Special Report: NIE 12.2
Command Posts for Companies At NIE, Company Command Post trail boss guided the search for solutions that are scalable, reliable and mobile.
Major Brian Mack is the Network Integration Evaluation (NIE) 12.2 Company Command Post (CoCP) trail boss for Product Manager for Command Post Systems and Integration (PdM CPS&I). PdM CPS&I is an organization of Project Manager Warfighter Information Network-Tactical (PM WIN-T), which is assigned to Program Executive Office for Command, Control, Communications-Tactical (PEO C3T). NIE trail bosses, managed by the Army’s System of Systems Integration (SoSI) Directorate, are the conduits between their assigned 2/1 AD battalion and a workforce of engineers, logisticians, testers, evaluators and industry partners to ensure flawless execution of the evaluations. Their daily activities can include anything from training soldiers and supporting field service representatives to advising leadership on the status of schedules, physical integration, training, preparation and execution of activities associated with each exercise. Mack was interviewed by Amy Walker, a staff writer for Symbolic Systems, supporting PM WIN-T. Discuss the special Command Post requirements of a company as opposed to a battalion or brigade solution. A maneuver company requires a command post that is scalable, supports mobile and short halt operations, and maintains reliability with fewer field support representatives required to sustain it. The main difference between a maneuver company and higher echelon units is the number of personnel in the unit to man a command post (CP) and process information for the commander. Battalion and brigade commanders have authorized staff for each war fighting function to assist the commander to execute mission command. Company commanders do not, so they receive enablers such as a two- to three-soldier communication team from the expeditionary signal battalions and a two- to three-soldier Company Intelligence Support Team. These enablers may help the commander, but they often still need to get additional soldiers from platoons to assist. These soldiers require specialized training typically not associated with their military occupation specialties to operate mission command systems within the CP to support the commander.
with adjacent and higher units. They enhance the commander’s ability to make informed decisions and execute troop leading procedures. During NIE 12.2, the Command Post Systems Integration team supported the integration and fielding of 12 CoCPs. Approximately a dozen systems under evaluation (SUEs) existed within these command posts. A majority of the SUEs focused on which Small Form Factor Very Small Aperture Terminals (SFF VSAT) satellite terminal to field to CoCPs as part of Capability Set 13. SFF VSATs will provide the satellite transport necessary to conduct beyond-line-of-sight (satellite) communications at the company level. Other systems evaluated focused on mobile power and infrastructure requirements such as on board vehicle power and an air beam tent sponsored by Project Manager Mobile Electric Power. How is having mission command systems at the company level going to change the way the Army fights on the battlefield? Mission command systems at the company level allow the commander to anticipate and see the enemy first. That commander can use this initiative to defeat the enemy. Proper use of information or intelligence provided by these systems often expands a commander’s options to deal with a situation on the battlefield. These systems should enable, not overwhelm, squads and platoons operating at the tactical edge of the battlefield. These systems not only help us see the enemy first, but they also help us see ourselves or our allies. This improves coordination and logistics on the battlefield and reduces risk of fratricide to friendly coalition forces. Discuss “jumping” the command post at the company level and the importance of mission command on-the-move during the jump.
What are the basic elements of a CoCP and what was the difference between the various CoCP solutions at NIE 12.2?
Each company jumped anywhere from three to six times during the evaluation. This was important to validate maneuverability requirements of not only individual systems, but the capability as a whole. The most limited resource on the battlefield is time, so it’s important that units are not burdened with non-value added activities to set up and employ systems. With limited personnel at the company, the need for speed is magnified. WIN-T Increment 2, the Army’s tactical communications network backbone, provides a company commander with on-the-move mission command, but his command post should be flexible and scalable to support mission command throughout any operation. O
The basic elements of a company command post include infrastructure, power, beyond-line-of-sight communications, tactical radios and mission command systems. These elements combined should provide a commander a complete picture of his battlespace that can be shared
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