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LESSON TWO
OVERVIEW
LESSON DESCRIPTION:
This lesson requires that you learn and explain the techniques and procedures used by infantry squads (and platoons).
Terminal Learning Objective:
| ACTION: | Explain the operational techniques and procedures used by infantry squads in planning and executing tactical operations. |
| CONDITION: | Given the information contained in Lesson 2. |
| STANDARD: | You must attain a score of 70 percent, or more, on the subcourse examination. |
| REFERENCES: | FM 7-7J |
INTRODUCTION
This lesson 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.
This part 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.
1. Mission Tactics. 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 platoon'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. Mission tactics causes every leader to understand and accomplish his mission in consonance with the commander's mission. Execution of mission tactics requires initiative, resourcefulness, imagination, and selfless subordination of one's personal interest to accomplish the higher commander's intent. 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, section, and squad leaders must also 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, doctrine is a form of control in that all leaders expect their subordinates to understand and apply the principles 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 does 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 need for control. 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 in the form of battle drills and platoon 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 platoon SOPs provide a common basis for action; allow for quick, practiced responses; 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 focuses on 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 that must be synchronized and focused on the main effort.
(d) Leaders use time to control their platoons, squads, or individuals by establishing specifically when a task should begin or be complete. Control using time is especially critical when the platoon's and squad's actions must be synchronized with other platoons, squads, or supporting elements.
(e) Another source of control is the use of control measures. These include instructions to subordinate squads and sections, 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, section, 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 platoon, and the concept of the operation to include control measures. Leaders also use mission tactics to ensure that subordinates understand that they are to use initiative in making decisions when the situation changes.
2. Troop-Leading Procedures. Troop leading is the procedure leaders use to prepare their platoons, squads, sections, or teams to accomplish a tactical mission. It begins when the leader 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 and squad mission and prepare adequately. They continuously update their estimates throughout the preparation phase and adjust their plans as appropriate.
STEP 1. Receive the mission.
STEP 2. Issue a warning order.
STEP 3. Make a tentative plan.
STEP 4. Start necessary movement.
STEP 5. Reconnoiter.
STEP 6. Complete the plan.
STEP 7. Issue the complete order.
STEP 8. Supervise.
a. STEP 1. Receive the Mission. The leader may receive the mission in a written or oral 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.
(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. If available, the following information may be included in a warning order.The leader never waits for information to fill a format. A sample warning order is in Figure 2-1.
- The mission or nature of the operation.
- Who is participating in the operation.
- Time of the operation.
- Time and place and who will attend the issuance of the operation order.
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Figure 2-1. Example of a Platoon 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 he derives the essential tasks his platoon 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 the enemy's strengths and weaknesses.
(3) Terrain. The leader considers the effect of terrain and weather on enemy and friendly forces using the guidelines below (OAKOC):
(a) Obstacles. In the attack, the leader considers the effect of restrictive terrain and enemy obstacles 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. He also considers how he will cover the obstacles by direct or indirect fire.
(b) 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.
(c) 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 platoon in the defense.
(d) 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.
(e) 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).
(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 squads, the characteristics of his weapon systems, and the capabilities of attached elements as he assigns tasks to squads and sections.
(5) Time Available. The leader refines his allocation of time based on his mission and reverse planning sequence and all other known deadlines.
d. STEP 4. Start Necessary Movement. The platoon may need to begin movement while the leader is still planning or reconnoitering forward. 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. The platoon leader makes a map reconnaissance and if time allows, he makes a personal reconnaissance to verify his terrain analysis, adjust his plan, confirm the usability of routes, and time any critical movements. The leader must consider the risk inherent in conducting reconnaissance forward of friendly lines. Sometimes, the leader must rely on others (for example, reconnaissance platoon) 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 operation 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 terrain to be defended. A terrain model or sketch is always helpful.
(2) Leaders must ensure that subordinates understand the mission, the commander's intent two levels up, the concept of the operation, and their assigned tasks. Leaders may require subordinates to repeat all or part of the order or demonstrate on the model or sketch their understanding of the operation. Leaders should also quiz their soldiers to ensure that all soldiers understand the mission.
h. STEP 8. Supervise. The leader supervises the platoon's preparation for combat by conducting rehearsals and inspections.
(1) Rehearsals. If possible, leaders should conduct rehearsals on terrain that resembles the actual ground and in similar light conditions. 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, the platoon can rehearse mission-specific tasks. 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).
The types of rehearsals are briefback, reduced force, and full force. There are many different techniques available to accomplish these rehearsals. Some important tasks to rehearse include actions in the assembly area, actions before LD, actions en route to the assault position or objective, actions in the assault position, actions on the objective, and actions during consolidation and reorganization on the objective.
(a) Briefback. Briefbacks identify problems and disconnects in execution but to a lesser degree than hands-on rehearsals. The platoon leader should conduct at least two briefbacks with subordinate leaders. When possible, he should conduct briefbacks collectively at a meeting of the orders group. This makes the exchange of information easier, improves coordination among platoons and squads, and speeds the distribution of changes.
- The first briefback is done immediately after the platoon OPORD has been issued. This briefback is to ensure subordinate leaders understand the platoon's mission.
- The second briefback is done after subordinates have formulated their own concept, but before they have issued their OPORD. This briefback is to ensure the platoon and subordinate concepts agree before subordinate leaders issue their OPORD.
(b) Reduced-Force Rehearsal (Key Leaders). A reduced- force rehearsal is done when time is limited or the tactical situation does not permit everyone to attend. The platoon replicates its actions on mock-ups, sand tables, or smaller pieces of terrain than the actual operation.
(c) Full-Force Rehearsal. This type of rehearsal is the most effective, but uses the most time and resources. It involves every soldier who will participate in the operation .If possible it should be conducted under the same conditions (weather, time of day, terrain, and so on) that is expected to be encountered during the actual operations.
(2) Techniques of Rehearsal. The techniques are as follows.
(a) Force on Force. This technique is used during full-force rehearsals. Platoons rehearse in good visibility on open terrain before gradually increasing to realistic conditions. The platoon rehearses with squads/sections going force on force against each other or the entire platoon going force on force against another platoon in the company.
(b) Map. A map rehearsal may be conducted with a single map overlay. A map rehearsal limits the number of participants. Time and space constraints are very limited.
(c) Radiotelephone. This is used when time and enemy situation do not allow for the gathering of personnel; to test radios and determine backup systems in the event of communication equipment failure; and to rehearse key elements of the platoon plan such as the fire support matrix and execution of reserve obstacles.
(d) Sand Table or Terrain Model. This technique is used when time is limited. Participants are the key leaders. This technique is normally conducted without vehicles. Training aids must be built large enough so all personnel can observe. Graphic features are included (such as phase lines, trigger points, objectives, and TRPs) and may include other items as necessary in painting a word picture.
(e) Rock/Stick Drill. This is similar to a sand table or terrain model. The difference is that participants either move themselves, rocks, sticks, or anything else to replicate their actions or their platoon's actions.
(f) TEWT Tactical Exercise Without Troops). The platoon normally conducts a TEWT as part of a larger force. Very few assets are required, normally just key leaders participate. This technique is most effective when used with wheeled vehicles upon key terrain.
(3) Inspections. Section and squad leaders should conduct initial inspections shortly after receipt of the warning order. The platoon sergeant spot-checks throughout the platoon'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.
3. Operation Order Format. 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).
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Figure 2-2. Example of a Platoon Operation Order.
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, and other 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. An example company operation overlay for an attack is in Figure 2-3. An example company operation overlay for a defense is in Figure 2-4. An example platoon overlay for a defense is in Figure 2-5.
Figure 2-3. Example of a Company Overlay (attack).
Figure 2-4. Example of a Company Overlay (defend).
Figure 2-5. Example of a Platoon Overlay (defend).
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. A concept sketch should include the task and purpose. 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. Example battalion, company, and platoon concept sketches are in Figures 2-6, 2-7, 2-8, and 2-9.
Figure 2-6. 2-66 Infantry (Mech) Concept Sketch.
Figure 2-7. C/2-66 Infantry (Mech) Concept Sketch.
Figure 2-8. 3/C/2-66 Infantry (Mech) Concept Sketch.
Figure 2-9. 3/C/2-66 Infantry (Mech) Consolidation Plan Concept Sketch.
(2) Terrain Model. A terrain model is a three--dimensional scale model of the terrain (Figure 2-10). 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.
Figure 2-10. Terrain Model.
(a) It should be built oriented to the ground (north on the model is north on the ground) and should show the main terrain in 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.
4. Fire Control and Distribution. As a member of the combined arms team, the BFV platoon must provide sufficient dismounted infantry during combat operations and during all battlefield conditions. BFV crews provide direct-fire support to the maneuvering dismounted infantry. Effective fire control and distribution measures must be established to avoid fratricide and allow the infantry to gain and maintain the initiative. Platoons must establish clear fire control and distribution SOPs and practice them during all aspects of training. Crews must be well disciplined in these techniques and should be aware that the infantry can dismount and join the battle at any time. Squad and team leaders must remain alert and aware of the tactical situation while riding in the troop compartment. They must be prepared to execute the command to dismount quickly. Once on the ground, the infantry must remain aware of the vehicle element's location and establish measures to keep BCs aware of the squad's location. Leaders must know principles of fire control, methods of fire control and distribution, and methods of engaging targets with anti armor weapons.
a. The principles of fire control are as follows.
(1) Destroy the Most Dangerous Targets First. The danger an enemy vehicle or weapon system presents to the squad or platoon changes with range, terrain, and the weapons mounted on the vehicle. Generally, tanks present the greatest threat to BFVs at ranges out to 2,000 meters. However, Threat tanks equipped with missiles can engage BFVs up to 4 kilometers away. At ranges greater than 2,000 meters, a BRDM or a BMP firing an ATGM presents a greater threat. A BMP that is moving does not present a meaningful threat until it moves within 1,000 meters. An RPG team is a threat within 300 meters. Targets are engaged in direct relation to the danger they present. If two or more targets are equal threats, the closest one should be engaged first.
(2) Avoid Target Overkill. A force fighting outnumbered cannot afford to engage a single target with more than one weapon. Bradley commanders strive for single engagements and one-shot kills with the TOW, and single-round ranging shots and short-burst kills with the 25-mm gun. Bradley commanders must avoid engaging disabled vehicles. Such targets should be left for tanks or other weapon systems with a larger basic load of ammunition and more destructive power or engaged after other, more dangerous targets have been destroyed.
(3) Concentrate on Long-Range Targets. The fire team weapons also complement the BFV's weapons. The machine guns, rifles, grenade launcher, AT4, and Dragon are best used along more restrictive approaches where fields of fire are limited. This allows the BFV to concentrate on long-range targets.
(4) Control Fires to Achieve the Best Shots and Expose Only Those BFVs Needed for an Engagement. The leader uses the BFV that has the best chance of engaging and destroying the enemy. All other vehicles should remain hidden until additional targets are within the engagement area, the firing BFV needs help in destroying the target, or they are needed to provide cover for withdrawal action.
(a) Flank shots offer the best opportunity to destroy enemy targets. Threat armor is more penetrable on the flanks and in the rear than in the front.
(b) The platoon engages only targets that offer a high-probability of a hit. Engagements beyond the effective range of the weapon system are avoided. Trigger lines and or the laser range finder are used to determine the maximum engagement lines. Exposing BFV firing positions and wasting ammunition are avoided.
(5) Use Each Weapon in its Best Role. Each BFV weapon has its own capabilities and limitations. Each is used in roles for which it is best suited and how it best complements the other weapons.
(a) The 25-mm gun is best used to destroy lightly armored or unarmored vehicles and to suppress antitank guided missiles at medium to long range. Each BFV carries 900 rounds of 25-mm ammunition consisting of AP and HE rounds. Three hundred rounds are uploaded and 600 rounds are stored in the rear of the vehicle.
(b) For stand-off protection, the TOW is best used against armored targets 2,000 meters and beyond. The TOW is mainly used to engage tanks that cannot be destroyed with the 25-mm gun. Each BFV can carry up to seven TOW missiles; two missiles in the launcher and five stowed inside the BFV. (The five missiles inside can be any combination of TOWs or Dragons.)
(c) The 7.62-mm coaxial machine gun is best used to destroy unarmored vehicles, kill dismounted infantry, and suppress enemy gunners out to 900 meters. It is used against suitable targets to complement the 25-mm gun at shorter ranges. This helps conserve the 25-mm ammunition.
(d) The dismounted squads use the machine gun, antiarmor weapons, and automatic rifles to close with and destroy the enemy.
(6) Maintain Combat Loads as Long as Possible. Ammunition resupply is a major problem on the battlefield. Without proper fire discipline, a BFV can use its entire combat load in one or two engagements and then be ineffective in later encounters. Crews must constantly check the on-board supply of ammunition. Ammunition reporting procedures should be established as SOP. The platoon leader should prescribe how low on ammunition the platoon, sections, or squads can get before requesting resupply. Elements should not be allowed to drop below this level except in a combat emergency. To reduce reloading time, ammunition in the ready racks is replaced at every chance.
(7) Avoid Fratricide. When possible, crews avoid engagements that are close to friendly infantry or vehicles. BFV crews must remain aware of the movement of the dismounted element to avoid casualties from friendly fires. Additionally, infantry squads must establish measures to keep the BFV crews aware of their location.
b. When moving, a section or platoon uses offensive engagement techniques; when stationary, they use defensive techniques regardless of the mission.
(1) Individual BFVs. Threat armored vehicles have more armor in the front 60-degree arc of the vehicle than on the flanks and rear portions. Thus, the leaders must understand fighting positions' effectiveness against the Threat (for example, flank shots and close combat techniques).
(2) Section/Wingman Concept. A Bradley section consists of the platoon leader and a wingman or platoon sergeant and a wingman. The wingman concept helps in the command and control of the platoon. Platoon/section SOPs dictate the engagement and firing techniques to be used by sections. Whether the sections fire together or alternate fires, mutual support is provided. Sections always operate as part of a platoon.
(3) Squads. The dismount element consists of two 9-man squads with two squad leaders and four fire team leaders. The platoon leader normally operates on the ground with the dismounted squads.
(4) Platoons. In mechanized infantry forces, the Bradley platoon is the lowest level employed to conduct operations.
c. Fire control and distribution procedures provide leaders with a method to achieve their objective. Proper use of fire control and distribution ensures a unity of effort and the ability to mass the effects of combat power at the decisive place and time. Leaders must decide which fire control method or combination of methods will work in each tactical situation. They must ensure the fires of their platoons are effective.
(1) Methods of Fire Control. The methods of fire control are sound signals, graphic control measures, visual signals, and time.
(a) Sound Signals. This includes both voice and devices such as whistles and horns. Sound signals are good only for short distances. Their range and reliability are reduced by battle noise, weather, terrain, and vegetation.
(b) Graphic Control Measures. These measures must be simple and clear. Above all, they must support the concept of the operation. Routine use of standard control measures will ensure understanding and compliance at the lowest level. Listed below are some of the key control measures used by mechanized infantry platoons.
- Sector of Fire. FM 101-5-1 defines a sector of fire as "an area that is required to be covered by the fire of an individual weapon, or a unit." The primary purpose of sectors of fire is to ensure distribution of fires across a platoon's area of responsibility. The leader may use sectors of fire to divide the engagement area among his principle weapons (Figure 2-11).
Figure 2-11. Sector of Fire.
- Engagement Areas. FM 101-5-1 describes an engagement area as "an area in which the commander intends to trap and destroy an enemy force with the massed fires of all available weapons." As a control measure, the engagement area attempts to concentrate the fires of a unit against enemy forces. Engagement areas can be divided into sectors of fire for subordinate units or weapons systems or both.
- Target Reference Point. A TRP is an easily recognizable point on the ground (either natural or man-made) used for identifying enemy targets or controlling fires ( Figure 2-12).
Figure 2-12. Target Reference Points.
- Phase Lines. A phase line is a linear control measure normally used to control movement. It can also be used to control and distribute the fire of sections and squads. Any prominent natural or man-made linear terrain feature-- for example, a ridge line, river or stream, road, or railroad track-- can be used as a phase line.( Figure 2-13).
Figure 2-13. Phase Lines.
(c) Other Graphic Control Measures. The following graphic control measures also aid in the control but to a lesser degree than the previous listed graphic control measures. These control measures are used for both day and limited visibility. However, some adjustments may have to be made.
- Attack Position. It is the last position occupied or passed through by the assault echelon before crossing the LD. It provides cover and concealment, and permits easy entry and exit. It is used to ensure coordinated effort by the entire force. It may or may not be used. During limited visibility, it may be closer to the LD and smaller than during good visibility.
- Line of Departure. An LD is designated to coordinate the commitment of attacking units at a specified time.
- Point of Departure. Because it is critical all movements be closely coordinated; squads, section, or platoon may be assigned a specific point to cross the LD.
- Release Point. Each company commander releases control of his platoons to the platoon leaders at the company RP. RPs are far enough from the objective to allow units to deploy before they reach the probable line of deployment.
- Route. The company commander normally picks the routes from the company RP to platoon RPs. Platoon leaders pick routes from platoon RPs to the squad RPs.
- Probable Line of Deployment. The company commander may designate a PLD. This is the place he deploys his unit before beginning the assault. A PLD is normally used during limited visibility.
- Objectives. The company commander assigns each platoon an objective, which is part of the company objective. These are easy-to-identify terrain features.
- Limit of Advance. To keep friendly supporting fires from falling on friendly dismounted troops, leaders may designate a limit of advance. It should be a terrain feature easy to recognize during limited visibility. Assaulting elements do not advance beyond this feature. This allows supporting fires beyond the objective without endangering friendly troops.
- Battle Positions. The company commander assigns each platoon a defensive location oriented on the most likely enemy avenue of approach from which a unit may defend or attack.
(d) Visual Signals. The leader can give a visual signal when he wants the soldiers to begin, cease, or shift fire as soon as they see the signal. Platoons can also use visual signals triggered by the enemy.
(e) Time. Units may be directed to begin, shift, and cease firing at a set time.
(2) Fire Commands. Leaders use fire commands to direct the fires of the unit. A fire command has the following six elements.
(a) Alert. The first element alerts the crew of an immediate engagement and who will conduct the engagement.
(b) Weapons/Ammunition. The second element informs the crew of the weapon and/or ammunition that is to be used.
(c) Description. The third element identifies the target for the crew. If there are multiple targets, the BC tells the crew which target to engage first.
(d) Direction. The fourth element is given to guide the gunner when the BC cannot lay the weapon for direction or elevation.
(e) Range. The fifth element of a fire command is used when the BC chooses the precision gunner method.
(f) Execution. Once the crew responds to the first five elements, the BC gives the execution element. Before the execution element, the BC reconfirms the target as hostile.
(3) Methods of Fire Distribution. Leaders must distribute the fires of their organic weapons to destroy or suppress enemy positions. There are two ways to distribute fire on a target--point fire and area fire.
(a) Point Fire. Point fire is directed against a specific identified target, such as a machine gun or ATGM position. All weapons are fired at the target. Spreading out the platoon on the ground aids in point fire, because the target is hit from multiple directions. Point fire is not often used, because the platoon seldom encounters a single, clearly identified enemy weapon. (Figure 2-14).
Figure 2-14. Point Fire.
(b) Area Fire. Area fire is distributed over a larger area when enemy positions are numerous or less obvious. Each weapon or BFV in the defense or overwatch element is given a specific sector of the target area to fire into. This is done to ensure that the entire target area is covered by fire and observation. (Figure 2-15).
Figure 2-15. Area Fire.
(4) Fire Patterns. The three basic fire patterns are frontal fire, cross fire, and depth fire. They are used to distribute the platoon's fire when multiple targets appear and no other measures have been assigned or in conjunction with other measures.
(a) Frontal Fire. Frontal fire is used when targets are dispersed laterally to the platoon's direction of fire. Each weapon shoots targets to its front, with flank weapons engaging flank targets first. As targets are destroyed, fire is shifted toward the center of the target area. (Figure 2-16).
Figure 2-16. Frontal Fire.
(b) Cross Fire. Cross fire is used when targets are dispersed laterally but obstructions prevent all weapons from firing to the front (Figure 2-17). Cross fire is also used to get flank shots. Flank shots increase the chance of a kill and avoid detection when the enemy is moving straight at the BFV. Each weapon engages a target diagonal to its position, with flank weapons engaging targets on the opposite flank. As targets are destroyed, fire is shifted to the center of the enemy formation.
Figure 2-17. Cross Fire.
(c) Depth Fire. Depth fire is used when targets are exposed in depth (Figure 2-18). Weapons on one side engage the nearest targets, while weapons on the other side engage the farthest targets. Fire is then shifted toward the center of the formation. This is done by platoon SOP or as specified in the leader's order.
Figure 2-18. Depth Fire.
(d) Change in Fire Pattern. Fire patterns are changed or used concurrently with other fire patterns when necessary to ensure maximum coverage of an enemy formation. This may be necessary when the enemy, after being engaged, adjusts his formation (Figure 2-19).
Figure 2-19. Change Fire Patterns.
d. Methods of employment for antiarmor weapons are as follows.
(1) Dragon. There are two options for the employment of Dragons in the mechanized infantry platoon: centralized or decentralized.
(a) Centralized Control. The platoon leader controls the fires of his Dragon gunners, either by locating the weapons near him and personally directing their fires, or by grouping them together under the control of the platoon sergeant or another individual the platoon leader designates.
(b) Decentralized Control. Dragon gunners operate with, and are controlled by their squad leaders. It may be necessary for the squad leader to employ one fire team as a Dragon team. The platoon leader normally gives the command for opening fire.
(c) Target Engagement. Target priorities and rules of engagement may change from situation to situation. Leaders must specify to Dragon gunners, either in their plans and orders, or by platoon SOP, target priorities and rules for engaging multiple targets. Dragon gunners should be assigned sectors of fire to preclude more than one weapon engaging the same target simultaneously. When engaging targets, gunners ensure they can track the target until impact.
(d) Oblique Fire. Whenever possible, gunners engage targets with oblique fire. Platoon and squad leaders, when selecting positions, make every effort to emplace the gunner in a position that permits him to cover his sector with oblique fire. It is difficult for the enemy to retrace the flight path of a missile to its launch site when the missile moves obliquely across their front, as opposed to being launched from a head-on position. Forces generally orient to their front, and are therefore more vulnerable to fires from their flanks.
(2) LAW and AT4. The four methods of engaging targets with both the LAW and the AT4 are single, sequence, pair, and volley firing.
(a) Single Firing. In single firing, one soldier engages a target with one LAW or AT4. There are no follow-on shots. This method is mostly for use at short ranges (50 meters or less with the LAW; 200 meters or less with the AT4). The single-firing method can be effective at greater ranges (out to 200 meters with the LAW; out to 300 meters with the AT4) when the exact range to the target is known.
(b) Sequence Firing. In sequence firing, one firer armed with two or more LAWs or AT4s engages a single target. The firer:
- Inspects and prepares the weapons for firing and lays them side by side.
- Fires and observes the impact of the round.
- If he hits the target, continues to fire follow-on rounds until the target is destroyed or until ordered to cease fire.
- If he misses, applies burst-on-target corrections with follow-on rounds until the target is hit. He then fires until he destroys the target or until ordered to cease fire.
(c) Pair Firing. In pair firing, two or more firers each armed with two or more LAWs or AT4s engage the same target. They exchange information throughout the target engagement.
- The first firer who sees the target identifies it, announces the estimated range and the lead he will use, and fires.
- The second firer observes the firing, announces a revised estimate of range and lead (if appropriate), and fires.
- The firers continue exchanging range and lead information until the target is hit.
- Once the range and lead have been determined, both firers, on command, engage the target until it is destroyed or until ordered to cease fire.
(d) Volley Firing. In volley firing, more than one firer engages the same target using one or more LAWs and AT4s.Volley firing should be used when the range to the target has been determined. This method is desirable because more rounds are fired at a given time, thus increasing the probability of hitting/killing the target ( FM 23-33 and FM 23-25).
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