ASSISTING GRAVES REGISTRATION PERSONNEL.

Work details from Quartermaster service com-
panies may help personnel of the Graves Regis-
tration Service accomplish their mission. Work
done by service troops will be performed under
the supervision of specially trained personnel as
prescribed in FM 10-63.

33. ASSISTING IN FIRE PROTECTION. Details from

service companies may be assigned to supplement
engineer personnel in providing fire protection.
Persons assigned this work should be familiar
with the information given in TM 5-315.

34. ASSISTING IN SALVAGE OPERATIONS. In con-

nection with salvage operations, service company
personnel may help in the collection, segregation,
and repair of salvage under the direction of
75
trained persons from either salvage collecting
companies or salvage repair companies. Detailed
information for this work may be found in the
following publications: TM 10-260, TM 10-265,
and TM 10-266.

35. ASSISTING LAUNDRY, STERILIZATION, AND FUMI-

GATION AND BATH UNITS. a. When work details
are assigned to laundry, sterilization, or fumiga-
tion and bath units, they normally assist in set-
ting up equipment, in handling supplies, in load-
ing and unloading clothing and equipment to be
processed, or in directing personnel served by the
bath units. This work is supervised by technical
personnel of the unit according to its operating
plrocedures.
b. If it should become necessary for men of the
service company to operate any of the machines,
-they should be given on-the-job training by skilled
operators and then should work under close super-
vision until they have mastered the operation. The
following publications may prove helpful:
(1) Laundry. TM 10-351 and TM 10-352.
(2) Sterilization. TM 10-640 and TM 10-641.
(3) Fumigation and bath. TM 10-645, TM 10-
1612, and TM 10-1616.

36. ROAD BUILDING AND REPAIR. a. Ordinarily,

service company personnel assisting in road build-
ing will be used only in the construction of hasty
roads. However, they may be called upon to build
paved roads, prepare roadbeds, and perform other
duties under supervision. Hasty roads built by
76
service companies are usually constructed in their
bivouac areas and in and around depots, dumps,
and other installations where service companies
may be working. Road maintenance consists
chiefly of emergency repair and ditching for
drainage. Service company details will clear and
trim road areas, dig drainage canals, construct
culverts, fill in bombed or shelled areas, and do
other required work.
b. Detailed information for the building of the
different types of hasty roads is found in FM
5-10.

37. GENERAL CONSTRUCTION. Service company

personnel may be called upon to help in various
types of construction ranging from the building
of native type shelters for supplies to permanent
buildings. Normally, the work will be done under
the supervision of trained personnel. The follow-
ing are the general types of work assigned:
a. Camouflage of installations. Work done in
camouflaging large installations such as depots or
dumps is usually directed by technicians. Detailed
information for the camouflage of installations is
found in the following manuals: FM 5-20, FM
5-20A, FM 5-20B, FM 5-20C, and FM 5-20H.
b. Field fortifications. The construction of field
fortifications is discussed in FM 5-15.
c. Bivouac area improvement. When the com-
pany and the installation being served, are semi-
permanently located, details will be assigned to
build roads, walks, sanitary facilities, improvised
shelters, drainage systems, and other improve-
71
ments for the area. FM 21-10 and FM 5-10 will
provide helpful data.
d. Reclamation of captured areas. When moving
into areas captured from the enemy, service com-
pany troops may be called upon to clean up rubble,
to tear down buildings damaged beyond repair,
and to repair other damaged buildings. The fol-
lowing manuals will be helpful: TM 5-226, TM
5-280, FM 5-10, and FM 5-25.

38. ASSISTING IN PORT OPERATIONS. Generally,

skilled personnel operate the machinery for un-
loading ships, and service company personnel may
work both in the holds and on the docks. Men
working in the holds load slings with supplies as
directed. Men on the docks handle the supplies
after they are placed on the docks. Their work
consists of sorting, loading, and stacking. Other
details may guard the docks, direct traffic, and
perform housekeeping duties.

39. ASSISTING IN PITCHING TENTS FOR HOSPITALS,

SUPPLY POINTS, AND HEADOUARTERS. Tent-pitch-
ing details should follow the procedures described
in FM 20-15.

40. ASSISTING IN PACK TRANSPORTATION. Service

companies have been called upon to assist in pack
transportation. Detailed information about this
type of operation is found in FM 25-7.

78
 APPENDIX I
MAXIMUM BULK LOADING FOR
STANDARD U. S. FREIGHT CARS

1 1 2 1 3 4

Rated eapacity of cars i tons .... 40 30

Item eActualcapacity fdcars in toll

Ammunition ....... ... 30 40 50

Barbed wire --... -30 ... 40 50
Blankets, baled
.. .--.- 27 32 40
Broad ---- -- -- - 19 24 30
Canned goods, boxes - -.. 30 36 45
Cement -.---------- 30 40 50
Clothing, baled .--.. . 27 32 40
Flour ---- - -- ---- 30 40 50
Gravel ...--- 30 40 50
Harness and saddlery ----.----- - 18 20 30
Hay, baled - -15 20 25
Iron, corrugated ..- - . 3. 0 40 50
Meat -- -- - ----- 15 24 35
Motor vehicle patS -t -- 24 28 40
Oats ' '..18 24 30
Rails -----. 30 40 50
Rifles, in chests .. ..... 30 40 50
Sand ..- 30 40 50
Sandbags _'. ... 21 24 30
Stone, any form... 30 40 50
Sugar .. 30 40 50
Telephone wire- 30 40 50
Tentage --- -- - 15 20 30
Ties, railroad ...... 19 26 32
Tools, enginleelr_ --- 30 40 50
Tools, truck..----. .... 30 40 50

Note. A rated capacity of a car in tons does not mean that this rated ton-
nage of all articles can be carried This table shows tthe onnage
nn of military
freight which can be carried in freight cars of common rated capacities.

79
 APPENDIX II
CHARACTERISTICS OF STANDARD RATIONS

1 2 3 4 .5 6

Average Average
Number Weight Volume wreight weight
Type rations per per per ration per
1 ration per package package inoluding ration
package (lb.) (cu. ft.) packing unpnaked
(lb.) (lb.)

2 A- * 6.0 6.0
3 B -- - -- -13
---- --| - 6.0 6.0
4 C 8 42.0 1.1 5.25 4.0
5 D 48 51.0 1.09 1.06 0.75
6 i--12 43.0 1.2 3..8 2.30
7 10-in-1 10 49.0 1.5 4.5

8 Special 25 60.0 1.6 2.4

hospital
ration.

9 Grailin -- - -- -- 10

10 Ha3y - __ - ... 14

·1.'o planning purposes, volume nml be take as 0.1462 cubic feet per ration

80
 CI ,I I I

VI

- X I I I I I I

e 0 '
,1_1 I ,

<I 81

uO _ , i

L _i _ - D
 APPENDIX IV
LOADING OF CLASS V SUPPLIES

Containers
C.iitiin rs C(ontainers per2IA-ton
Item*ill 1icrtoil per 2-ton truck with
truck- l-Lou trailer

Cnrbive, .30-calibei -- - - 28.6 71 0099

Grenade, fingnment tiioi 40.0 100 140
Grenade, rile, 5I1-!) 6.0 t162 - * 227
GrceI, rifle, M-"A I 0 ]62
A 227
(Gunll, 4.5-inh 28.0 71 9!1
Gn i, - .....
5.h0 13 1Is
(ut, 75-1mi. 2!.1 73 1(12
(:ulll, 156-11111 (uI(IIl(uiUtc loi(nl) 1 1.3 37 5I
Gun, anti(alirrillt, 3-il'h, 13.2 3:3 46
Gull, anlltiairc:laft, 37-11111 23. (i 5 82
Gun, ltinilliraft, .10-nl 1:3.0 :32 45
Gun, anltitirciaft !0()-Io . S8.7 21 29
Gun, antitank, 37-m1111 2).0 50 7(
GuC, tank, 3-inch ...
il. . 13 2 /*
1 Iowitzer, 8-illh . . . .. .(0 20 2S
Howiter, 75-11111 . 29.0 72 1(11
l1owitzicr 1(05-1ii- -. 13.0 32 45
Howitzr, 155-111ll ((r1pl)(te
round11) .....
' 19.
1 17 (i(i
llowitzer, il-1, 155-O ----- 19.0 47 66
lHowitzclr 250-inn _ 5.0 12 17
Iight, signal, Vel _ . 64.6 16 225
Maclhine gun.. 50-calib 20. S 52 72
Mines, antitank, cased- 36.0 74 110
Mlines, antitank, uncas-c'l 20(0.0 · 500 700
Mortar, 60-nn-. 24.G 6il 85
Mortar, 81--rm (heavy Ilojcc- 1 45.5 114 ' 159
tile).
Mortar, 81-mmn (light projeclile) 22.0 55 77
Iorlar. elhcnieal, 4.2-inch - . 30.0 75 105
Pistol, ball, .45-caliber - -_ IS.2 15 63
llifl, blal, .30-e:liblsi 19.8 4' (iS
(locket, 2.3f-incli__ 1-1.8 317 SI
Signals, ground - ... -- 32.0 S( 112\

· mist elases. t)ere are cseveral differcnt tylies .if a illiliitio iin erati srai-
nil
er, iffiheri g sligihtly it wei gi. Data hown arreofor a reclreselntanti e ile
each caliber.

82
 iNDEX

I'aracograph Page
Ammunition ___ ............. _ 29 69
Armporer-artificer _._____________ 7, 12 8,17
Assignment ........................ _ 8 11
Base section, commulicatiols zon-e __ 17 42
Capa'bilities of company .............. 2 1
Carrying and lifting_ …_________________ 18 46
Clothing, equipage and general supplies,
handling ... _.....
........ ........ 27 65
Color markings, service . ...
_......... 23 58
Combat zone _. ______.
.. ________ ... 17 42
Commander, company -- - _..--
-- _ 4, 6 3, 5
Company commander _ . . _..._
......... 4, 6 3, 5
Construction ... . .....
.. .......... 37 77
Control ……________.______.___________ _ 14 24
Depots ... .............................. 17 42
Duties:
Officers __.._________ 6 5
Enlisted personnel --- --------- 7 8
Equipment -...--- _ _ -- _4 3
Executive officer --- _-.-. ----------- - -- - 4, 6 3, 5
Fire protection - - _-- -_-_- _____ 33 76
First sergeant -.. .-- . 4, 7 3,8
Forms --. .. ----
. ._-... _-__-_ .. 15 25
Fumigation and bath ._. ___-____. 17, 35 42, 76
Functions of company _ …______ ___-__ 2 1
Gasoline and oil _____________ _____ 17, 28 42, 66
Graves registration ------- __----_____ 17, 32 42, 75
Guard duty......................... _ S1a 74
Icing refrigerator cars -------------… … -- 30 72
Instruction methods … __________
…___ ._11 15
Labor, requisitioning and supply___________ 15 25
Laundry units. ._.__________-______-_ 17, 35 42, 76
Lifting and carrying - -___________-
__ 18 46
83
 Pranraph Page
Loading and unloading:
Railroad cars -. . _ ..........
___ 20, 21 52, 53
Trucks _….-----------------------_--- 19 49
Materials handling equipment ___- -___--__ 22 54
Mission of company ____________________ 2 1
Organization ---------------------------- 4 3
Pack transportation . _.---- . ........40 78
Platoon leader _-_- _____.______.______ 6. 5
Platoon sergeant . ___. -. ........ 7,12 8,17
Ports of debarkation… . -_ 17, 38 42, 78
._......._-------
Quartermaster aviation organizations _----- 17 42
Railheads _____________.________.._______ 17 42
Railroad cars, loading and unloading_______ 20,21 52, 53
Refrigeration cars, icing… ----------- _---- 30 72
Relationship to other agencies _.__
.-..
- 3, 14 2, 24
Road building and repair-8 _.__. 36 76
Safeguarding military installations and sup-
plies ____________________________ _ 32 75
Salvage operations -- ______________ -- 17,34 42, 75
Section leader ....…..____. _ 7, 12 8,17
Security ______...........__…... 12,13 17,21
Service color markings . ...----. . . 2 , 58
Sorting supplies ------ _--- -- - ...- 23 ' 5
Squad leader ------------ __ ______---- - 7,12 , 17
Stacking and stowing supplies.. ___ … 24 60
Sterilization units -------. ---------------- 17, 35 42, 76
Subsistence, handling --_.. . 26
........... 64
Tent pitching _39
.____._.….......---- 78
T/O &.E 10-500 .___.__.________-- _ 5 5
Training:
Objective _._... .. 9
----- .............-- 14
Programs and schedules . … ...........6, 10 5, 14
Scope …__-_________----------_---- 12 17
Trucks, loading and unloading_ ….-_.-...--- 19 49
Warehousing operations -..----.----.----- 25 64
Zone of interior ______. _.----------------- 16 42
-I . S. COVfINME r
PINTINC, OFFICrE 1945-677223
84