CHAPTER 2
OPERATIONS
This chapter provides techniques and procedures used by infantry
platoons and squads. These techniques are used throughout the
planning and execution phases of platoon and squad tactical
operations.
Section I. COMMAND AND CONTROL
This section discusses mission tactics, troop-leading procedure, combat orders, and techniques for preparing a platoon to fight. These topics pertain to all combat operations. Their application requires time. With more time, leaders can plan and prepare in depth. With less time, they must rely on previously rehearsed actions, battle drills, and standing operating procedures.
Mission tactics is the term used to describe the exercise of command authority by a leader. Mission tactics places the relationship of command, control, and communications in proper perspective by emphasizing the predominance of command. This emphasis on command, rather than control, provides for initiative, the acceptance of risk, and the rapid seizure of opportunities on the battlefield. Mission tactics can be viewed as freedom of action for the leader to execute his mission in the way he sees fit, rather than being told how to do it. Mission tactics reinforced by the knowledge of the higher commander's intent and focused on a main effort establishes the necessary basis for small-unit leadership.
a. The philosophy of mission tactics extends throughout all levels of command. Leaders must be provided the maximum freedom to command and have imposed on them only the control necessary to synchronize mission accomplishment. Sometimes leaders must issue specific instructions. Normally, this is necessary when the unit's actions must be synchronized with other actions. Mission tactics, as a command philosophy, recognizes the many tools available to the leader, but emphasizes that there is no substitute for the personal element of command.
b. Execution of mission tactics requires initiative, resourcefulness, and imagination. Initiative must be driven by the commander's intent, not merely by a desire for independent action. Leaders must be resourceful enough to adapt to situations as they are, not as they were expected to be.
c. Platoon and squad leaders also must effectively control their subordinates. Control restricts command. Generally, increased control leads to less application of command. Not all control is bad or counterproductive. For example, common doctrine is a form of control in that all leaders expect their subordinates to understand and apply the tenets of doctrine. Another common source of control is the use of graphics for operation overlays. While optional and situationally-dependent, these are restrictive and must be reviewed by the leader before implementation. Each control measure must have a specific purpose that contributes to mission accomplishment. If it dots not pass this purpose test, it unnecessarily restricts freedom of action and should not be used.
d. Control is necessary to synchronize the actions of elements participating in an operation. The more complex the operation, the greater the amount of control needed. The challenge to leaders is to provide the minimal amount of control required and still allow for decentralized decision making in each situation.
(1) Mission tactics requires that leaders learn how to think rather than what to think. It recognizes that the subordinate is often the only person at the point of decision who can make an informed decision. Guided by the commander's intent, the mission, and the concept of the operation, the leader can make the right decision.
(2) At platoon and squad level useful forms of control include common doctrine, mission, concept of the operation, time, and control measures.
(a) Doctrine, especially the form of battle drills and unit SOPs that prescribe a way of performing a task, provides an element of control. By limiting the ways in which a task is performed to standard, battle drills and unit SOPs provide a common basis for action: allow for quick, practiced response; decrease the probability for confusion and loss of cohesion; and reduce the number of decisions to the essential minimum.
(b) The mission statement of the platoon is also a form of control. Its purpose provides the basis for decision and allows freedom of action. Its task provides a basis for establishing the main effort and focuses all other actions toward mission accomplishment.
(c) The concept of the operation identifies the main and supporting efforts for the higher unit and describes how a commander sees the execution of the operation. This allows the maximum possible freedom of action for the subordinate leader tasked with executing the main effort. Leaders executing the supporting effort will have less freedom of action because they must key their actions on the main effort. The concept of the operation also details the control of fires and other combat multipliers which must be synchronized and focused on the main effort.
(d) Leaders use time to control units or individuals by establishing specifically when a task should begin or be complete. Control using time is especially critical when the platoon's actions must be synchronized with other units or supporting elements.
(e) Another source of control is the use of control measures. These include instructions to subordinate units, fire commands, and the use of operational graphics in overlays. While normally optional and situationally-dependent, control measures are potentially restrictive and must be reviewed by leaders before incorporating them into their plans. To ensure the proper amount of control, each control measure must have a specific purpose that contributes to mission accomplishment. If it does not pass this test, it unnecessarily restricts freedom of action and should not be used.
e. Platoon and squad leaders use mission tactics to accomplish the mission. They give orders and instructions that communicate the higher commander's intent; the mission (task and purpose) of the unit; and the concept of the operation, to include control measures. They also use mission tactics to ensure that subordinates understand that they are expected to use initiative in making decisions when the situation is no longer what it was expected to be.
Troop leading is the process a leader goes through to prepare his unit to accomplish a tactical mission. It begins when he is alerted for a mission. It starts again when he receives a change or a new mission. The troop-leading procedure comprises the steps listed below. Steps 3 through 8 may not follow a rigid sequence. Many of them may be accomplished concurrently. In combat, rarely will leaders have enough time to go through each step in detail. Leaders must use the procedure as outlined, if only in abbreviated form, to ensure that nothing is left out of planning and preparation, and that their soldiers understand the platoon's and squad's mission and prepare adequately. They continuously update their estimates throughout the preparation phase and adjust their plans as appropriate.
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STEP 1. Receive the mission. |
STEP 5. Reconnoiter. |
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STEP 2. Issue a warning order. |
STEP 6. Complete the plan. |
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STEP 3. Make a tentative plan. |
STEP 7. Issue the complete order. |
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STEP 4. Start necessary movement. |
STEP 8. Supervise. |
a. STEP 1. Receive the Mission. The leader may receive the mission in a warning order, an operation order (OPORD), or a fragmentary order (FRAGO). He immediately begins to analyze it using the factors of METT-T:
- What is the MISSION?
- What is known about the ENEMY?
- How will TERRAIN and weather affect the operation?
- What TROOPS are available?
- How much TIME is available?
(1) The leader should use no more than one third of the available time for his own planning and for issuing his operation order. The remaining two thirds is for subordinates to plan and prepare for the operation. Leaders should also consider other factors such as available daylight and travel time to and from orders and rehearsals. In the offense, the leader has one third of the time from his receipt of the mission to the unit's LD time. In the defense, he has one third of the time from mission receipt to the time the squad or platoon must be prepared to defend.
(2) In scheduling preparation activities, the leader should work backwards from the LD or defend time. This is reverse planning. He must allow enough time for the completion of each task.
b. STEP 2. Issue a Warning Order. The leader provides initial instructions in a warning order. The warning order contains enough information to begin preparation as soon as possible. Platoon SOPs should prescribe who will attend all warning orders and the actions they must take upon receipt: for example, drawing ammunition, rations and water, and checking communications equipment. The warning order has no specific format. One technique is to use the five-paragraph OPORD format. The leader issues the warning order with all the information he has available at the time. He provides updates as often as necessary. The leader never waits for information to fill a format. A sample warning order is in Figure 2-1. If available, the following information may be included in a warning order.
c. STEP 3. Make a Tentative Plan. The leader develops an estimate of the situation to use as the basis for his tentative plan. The estimate is the military decision making process. It consists of five steps: detailed mission analysis, situation analysis and course of action development, analysis of each course of action, comparison of each course of action, and decision. The decision represents the tentative plan. The leader updates the estimate continuously and refines his plan accordingly. He uses this plan as the start point for coordination, reconnaissance, task organization (if required), and movement instructions. He works through this problem solving sequence in as much detail as time available allows. As the basis of his estimate, the leader considers the factors of METT-T:
(1) Mission. The leader considers his mission as given to him by his commander. He analyzes it in light of the commander's intent two command levels higher, and derives the essential tasks his unit must perform in order to accomplish the mission.
(2) Enemy. The leader considers the type, size, organization, tactics, and equipment of the enemy he expects to encounter. He identifies their greatest threat to his mission find their greatest vulnerability.
(3) Terrain. The leader considers the effect of terrain and weather on enemy and friendly forces using the guidelines below (OCOKA):
(a) Observation and fields of fire. The leader considers ground that allows him observation of the enemy throughout his area of operation. He considers fields of fire in terms of the characteristics of the weapons available to him; for example, maximum effective range, the requirement for grazing fire, and the arming range and time of flight for antiarmor weapons.
(b) Cover and concealment. The leader looks for terrain that will protect him from direct and indirect fires (cover) and from aerial and ground observation (concealment).
(c) Obstacles. In the attack, the leader considers the effect of restrictive terrain on his ability to maneuver. In the defense, he considers how he will tie in his obstacles to the terrain to disrupt, turn, fix, or block an enemy force and protect his own forces from enemy assault.
(d) Key terrain. Key terrain is any locality or area whose seizure or retention affords a marked advantage to either combatant. The leader considers key terrain in his selection of objectives, support positions, and routes in the offense, and on the positioning of his unit in the defense.
(e) Avenues of approach. An avenue of approach is an air or ground route of an attacking force of a given size leading to its objective or key terrain in its path. In the offense, the leader identifies the avenue of approach that affords him the greatest protection and places him at the enemy's most vulnerable spot. In the defense, the leader positions his key weapons along the avenue of approach most likely to be used by the enemy.
(f) Weather. In considering the effects of weather, the leader is most interested in visibility and trafficability.
(4) Troops available. The leader considers the strength of subordinate units, the characteristics of his weapon systems, and the capabilities of attached elements as he assigns tasks to subordinate units.
(5) Time available. The leader refines his allocation of time based on the tentative plan and any changes to the situation.
d. STEP 4. Start Necessary Movement. The platoon may need to begin movement while the leader is still planning or forward reconnoitering. The platoon sergeant or a squad leader may bring the platoon forward, usually under the control of the company executive officer or first sergeant. This step could occur at any time during the troop-leading procedure.
e. STEP 5. Reconnoiter. If time allows, the leader makes a personal reconnaissance to verify his terrain analysis, adjust his plan, confirm the usability of routes, and time any critical movements. When time does not allow, the leader must make a map reconnaissance. The leader must consider the risk inherent in conducting reconnaissance forward of friendly lines. Sometimes the leader must rely on others (for example, scouts) to conduct the reconnaissance if the risk of contact with the enemy is high.
f. STEP 6. Complete the Plan. The leader completes his plan based on the reconnaissance and any changes in the situation. He should review his mission, as he received it from his commander, to ensure that his plan meets the requirements of the mission and stays within the framework of the commander's intent.
g. STEP 7. Issue the Complete Order. Platoon and squad leaders normally issue oral operations orders.
(1) To aid subordinates in understanding the concept for the mission, leaders should issue the order within sight of the objective or on the defensive terrain. When this is not possible, they should use a terrain model or sketch.
(2) Leaders must ensure that subordinates understand the mission, the commander's intent, the concept of the operation, and their assigned tasks. Leaders may require subordinates to repeat all of part of the order or demonstrate on the model or sketch, their understanding of the operation. They should also quiz their soldiers to ensure that all soldiers understand the mission. Chapter 5 provides a list of questions that leaders can ask to determine if the soldiers understand the mission.
h. STEP 8. Supervise. The leader supervises the unit's preparation for combat by conducting rehearsals and inspections.
(1) Rehearsals. The leader uses rehearsals to--
- Practice essential tasks (improve performance).
- Reveal weaknesses or problems in the plan.
- Coordinate the actions of subordinate elements.
- Improve soldier understanding of the concept of the operation (foster confidence in soldiers).
(a) Rehearsals include the practice of having squad leaders brief their planned actions in execution sequence to the platoon leader.
(b) The leader should conduct rehearsals on terrain that resembles the actual ground, and in similar light conditions.
(c) The platoon may begin rehearsals of battle drills and other SOP items before the receipt of the operation order. Once the order has been issued, it can rehearse mission specific tasks.
(d) Some important tasks to rehearse include--
- Actions on the objective.
- Assaulting a trench, bunker, or building.
- Actions at the assault position.
- Breaching obstacles (mine and wire).
- Using special weapons or demolitions.
- Actions on unexpected enemy contact.
(2) Inspections. Squad leaders should conduct initial inspections shortly after receipt of the warning order. The platoon sergeant spot checks throughout the unit's preparation for combat. The platoon leader and platoon sergeant make a final inspection. They should inspect--
- Weapons and ammunition.
- Uniforms and equipment.
- Mission-essential equipment.
- Soldier's understanding of the mission and their specific responsibilities.
- Communications.
- Rations and water.
- Camouflage.
- Deficiencies noted during earlier inspections.
An operation order (OPORD) is a directive issued by the leader to his subordinate leaders in order to effect the coordinated execution of a specific operation.
a. The leader briefs his OPORD orally from notes that follow the five-paragraph format below (Figure 2-2).
b. The leader uses a fragmentary order (FRAGO) to change an existing order. He normally uses the OPORD format, but addresses only those elements that have changed. The leader should make his instructions brief, simple, clear, and specific.
c. Annexes provide the instructions for conducting specific operations (such as air assault, boat and truck movement, stream crossings, establishing patrol bases, and airborne insertions), if they are so detailed that a platoon SOP is insufficient for a particular situation. The format is the same as the five-paragraph OPORD.
d. An operation overlay is a tracing of graphic control measures on a map. It shows boundaries, unit positions, routes, objectives, and other control measures. It helps to clarify the operation order. Platoons normally trace their overlays from the company operations map. Squad leaders transfer control measures on to their maps as needed. The subordinate's need for higher unit graphics must be balanced against the risk of the enemy obtaining this information.
e. When possible, the leader uses the actual terrain or a terrain model to brief his OPORD. He may also use concept sketches--large, rough drawings of the objective areas--to show the flow of events and actions clearly.
(1) Concept sketch. The sketch shows the locations and positions of objectives, control measures, and key terrain in relation to each other. It is not necessarily drawn to scale.
(2) Terrain model. A terrain model is a three-dimensional scale model of the terrain (Figure 2-3). It is effective for briefing and discussing the actions on the objective. It may depict the entire mission area. However, for offense missions, priority should be given to building a model of the objective area.
(a) It should be built oriented to the ground (north on the model is north on the ground) and should show the main terrain features in the area.
(b) The next step after orienting the model to the ground is the construction of grid squares. The leader should identify the grid squares that the model will show. These ensure a more accurate model.
(c) The terrain model should depict key terrain, friendly control measures, and enemy dispositions.
(d) Materiel for constructing the model includes string, yarn (various colors), chalk (colored), 3x5 cards, target markers, or unit markers.
Section II. SECURITY
This section discusses techniques used by platoons and squads to provide security for themselves and for larger formations during movements and offensive and defensive operations.
Security during movement includes the actions that units take to secure themselves and the tasks given to units to provide security for a larger force.
a. Platoons and squads enhance their own security during movement through the use of covered and concealed terrain; the use of the appropriate movement formation and technique; the actions taken to secure danger areas during crossing; the enforcement of noise, light, and radiotelephone discipline; and the use of proper individual camouflage techniques.
(1) Terrain. In planning a movement, leaders consider the terrain from the aspect OCOKA as discussed in Section I. Leaders look for terrain that avoids obstacles, provides protection from direct and indirect fires and from ground and aerial observation, avoids key terrain that may be occupied by the enemy, allows freedom to maneuver, and avoids natural lines of drift or obvious terrain features. If key terrain cannot be avoided, leaders plan to reconnoiter it before moving through. When operating as an advance or flank guard for a larger force, platoons and squads may be tasked to occupy key terrain for a short time while the main body bypasses it.
(2) Formations and movement techniques. Formations and movement techniques provide security by--
- Positioning each soldier so that he can observe and fire into a specific sector that overlaps with other sectors.
- Placing a small element forward to allow the platoon to make contact with only the lead element and give the remainder of the platoon freedom to maneuver.
- Providing overwatch for a portion of the platoon.
In selecting formations and movement techniques leaders must consider other requirements such as speed and control as well as security. Section III provides a matrix to help leaders in determining the best formation and technique based on METT-T.
(3) Security at danger areas. Paragraph 2-11 describes actions taken by platoons and squads to secure danger areas before crossing them.
(4) Camouflage, noise, light, and radiotelephone discipline. Leaders must ensure that camouflage used by their soldiers is appropriate to the terrain and season. Platoon SOPs specify elements of noise, light, and radiotelephone discipline. (See Chapter 5.)
b. Platoons and squads may operate as the advance, flank, or rear guard for larger units. They employ the same techniques described above to move as securely as possible. Section IV describes the techniques used by platoons executing a guard mission in a movement to contact.
c. During short halts, soldiers spread out and assume prone positions behind cover. They watch the same sectors that were assigned to them for the movement. Leaders establish OPs, and orient machine guns and antiarmor weapons along likely enemy approaches. Soldiers remain alert and keep movement to a minimum. During limited visibility, leaders incorporate the use of night vision devices.
d. During long halts, the platoon establishes a perimeter defense (See Chapter 1). The platoon leader ensures that the platoon halts on defensible terrain. He establishes the defense using the same considerations discussed in Section V.
e. For additional security during halts, the platoon leader may establish a squad-sized ambush. He must provide a specific location and instructions concerning the initiation and conduct of the ambush and the link-up of the squad with the platoon.
Security in the offense includes actions taken by platoons and squads to find the enemy, to avoid detection or prevent the detection of the larger body, and to protect the unit during the assault on the objective.
a. Movement to Contact. Platoons and squads execute guard or screening missions as part of a larger force in a movement to contact. (See Section III.)
b. Reconnaissance Patrols. Reconnaissance patrols are conducted before executing offensive operations to find the enemy and determine his strength and dispositions. Chapter 3 discusses techniques for platoons and squads conducting reconnaissance patrols.
c. Hasty and Deliberate Attacks. Platoons and squads use the same security techniques for movement discussed above while moving from assembly areas to the objective. The base-of-fire and maneuver elements of the platoon must provide their own security while executing their specific tasks.
(1) Base-of-fire element. The platoon sergeant or leader controlling the base-of-fire element should designate soldiers on the flanks of the position to provide observation and, if necessary, fires to the flanks while the element engages the enemy on the objective. The base-of-fire element also provides security to its rear.
(2) Maneuver element. The maneuver element must secure its own flanks and rear as it assaults across the objective. Platoon leaders should consider designating assaulting buddy teams to observe the flanks and rear. When clearing trenches, the platoon should be alert against local counterattacks along cleared portions of the trench behind the lead fire team. The base-of-fire element provides security for the maneuver element by engaging any counterattacking or reinforcing forces if it can do so without endangering the maneuver element with its own fires.
d. Consolidation. Platoons and squads move quickly to establish security during the consolidation of an objective. They do this by establishing OPs along likely approaches and by establishing overlapping sectors of fire to create all-round security. (See Section V.)
Security in the defense includes active and passive measures taken to avoid detection or deceive the enemy and to deny enemy reconnaissance elements accurate information on friendly positions.
a. Terrain. Leaders consider the terrain in terms of OCOKA as they plan for security in the defense. They look for terrain that will protect them from enemy observation and fires and, at the same time, provide observation and fires into the area where they intend to destroy the enemy or defeat his attack. When necessary leaders use defensive techniques, such as reverse slope or perimeter defense, to improve the security of the defensive position. Leaders plan protective obstacles to the flanks and rear of their positions and tie them in with supplementary fires. Leaders consider adjacent key terrain that threatens the security of their positions. They secure this terrain by posting OPs and by covering it with direct and indirect fires. Finally, leaders establish OPs along the most likely enemy approaches into the position or sector to provide early warning.
b. Observation Posts. Each platoon should post at least one OP. The platoon leader designates the general location for the OP and the routes to and from the OP. The squad leader establishing the OP selects the specific site. Section XII provides a detailed discussion of the techniques used by platoons and squads in establishing and manning OPs. When a platoon performs a screen mission for a larger force in a defense, it may establish squad-sized OPs that are well dispersed. The squads conduct patrolling missions between these OPs to establish the screen.
c. Patrols. Platoons should actively patrol the area to their front and flanks while in a defensive operation. These patrols should include observation of dead space, gaps between units, open flanks, and gaps or lanes in tactical and protective wire. Patrols may also be used to establish and relieve OPs. The platoon leader must ensure that all patrols not initiated by his higher headquarters are coordinated with them. Chapter 3 provides detailed discussion of patrolling techniques for platoons and squads.
d. Passive Measures. Platoons may be directed to cover specific areas of its sector with night vision devices, thermal sights, or early warning devices. These systems should be incorporated into the platoon sector sketch. Passive measures also include camouflage; movement control; and noise, light, and radiotelephone discipline.
e. Deceptive Measures. Deceptive measures includes actions that platoons and squads may take to mislead the enemy and induce him to do something counter to his interests. Platoons may employ deceptive measures for local security such as dummy positions or supplemental wire.
f. Deception Operations. Platoons may conduct deception operations as part of a larger force. These operations may include demonstrations, feints, displays, or ruses. In most instances platoons execute missions as normal but on a limited scale (feint), or to present a false picture to the enemy.
Section III. MOVEMENT
This section discusses formations, movement techniques, and actions during movement for infantry platoons and squads.
Formation are arrangements of elements and soldiers in relation to each other. Squads use formations for control flexibility and security. Leaders choose formations based on their analysis of the factors of METT-T. Figure 2-6, compares formations. Leaders are up front in formations. This allows the fire team leader to lead by example, "Follow me and do as I do." All soldiers in the team must be able to see their leader.
a. Wedge. The wedge is the basic formation for the fire team. The interval between soldiers in the wedge formation is normally 10 meters. The wedge expands and contracts depending on the terrain. When rough terrain, poor visibility, or other factors make control of the wedge difficult, fire teams modify the wedge. The normal interval is reduced so that all team members can still see their team leader and the team leaders can still their squad leader. The sides of the wedge can contract to the point where the wedge resembles a single file. When moving in less rugged terrain, where control is easier, soldiers expand or resume their original positions. (Figure 2-4).
b. File. When the terrain precludes use of the wedge, fire teams use the file formation (Figure 2-5).
Squad formations describe the relationships between fire teams in the squad. They include the squad column and squad line. A comparison of the formations is in Figure 2-10.
a. Squad Column. The squad column is the squad's most common formation. It provides good dispersion laterally and in depth without sacrificing control, and facilitates maneuver. The lead fire team is the base fire team. When the squad moves independently or as the rear element of the platoon, the rifleman in the (rail fire team provides rear security (Figure 2-7).
b. Squad Line. The squad line provides maximum firepower to the front (Figure 2-8). When a squad is acting as the base squad, the fire team on the right is the base fire team.
c. Squad File. When not traveling in a column or line, squads travel in file. The squad file has the same characteristics as the fire team file. If the squad leader desires to increase his control over the formation, exert greater morale presence by leading from the front, and be immediately available to make key decisions, he will move forward to the first or second position. Additional control over the rear of the formation can be provided by moving a team leader to the last position. (Figure 2-9.)
Platoon formations include the platoon column, the platoon line (squads on line or in column), the platoon vee and the platoon wedge. The leader should weigh these carefully to select the best formation based on his mission and on METT-T analysis. A comparison of the formations is in Figure 2-17.
a. Platoon Column. This formation is the platoon's primary movement formation (Figure 2-11). It provides good dispersion both laterally and in depth, and simplifies control. The lead squad is the base squad.
NOTE: METT-T will determine where crew-served weapons move in the formation. They normally move with the platoon leader so he can quickly establish a base of fire.
b. Platoon-Line, Squads-on-Line. This formation allows the delivery of maximum fire to the front but little fire to the flanks (Figure 2-12). This formation is hard to control, and it does not lend itself well to rapid movement. When two or more platoons are attacking, the company commander chooses one of them as the base platoon. The base platoon's center squad is its base squad. When the platoon is not acting as the base platoon, its base squad is its flank squad nearest the base platoon. The machine guns can move with the platoon, or they can support by fire from a support position (not shown). This is the basic platoon assault formation.
c. Platoon-Line, Squads-in-Column. The platoon leader can use this formation when he does not want to deploy all personnel on line, and when he wants the squads to react to unexpected contact (Figure 2-13). This formation is easier to control, and it lends itself better to rapid movement than the platoon-line or squads-on-line formation; however, it is harder to control than and does not facilitate rapid movement as well as a platoon column. When two or more platoons are moving, the company commander chooses one of them as the base platoon. The base platoon's center squad is its base squad. When the platoon is not the base platoon, its base squad is its flank squad nearest the base platoon.
d. Platoon Vee. This formation has two squads up front to provide a heavy volume of fire on contact (Figure 2-14). It also has one squad in the rear that can either overwatch or trail the other squads. This formation is hard to control; movement is slow The platoon leader designates one of the front squads to be the platoon's base squad.
e. Platoon Wedge. This formation has two squads in the rear that can overwatch or trail the lead squad (Figure 2-15). It provides a large volume of fire to the front or flanks. It allows the platoon leader to make contact with a squad and still have one or two squads to maneuver. The lead squad is the base squad.
f. Platoon File. This formation may be set up in several methods. One method is to have three-squad files follow one another using one of the movement techniques. Another method is to have a single platoon file with a front security element (point) and flank security elements. This formation is used when visibility is poor due to terrain, vegetation, or light conditions. (Figure 2-16.) The distance between soldiers is less than normal to allow communication by passing messages up and down the file. The platoon file has the same characteristics as the fire team and squad files.
A movement technique is the manner a platoon uses to traverse terrain. There are three movement techniques: traveling, traveling overwatch, and bounding overwatch. The selection of a movement technique is based on the likelihood of enemy contact and the need for speed. Factors to consider for each technique are control, dispersion, speed, and security (Figure 2-18). Movement techniques are not fixed formations. They refer to the distances between soldiers, teams, and squads that vary based on mission, enemy, terrain, visibility, and any other factor that affects control. Soldiers must be able to see their fire team leader. The squad leader must be able to see his fire team leaders. The platoon leader should be able to see his lead squad leader. Leaders control movement with arm-and-hand signals. They use radios only when needed. Any of the three movement techniques (traveling, traveling overwatch, bounding overwatch) can be used with any formation.
a. Techniques of Squad Movement. The platoon leader determines and directs which movement technique the squad will use.
(1) Traveling. Traveling is used when contact with the enemy is not likely and speed is needed (Figure 2-19).
(2) Traveling overwatch. Traveling overwatch is used when contact is possible (Figure 2-20). Attached weapons move near the squad leader and under his control so he can employ them quickly.
(3) Bounding overwatch. Bounding overwatch is used when contact is expected, when the squad leader feels the enemy is near (movement, noise, reflection, trash, fresh tracks, or even a hunch), or when a large open danger area must be crossed.
(a) The lead fire team overwatches first. Soldiers scan for enemy positions. The squad leader usually stays with the overwatch team. (Figure 2-21).
(b) The trail fire team bounds and signals the squad leader when his team completes its bound and is prepared to overwatch the movement of the other team.
(c) Both team leaders must know if successive or alternate bounds will be used and which team the squad leader will be with. The overwatching team leader must know the route and destination of the bounding team. The bounding team leader must know his team's destination and route, possible enemy locations, and actions to take when he arrives there. He must also know where the overwatching team will be, and how he will receive his instructions. The cover and concealment on the bounding team's route dictates how its soldiers move.
(d) Teams can bound successively or alternately. Successive bounds are easier to control; alternate bounds can be faster. (Figure 2-22.)
b. Techniques of Platoon Movement. The platoon leader determines and directs which movement technique the platoon will use.
(1) Traveling. Traveling is used when enemy contact is not likely and speed is needed (Figure 2-23).
(2) Traveling overwatch. Traveling overwatch is used when contact is possible but speed is needed (Figure 2-24). The platoon leader moves where he can best control the platoon. The platoon sergeant travels with the trailing squad, though he is free to move throughout the formation to enforce security, noise and light discipline, and distances between squads. The lead squad uses traveling overwatch, and the trailing squads use traveling.
(3) Bounding overwatch. Bounding overwatch is used when contact is expected (Figure 2-25). Platoons conduct bounding overwatch using successive or alternate bounds.
(a) One squad bounding. One squad bounds forward to a chosen position, then it becomes the overwatching element unless contact is made en route. The bounding squad can use either traveling overwatch, bounding overmatch, or individual movement techniques (low and high crawl, and short rushes by fire team or pairs).
(b) One squad overwatching. One squad overwatches the bounding squad from covered positions from which it can see and suppress likely enemy positions. Soldiers use sunning techniques to view their assigned sector. The platoon leader remains with the overmatching squad. Normally, the platoon's machine guns are located with the overwatching squad also.
(c) One squad awaiting orders. One squad is uncommitted and ready for employment as directed by the platoon leader. The platoon sergeant and the leader of the squad awaiting orders position themselves close to the platoon leader.
(d) Considerations. When deciding where to have his bounding squad go, a platoon leader considers--
- The requirements of the mission.
- Where the enemy is likely to be.
- The routes to the next overwatch position.
- The ability of an overwatching element's weapons to cover the bound.
- The responsiveness of the rest of the platoon.
- The fields of fire at the next overwatch position.
(e) Instructions. Before a bound, the platoon leader gives an order to his squad leaders from the overwatch position (Figure 2-26). He tells and shows them the following:
- The direction or location of the enemy (if known).
- The positions of the overwatching squad.
- The next overwatch position.
- The route of the bounding squad.
- What to do after the bounding squad reaches the next position.
- What signal the bounding squad will use to announce it is prepared to overwatch.
- How the squad will receive their next orders.
(f) Machine guns. The machine guns are normally employed in one of two ways:
- Attach both guns to the overwatch squad(s).
- One machine gun with the overwatch squad and the other with the bounding squad. This technique requires the guns to move between squads as they leave the overwatch to join the bounding squad.
c. Individual Movement Techniques. Individual movement techniques include the high and low crawl and short rushes (three to five seconds) from one covered position to another. (See FM 21-75.)
d. Other Movement Situations. The platoon can use other formations for movement.
(1) Movement with armored vehicles. For a detailed discussion of working with armored vehicles, see Section IX.
(2) Movement by water. The platoon avoids crossing water obstacles when possible. Leaders should identify weak or nonswimmers and pair them with a good swimmer in their squad.
(a) When platoons or squads must move into, through, or out of rivers, lakes, streams, or other bodies of water, they treat the water obstacle as a danger area. While on the water, the platoon is exposed and vulnerable. To offset the disadvantages, the platoon--
- Moves during limited visibility.
- Disperses.
- Camouflages thoroughly.
- Moves near the shore to reduce the chances of detection.
(b) When moving in more than one boat, the platoon--
- Maintains tactical integrity and self-sufficiency.
- Cross loads key soldiers and equipment.
- Makes sure that the radio is with the leader.
(c) If boats are not available, several other techniques can be used such as--
- Swimming.
- Poncho rafts.
- Air mattresses.
- Waterproof bags.
- A 7/16-inch rope used as a semisubmersible one-rope bridge or safety line.
- Water wings (made from a set of trousers).
(3) Tactical marches. Platoons conduct two types of tactical marches with the company. They are foot marches and motor marches.
(a) Foot marches. See FM 21-18.
(b) Motor marches. The platoon conducts motor marches like any other tactical movement. Special requirements may include--
- Protection. Sandbagging the bottom of the truck to protect the soldiers from mines.
- Observation. Removing bows and canvas to allow 360-degree observation and rapid dismount.
- Inspection. Inspecting vehicle and driver to ensure they are ready. Checking fuel level and driver's knowledge of the route, speed, and distance between vehicles.
- Loading. The platoon should load vehicles keeping fire team, squad, and platoon integrity. For example, fire teams and squads intact on the same vehicle and platoons in the same serial. Additionally, key leaders, weapons, and equipment should be cross loaded.
- Rehearsals. Rehearsing immediate action to enemy contact (near and far ambush, air attack) ensuring the driver knows what to do.
- Air guards. Posting air guards for each vehicle.
(4) Movement during limited visibility conditions. At night or when visibility is poor, a platoon must be able to function the same as during day. It must be able to control, navigate, maintain security, move, and stalk at night or during limited visibility.
(a) Control. When visibility is poor, the following methods aid in control:
- Selected personnel use of night vision devices.
- Leaders move closer to the front.
- The platoon reduces speed.
- Each soldier uses two small strips of luminous tape on the rear of his helmet to allow the soldier behind him to see.
- Leaders reduce the interval between soldiers and between units to make sure they can see each other.
- Leaders conduct headcounts at regular intervals and after each halt to ensure personnel accountability.
(b) Navigation. To assist in navigation during limited visibility, leaders use--
- Terrain association (general direction of travel coupled with recognition of prominent map and ground features).
- Dead reckoning (compass direction and specific distances or legs). At the end of each leg, leaders should verify their location.
- Movement routes that parallel identifiable terrain features.
- Guides or marked routes.
- GSRs to vector units to the proper location.
- Position-location devices.
(c) Security. For stealth and security in night moves, squads and platoons--
- Designate a point man to maintain alertness, the lead team leader to navigate, and a pace man to count the distance traveled. Alternate compass and pace men are designated.
- Allow no smoking, no lights, and no noise.
- Use radio-listening silence.
- Camouflage soldiers and equipment.
- Use terrain to avoid detection by enemy surveillance or night vision devices.
- Make frequent listening halts.
- Mask the sounds of movement with artillery fires.
(d) Night walking. Proficiency in night walking is gained through practice. A soldier walking at night looks ahead, then slowly lifting his right foot, he cases it forward about 6 inches to the front of the left foot. While easing his foot forward and keeping his toes pointed downward, the soldier feels for twigs and trip wires. He slowly places his foot on the ground. Confident of solid, quiet footing, the soldier slowly moves his weight forward, hesitates, then repeats the process with the other foot. This technique is slow and time-consuming.
(e) Stalking. Soldiers stalk to get as close as they can to an enemy sentry, patrol, or base. This is best described as a slow, crouching night walk. The soldier watches the enemy continuously. When close to the enemy, the soldier squints to help conceal light reflected by his eyes. He breathes slowly through his nose. If the enemy looks in his direction, the soldier freezes. He takes advantage of the background to blend with shadows and to prevent glare or contrast. Soldiers move during distractions such as gusts of wind, vehicle movement, loud talking, or nearby weapons fire.
A danger area is any place on a route where the leader's estimate process tells him that his platoon might be exposed to enemy observation, fire, or both. Platoons try to avoid danger areas. If a platoon must cross a danger area, it does so with great caution and as quickly as possible.
a. Types of Danger Areas. The following are some examples of danger areas and crossing procedures.
(1) Open areas. Conceal the platoon on the near side and observe the area. Post security to give early warning. Send an element across to clear the far side. When cleared, cross the remainder of the platoon at the shortest exposed distance and as quickly as possible.
(2) Roads and trails. Cross roads or trails at or near a bend, a narrow spot, or on low ground.
(3) Villages. Pass villages on the downwind side and well away from them. Avoid animals, especially dogs, which might reveal the presence of the platoon.
(4) Enemy positions. Pass on the downwind side (the enemy might have scout dogs). Be alert for trip wires and warning devices.
(5) Minefields. Bypass minefields if at all possible--even if it requires changing the route by a great distance. Clear a path through minefields only if necessary.
(6) Streams. Select a narrow spot in the stream that offers concealment on both banks. Observe the far side carefully. Emplace near and far-side security for early warning. Clear the far side, then cross rapidly but quietly.
(7) Wire obstacles. Avoid wire obstacles (the enemy covers obstacles with observation and fire).
b. Crossing of Danger Areas. When the platoon crosses a danger area independently or as the lead element of a larger force, it must--
- Designate near- and far-side rally points.
- Secure the near side (right, left flanks, and rear security).
- Reconnoiter and secure the far side.
- Execute crossing the danger area.
(1) The platoon leader or squad leader decides how the unit will cross based on the time he has, the size of the unit, the size of the danger area, the fields of fire into the area, and the amount of security he can post. A small unit may cross all at once, in buddy teams, or one soldier at a time. A large unit normally crosses its elements one at a time. As each element crosses, it moves to an overwatch position or to the far-side rally point until told to continue movement.
(2) To maintain momentum, mailing platoons normally cross the danger area without conducting their own reconnaissance or establishing far-side security. The lead platoon conducts reconnaissance and maintains far-side security for the whole force.
NOTE: The secured area must be large enough to allow the full deployment of the remainder of the unit.
c. Crossing of linear Danger Areas (Platoon). The platoon crosses the danger area in the formation and location specified by the platoon leader. On the far side of the danger area, platoon personnel and equipment are accounted for. The platoon continues the mission. (Figure 2-27.)
(1) When the lead team signals "danger area" (relayed throughout the platoon), the platoon halts.
(2) The platoon leader moves forward, confirms the danger area, and determines what technique the platoon will use to cross. The platoon sergeant also moves forward to the platoon leader.
(3) The platoon leader informs all squad leaders of the situation and the near-side and far-side rally points.
(4) The platoon sergeant directs positioning of the near-side security (usually conducted by the trail squad). These two security teams may follow him forward when the platoon halts and a danger area signal is passed back.
(5) The platoon leader reconnoiters the danger area and selects the crossing point that provides the best cover and concealment.
(6) Near-side security observes to the flanks and overmatches the crossing.
(7) When the near-side security is in place, the platoon leader directs the far-side security team to cross the danger area.
(8) The far-side security team clears the far side.
(9) The far-side security team leader establishes an OP forward of the cleared area.
(10) The far-side security team signals to the squad leader that the area is clear. The squad leader relays the message to the platoon leader.
(11) The platoon leader selects the method the platoon will use to cross the danger area.
(12) The platoon quickly and quietly crosses the danger area.
(13) Once across the danger area, the main body begins moving slowly on the required azimuth.
(14) The near-side security element, controlled by the platoon sergeant, crosses the danger area where the platoon crossed. They may attempt to cover any tracks left by the platoon.
(15) The platoon sergeant ensures everyone crosses and sends up the report.
(16) The platoon leader ensures accountability and resumes movement at normal speed.
NOTE: The same principles stated above are used when crossing a smaller unit across a danger area.
d. Crossing of Large Open Areas. This is an area so large (hat the platoon cannot bypass due to the time to accomplish the mission (Figure 2-28). A combination of (raveling overwatch and bounding overwatch is used to cross the open area. The traveling overwatch technique is used to save time. At any point in the open area where contact may be expected or once the squad or platoon comes within range of small-arms fire of the far side (about 250 meters), the squad or platoon moves using the bounding overwatch technique. Once beyond the open area, the squad or platoon reforms and continues the mission.
e. Crossing of Small Open Areas. This is an open area small enough so that it may be bypassed in the time allowed for the mission. Two techniques can be used:
(1) Detour bypass method. By the use of 90-degree turns to the right or left, the squad or platoon moves around the open area until the far side is reached, then continues the mission. The pace count of the offset and return legs is not added to the distance of the planned route.
(2) Contouring around the open area. The leader designates a rally point on the far side with the movement azimuth, decides which side of the open area to contour around (after considering the distance, terrain, cover and concealment), and moves around the open area. He uses the wood line and vegetation for cover and concealment. When the squad or platoon arrives at the rally point on the far side, the leader reassumes the azimuth to the objective area and continues the mission (Figure 2-29).
f. Enemy Contact at Danger Areas. If the platoon makes enemy contact in or around the danger area, see Figure 2-30 for contact on far side, Figure 2-31 for contact on a road or trail, or Figure 2-32 for contact on near side.
NOTE: Squads react to contact the same as platoons.
Section IV. OFFENSE
This section provides techniques and procedures for offensive missions. It includes movement to contact, deliberate attack, and consolidation and reorganization on the objective.
Infantry units use two techniques for conducting a movement to contact--search and attack or approach march. The platoon leader selects the technique based on the expected enemy situation. Search and attack is used when the enemy is dispersed, when the enemy is expected to avoid contact or quickly disengage and withdraw, or to deny him movement in an area. The approach march may be used when the enemy is expected to deploy using relatively fixed offensive or defensive formations.
a. Search and Attack Technique. The search and attack technique involves the use of multiple squads and fire teams coordinating their actions to make contact with the enemy. Platoons attempt to find the enemy, and then fix and finish him. They combine patrolling techniques with the requirement to conduct hasty or deliberate attacks once the enemy has been found. Planning considerations include--
- The factors of METT-T.
- The requirement for decentralized execution. (The platoon leader coordinates the actions of squads.)
- The requirement for mutual support. (The platoon leader must be able to respond to contact with his other squads not in contact.)
- The length of operations. (The plan may need to address continuous operations.)
- The soldier's load. (Search and attack requires stealth.)
- Resupply and MEDEVAC.
- The positioning of key leaders and personnel.
- The employment of key weapons.
- The requirement for patrol bases.
- The concept for entering the zone of action.
- The concept for linkups. (All leaders must know how they will linkup once contact is made.)
b. Approach March Technique. The concept behind the approach march is to make contact with the smallest element, allowing the commander the flexibility of maneuvering or bypassing the enemy force. As part of a larger unit using the approach march technique, platoons may act as the advance, flank, or rear guard. They may also receive on-order missions as part of the main body.
(1) Advance guard. As the advance guard, the platoon finds the enemy and locates gaps, flanks, and weaknesses in his defense. The advance guard attempts to make contact on ground of its own choosing, to gain the advantage of surprise, and to develop the situation (either fight through or support the assault of all or part of the main body). The advance guard operates within the range of the main body's indirect fire support weapons.
(a) One rifle squad leads the advance guard.
(b) The platoon uses appropriate formations and movement techniques. (See Figure 2-33.)
(c) The leader rotates the lead squad as necessary to keep soldier fresh.
(2) Flank or rear guard. The entire platoon may act as the flank or rear guard for a battalion conducting a movement to contact using this technique. The platoon--
- Moves using the appropriate formation and movement technique. It must maintain the same momentum as the main body.
- Provides early warning.
- Destroys enemy reconnaissance units.
- Prevents direct fires or observation of the main body.
(3) Main body. When moving as part of the main body, platoons may be tasked to assault, bypass, or fix an enemy force; or seize, secure, or clear an assigned area. The platoon may also be detailed to provide squads as flank guards, stay-behind ambushes, rear security, or additional security to the front. These squads may come under the direct control of the company commander. Platoons and squads use appropriate formations and movement techniques, assault techniques, and ambush techniques.
Platoons and squads conduct deliberate attacks as part of a larger force.
a. Planning Considerations. The leader uses the troop-leading procedure and the estimate of the situation to develop his plan (see Section I).
(1) The platoon can expect to be a base-of-fire element or an assault element. If the platoon receives the mission to conduct a supporting attack for the company, or to attack a separate objective, the platoon leader should constitute a base-of-fire element and an assault element. The platoon leader's decision to employ his squads depends on the ability to achieve suppressive fires against the objective, the need for firepower in the assault, and the requirement for a reserve to retain the freedom to maneuver. If the platoon is the company main effort, the platoon leader can retain less of his platoon as a reserve. If the platoon is the supporting effort, the platoon leader may require up to a squad as a reserve. The platoon leader may employ his squads in one of the following ways:
(a) Two squads and one or both machine guns as the base-of-fire element and one squad (with the remaining machine gun) as the assault element.
(b) One squad and one or both machine guns as the base-of-fire element and two squads (with the remaining machine gun) as the assault element.
(c) One squad and one or both machine guns as the base-of-fire element, one squad as the assault element, and one squad (with the remaining machine gun) to follow and support the assault element. This method generally supports the organization of the platoon for breaching obstacles during the assault.
(2) Additionally, if the company commander's concept calls for decentralized execution, the platoon leader must consider his objective, a vulnerable flank or exploitable weakness, routes, movement and fire control measures, and formations and movement techniques. The platoon leader considers these along with the factors of METT-T and the commander's intent to develop a scheme of maneuver and a fire support plan.
b. Movement to the Objective. Platoons and squads use the appropriate formations and movement techniques to avoid contact and achieve surprise (see Section III). The platoon must remain undetected. If detected early, the platoon concentrates direct and indirect fires, establishes a base of fire, and maneuvers to regain the initiative.
(1) Movement from the assembly area to the line of departure. The platoon moves forward from the assembly area under company control. When the platoon leader is already forward with the company commander, the platoon sergeant moves the platoon forward. Machine guns and antiarmor weapons can precede the rest of the platoon by moving to an overwatch position on or near the LD. Leaders time the move from the assembly area during reconnaissance or rehearsals to ensure that the lead squad crosses the LD on time and at the right place. The platoon attempts to cross the LD without halting in an attack position. If the platoon must halt in the attack position, it deploys into the initial attack formation, posts security, and takes care of last-minute coordination. Whether or not the platoon halts in the attack position, it must deploy into the attack formation and fix bayonets before crossing the LD.
(2) Movement from the line of departure to the assault position or support position. The platoon moves using the appropriate technique. If it has its own support and assault elements, it may move them together for security, or along separate routes to their respective positions, for speed. The base-of-fire element must be in place and ready before the assault element continues beyond the assault position.
(a) The platoon leader's plan must address actions on chance contact. The lead squad executes the battle drill to react to contact (see Chapter 4, Battle Drill 2). The platoon leader makes an assessment and reports. The company commander may direct the platoon to fight through, fix, and bypass the enemy, or establish a hasty defense.
(b) If the platoon encounters an obstacle that it cannot bypass, it attempts a breach (see Section X and Chapter 4, Battle Drill 8).
(c) If the company concept calls for decentralized execution, the platoon leader must consider when to initiate his supporting fires.
- Surprise. If the attack is not detected, the base-of-fire element may hold fires until the assault element approaches the assault position. This will enhance surprise. The base-of-fire element may initiate fires early to keep the enemy's attention off the assault element as it moves to a flanking or rear position.
- Suppression. The leader must consider the length of time needed to suppress the enemy position and destroy as many of his weapons and bunkers as possible before the assault.
(3) Movement from the assault position to the objective. The assault position is normally the last covered and concealed position before reaching the objective.
(a) As it passes through the assault position, the platoon deploys into its assault formation; that is, its squads and fire teams deploy to place the bulk of their firepower to the front as they assault the objective. A platoon sometimes must halt to complete its deployment and to ensure synchronization so that all squads assault at the designated time.
NOTE: Platoons should avoid halting in the assault position, because it is dangerous and may cause the loss of momentum.
(b) The assaulting squads move from the assault position and onto the objective. The platoon must be prepared to breach the enemy's protective obstacles.
(c) As the platoon moves beyond the obstacle, supporting fires should begin lifting and shifting away from the objective. Both direct and indirect fires shift to suppress areas adjacent to the objective, to destroy enemy forces retreating, or to prevent enemy reinforcement oft he objective.
c. Assaulting the Objective. As the platoon or its assault element moves onto the objective, it must increase the volume and accuracy of fires. Squad leaders assign specific targets or objectives for their fire teams. Only when these discreet fires keep the enemy suppressed can the rest of the unit maneuver. As the assault element gets closer to the enemy, there is more emphasis on suppression and lesson maneuver. Ultimately, all but one fire team may be suppressing to allow that one fire team to break in to the enemy position. Throughout the assault, soldiers use proper individual movement techniques, and fire teams retain their basic shallow wedge formation. The platoon does not get "on-line" to sweep across the objective.
d. Consolidation and Reorganization. Once enemy resistance on the objective has ceased, the platoon must quickly take steps to consolidate and prepare to defend against a counterattack.
(1) Consolidation techniques. Platoons use either the clock technique or the terrain feature technique in consolidating on the objective.
NOTE: All-round security is critical. The enemy might counterattack from any direction. The platoon leader must evaluate the terrain thoroughly.
(a) Clock technique. In using this method, the platoon leader designates either a compass direction or the direction of attack as 12 o'clock. He then uses clock positions to identify the left and right boundaries for squads. The platoon leader positions key weapons along the most likely avenue of approach based on his assessment of the terrain. (See Figure 2-34.)
(b) Terrain feature technique. In a similar manner, the platoon leader identifies obvious terrain features as the left and right limits for squads. In both techniques, he ensures that squad sectors of fire overlap each other and provide mutual support for adjacent units. (Figure 2-35.)
(2) Reorganization. Once platoons have consolidated on the objective, they begin to reorganize. Platoons reorganize to continue the attack. Reorganization involves--
- Reestablishing command and control.
- Remanning key weapons, redistributing ammunition and equipment.
- Clearing the objective of casualties and EPWs
- Assessing and reporting the platoon status of personnel, ammunition, supplies, and essential equipment.
2-14. ATTACKS DURING LIMITED VISIBILITY
Attacks during limited visibility achieve surprise, avoid heavy losses, cause panic in a weak and disorganized enemy, exploit success and maintain momentum, and keep pressure on the enemy. Limited visibility operations are one of the main missions of infantry forces. Whenever possible, US infantry will use limited visibility to conduct attacks.
a. Planning. The planning considerations for daylight attacks are the same as for limited visibility attacks. However, limited visibility attacks require additional control measures to prevent fratricide and keep the attack focused on the objective. Leaders may use boundaries, restrictive fire lines, and limits of advance to assist in control.
b. Reconnaissance. Reconnaissance is key to successful night attacks. It should be conducted during daylight down to the lowest level possible. The platoon should reconnoiter the routes on which they will move, the positions that they will occupy, and the assigned objective. The need for detailed information about the enemy must be balanced against the risk of being detected and the loss of surprise.
(1) The reconnaissance plan should also establish surveillance on the objective in case the enemy repositions units and weapons or prepares additional obstacles. Surveillance and security forces should also secure critical locations, such as assault and support positions, LD and PLD, routes, and RPs, to protect the platoon from enemy ambushes and spoiling attacks. These security forces may become part of the isolation element during the attack.
(2) When reconnaissance does not succeed due to lack of time, the platoon leader requests a delay in the attack time to allow for further reconnaissance. If this is not possible, an illuminated and supported attack should be considered. A night attack with marginal information of the enemy's defense is risky and difficult to conduct.
c. Use of Guides. During limited visibility attacks, the platoon may use guides to provide better control while moving into the assault position and onto the probable line of deployment (PLD).
(1) The company may organize a patrol to place platoon guides from the LD to subsequent RPs, at the entrance to the assault positions and at points along the PDL.
(2) Guides must be fully briefed on the plan and on their specific duties. They must rehearse their actions, to include--
- Reconnaissance of their assigned routes and release points.
- Pick-up and release of their assigned units. They must be able to identify the leader of the element they will guide (or the lead soldier of that element). They must also know and rehearse recognition signals.
(3) Platoons must rehearse their actions in the same order of march and sequence that they intend to use during the attack in order to make the pick-up and release of guides go smoothly.
d. Fire Control Techniques. Fire control techniques for limited visibility include the following.
(1) Tracer fire. Leaders in the assault element fire all tracers; their soldiers fire where the leader's tracers impact. The support element positions a machine gun on a tripod on the flank nearest the assault force. This weapon fires a burst of tracers every 15 seconds to indicate the near limit of the supporting fires. All other weapons in the support element keep their fires on the appropriate side of this tracer. The assault force signals to shift fires to the next position or to a set distance. If required, these rounds can be adjusted over the assault element to preclude fratricide.
(2) Luminous tape or chemical lights. Leaders mark assault personnel to prevent fratricide. The enemy must not be able to see the marking. Two techniques are to place tape on the back of the helmet or to use small infrared chemical lights (if the enemy has no NVDs). The support element must know where the lead assault element is. If the individual soldier markings do not suffice, large chemical lights (infrared or visible) are used. These lights are placed on the ground or thrown in front of the assault element. When clearing a trench line, soldiers may put chemical lights on a stick and move them with the lead element to ensure the support element shifts fires.
(3) Weapon control restrictions. To reduce the risk to the assault element, the leader may assign weapon control restrictions.
(a) The squad on the right in the assault might be given weapons free to the right flank because no friendly soldiers are there. However, weapons tight or hold on the left means that another friendly unit is located there.
(b) No automatic weapons will be fired by the assault force on the objective. This ensures that all automatic weapons are enemy.
(4) Other techniques. To increase control during the assault, the leader may use the following.
- No flares, grenades, or smoke used on the objective.
- Only certain personnel with NVDs can engage targets on the objective.
- A magnetic azimuth for maintaining direction.
- Mortar or artillery rounds to orient attacking units.
- Guides.
- A base squad or fire team to pace and guide others.
- Reduced intervals between soldiers and squads.
- Luminous tape on armbands or helmets.
e. Mortar, Artillery, and Antiarmor Fires. Mortar, artillery, and antiarmor fires are planned as in a daylight attack. They are not fired, however, unless the platoon is detected or is ready to assault. Some weapons may fire before the attack and maintain a pattern to deceive the enemy or to help cover noise made by the platoon's movement. This is not done if it will disclose the attack.
(1) Indirect fire is hard to adjust when visibility is poor. If doubt exists as to the exact friendly locations, indirect fire is directed first at enemy positions beyond the objective and then moved onto the objective. Illuminating rounds that are fired to burn on the ground can be used to mark objectives. This helps the platoon orient on the objective but also may adversely affect NVDs.
(2) Smoke is planned to further reduce the enemy's visibility, particularly if he has NVDs. The smoke is laid close to or on enemy positions so it does not restrict friendly movement or hinder the breaching of obstacles. Employing smoke on the objective during the assault may make it hard for assaulting soldiers to find enemy fighting positions. If enough thermal sights are available, smoke on the objective may provide a decisive advantage for a well-trained platoon.
(3) Illumination is always planned for limited visibility attacks, giving the leader the option of calling for it. Battalion commanders normally control the use of illumination but may authorize the company commander to do so. If the commander decides to use illumination, illumination should not be called for until the assault is initiated or the attack is detected. It should be placed on several locations over a wide area to confuse the enemy as to the exact place of the attack. Also, it should be placed beyond the objective to help assaulting soldiers see and fire at withdrawing or counterattacking enemy soldiers.
(4) Illumination may also be required if the enemy uses illumination to disrupt the effect of the NVDs. Once used, illumination must be continuous because attacking soldiers will have temporarily lost their normal night vision. Any interruption in illumination may also reduce the effect of suppressive fire when the attackers need it most. Squad leaders must not use hand flares before the commander has decided to illuminate the objective.
(5) Thermal sights (AN/TAS-5) may be employed strictly for observation if there are no targets for the Dragons to engage. Positioned outside the objective area, these sights can provide current information. They may be used to assist the support element in controlling their fires or to provide the assault element with reports of enemy movements on the objective.
(6) When only a few NVDs are available, they must be employed at the most critical locations. These locations can be with the key soldiers in the breach element, key leaders in the assault element, other members of the assault element and key leaders and weapons in the support element.
f. Consolidation and Reorganization. After seizing the objective, the platoon consolidates and reorganizes. Consolidation and reorganization are the same as for a daylight attack with the following exceptions:
(1) The consolidation plan should be as simple as possible. In reorganizing, the platoon should avoid changes to task organization.
(2) Squad positions should be closer to case control and to improve mutual support. Position distances should be adjusted as visibility improves.
(3) Locating and evacuating casualties and EPWs takes longer. EPWs may have to be moved to the rear of the objective and held there until visibility improves.
g. Communication. Communication at night calls for the leader to use different methods than during daylight. For instance, arm-and-hand signals used during the day might not be visible at night. Other types of signals are used to pass information, identify locations, control formations, or begin activity. The key to tactical communications is simplicity, understanding, and practice. Signals should be an integral part of the platoon SOP. They should be as simple as possible to avoid confusion. Leaders should also ensure that every soldier understands and practices each basic signal and its alternate if the need arises. A technique to assist leaders and the RATELO with communication at night is to attach a large patch of luminous tape to the handset, or carry it in their pockets. Leaders and the RATELO can write target numbers, call signs, frequencies, code words, checkpoints, and so forth on it with a black grease pencil. This is easy to read at night and quickly removed if needed.
(1) The most common signals relate to the senses--sound, feel, and sight. Audio signals include radio, telephones, messengers, and grating or clicking of objects together. Messengers should carry written messages to avoid confusion and misunderstanding. When this is not possible, leaders ensure that the messenger understands the message--have him repeat it word for word.
(2) Control at night involves some oral communication but spoken in a whisper. The radio and telephone might not be suitable at night. If either is used, the leader must be careful. Noise travels farther at night; including radio sounds, messages being passed, and the telephone ringing. These violate noise discipline and can be avoided or reduced by planned signals or clicks. Headphones reduce the amount of noise from telephones and radios. If headphones are not available, soldiers use the radio selector switch in the ON rather than SQUELCH ON position and adjust the volume so that only a faint rushing sound can be heard.
(3) Rocks and other objects can be used to send audible signals. They can be tapped or scraped together or against a tree or rifle stock to pass a message. These signals must be rehearsed. For each signal there must be a reply to show receipt of the signal. Other audible signals are whistles, bells, sirens, clackers or "crickets," and horns. The device or method chosen depends on simplicity and security.
(4) Leaders can use a variety of visual signals as alternatives to audio signals. The signals can be active or passive. Visual signals must be noticeable and identifiable These signals can be used to identify a critical trail junction, to begin an attack, to mark caches, or to report that a danger area is clear. For example, white powder can be used to show direction at a confusing trail intersection. Star clusters can signal to lift or shift support fires for an attack or raid. Chemical lights can signal a unit cache. The exposed dial of a compass can signal all clear when crossing a danger area. The possibilities are endless, but the leader must ensure that each soldier understands every signal. Some signals are--
- VS-17 panels.
- Sticks showing direction.
- Light-colored paint.
- Tape.
- Rock formations.
- Markings in the ground.
- Foot or talcum powder.
- Luminous tape.
- Flares.
- Flashlights.
- Illumination rounds (grenade launcher, mortar, artillery).
- Chemical lights.
- Infrared strobe lights.
- AN/PVS-5 night vision device.
- Burning fuel (saturated sand in a can).
- Luminous compass dial.
(5) Wire is a means of maintaining communications during the attack. The wire net should link the squad leaders, platoon leaders, and the company commander. At times, a security patrol can lay the wire before the attack. If not, the wire can be laid as the units move. The laying of wire before an attack could lead to discovery of the attack if the wire is not properly hidden, or if it is laid too far in advance. The wire net can be used to communicate while moving.
(a) Platoon net. Wire is laid from the platoon RP to the squad RP and to each squad leader's position on the PLD.
(b) Assault wire. Assault wire can be used as a guide from the company RP to the platoon and squad RPs.
(c) Radios. Squad radios can be used for backup communications.
h. Target Detection. The ability to detect targets at night depends on patience, alertness, attention to detail, and practice. Nature provides an endless array of patterns. However, man disturbs them or alters them so that they are detectable. Sensing the enemy at night requires leaders and soldiers to be patient, confident, and calm.
(1) Stealthy night movement and successful target engagement depend on knowing how the enemy attacks, defends, and uses terrain. Studying his techniques and established patterns helps in detecting targets.
(2) Patience and confidence are musts for effective target sensing at night. While moving through an area, soldiers must think "patterns." They must look calmly and methodically through the area, not focusing on the surface alone but on patterns--noticing straight lines, strange patterns, and light variations.
(3) Soldiers must look for sentries or positions at the entrances to draws, overlooking bridges and obstacles and on the military crests of prominent terrain (the spots used for best observation). They look for supporting positions, keeping in mind range distances for supporting weapons, NVDs, and LOS needs. Then soldiers search for enemy positions and other signs of enemy activity.
Section V. DEFENSE
Paragraph 3b of the platoon SOP (Chapter 5) provides a suggested sequence of tasks for establishing a defensive position. This section follows that sequence in describing techniques used in the planning and preparation phases of defensive operations.
This paragraph provides a pattern of preparation, decision, and execution for platoons and squads. This pattern links the leader's critical decision points to a standard sequence of actions that a platoon takes in defensive operations. (Figure 2-36.) The standard sequence of actions are--
- Prepare for Combat.
- Move to Defensive Positions.
- Establish Defensive Positions.
- Locate the Enemy.
- Initiate Contact/Actions on Enemy Contact.
- Fight the Defense.
- Reorganize.
a. Prepare for Combat. The platoon leader receives the company warning or operation order.
(1) The platoon leader quickly issues a warning order.
(2) The platoon leader begins making a tentative plan based on his estimate of the situation and an analysis of METT-T.
(3) When possible the platoon leader (and squad leaders) reconnoiters the defensive position and the route(s) to it. The leader's reconnaissance party should always include a security team (minimum of two soldiers). The leader's reconnaissance--
(a) Maintains security.
(b) Checks for enemy positions, or signs of past enemy activities, obstacles, booby traps, and NBC contamination.
(c) Confirms/adjusts squad positions and sectors of fire from those in the tentative plan. (Normally the platoon leader assigns and adjusts machine guns and antiarmor positions.) The platoon leader revises his plan as necessary based on a further assessment of METT-T.
(d) As the reconnaissance party returns to the platoon, the platoon leader posts guides along the route to maintain security and help the platoon move into the position.
(4) Based on his reconnaissance, and any additional information, the platoon leader completes and issues his plan.
(5) All squad leaders check (the platoon sergeant spot checks) weapons, communications equipment and accessories for missing items (squad and individual) and serviceability.
(6) The platoon sergeant makes sure that the platoon has ammunition, food, water, and medical supplies on hand, in quantities prescribed by the platoon leader. (Squads and platoons should plan to prestock an additional basic load of ammunition on the defensive position.)
(7) All soldiers camouflage themselves and their equipment to blend with the terrain.
(8) The platoon rehearses critical tasks first.
(a) The platoon leader makes final inspection of weapons (test fires weapons, if possible), equipment (include communications checks), and personnel (include camouflage). The platoon sergeant closely monitors the soldiers' load to ensure that standard items are packed in accordance with the platoon SOP and that it is not excessive.
(b) If an advance party is used, the platoon leader, platoon sergeant, and advance party leader (normally a squad leader) review advance party activities and redistribute equipment to the advance party (for example, tripods, stakes). (See Chapter 5.)
(9) If not already moving, the platoon leader initiates the movement of his platoon.
b. Move to Defensive Positions. The platoon applies fundamentals of movement:
(1) Move on covered and concealed routes.
(2) Avoid likely ambush sites.
(3) Enforce camouflage, noise, and light discipline.
(4) Maintain all-round security, to include air guards.
(5) Use formations and movement techniques based on METT-T.
c. Establish Defensive Positions. The platoon halts short of the defensive position in a covered and concealed position, and establishes local security.
(1) The platoon leader and squad leaders and a security team (minimum of two soldiers) move forward to link up with the security team on the position.
(a) The squad leaders return to the platoon and move their squads forward.
(b) The platoon occupies the designated position. Guides control the movement of the platoon into position.
(2) As the platoon occupies its position, the platoon leader ensures that all tasks are performed in the stated priority of work. Additionally, the platoon leader--
- Walks forward of positions, if possible to check camouflage and confirm dead space. The most important aspect of infantry fighting positions is that they cannot be observed by the enemy until it is too late.
- Checks on wire and mine teams. The platoon leader ensures that protective wire is outside of hand-grenade range from the fighting positions and tactical wire lies along the friendly side of the final protective line (FPL).
- Briefs the platoon sergeant on the logistics plan (include resupply and casualty evacuation routes).
- Issues finalized platoon order and checks soldier knowledge and understanding. (All soldiers must be aware of friendly units forward of the position [for example, patrols, scouts] and their return routes. They must also know the signals or conditions to initiate, shift, fire final protective, and cease fires, and to reposition to alternate and supplementary positions.)
(3) The platoon improves the position continuously.
d. Locate the Enemy. The platoon establishes and maintains OPs and conducts security patrols as directed by the company commander. Patrols, OPs, and individual soldiers look and listen. They use night surveillance devices, binoculars, and PEWS to detect the enemy approach.
e. Action on Enemy Contact. Once the enemy is detected, the platoon leader--
- Alerts the squad leaders, platoon sergeant, and his forward observer.
- Reports the situation to the company commander.
- Calls in OPs. (The squad leader or platoon leader may decide to leave the OPs in place if the soldiers manning them can provide effective flanking fires, their positions afford them adequate protection, and or their return will compromise the platoon's position.)
- Calls for and adjusts indirect fire when the enemy is at maximum range.
- Initiates the long-range direct fires of his platoon on command from the company commander.
Leaders and individual soldiers return to their positions and prepare to fire on command from the platoon leader.
f. Fight the Defense. The platoon leader determines if the platoon can destroy the enemy from its assigned positions.
(1) If the answer is YES, the platoon continues to tight the defense.
(a) The platoon leader, or FO, continues to call for indirect fires as the enemy approaches. The platoon normally begins engaging the enemy at maximum effective range. It attempts to mass fires and initiate them simultaneously to achieve surprise. Long-range fires tied-in with obstacles should disrupt his formations; channelize him toward engagement areas; prevent, or severely limit his ability to observe the location of friendly positions; and destroy him as he attempts to breach tactical obstacles.
(b) Leaders control fires using standard commands, pyrotechnics, and other prearranged signals. The platoon increases the intensity of fires as the enemy closes within range of additional weapons. Squad leaders work to achieve a sustained rate of fire from their positions by having buddy teams fire their weapons so that both are not reloading them at the same time.
(c) In controlling and distributing fires, the platoon and squad leaders consider--
- The range to the enemy.
- Priority targets (what to fire at, when to fire, and why).
- Nearest or most dangerous targets.
- Shifting to concentrate fires on their own or as directed by higher headquarters.
- Ability of the platoon to engage dismounted enemy with enfilading, grazing fires.
- Ability of the platoon's antiarmor weapon to achieve flank shots against enemy vehicles.
(d) As the enemy closes on the platoon's protective wire, the platoon leader initiates final protective fires (FPF) (the following actions occur simultaneously):
- Machine guns and automatic weapons fire along interlocking principle direction of fire (PDF), or final protective lines (FPL) as previously designated and planned. Other weapons fire at designated principle direction of fires. M203 grenade launchers engage enemy in dead space or against enemy attempts to breach protective wire.
- The platoon continues to fight with Claymores and hand grenades.
- If applicable, the platoon leader requests indirect final protective fires (FPF) if they have been assigned in support of his positions.
(e) The platoon continues to defend until the enemy is repelled, or the platoon is ordered to disengage.
(2) If the answer is NO, the platoon leader--
(a) Reports the situation to the company commander.
(b) Continues to engage the enemy or repositions the platoon (or squads of the platoon) only when directed by the company commander to--
- Continue fires into the platoon sector (engagement area).
- Occupy supplementary positions.
- Reinforce other parts of the company.
- Counterattack locally to retake lost fighting positions.
- Withdraw from an untenable position using fire and movement to break contact. (The platoon leader does not move his platoon out of position if it will destroy the integrity of the company defense. All movements and actions to reposition squads and platoons must be thoroughly rehearsed.)
NOTE: In any movement out of a defensive position, the platoon MUST employ all direct and indirect fire means available to suppress the enemy long enough for the unit to move.
g. Consolidate and Reorganize.
(1) The platoon--
- Reestablishes security.
- Remans key weapons.
- Provides first aid and prepares wounded soldiers for MEDEVAC.
- Repairs damaged obstacles and replaces mines (Claymore) and booby traps.
- Redistributes ammunition and supplies.
- Relocates selected weapons to alternate positions if leaders believe that the enemy may have pinpointed them during the attack. Adjusts other positions to maintain mutual support.
- Reestablishes communications.
- Reoccupies and repairs positions, and prepares for renewed enemy attack.
(2) Squad and team leaders provide ammunition, casualty, and equipment (ACE) reports to the platoon leader.
(3) The platoon leader--
- Reestablishes the platoon chain of command.
- Consolidates squad ACE an d provides ACE report to the company commander.
(4) The platoon sergeant coordinates for resupply and supervises the execution of the casualty and EPW evacuation plan.
(5) The platoon continues to improve positions. The platoon quickly reestablishes OPs and resumes patrolling as directed.
In the defense, infantry platoons attempt to surprise the enemy and initiate contact in such a way that his plan is disrupted. To capitalize on the element of surprise, infantry in defensive positions must remain undetected. A compromised position will either be bypassed or assaulted with overwhelming odds. Infantry platoons must conceal the location and preparation of their positions. They do this through the use of camouflage techniques and a strict adherence to noise and light discipline. Platoons must also provide their own security from the arrival of the leader's reconnaissance party through the execution of the defense. Platoons provide their own security through patrolling; the use of observation posts; and by detailing a percentage of the platoon to man hasty positions, while the remainder of the platoon prepares the defense. (Chapter 3 provides detailed information on patrolling techniques. Section XII discusses techniques for establishing observation posts. Securing the position during preparation can be an SOP item.)
2-17. COMMAND POST AND COMMUNICATIONS
A platoon leader sets up his CP where he can best see and control his platoon. The FO and the platoon RATELO occupy the platoon CP with the platoon leader. If the leader cannot see and control all of the platoon from one place, he sets up the CP where he can see and control the main effort. He then sets up an alternate CP where the platoon sergeant can control the rest of the platoon. The aidman normally locates with the PSG. The alternate CP bunker, with overhead cover, may be large enough to hold additional ammunition and casualties. The EPW collection point is normally near the alternate CP Excess supplies, barrier material, equipment; and KIAs are camouflaged near the alternate CP The platoon CP ties into the company wire net with a field telephone (if in the TOE) and into the company radio net with a radio. The alternate CP ties into the platoon CP with wire. The platoon has its own platoon radio and wire nets. (Figure 2-37.)
The success of the defense depends on the positioning of soldiers and weapons. To position their weapons effectively, all leaders must know the characteristics, capabilities, and limitations of their weapons, the effects of terrain, and the tactics used by the enemy. Leaders should position weapons where they have protection; avoid detection; and surprise the enemy with accurate, lethal fires. In order to position the weapon, the leader must know where he wants to destroy the enemy and what effect he wants the weapon to achieve. Additionally, the platoon leader must consider whether his primary threat will be armored vehicles or dismounted infantry. When the platoon must fight armored vehicles, the platoon leader positions antiarmor weapons along the most likely armored avenue of approach first. When the primary threat is from dismounted infantry, the the platoon leader should position his machine guns on the most likely dismounted avenue of approach first. The platoon leader must consider both mounted and dismounted avenues of approach. His plan should address both; one as a contingency of the other. Squad leaders position all other weapons to support these key weapons, cover dead space, and provide security.
a. Machine Guns. M60 (7.62-mm) and M249 (5.56-mm) machine guns are the platoon's primary weapons against a dismounted enemy. They provide a high volume of lethal, accurate fires to break up enemy assaults. They also provide limited effects against lightly armored vehicles and cause vehicle crews to button-up and operate with reduced effectiveness. Leaders position machine guns to--
- Concentrate fires where they want to kill the enemy.
- Fire across the platoon front.
- Cover obstacles by fire.
- Tie-in with adjacent units.
(1) The following definitions apply to the employment of machine guns.
(a) Grazing fire. Grazing fire occurs when the center of the cone of fire dots not rise more than 1 meter (about waist high) above the ground. When firing over level or uniformly sloping terrain, a maximum of 600 meters of grazing fire can be obtained.
(b) Dead space. Dead space is an area within the maximum effective range of a weapon, surveillance device, or observer that cannot be covered by fire and observation from a given position because of intervening obstacles, the nature of the ground, the characteristics of the trajectory, or the limitations of the pointing capabilities of the systems. The platoon covers dead space with another direct fire weapon, M203 fire, indirect fires, or mines (command-detonated Claymores). Additionally, the platoon leader should attempt to tic-in obstacles (wire and mines) and fires to cover dead space. He may also position OPs to observe dead space for another position.
(c) Final protective line. A final protective line (FPL) is a predetermined line along which grazing fire is placed to stop an enemy assault. Where terrain allows, the platoon leader assigns a machine gun an FPL. Once in position, one soldier from the machine gun team walks the FPL to identify both dead space and grazing fire along its length. (Figure 2-38.)
(d) Principle direction of fire. A principle direction of fire (PDF) is a priority direction of fire assigned to cover an area which provides good fields of fire or has a likely avenue of approach. It is also used to provide mutual support to an adjacent unit. Guns are laid on the PDF if an FPL cannot be assigned due to terrain. If a PDF is assigned and other targets are not being engaged, guns are laid on the PDF.
(2) Each gun is given a primary and secondary sector of fire. Their sectors of fire should overlap each other and those of adjacent platoons. A gunner fires in his secondary sector only if there are no targets in his primary sector, or when ordered to do so. Each gun's primary sector includes an FPL or a PDF The gun is laid on the FPL or PDF unless engaging other targets. When FPFs are called for, the gunner shifts to and engages on the FPL or PDF
b. Antiarmor Weapons. The MAW is normally the antiarmor weapon that supports a rifle squad or platoon. In some units these weapons are organic to the platoon. At times, the platoon may be supported by TOWs. During planning, the leader considers the enemy vehicle threat, then positions antiarmor weapons accordingly to cover armor avenues of approach (Figure 2-39). He also considers the fields of fire, the tracking time, and the minimum arming ranges of each weapon. The platoon leader selects a primary position and a sector of fire for each antiarmor weapon. He also picks supplementary positions for them. The antiarmor leader selects alternate positions. Each position should allow flank fire and have cover and concealment. The leader can integrate the MAW thermal sight into his limited visibility security and observation plan.
c. Grenade Launchers. The M203 is the squad leader's indirect fire weapon. He positions it to cover dead space in the squad's sector, especially the dead space for the machine guns. The M203 gunner is also assigned a sector to cover with rifle fire. The high-explosive, dual-purpose (HEDP) round is very effective against lightly armored vehicles such as the BMP-1 and the BTR.
d. Rifles. The leader assigns positions and sectors of fire to each rifleman in the squad. Normally, he positions the riflemen to support the machine guns and antiarmor weapons. They are also positioned to cover obstacles, provide security, cover gaps between units, or provide observation.
A range card is a record of the tiring data required to engage predetermined targets within a sector of fire during good and limited visibility. Every direct-fire weapon gunner must prepare a range card (DA Form 5517-R, Standard Range Card). Two copies of the range card are prepared. One copy stays at the position and the other is sent to platoon headquarters. Range cards are prepared for primary, alternate, and supplementary positions. Range cards are prepared immediately up arrival in a position, regardless of the length of stay, and updated as necessary. The range card is prepared in accordance with the FM for the specific weapon. The range card has two sections--a sector sketch section and a data section. A blank form for local reporduction on 8 1/2-by 11-inch paper is at the back of this manual General preparation instructions are as follows See Figure 2-40 for examples of completed DA Form 5517-R for a machine gun and Dragon.
a. The marginal information at the top of the card is listed as follows.
(1) SQD, PLT CO. The squad, platoon, and company designations are listed. Units higher than company are not listed.
(2) MAGNETIC NORTH. The range card is oriented with the terrain and the direction of magnetic north arrow is drawn.
b. The gunner's sector of fire is drawn in the sector sketch section. It is not drawn to scale, but the data referring to the targets must be accurate.
(1) The weapon symbol is drawn in the center of the small circle.
(2) Left and right limits are drawn from the position. A circled "L" and "R" are placed at the end of the appropriate limit lines.
(3) The value of each circle is determined by using a terrain feature farthest from the position that is within the weapon's capability. The distance to the terrain is determined and rounded off to the next even hundredth, if necessary. The maximum number of circles that will divide evenly into the distance is determined and divided. The result is the value for each circle. The terrain feature is then drawn on the appropriate circle.
(4) All TRPs and reference points are drawn in the sector. They are numbered consecutively and circled.
(5) Dead space is drawn in the sector.
(6) A maximum engagement line is drawn on range cards for antiarmor weapons.
(7) The weapon reference point is numbered last. The location is given a six-digit grid coordinate. When there is no terrain feature to be designated, the location is shown as an eight-digit grid coordinate.
c. The data section is filled in as follows.
(1) POSITION IDENTIFICATION. The position is identified as primary alternate, or supplementary.
(2) DATE. The date and time the range card was completed is entered.
(3) WEAPON. The weapon block indicates the weapons used.
(4) EACH CIRCLE EQUALS ______ METERS. Write in the distance in meters between circles.
(5) NO. Starting with left and right limits TRPs and reference points are listed in numerical order.
(6) DIRECTION/DEFLECTION. The direction is listed in degrees. The deflection is listed in mils.
(7) ELEVATION. The elevation is listed in mils.
(8) RANGE. The distance in meters from the position [to the left and right limits and TRPs and reference points.
(9) AMMO. The type of ammunition used is listed.
(10) DESCRIPTION. The name of the object is listed for example, farmhouse, wood line, hilltop.
(11) REMARKS. The weapon reference point data and any additional information is listed.
Defensive positions may be classified as primary, alternate, or supplementary. All positions should provide observation and fields of fire within the weapon's or platoon's assigned sector. They should take advantage of natural cover and concealment even before soldiers begin to camouflage them. Soldiers improve their ability to reposition by using covered routes, communications trenches; by employing smoke; or by planning and rehearsing the repositioning by fire and maneuver. (Figure 2-41.)
a. Primary. A primary position provides soldier, weapon crew, or unit the best mean to accomplish the assigned mission.
b. Alternate. Alternate positions allow soldiers, weapon crews, or units to cover the same sector of fire covered from the primary position. Soldiers occupy alternate positions when the primary position becomes untenable or unsuitable for carrying out their tasks. Soldiers may occupy alternate positions before an attack to rest and or perform maintenance, or to add the element of surprise to their defense
c. Supplementary. Supplementary positions provide the best means to accomplish a task that cannot be accomplished from the primary or alternate positions. Platoon leaders normally locate supplementary positions to cover additional enemy avenues of approach and to protect the flanks and rear of the platoon position.
As a guideline, a squad can physically occupy a front of about 100 meters. From this position, it can defend 200 to 250 meters of frontage. The frontage distance between two-man fighting positions should be about 20 meters (allowing for a "lazy W" configuration on the ground; this would put fighting positions about 25 meters apart physically). Every position should be observed and supported by the fires of at least two other positions. One-man fighting positions may be located closer together to occupy the same platoon frontage. The distance between fighting positions depends on the leader's analysis of the factors of METT-T. In determining the best distance between fighting positions, the squad leader must consider--
- The requirement to cover the squad's assigned sector by fire.
- The need for security; that is, prevent infiltrations of the squad position.
- The requirement to prevent the enemy from using hand grenades effectively to assault adjacent positions, should he gain a fighting position.
The platoon leader assigns primary positions and sectors of fire to his machine guns and antiarmor weapons. He must personally check the lay of each weapon. He assigns primary positions and sectors of fire to his squads. The squad leader normally assigns the alternate positions for the squad and has them approved by the platoon leader. Each squad's sector must cover its own sector of fire and overlap into that of the adjacent squad. Flank squad sectors should overlap those of adjacent platoons. The platoon leader also assigns supplementary positions if required. The platoon leader may choose to position his squads in depth to gain or enhance mutual support.
Leaders prepare sector sketches based on their defensive plan. They use the range card for each crew-served weapon (prepared by the gunners).
a. Squad Sector Sketch. Each squad leader prepares a sector sketch to help him plan his defense and to help him control fire (Figure 2-42). The squad leader prepares two copies of the sector sketch. He gives one copy to the platoon leader and keeps the second copy at his position. The SOP should state how soon after occupying the position the leader must forward the sketch. The sketch shows the following:
- Squad and platoon identification.
- Date/time group.
- Magnetic north.
- The main terrain features in his sector of fire and the ranges to them.
- Each primary fighting position.
- Alternate and supplementary positions.
- The primary and secondary sectors of fire of each position.
- Maximum engagement line.
- Machine gun FPLs or PDF.
- Dragon positions with sectors of fire.
- The type of weapon in each position.
- Observation posts and the squad leader's position.
- Dead space to include coverage by grenade launchers.
- Location of NVDs.
- Obstacles, mines, and booby traps.
b. Platoon Sector Sketch. The platoon leader check range cards and squad sector sketches If he finds gaps or other flaws in his fire plan, he adjusts the weapons or sectors as needed. If he finds any dead space, he takes steps 10 cover it with mines, grenade launcher fire, or indirect fire. He then makes two copies of his platoon sector sketch tone for his use; the other for the company commander) (Figure 2-43). His sketch shows the following:
- Squad sectors of fire.
- Machine gun and antiarmor weapon positions and their sectors of fires, to include FPLs and PDFs of the automatic rifles/machine guns and TRPs for the antiarmor weapons.
- Maximum engagement lines for antiarmor weapons.
- Mines (Claymores) and obstacles.
- Indirect fire planned in the platoon's sector of fire (targets and FPF).
- OPs and patrol routes, if any.
- Platoon CP
- Platoon/company identification.
- Date/time group.
- Magnetic north.
- Location of c