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LESSON ONE
ORGANIZATION AND ELEMENTS OF AN ANTIARMOR BATTALION
OVERVIEW
TASK DESCRIPTION:
In this lesson, you will learn how to identify the organization and elements of an antiarmor battalion.
LEARNING OBJECTIVE:
| TASKS: | Identify the organization and elements of an antiarmor battalion. |
| CONDITIONS: | You will be given access to information from FM 7-91. |
| STANDARDS: | Identify the organization and elements of an antiarmor battalion in accordance with FM 7-91. |
| REFERENCES: | The material contained in this lesson was derived from the following publication: FM 7-91 |
INTRODUCTION
For defense against enemy tank and motorized threat, all battalions are equipped with at least one antiarmor company. Organized in various ways. This lesson will teach you how to identify organization and elements of an antiarmor battalion.
1. Background.
The development and refinement of material, technology, and tactics continue to change the complexion of the modern battlefield. Threat forces throughout the world increase their ability to locate and destroy an enemy force. Advances in technology constantly create new families of weapons, communications, and surveillance devices. This technology also produces weapons which are more lethal and which are accurate at greater ranges. Developments in automotive research contribute to the improved mobility of maneuver units.
a. Airland Battle Concept. The concepts and basics of Airland Battle apply to antiarmor units in much the same way as they do to maneuver units. Neither tanks nor antiarmor systems operate alone on the battlefield. They operate along with infantry, armor, and other elements of the combined arms team. The long-range fires of antiarmor units make them important to destroying the integrity of an enemy's combined arms team.
(1) TOW Doctrine. The key to the employment of a unit's antiarmor assets is mass. When terrain and fields of fire allow, TOW platoons should be controlled by the antiarmor commander. This commander plans and directs antiarmor fires in concert with the battalion commander's scheme of maneuver. This means that TOW systems are seldom task organized out to the line companies. If TOW platoons are massed, tanks need not be employed as the main antiarmor platform. Employing antiarmor systems in areas once covered by tanks releases more tanks to go where their speed and shock effect are needed. Also, using antiarmor systems in support-by-fire frees more tanks to maneuver.
(2) Historical Perspective. World War II battles provide historical examples of the successful employment of dedicated, less-mobile, massed antitank units. Towed 50-mm guns used by the Germans at Sid-Bou-Zid caused an American attack to fail. German antitank fires employed as a Pakfront destroyed 51 of 54 Sherman tanks and 16 half-tracks. The Pakfront was adopted by the Russians, who used it against the Germans at Kurst. By Soviet accounts, antitank guns destroyed 75 percent of the German tanks that were killed.
(3) Massed Fires. Commanders in US forces have traditionally employed their antiarmor weapons in a piecemeal fashion, parcelling them out to rifle companies or teams who use them to defend other arms or a position. Normally, in an attack, antitank weapons are given to companies overwatching by bounds. However, the following are more effective ways to use TOWs:
- In the offense, the use of antiarmor systems greatly increases the maneuver commander's ability to overwatch his forces and to conduct an attack. Antiarmor fires also allow the commander to engage and destroy enemy tanks before committing his maneuver forces to the battle.
- In the defense, the integration of antiarmor fires with engineer countermobility efforts, artillery, and other direct-fire weapons increases the chance for success against a larger enemy force.
2. Organization and Characteristics.
In response to the tank and the motorized threat of potential enemies, all light, mechanized, and infantry battalions are equipped with one or more antiarmor platoons or at least one antiarmor company. While these infantry antiarmor units differ in their organization and in some equipment, they all have TOW weapon systems. Antiarmor units are organized under both the H-edition and the L-edition Tables of Organization and Equipment (TOEs).
a. Infantry Battalion Antiarmor (Separate). Infantry Battalion Antiarmor (Separate). The separate antiarmor battalion has a headquarters detachment and five antiarmor companies with twelve M966-mounted (HMMWV) TOWs each, as shown in Figure 1-1. Its headquarters is not staffed or equipped to function as a tactical control element. Instead, its companies are attached to maneuver units.
Figure 1-1. Infantry Battalion Antiarmor (Separate).
(1) Headquarters and Headquarters Detachment. The headquarters and headquarters detachment (HHD) manages the command, the staff planning, and the supervision of operations (other than the tactical employment) of the five organic antiarmor companies, as shown in Figure 1-2. It has limited administrative, supply, food service, medical, and maintenance capabilities. The antiarmor battalion depends upon the supported division or brigade for its combat service support (CSS) in these areas.
Figure 1-2. Headquarters and Headquarters Detachment, Infantry Battalion Antiarmor (Separate).
(2) Antiarmor Company. Each antiarmor company has a headquarters and three organic antiarmor platoons, as shown in Figure 1-3. The headquarters provides command and control for the tactical employment of the platoons.
- Scout Platoon . The scout platoon reconnoiters TOW firing positions and routes between positions. It has three squads mounted in HMMWVs with M60 machine guns, The scout platoon also performs liaison.
Figure 1-3. Antiarmor Company, Infantry Battalion Antiarmor (Separate).
- Supply Section . The supply section, in addition to fulfilling other supply needs, has two 5-ton trucks with 1 1/4-ton trailers and one 5-ton truck with a tank and pump unit. These are used to haul some of the company's ammunition and fuel.
- Maintenance Section . The company's maintenance section provides limited automotive and communications equipment maintenance support along with its five-ton vehicle recovery capability. This section normally collocates with and augments the division or brigade maintenance support unit and helps repair vehicles and equipment. However, while the antiarmor company is attached to a division or a brigade, the company maintenance section is attached to that unit's direct support (DS) maintenance unit.
b. Antiarmor Company and Mechanized Battalions (L-Edition). Infantry and mechanized battalions organized under the L-edition TOE have an organic antiarmor company. The infantry battalion (air assault and airborne) mechanized variations of this antiarmor company are shown in Figures 1-4 and 1-5. In each of these companies, the headquarters controls the tactical employment of the platoons. The antiarmor company in an air assault or an airborne battalion has five platoons. The antiarmor companies depend upon their parent (infantry or mechanized) battalion for CS and CSS.
Figure 1-4. Antiarmor Company, Air Assault, and Airborne Battalions.
Figure 1-5. Antiarmor Company, Mechanized Battalions L-edition).
c. Antiarmor Platoon, Infantry Battalion (H-Edition). Each infantry battalion organized under the H-edition TOE has three antiarmor platoons, all within the combat support company. Each antiarmor platoon has three sections, as shown in Figure 1-6.
d. Antiarmor Platoon, Light Infantry Battalion. Each battalion in the light infantry division has one antiarmor platoon. Each antiarmor platoon has two sections, and each section has two TOW systems, as shown in Figure 1-7.
Figure 1-6. Antiarmor Platoon, Infantry Battalion (H-Edition).
Figure 1-7. Antiarmor Platoon, Light Infantry Battalion.
3. Antiarmor Capabilities and Limitations.
Antiarmor weapons have both common capabilities and certain limitations. Both these capabilities and limitations are discussed in the following paragraphs.
a. Capabilities. All antiarmor units have common capabilities that must be known and considered in order for the units to reach their combat potential. The TOW weapon system provides direct fire against armor and other hard targets, thus freeing friendly tanks for their more important roles of either exploiting successful attacks or counterattacking.
(1) Attack Role. In the attack, antiarmor units initially form the base of a supporting attack by fire to fix the enemy in position. As the attack progresses, the antiarmor unit displaces forward to fire into planned engagement areas. Their mission is to destroy enemy countering or withdrawing forces. The antiarmor unit is ideally suited for contingency flank protection missions. These missions block enemy counterattacks or set up the enemy for destruction by maneuver companies.
(2) Defensive Role. In the defense, the antiarmor unit can be positioned first on the leading edge of the defensive sector to aid in battle handover or to overwatch scouts or obstacles. As the enemy closes, the antiarmor unit displaces to positions that afford flank and rear shots into engagement areas. During the counterattack, the antiarmor unit provides overwatch and support by fire. Light TOW units have HMMWVs equipped with the interchangeable mount system. This system provides TOW HMMWV units an expanded ability to conduct close combat in all environments. When the HMMWV is mounted with the MK 19 40-mm grenade machine gun or the M2 .50-caliber machine gun, the HMMWV can destroy light armor, infantry, and field fortifications. Both machine guns complement other weapons, especially the TOW.
b. Limitations. Antiarmor units also have the following limitations:
- Commanders employing wheeled vehicle-mounted (HMMWV) antiarmor units must consider the fact that these vehicles lack protection against direct and indirect fires. However, to improve their survivability, they can be positioned carefully in depth and can relocate rapidly.
- Both tracked and wheeled vehicle-mounted antiarmor elements must be positioned so that accompanying infantry can provide security against ground attacks, especially in restricted terrain and during reduced visibility. Although TOW missiles are accurate, their rate of fire is slow because of tracking and reload time. This fact, coupled with the TOW's launch signature, increases the antiarmor squad's vulnerability. This is especially true when the TOW is mounted upon a wheeled vehicle and engages a target within the enemy's direct-fire range. This vulnerability is reduced when antiarmor elements reposition often. It is further reduced when they integrate their fires with those of tanks and other antitank weapons and with indirect fires. This integrated fire complicates the enemy's target-acquisition task. However, the lack of a dedicated fire support team/forward observer (FIST/FO) for each antiarmor unit limits the potential of coordinated indirect and direct (antiarmor) fires.
4. The Antiarmor Platoon.
The organization of the antiarmor platoon provides all soldiers with possible career progression and depth. Positions are available throughout the platoon for soldiers of all skill levels. Therefore, well-trained soldiers can fill vacancies resulting from personnel turnover, peacetime shortfalls, or combat losses.
Leaders ensure that their units can conduct sustained operations. To successfully fulfill their responsibilities, leaders must ensure that their men are tactically and technically proficient and that equipment is maintained. Leaders must ensure that their men receive proper care. In addition to providing food and supplying shelter, this also means preparing each soldier for combat. Based upon their unit mission, some leaders may have added responsibilities.
a. Antiarmor Platoon Leader. The antiarmor platoon leader is responsible for the training, maintenance, and tactical employment of the platoon. His responsibilities are to plan, coordinate, and integrate the platoon's fires to fit the supported unit's tactical plan. He knows the capabilities of his antiarmor systems and is skilled in their use. The antiarmor platoon leader employs his platoon tactically based upon orders from the antiarmor company commander or the maneuver unit commander whom he is supporting. In light infantry battalions, he is the main antiarmor advisor to the battalion commander. He recommends the best use of his platoon to support the tactical plan.
b. Antiarmor Platoon Sergeant. The antiarmor platoon sergeant leads elements of the platoon as directed by the platoon leader and assumes command of the platoon in the platoon leader's absence. He helps the platoon leader train the platoon and control it in tactical operations. He supervises the maintenance of equipment, supply, and other CSS matters.
c. Antiarmor Section Leader. The antiarmor section leader is responsible for the discipline and training of his two antiarmor squads and for the maintenance of their equipment. In combat, he selects the location of primary, alternate, and supplementary firing positions. He controls the section's fires and coordinates mutual support with tanks and infantry near his position.
5. Infantry Battalion Antiarmor (Separate).
This paragraph discusses how the separate antiarmor battalion should be employed on the battlefield. The employment techniques concern the effective use of the antiarmor battalion units within the framework of combined arms and capabilities.
a. Functions. The separate antiarmor battalion provides heavy, reinforcing antitank fires to maneuver units, which are particularly critical for light infantry divisions if an enemy armor threat exists. It is a corps asset the subunits of which are usually attached to divisions or brigades, depending upon where they are needed most. A corps commander usually attaches the entire battalion to a division. The division commander may further attach the antiarmor companies to his maneuver brigades or battalions. The antiarmor companies are then employed by the units to which they are attached. The separate antiarmor battalion gives the supported maneuver commander flexibility. It is equipped with HMMWVs and can therefore move rapidly by road or cross-country to critical points on the battlefield.
b. Capabilities and Limitations. The antiarmor battalion has both capabilities and limitations, as discussed below.
(1) Capabilities. The antiarmor battalion provides heavy antitank fires on the battlefield. It is unique in organization and concept and can quickly deploy to many theaters to provide maneuver units with direct antiarmor fires. As with other TOW organizations, antiarmor battalion weapons systems provide high target-hit probability at long ranges.
(2) Limitations. The antiarmor battalion also has all the limitations inherent in the TOW system:
- Long flight.
- Large firing signature.
- Slow rate of fire.
- Requirement for a line-of-sight to the target.
- Antiarmor battalions lack armor protection because their weapons are mounted upon light wheeled vehicles. They are vulnerable to both direct and indirect fires. This requires special consideration. Commanders must employ them initially from positions where indirect fires are unlikely, and then move them to avoid their engagement by indirect fires.
c. Command and Staff Relationships. The infantry battalion antiarmor (separate) differs greatly from other battalions in that it is not designed or equipped to conduct extended combat operations as a battalion. The command relationship between the companies of the antiarmor battalion and the maneuver units which they support is usually that of attachment because of the antiarmor battalion's limited CSS capability. This attachment makes the functions of the antiarmor battalion commander and his staff differ from those of his supported maneuver unit counterpart.
(1) Battalion Commander. Normally, the antiarmor battalion commander's subordinate units are attached to maneuver units. They respond to the maneuver unit's orders, plans, and support. Therefore, the antiarmor battalion commander rarely exercises command and control in a tactical situation. He advises the maneuver unit as to the employment of the antiarmor companies. He ensures that his soldiers are trained to their full potential, and he must understand the weapon system to ensure that it is properly employed. To ensure this, he supervises the coordination efforts of his staff so that services provided by the support unit are sufficient to accomplish the mission.
- When the battalion is ordered to move to a new area of combat, the battalion commander performs the following actions:
- The battalion commander works with the supported unit's commander to integrate the antiarmor companies into the scheme of the maneuver and the fires.
- The battalion commander ensures the rapid, smooth transition of his companies from one unit of his attachment to another. To do so, he ensures that his companies know where to go and to whom to report and that they are informed of the new mission.
- coordinates the detachment of his unit with his companies from the formerly supported units.
- moves to the new area by road march.
- coordinates with the newly supported unit commander.
(2) Battalion Staff. The antiarmor battalion staff aids the commander in his advisory, support, and coordination efforts. The main function of the staff officers is to supervise the training, control, and administrative deployment of the subordinate units. Due to the antiarmor battalion's limited CSS assets and its resulting dependence upon the maneuver units for support, staff officers act as liaison officers. The staff's main limitation is its personnel shortage, which prevents it from conducting sustained combat operations.
(a) Staff Functions. The staff performs the following actions:
- Continuously plans for the detachment, consolidation, and attachment of the battalion or of any of the companies.
- It normally exercises its coordination and liaison function by working with the appropriate general staff member. This does not mean that the antiarmor battalion staff officers are added to the duty roster--they have specific functions. The general staff helps them accomplish their mission.
(b) Staff Officers. The staff consists of the following officers:
- Intelligence/Operations Officers (S2/S3) . The S2/S3 is the senior staff member. He helps the commander ensure coordinated and complete staff actions. He may work with the battalion commander by advising and helping the supported commander employ the companies. In the commander's absence, he assumes control of the battalion. He also makes the initial coordination efforts for the movement of the battalion.
- Adjutant (S1) . The S1 ensures that the administrative support for the battalion is coordinated with the maneuver unit. The battalion depends upon the supported maneuver unit for personnel, administrative, finance, chaplain, and medical support.
- Supply Officer (S4) . The S4 for the battalion coordinates maintenance, ammunition resupply, food service, and other supply requirements for the antiarmor battalion.
d. Employment Guidelines. Employment guidelines exist for task organizing with the separate antiarmor battalion. The corps commander directs the attachment of the battalion to reinforce the division (or divisions) on the corps' main armor avenues of approach. Ideally, the whole battalion is attached to a division. The battalion can then be suballocated; its companies can be attached to any size unit from brigades down to battalion task forces. However, the antiarmor companies are best employed as a whole because they offer massive, coordinated antiarmor firepower under one commander. A separate antiarmor company is organized as follows:
(1) Company. The company has headquarters, maintenance, communications, and supply sections, as well as a reconnaissance and security platoon. The company headquarters section commands and controls the tactical deployment of the three organic platoons. It has an executive officer (XO), first sergeant, communications chief, and radiotelephone operator (RATELO) to help the company commander perform his mission.
(2) Reconnaissance and Security Platoon. The reconnaissance and security platoon has three squads. Each squad is equipped with two HMMWVs. Each HMMWV is equipped with a pedestal-mounted M60 machine gun and radios. The reconnaissance and security platoon headquarters also has one HMMWV for command and control. The reconnaissance and security platoon reconnoiters routes to primary, alternate, and supplementary TOW firing positions. It also maintains liaison with supported and adjacent unit commanders.
(3) Supply Section. The supply section has one supply sergeant, one armorer, and two ammunition specialists. This section uses two 5-ton trucks with 1 1/4-ton trailers for ammunition resupply and one 5-ton truck petroleum, oils, and lubricants (POL) resupply. Because the antiarmor company may be employed over a large area, the commander (aided by the S4) must coordinate for other resupply requirements.
(4) Maintenance Section. The maintenance section provides wheeled-vehicle mechanics and one signal equipment mechanic for unit maintenance support. However, the antiarmor company depends entirely upon division support command (DISCOM) or corps support command (COSCOM) for all wire-guided missile maintenance and support.
e. Coordination with Supported Units. The separate antiarmor battalion is employed only in attachment. This means that the unit to which antiarmor battalion units are attached is responsible for command and control, administration, and logistics support. The antiarmor battalion depends upon the unit to which it is attached for all ammunition, POL, repair parts, rations, medical treatment, replacement personnel, and pay.
(1) Antiarmor Unit Leader's Responsibilities. All antiarmor battalion unit leaders must coordinate continuously with the leaders of the supported unit to ensure the proper employment and resupply. The antiarmor unit leader must discuss
- his unit's capabilities and limitations.
- recommendations for integrating his TOW assets into the overall antiarmor system in defensive, offensive, and retrograde operations.
- resupply, including ammunition, POL, and rations.
- maintenance and administration.
(2) Subunit Supervision. As tactical operations progress and antiarmor battalion units are moved about the battlefield from one maneuver unit to another, the battalion staff, company commanders, executive officers, and platoon leaders must oversee their subunits at all times.
f. Combat Service Support. The infantry battalion antiarmor (separate) is not designed or equipped to conduct extended combat operations alone. The battalion companies are detached from the battalion and attached to other units (division, brigade, or battalion) for combat operations. When attached to maneuver units, the companies depend mainly upon the supported unit for CSS.
(1) Maintenance. The companies of the separate antiarmor battalions can perform unit maintenance for wheeled vehicles and signal equipment. Vehicle maintenance is limited to the use of the light mechanics tool kit. Maintenance requirements beyond the capability of company personnel become the responsibility of the maneuver unit.
(2) Evacuation of Disabled Vehicles or Equipment. Disabled vehicles or equipment that cannot be repaired by the operator or the company maintenance personnel is evacuated by the supported unit to its UMCP. If the item cannot be repaired at the battalion level, the supported unit evacuates it to the next level of maintenance support.
(3) Weapons. Unit maintenance of weapons is accomplished by operators and crew by armorers from the supported battalion. If this is not possible, the supported battalion evacuates the weapon to the next level of maintenance support. Wire-guided missile maintenance support is provided by maintenance units in the appropriate DISCOM or COSCOM.
(4) Rations. Rations and water are supplied by the supported unit. The antiarmor companies cannot prepare their own rations.
(5) Petroleum, Oils, and Lubricants (POL). Each antiarmor company has one 5-ton POL truck.
(6) Ammunition. Each company has two 5-ton trucks for ammunition resupply. The company must operate within the supported unit's ammunition resupply system. This means that the company obtains its missiles and other ammunition from the same source as the supported unit.
(7) Repair Parts. Repair parts are obtained through the supported unit.
6. Antiarmor Company.
The antiarmor company commander personally leads his company and also leads through his executive officer, first sergeant, platoon leaders, and other subordinate leaders. He employs his company in combat based upon orders from higher headquarters and on his mission, enemy, terrain, troops, and time (METT-T) analysis. In the absence of orders, he bases his actions upon an understanding of the battalion mission and upon the commander's concept of the operation. This paragraph discusses the employment of the antiarmor company in mechanized infantry, airborne, and air assault divisions in the infantry antiarmor (separate) battalions.
Each commander must be an example of competence and professionalism. The commander must prepare his unit to fight and know how best to use the TOW in combat. He must also know the abilities and limitations of his company's equipment and how to employ equipment to the best advantage.
a. Definitions. Command is the ability to direct and give orders. A company commander has authority over all elements of organic, assigned, and attached to his company. Command and control is the process by which a commander uses his authority to accomplish the mission; it consists of the formulation and execution of orders and the physical facilities used to transmit those orders. The system of command and control used by each commander depends upon the organization, the facilities available, and the personality of the commander. The unit SOP should explain this system so that incoming personnel and those working with the unit are quickly integrated into the company command structure. As new equipment arrives and commanders change, the unit SOP may change.
b. Responsibilities. The company commander must outline in the SOP the responsibilities of the following officers:
- Executive officer.
- Fire support officer (when provided).
- First sergeant.
- Nuclear, biological, and chemical noncommissioned officer.
- Communications chief.
- Supply sergeant.
- Armorer.
- Platoon/section leaders.
(1) Executive Officer. The executive officer is the second in command. He takes charge of the most important area of the most important area or function on the battlefield as determined by the commander. He sends routine battle reports to the battalion main command post (CP). Before the battle, he coordinates with battalion for CS actions and coordinates the first sergeant's execution of CSS. He keeps abreast of the tactical situation and is prepared to take command. The executive officer operates well forward in his assigned vehicle. He seldom engages in the actual fight but communicates with the battalion and with lateral units. The commander leads the company in battle while the executive officer reports to the battalion main CP. The executive officer acts as a relay to the company commander when the battalion commander is out of communications range.
(2) Fire Support Officer. If provided, the fire support officer develops a fire support plan that complements the tactical plan. He forwards the company planning requirements to the fire support element (FSE) at the battalion main command post (CP). He rides in his fighting vehicle system (FVS) and calls for and adjusts fires as directed by the company commander and the battalion fire support officer (FSO). He coordinates with the tactical air control party (TACP).
(3) First Sergeant. As the senior noncommissioned officer in the company, the first sergeant advises the commander concerning enlisted matters. He helps the commander by performing the following actions:
- Supervises the administration of the company.
- Performs precombat inspections.
- Coordinates CSS matters with the battalion S4, S1, and BMO.
- Acts as CSS operator.
- Receives CSS reports from platoon sergeants, provides CSS information to the executive officer, and helps the executive officer prepare CSS.
- Coordinates maintenance.
- Coordinates training activities.
- Coordinates with platoon sergeants and the executive officer for requirements.
- Dispatches maintenance and medical personnel.
- Renders reports.
- Submits requests to the combat trains CP.
- Executes CSS company-wide.
- Supervises company trains.
(4) Nuclear, Biological, and Chemical Noncommissioned Officer. The nuclear, biological, and chemical noncommissioned officer performs the following actions:
- Helps the commander plan and conduct NBC operations.
- Advises the commander concerning organizing and training the unit's NBC teams.
- Supervises maintaining and employing the company's NBC equipment.
- Relays NBC reports between the company and the battalion or through the executive officer.
- Advises the commander concerning areas of contamination.
- Maintains the radiation status chart.
- Operates forward with the executive officer but may operate from the company combat trains.
(5) Communication Chief. The tactical communications chief coordinates the activities of his section to accomplish the commander's orders and to support the commander's maneuver plan. The commander and the communications chief are responsible for training personnel in communications procedures and equipment maintenance.
(6) Supply Sergeant. The supply sergeant requests, receives, issues, stores, maintains, prepares, and turns in supplies and equipment for the company. He is in charge of the company assets in the battalion field trains. There, he is under battalion supervision, where he is supervised by the headquarters and headquarters company (HHC) commander.
(7) Armorer. The armorer's primary duty is to repair the small-arms weapons of the company. He sends weapons to DS maintenance. He should work forward to repair the company's small-arms weapons.
(8) Platoon/Section Leaders. The platoon leaders and leaders of attached CS elements are responsible for the training, tactical employment, and logistics of their platoons. The platoon leaders must know their weapon systems and abilities and how to employ them for the best effect.
c. Organization, Positions, and Special Missions. Command and control of the antiarmor company is exercised by the maneuver battalion commander through the company commander. The antiarmor company is the battalion commander's means to influence the battle without having to use tanks or infantry in a primarily antitank role. The antiarmor company frees both tanks and infantry from antitank missions and allows them to be used to their best advantage. The company commander gives the battalion commander a single point of contact for controlling his massed antiarmor fires.
d. Task Organization. Task organization refers to how available assets are distributed to a mission. It is based upon the battalion commander's analysis of METT-T and upon his chosen course of action. The preferred choice is to leave the company intact under the control of its commander. However, sometimes one or more of the platoons must be task organized to other companies. These options are as follows:
(1) Company. The company may be employed as organized, without modification.
(2) Platoon. One or more of the company's platoons may be attached to or placed under operational control (OPCON) to the battalion's rifle companies.
(3) Antiarmor and Maneuver Platoon Mix. A mix of antiarmor platoons and maneuver platoons can be organized under the antiarmor company headquarters as a maneuver unit. This is done when extra flank security or a strong battalion security/counterreconnaissance force is needed. The antiarmor company has limited mess, supply, and recovery support. It also has no FIST. When a maneuver headquarters is formed, solutions for each of these limitations must be found.
(4) Company Elements. Elements of the company may be attached to an armor battalion. This occurs only in defensive situations where TOW vehicles and tanks are positioned to bring the most effective combined fires on the enemy.
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