CHAPTER 1

PHILIPPINE ARMY ORGANIZATION

I. OBJECTIVE:

After successfully completing this Chapter, you should be able to identify

the different units of the Philippine Army.

Army Flag Army Seal Battle Dress

Identification
Patch

Philippine Army Organization:

The Philippine Army is headed by the Chief of the Army, attaining the rank of
Lieutenant General. He is assisted by the Deputy Chief of the Army, and the Chief of
Army Staff, in charge on organizational and administrative matters, both holding the
ranks of Major General. The Philippine Army consists of 11 infantry divisions, 1
armor division, 1 combined arms brigade, 1 artillery regiment, 5 engineering
brigades, 1 aviation regiment, and 7 combat support units which are spread
throughout the Philippine Archipelago.
Regular Units:

The Philippine Army has several regular units (Infantry, Armor & Cavalry,
Artillery, Special Forces, Intelligence, Signalling and Engineering units) and five
regular support units (Medical, Ordinance, Quartermaster, Finance and Adjutant
General units) dedicated to both counter-insurgency and conventional army
operations.
Philippine Army Vision:

‘’By 2028, a world-class Army that is a source of national pride’’

Philippine Army Mission:

‘’To develop, organize, train, equip, support and sustain Army forces for the conduct
of prompt and sustained ground operations to accomplish the AFP mission’’
 Check Point

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 CHAPTER 2
TROOP LEADING PROCEDURE

I. OBJECTIVE:

After successfully completing this Chapter, you should be able to

demonstrate the troop leading procedure within your
squads/platoon/company.

INTRODUCTION:

Every Military unit, regardless of these levels, has a mission to

accomplish and in this mission, the commander his help responsible for
it. This is one of functions of the Command, whole the other is to lead
the troops in a manner that ends in success not failure.

Troop Leading differ planning, that the former embraces the range
in written, verbal, or physical influences that a commander exerts over
his troops. Basically, in involve three (3) actions that may occur
simultaneously. First planning involves commander’s mental process,
coordination with the adjacent action and supporting elements and
reconnaissance, all the actions point to the development of the plan or
order to the implemented through troops leading.

TROOP LEADING PROCEDURE – is the logical sequence of action that

a leader follows while preparing for and execution on assigned mission,
making the best use of time, facilities or equipments personnel.

The troop-leading procedures are the dynamic process by which a

commander receives a mission, plans it and executes it. It should be an
instinctive and familiar way of thinking for a commander. The sequence
of the individual TLP’s is not rigid. It is modified to meet the mission,
situation and available time. Some steps are done concurrently while
others may go on continuously throughout the operation. The TLP’s are
the time savers, as such the leader conducts them in the order that most
effectively uses the available time.

PURPOSE OF TLP

A. It ensures that the leader makes the best use of time,

equipment and personnel in accomplishing the assigned mission.
 B. Allows the commander/leader to launch his troops in
the battle quickly with maximum preparation.
C. It assures the accomplishment of all actions required
before battle.
D. Save time.

STEPS OF TROOP LEADING PROCEDURE

STEP 1. RECEIVE THE MISSION

A mission may be received in the form of either a written or
oral warning order, operation or (OPORD), or fragmentary order
(FRAGO). At times, a leader may deduce a change in mission, based
on a change in the situation. When the battalion OPORD is issued, the
company commander should have his company FSO with him.

(1) Once an upcoming mission is identified, actions to begin

preparing the unit are conducted. The CO conducts an initial METT-T
analysis to determine the requirements for his warning order.

(2) With the information available, the commander sets his

time schedule by identifying the actions that must be done (time-critical
tasks) to prepare his unit for the operation. These preparatory actions
are identified by a preliminary consideration of the information on the
mission, enemy, terrain, and own troops. An initial reconnaissance (may
be a reconnaissance) is conducted to allow the leader to more fully
understand the time requirements for the mission. He then develops his
time schedule by starting at “mission time” and working backward to the
time it is now (reverse planning). The mission time is normally the most
critical time in the operation.

(3) The commander must ensure that all subordinate

echelons have sufficient time for their own planning needs. A general
rule of thumb for leaders at all levels is to use no more than one-third of
the available time for planning and issuance of the OPORD. This will
leave the rest of the available time for the subordinate leaders to use for
the planning and preparation.
STEP 2. ISSUE A WARNING ORDER
Do not wait for more information. Issue the best warning
order possible with the information at hand and update it as needed with
additional warning orders. The warning order lets units prepare for
combat as soon as possible after being alerted of an upcoming mission.
This normally involves a number of standard actions that should be
addressed by SOP that must be done to prepared for the mission. The
specific contents for each warning order will vary, based upon the
unique tactical situation.

STEP 3. MAKE A TENTATIVE PLAN

Tentative plans are the basis for the OPORD. The leader
uses the commander’s estimate of the situation to analyze METT-
Tinformation, develop and analyze a COA, compare courses of action,
and make decision that produces a tentative plan.

The company commander makes a tentative plan:

M - Mission

E - Enemy

T - Terrain and weather

T - Troops

T - Time

 What is the company MISSION? What are the stated and implied
tasks?
 What is the ENEMY situation? What weapons and units do they
have in support? Will they mounted, dismounted, or both?

SEQUENCE IN STUDYING ENEMY SITUATION

S - Size S - Size

A - Activity E - Equipment

L - Location L - Location
 U - Uniform D - Disposition

T - Time O - Organization

E - Equipment M - Morale/Movement

 How can be the TERRAIN and WEATHER best be used? To get

an answer to this question, he considers observation and field of
fire, cover and concealment, obstacles, key terrain, and avenues
of approach. He considers the effect of weather that will have on
personnel, equipment, visibility and trafficability.

K - Key terrain feature

O - Observation of field of fire

C - Cover and Concealment

O - Obstacle

A - Avenue of Approach

Key terrain is any feature that affords marked advantage to the

force that seizes or retrieves it. A commander considers key terrain and
the weather in selection of positions in the defense.

Observation and field of fire dictate where platoon and weapon

crews are positioned to cover likely enemy avenues of approach.

A commander also considers the enemy has good observation and

fields of fire, a commander tries to reduce them be suppressing or
obscuring the enemy’s observation with fire and smoke.

Cover and concealment influence the choice of routes and

positions. In the offense, a commander picks positions that provide the
best cover and concealment.
 Obstacles also influence the choice of routes in the offense and
the choice of positions in the defense. In the offense, I commander may
by-pass obstacles that allow movement. In the defense, he positions
troops and weapons to take advantage of obstacles that allow or stop
the enemy. He reinforces existing obstacles. If there are no natural
obstacles with standard or expedient means.

Avenues approach are considered in conjunction with all direction

of attack in the offense, and the assignment of position and sectors of
fire in the defense. A commander considers how the enemy avenues of
approach or withdrawal can affect friendly operations.

How may TROOPS and how much TIME are available? These
affect the selection of position, routes, formation and degree of
preparation.

As the commander studies these factors, he determines how they

affect his mission. He develop a plan to take advantage of them.

STEP 4. INITIAL MOVEMENT

This can be done by having a subordinate leader move the
unit to an assemble areas or attack position. The instructions for this
move can be given in the warning order. The AOO ensures that security
is provided and fires are integrated for all company movements.

STEP 5. CONDUCT RECONNAISSANCE

Reconnaissance is a continuous process during the TLP.
The tentative plan should include an R & S guidance can be given to
subordinates. In every tactical operation the OO requires additional
information and at the same time, he must deny the enemy information
about his company. These requirements provide the focus for the
company R & S plan.

(2) Prepare the plan. The CO determines-

 What are his information requirements?
 What are his security requirements? (The higher
headquarters may also assign R & S responsibilities
to the company.)
  What are the priorities for these requirements?
 What are the priorities for these requirements?
(The CO may request support from higher, adjacent and supporting
units)
 How much time is available to collect the information or
establish security?
 What is the most critical (and thus the focus) for his
personal reconnaissance?
 To whom will be assign tasks to meet the R & S
needs?
(2) Issue the plan. The CO provides additional instructions
to supplement the assigned tasks to his subordinates. The amount of
detail depends on the specific situation. A leader’s reconnaissance that
has several subordinate units involved requires more specific
instructions. These may include the following.

 A specific tasking for selected soldiers from

subordinate units, such as the 1st platoon’s RATELO
 A specific time schedule for the reconnaissance (report
inspection departure and return times.)
 Specific routes and formations.
 Special equipment required.
 Likely contingency plans.
 Fire support coordination.
 Withdrawal plan from the reconnaissance site.
 Bank up with the company.
(3) Select the technique. The leader’s reconnaissance is
crucial to every operation. An effective leader reconnaissance provides
the required information without being detected by the enemy. The risk
of detection and the effect that this loss of surprise will have on the
mission must be weighed against the benefit of collecting the
information. Generally, the closer the against the benefit of collecting
the information. Generally, the closer the reconnaissance element is to
the objective, the greater the risk of detection. The two primary
techniques for conducting the leader’s reconnaissance are:

(a) Long-range observation/surveillance. Reconnaissance

personnel generally stay beyond small-arms range from the objective.
This will usually be outside the enemy’s security positions also.
Tentative OP sties are selected from a map reconnaissance and
confirmed after the unit has occupied the ORP. This technique is
generally more effective during daylight hours. When possible, Ops
should provide 360-degree coverage and may require repositioning at
night.
(b) Short-range observation/surveillance. This technique
generally requires the reconnaissance personnel to move inside the
enemy’s security positions and small-arms fire range. It depends on
stealth and effective use of available cover and concealment. Limited
visibility may support this technique Ops are also designed for short-
range observation.
(4) Conduct the reconnaissance. The leader’s
reconnaissance should be conducted as any reconnaissance patrol; only
essential personnel should take part. The smaller this element is, the
less likely he enemy will detect them. This should include a leader from
each of the key elements. Additional tasks during the reconnaissance
may include.

 Testing communications if authorized.

 Making final coordination on precise timings, signals,
weapons/personnel locations and sub-unit responsibilities.
 Establishing a security/surveillance on the objective
area.

STEP 6. COMPLETE THE PLAN

The CO must be prepared to adjust his tentative plan base
on the results of the reconnaissance. He may have to change COAs if
the situation is not what he expected. In this case, one of the previously
analyzed and discarded COAs may be adjusted to quickly finalize his
new plan. Coordination continues with all supporting agencies, higher
headquarters and adjacent units. This, along with his recon, gives the
leader the information he needs to expand the tentative plan into a five-
paragraph OPORD.

STEP 7. ISSUE THE ORDER

Preferably issue the order while viewing the avenues of
approach/objective are make maximum use of visual aids (sketches and
terrain models) to enhance the presentation of the order. When the CO
issues the tentative plan before the leader’s reconnaissance, he issues a
FRAGO to finalize the plan prior to execution.

STEP 8. SUPERVISE
 The best plan may fail it is not managed right. Brief backs,
rehearsals, inspections and continuous coordination of plans must be
used to supervise and refine troop leading procedures. Brief backs and
rehearsals are not same, brief backs focus on the planning, and
rehearsals focus on the execution.

(1) Inspect. During pre-combat inspections, check-

 Weapons and ammunition.
 Uniforms and equipment.
 Mission-essential equipment
 Soldier’s knowledge and understanding of the mission and
their specific responsibilities.
 Communications.
 Rations and water.
 Camouflage.

(2) Rehearse. Rehearsals are always conducted. They are

essential to ensure complete coordination and subordinate
understanding. The warning order should provide subordinate leasers
sufficient detail for them to schedule and conduct rehearsals of
drills/SOPs before receiving the company OPORD. Rehearsals
conducted after the OPORD can then focus on mission specific tasks.
Rehearsals conducted as any other training exercise except the training
area should be as much like the objective area as possible, including the
same light and weather conditions. Mock-ups of the objective should be
used for these practices. Rehearsals include holding soldier and leader
brief backs of individual tasks and using sand tables or sketches to talk
through the execution of the plan. These are followed by walk-through
exercises and then full-speed, blank-fire or live-fire rehearsals. The
priority of rehearsals, as COA development, flows from the decisive point
of the operation. For example, actions of the objective, battle drills for
maneuver, actions on enemy contact, special teams, movement
techniques, and others as required. Security must be maintained during
the rehearsal.

(3) Brief back. Subordinated should brief back the commander

right after the OPORD to ensure they understand their instructions. Brief
backs of the subordinates’ plans should also be conducted. These brief
backs may be given collectively at a meeting of the orders group. Such
a technique allows exchange of information, coordination among units,
and rapid distribution of changes to the initial plan.
 (4) Coordinate. The commander visits his subordinates and
adjacent units to discuss their plans. The CO ensures that all necessary
preparations are being made. These may include coordination of fire
support and engineer activities maintenance, resupply, movement and
other required actions.
(a) Any departures from the plan, both before and during the
operation, are coordinated with battalion commander and staff.
(b) During execution, the CO issues FRAGOs to modify or
refine the operation as the situation develops. He personally supervises
and or leads the critical actions.

Check Point

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 CHAPTER 3
PROBLEM SOLVING PROCESS

I. OBJECTIVE:

After successfully completing this Chapter, you should be able to apply

the problem solving process in your squads.
The 7 Steps in Problem Solving

The MDMP (Military Decision Making Process) and TLPs (Troop Leading
Procedures) are both based on the Army Problem Solving Process, which is
described in FM 22-100. In this article, we will explore the sequence of steps that
will help any leader work through a problem. Here are the 7 Steps in Problem
Solving.

#1. Identify the Problem: This involves recognizing what the root problem really is
and defining that problem precisely. It is often easy to be distracted by the
symptoms of a problem but it is essential to determine the root cause. You can
define the problem by asking yourself these questions:

Who is affected?
What is affected?
When did it occur?
Where is the problem?
Why did it occur?
Also, consider the end state that you want. How will things look when everything is
done?

#2. Identify Facts and Assumptions: Get whatever facts you can in the time you
have. Remember, facts are what you know about the situation. Some good
resources for facts are Army Regulations, policies, and doctrine. Assumptions are
what you believe about the situation but do not have facts to support. As a general
rule, try to assume as little as possible. Analyze the facts and assumptions you
identify to determine the scope of the problem.

#3. Generate Alternatives: This is where you develop the ways to solve the problem.
Always try to develop more than one approach. You can’t possibly identify the best
solution without considering more than one alternative and these alternatives should
have significant differences. Sometimes, if time permits, include input from your
peers and subordinates. This brainstorming promotes a faster free flow of ideas and
generally can avoid rejecting promising alternatives.

#4. Analyze the Alternatives: Obvious, right? However, many fail to identify the
intended and unintended consequences, resources and other limitations and each
alternative’s advantages and disadvantages. Be sure to consider all your
alternatives according to your screening and evaluation criteria (i.e. factors that a
solution must have for you to consider it a feasible option). If a course of action
(COA) fails to meet your screening criteria, reject it, regardless of its other
advantages.

#5. Compare Alternatives: Evaluate each alternative’s cost and benefit of success.
Think past the immediate future. How will this decision change things tomorrow?
Next week? Next year? Compare your alternatives simultaneously if you can. Try
utilizing a table or matrix that will lay out each COA and how each compares to the
evaluation criteria.

#6. Make and Execute Your Decision: To help you make a decision, it may be helpful
to assign a numerical value to your criteria as a way of ranking them. For most
decisions, a quick review of the weighted criteria will be enough to reveal the best
solution. Make your decision, prepare a plan of action and put it into motion!

#7. Assess the Results: It isn’t over just because you made a decision. After all, we
all make mistakes. You will need to monitor the execution of your plan and be
prepared to change it as necessary. This step can be made easier by establishing
critical steps or milestones that must take place on time in order to guarantee
success. Follow up on results and make further adjustments as needed.

FINAL THOUGHTS: Think of a decision you have made recently. Did you follow all
these steps? Would your decision have been different if you had?

Decision Making is a conscious process for selecting a course of action from two or
more alternatives for the purpose of achieving a desired result. A decision cannot be
made if the leader does not have a choice between courses of action. If only one
choice is available, no decision is required.

DECISION MAKING PROCESS

Prepare

Identify the problem

Gather information

Decide

Develop and list courses of action

Analyze the courses of action
Select the best course of action

Act
Implement & Re-evaluate the solution

ONCE THE DECISION IS MADE, IT IS TIME TO ACT!!!

DECISION MAKING ERRORS

Solving without long range planning

 Relying too much on experience
"Doctoring" of facts

Passing the buck-no self-decision

Check Point

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 CHAPTER 4
RESERVIST AND RESERVE FORCE DEVELOPMENT

I. OBJECTIVE:

After successfully completing this chapter, you should be able to;

a. identify the procurement of officers and enlisted reservist;

b. distinguish the category, unit and classifications of a
reservist;
c. recognize the benefits of an army reservist; and
d. classify the function of the Reservist and Retirees Affairs

Brief History of the Reserve Force

The concept of a citizen army was formally established with the enactment of
the National Defense Act of 1935, which provided that “it is the obligation of all
citizens regardless of age and sex to protect and preserve the independence and
sovereignty of the republic.” Thus, in building our defense posture and capability, the
Philippines was then divided into ten (10) military districts with one organized reserve
division in each district. When World War II broke out in 1941, two regular and ten
reserve divisions of the Philippine Army undertook the defense of the Philippines.
These divisions were incorporated into the United States Armed Forces in the Far
East (USAFFE) under the command of General Mc Arthur. Various reserve units
were mobilized and mandated to augment the regular force. Together, Filipino and
American forces fought the Japanese invaders. Joint RP-US conventional resistance
may have ceased but Filipinos continued their armed struggle using guerilla tactics,
until the return of the American forces that brought defeat to the Japanese forces in
July 5, 1945. After the war, the Armed Forces of the Philippines activated four
military areas to take the place of military districts. The Armed Forces was
reorganized which gave birth to the four major services. Then the Army was
reactivated and reorganized enabling it to play a crucial role in the nation’s
rehabilitation efforts. The following years saw the significance of the Philippine Army
in the neutralization of the Huk rebellion in Central Luzon. In the seventies, the Army
was virtually confronted by the threats posed by the secessionist in the south and the
communist-led insurgency movement nationwide. On 21 September 1972, Martial
Law was declared. It was during this critical period in the history of the country that
the Armed Forces of the Philippines assumed the responsibility of enforcing the laws
of he land. As a consequence the main concern and focus of the Philippine
government were directed towards addressing these threats and the reserve force
development was relegated into the background. For contingency, the Philippine
Army adopted the Kamagong concept wherein 21-year old trainees were employed
side by side with the regular troops, instead of mobilizing the reserve units to
augment the forces-in-being. Regular personnel and equipment were pulled-out and
transferred to maneuver units leaving only a few to maintain the ROTC program.
This condition was further aggravated by constant changes of personnel in favor of
regular infantry units. Budgetary support for reserve force development and program
became a second priority. This situation led to the gradual deterioration of the
program as no unit training or career development was conducted After the people
revolution in 1986, the Army Reserve Command was deactivated. Its functions were
absorbed by the Reserve Affairs Unit under the Office of the Assistant Chief Staff for
Civil-Military Operations, Philippine Army. On the other hand, the Regional
Community Defense Units or RCDUs tasked with reserve force development in the
regions became organic units of the infantry divisions. At the end of 1990, the PA
reserve component especially through the ROTC program, grew in number at
528,000 with no definite reserve force structure to speak of.

Definition of Terms
Career Course – pertains to the course required for career progression (Basic,
advance and etc) which provides AFOS such as: Infantry, Armor, Artillery,
Quartermaster, Signal, Engineer, Finance, Ordnance, etc.

Non-Resident Career Course – course offered by PA Service Schools to junior and

company grade inactive reserve officers to prepare them to assume as company
commander, battalion commander or brigade staff of the PA Reserve Force.

Active Duty Training – a call to active duty of inactive reserve officer and enlisted
reservist for the purpose of training. The training may involve updating of skills and
knowledge on military techniques, doctrines, policies and regulations in order to
upgrade his state of preparedness for integration with the active component in time
of emergency.

Inactive Reserve – a commissioned officer and enlisted reservist not performing

regular military duty with the AFP.

Mobilization – the utilization of the reserve force in times of war or national

emergency.

Mobilization Center – a designated area or place wherein reservist will report when
mobilization is ordered.

Deserving Non-Commissioned Officer (NCO) – an enlisted personnel in the grade

of E-3 (Corporal) or higher including E-7 (Master Sergeant), who has conspicuously
demonstrated meritorious and valuable service.

Grade – the military rank of a commissioned officer of the AFP.

Separation – the severance of all connections linking a reserve officer with the AFP.
It includes the termination of appointment as a reserve officer as a result of
resignation, deferment of promotion and administrative or court martial action.
 Source of Reservists
Reservist Officers.
a. Graduates of advance ROTC who were issued orders as reserve officers;

b. Officers of the defunct Philippine Constabulary (PC) who shall have transferred to
the reserve component of either of the three (3) major services of the AFP;

c. Officers of the PNP who are former members of the AFP and who opted to join the
AFP Reserve Force and were issued orders as reservists;

d. Retired officers of the AFP and other armed forces that have diplomatic relations
with the Philippines who were honorably discharged or retired from the service, and
who are Filipino citizens upon their applications;

e. Commissioned officers under the affiliated reserve category and graduates of the
National Defense College of the Philippines (NDCP) who have been issued orders
as reservists;

f. Commissioned officers under RA 718; and

g. Commissioned officers under existing laws including those procured under Project
36-70 and included in the AFP reservist roster before the enactment of RA 7077 and
those to be commissioned after the enactment of the law.

Enlisted Reservists

a. Graduates of the ROTC basic course who were issued orders as enlisted
reservists

b. Graduates of authorized basic military training instructions such as CAFGU Basic

Military Training, Basic Citizen Military Training, PAARU Military Orientation Training,
21-year old training program, draftees and others, who, as a result thereof, were
issued orders as reservists;

c. Enlisted personnel reservists of the defunct Philippine Constabulary (PC) who

shall have transferred to the reserve component of the PA;

d. Members of the PNP who were formerly enlisted personnel of the AFP and who
opted to join the PA Reserve Force and were issued order as reservists;

e. Ex-servicemen of the AFP and other armed forces that have diplomatic relations
with the Philippines who were honorably discharged or retired from the service, and
who are Filipino citizens upon their application;
f. Enlisted personnel under the affiliated reserve category who have been issued
orders as reservists;

g. Enlisted personnel under the existing laws including those procured under Project
36-70 and included in the AFP reservist roster before the enactment of RA 7077, and
those to be enlisted after the enactment of said Act; and

h. Members of deactivated Citizen Armed Forces Geographical Unit Active Auxiliary

(CAFGU).

Categorization of Reservists
Based on age, reservists shall be categorized as follows:

a. First Category. Composed of all able-bodied reservists whose ages are between
18 and 35 years.

b. Second Category. Composed of all able-bodied reservists whose ages are

between 36 and 51 years.

c. Third Category. Composed of all able-bodied reservists who are above 51 years of
age.

Organization of Reserve Unit

The reserve force shall be organized into five (5) components:

The Army Reserve component.

The Air Force Reserve component.

The Navy Reserve component.

The AFP-wide technical reserve component.

The affiliated reserves.

The organization, structure, manning and equipment of reserve units shall

conform to the organization of the regular force (Section 9,Article III, RA 7077).
Hence, the Citizen Armed Force, alternately referred to as the Reserve Force, adopt
the Table of Organization and Equipment of the regular component, which is of the
Infantry (Light). Such step was designed for easy integration once reserve units are
mobilized. For further details on the organization of reserve force, refer to the
approved TOE Volume I. It must be emphasized at this point that while the
organizational structure of reserve force is designed to address external threats, it
must likewise meet the demand of peacetime condition. Thus, Alpha Company of all
Ready Reserve Units shall undergo training in Disaster, Rescue and Relief
Operations (DRRO); Bravo Company on Environmental Protection Training (EPT);
and Charlie Company shall undergo Training on Counter Terrorism.
Affiliated reserve units shall be trained to protect and defend their respective
establishment against attack, intrusion and sabotage to ensure the continuous and
uninterrupted operations of the essential services they render, thus, must undergo
military orientation training (MOT).

Classification of Reserve Units

Classification: Based on their operational readiness, reserve units shall be

classified as follows:

a. Ready Reserve:

Composed of reservists belonging mostly to the First Category augmented by

highly qualified officers and enlisted personnel from the Second and Third category
reservists who shall be organized, trained, and maintained as mobilizable ready
reserve subject to call at anytime to augment the regular armed force of the AFP not
only in times of war or national emergency but also to meet local emergencies
arising from calamities, disasters and threats to peace, order, security and stability in
any locality, including the need to provide assistance in relief and rescue work and
other civil assistance activities.

1) Ready Reserve I. Units classified as Ready Reserve I shall be maintained

in a high degree of readiness for deployment in not more than seven (7) days after
activation. The individual clothing and equipment and crew-served weapons shall be
ready for distribution upon their activation. As necessary, these units shall carry an
excess of 20 percent of their authorized personnel strength to compensate for those
who fail to report or are late in reporting for duty.

2) Ready Reserve II. Units classified as Ready Reserve II shall be

maintained in a degree of readiness for operational employment in not more than 15
days.

b. Standby Reserve:

Composed of reservists belonging mostly to the second and third category

reserve. Members of the standby reserve shall be organized and assigned to
specified reserve units and shall be maintained through periodic assembly tests or
registrations to update their records and their present addresses among others.
Standby reserve may be mobilized or ordered to active duty only in times of war or
national emergency. Ranks of the standby reservists may be upgraded if they
voluntarily participate in training or serve with the ready reserve units in their areas
or their standby reserve units undergo retraining. However, they shall be encouraged
to upgrade their military knowledge and skills by taking up non-resident or resident
courses.

c. Retired Reserve:
 Composed of reservists who have qualified for retirement through length of
service, old age or disability. For this purpose, 65 years shall be considered the
retirement age. However, if qualified and fit for duty, a member of the retired reserve
may be ordered to active duty in times of local or national emergencies if he
volunteers for active duty and when the Secretary of National Defense determines
that there are not enough qualified reservists with his special skills and qualifications
in the ready reserve or the standby reserve in his particular area of residence.

Entitlements

A reservist when called to active duty by virtue of mobilization shall receive

all the pay and allowances, medical care, hospitalization and other privileges and
benefits prescribed by law or regulations for members of the Regular Force.

Reservists performing auxiliary service shall not receive pay but shall be entitled
to receive the following:

a. Basic subsistence allowance;

b. AFP Mutual Benefits Association Incorporated (AFPMBAI) Insurance Coverage;
c. Combat clothing;
d. Hospitalization/medical care for injuries and sickness suffered in line of duty;
e. Burial services; and
f. Separation gratuity.

Security of tenure in government or private employment while on military

schooling – an employee in the government including one in a government-owned
or controlled corporate or private employment with monthly operating volume of not
less than twenty (20) employees who undergo military training shall be separated or
terminated from such employment, shall not be considered as having forfeited his
seniority status, if any, and shall continue to receive the salary he was receiving prior
to his call to military training. In the case of private employment, payment of basic
salary during such military training shall be in accordance with existing laws or with
his company’s policies on its employees on leave from his employment. Upon
termination of his military training, he shall resume his former position or, if not
practicable, he shall be assigned to a new position without diminution of his pay and
allowances provided he is honorably terminated or discharged from such training or
service; otherwise, his record of dishonorable discharge from military training or
service shall be taken into account as to whether or not he should be reinstated to
his former employment.

Awards of ranks and assignments to reserve units of graduates of ROTC –

graduates of basic ROTC shall be given a reserve enlisted rank and serial number
and assigned to reserve units and mobilization centers in their provinces. The ranks
to be awarded shall be from private to sergeant or its equivalent. Provided, that the
quota for non-commissioned officers shall not exceed five (5) percent of the
authorized strength to the unit to which the reservists shall be assigned after
graduation. Provided, that those to be awarded rank above private shall be chosen
based on merit. Those who continue to the advance ROTC course shall continue to
carry their enlisted rank until their Successful completion of advance ROTC.
Promotion and appointment - the promotion similar to those prescribed for the regular
force. Officers in the inactive list shall be eligible for promotion to the next higher
permanent grade subject to the following condition:

there must be a vacancy in the peacetime procurement objective of the reserve force or
the grades of major and higher: provided, that such promotional vacancy shall be over
those authorized for the active list.

completion of the following time in permanent grade (inactive & active) for promotion
in the grade indicated or their equivalent naval grades:

To First Lieutenant – three (3) as Second Lieutenant.

To Captain – four (4) years as First Lieutenant.
To Major – five (5) years as Captain.
To Lt Colonel – six (6) years as Major.
To Colonel – seven (7) years as Lt Colonel.

To Brigadier General – two (2) years as Colonel.

Promotion of enlisted reservist – in order to be eligible for promotion, an enlisted

reservist must satisfy all the following conditions:

He is carried in the roster of any of the reserve units under the promotion authority.

He has attained the educational qualification, length and the time-in-grade

requirements.

He has satisfactorily completed in his present grade any of the following:

Annual active duty training;

Week-end duty training;
Advance ROTC/WATC course;
Assembly test/exercises; and
any other active duty training of not less than seven days in duration prescribed by
the promotion authorities.

He is occupying or being earmarked to occupy a TO/TD position calling for at least

the grade to which he is being promoted, and he possess the skills/qualification
required of such TO/TD position.
 FOUR FUNCTIONAL AREAS OF RRA
Reserve Affairs Administration

Insurance coverage for PA reservists on training.

Sharing of human and training resources/assets.
Inclusion of human rights in all reservists training.
Procurement, admission, training and commission/CAD OD candidates for OCS.

Reserve Manpower Development

Utilization of selected officer/enlisted personnel from tactical/engineer units in the

ROTC program.
Standard procedures in the procurement of candidates for ROTC advance course,
probationary training (MS-43) and documentation for commission in the reserve
force.
Scholarship incentive for PA advance ROTC training.
PA advanced ROTC entrance examination.
PA ROTC male and female cadet of the year.
The ROTC trust fund (ROTCTF) and its educational assistance program.
ROTC administrative and tactical inspection.
Administration of Philippine Army ROTC units.

Reserve Force Development

Letter of instruction 01-94 (Paghahanda)

Selective recruitment of reservist for ready reserve units.
Unit designation of reservists brigades and battalions.
Integration of CAFGU-AA to the reserve force.
AFP affiliated reserve units program.
Procurement and separation of PA affiliated reserves.
Organization, training, administration, and utilization of PAARU.
Letter of instruction (Pagsagip)
Mobilization of army reservists during occurrence of calamities and disaster.

.
Retiree and Public Affairs

The RPA or the Retirees Public Affairs is one of the Branches of the the RRA
or Reservist and Retirees Affairs. It functions as the CMO unit of the ARESCOM
hand in hand with the unit’s G7. RPA caters to activities of the Reservists that deals
with the civilians.
DEFINITION OF TERMS

Retiree - a person who retires from the active service.

Public Affairs - connotes effective and timely dissemination of information,

observance of propriety in pursuing the desired tasks and relating ourselves with the
various civilian sectors of our society to attain or influence their ideas, emotions and
even their beliefs.

FUNCTIONS OF RPA

Retiree Affairs:
• Give awards as well as recommend to this headquarters reservists,
retirees/veterans, and/or ROTC cadets for recognition of their outstanding
achievements.
• Conduct fellowship with the reservists/veterans.
• Provide funeral assistance/services to deceased retirees, veteran s and inactive
reservist officers entitled for such last courtesies as requested by bereaved families.
• Establish/maintain Reservist and Veterans Action Center.
Organize/maintain Reservist/Veterans cooperatives

MORALE AND WELFARE

Awards for Outstanding Reservists

Fellowship/Dialogue with Rets, Vets & Res
Assistance to AFP Rets, Vets & Res (Funeral, Flag, Burial etc)

COMMUNITY ORIENTED ACTIVITIES

MEDCAP Alay-Lakad
Bloodletting Sportsfest
Tree Planting Operation Linis

INFORMATION CAMPAIGN

Radio Programs Press Releases

TV Interviews Poster/Pamphlets/
Newsletter Publication Leaflets Distribution

PARTICIPATION IN HISTORICAL EVENTS

National Events
Local Events
 Check Point

EVALUATION:
Window Hour 0800H Nov 20-22, 2020. Deadline of submission 1700H 22 Nov
2020

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 CHAPTER 5
INTRODUCTION TO LOGISTICS

I. OBJECTIVE:

After successfully completing this chapter, you should be able to;

a. define Logistics;
b. determine the principle of logistics; and
c. classify the classes of supply in logistics.

DEFINITION OF TERMS

Logistics - is the process of planning and executing the sustainment of forces in

support to army operations.

Logistics Management- is the part of supply chain management that plans,

implements, and control the efficient, effective forward and reverse flow and storage
of goods, services, and related information between the point of origin and the point
of consumption in order to meet customers requirement.

Supply- It includes all kinds of property except real estate which may be needed in
the transaction of official business or for public use in the nature of furniture,
stationery, construction materials, livestock's and such other properties of similar
nature of equipment for issue to troops, units and installations.
Supply Management- It involves the systematic coordination between the user and
the supply units.
Supply economy – is the practice of conservation of supplies and materials
developed through training and practice until it becomes a habit.

LOGISTICS PRINCIPLES

1. Anticipation – is the ability to foresee events and requirements and initiate

necessary actions that most appropriately satisfy a response. Anticipation of
logistics facilitates responsive support.

2. Responsiveness – is the ability to meet changing requirements on short notice

and to rapidly sustain efforts to meet changing circumstances over time. It is
providing the right support in the right place at the right time.

3. Simplicity- strives to minimize the complexity of sustainment. Simplicity relates to

processes and procedures. Unnecessary complexity of processes and procedures
compounds the confusion.
4. Economy-means providing sustainment resources in an efficient manner (and
cost-effective) to enable a commander to employ all assets to generate the greatest
effect possible.
5. Survivability- is the ability to protect personnel, information, infrastructure, and
assets from destruction or degradation. It includes all aspects of protecting
personnel, materiel, and organizations while deceiving the enemy.

6. Continuity- is the uninterrupted provision of sustainment across all levels of

command in any war. Continuity is achieved through a system of integrated and
focused networks linking sustainment to operations.

7. Improvisation- is the ability to adapt sustainment operations to unexpected

situations or circumstances affecting a mission. It includes creating, inventing,
arranging, or fabricating what is needed from what is available

8. Impetus from the Rear- means sustainment is provided to the echelon as far
as the tactical situation permits. It means pushing logistics, personnel services and
health services from rear support areas to the end-user in the front.

9. Integration- is the most critical principle. Integration is joining all of the

elements of sustainment (tasks, functions, systems, processes, and
organizations) to operations assuring unity of purpose and effort.
 THE SUPPLY CYCLE

Requirement
Determination

Dispossal Procurement

Warehouse/Distributio
Invetory
n

Maintenance

CLASSIFICATION OF SUPPLIES

1. As To Its Nature;
Expendable Supplies - are those which are consumable in nature or perishable in
nature, and those which lose their identities when placed in or attached to a major
item or property.

Non-Expendable Supplies - are those which are durable in nature. and which in use
do not suffer any material change or substantial change or alteration in their sizes or
forms. Generally all equipment falls under this category.

Semi-Expendable Supplies – tangible assets with serviceable life of more than one
year but small enough to be considered PPE. (Equipment valued below P15,000)
2. As To Its Source;
Republic supplies - acquired from appropriated funds of the AFP.

Non-Republic supplies - Acquired by means of other than purchase from

appropriated fund of the AFP.

a) MAP

b) Found-in-Station

c) Captured Enemy Property

d) Reclaimed/Salvaged Property

3. As To Its Technical Classification;

a. Quartermaster - supplies intended for office (except telephones) janitorial
supplies and individual clothing and equipment.

b. Ordnance - includes all kinds of ammunitions, FAS, explosives of all types,

vehicles and chemicals, except chemicals used in the experimentation of medicines
and for developing films.

c. Signal - includes all types of radios to include its accessories, telephones,

cameras and BA-30 batteries.

d. Engineer - construction materials and equipment, to include dump trucks and fire
trucks.

e. Medical - all items used for medical services.

f. Dental - all items used for dental services.

4. As To Its General Classifications

Class I - Food and subsistence including gratuitous, health and welfare

items.

Class II - Clothing, individual equipment, tentage, organizational tool sets and tool
kits, hand tools, admin and housekeeping supplies and equipment.

Class III - POL products(petroleum and solid fuels, hydraulic and insulating
anti-freeze components), lubricating oils and lubricants.
Class IV - Construction Materials to include installed equipment and all
fortification/barrier materials.

Class V - All types of ammunition including chemical, radiological, bombs,

explosives, propellants, and other associated items.
Class VI - Personal Demand Items such as wines and liquor etc. (nonmilitary sales
items).

Class VII - Major End Items: A final combination of end products which is ready for
its intended use (vehicles, tanks, launchers, mobile shops).

Class VIII - Medical and Dental Items including peculiar repair parts

Class IX - Repair Parts and components to include kits, assemblies and repairable
or non-repairable required for maintenance support of all equipment.

Class X - Material to support non-military programs such as agricultural and

economic development supplies not included in classes I to IX.

Check Point

EVALUATION:
Window Hour 0800H Nov 20-22, 2020. Deadline of submission 1700H 22 Nov
2020

https://forms.gle/uuVMnVT9LHsCudwPA
References:

RA 7077
SP4-0101
Arescom Warfighting Competency Book
https://en.wikipedia.org/wiki/Philippine_Army
https://www.part-time-commander.com/the-7-steps-in-problem-solving/
tent/powerpoint/Leahttps://www.armystudyguide.com/condership_Presentations/milit
ary-problem-solving-2.shtml