Military

(a)     Company Team Leader. The company team leader is responsible for the employment, training, discipline, control, CSS, and welfare of his company. He actively supervises the performance of those under his commander and employs his unit in combat in accordance with orders received from higher headquarters. He positions himself in his assigned armored vehicle well forward on the battlefield where he can best control the fires and movement of his elements. The commander operates in the absence of orders, making decisions based on his overall mission, his estimate, and his understanding of the battalion and the brigade commanders' intent. He divides tasks among key subordinates and clearly outlines the responsibilities of his XO, FIST chief, first sergeant, NBC NCO, master gunner, communications chief, and supply sergeant.

(b)     Executive Officer. The XO is the second in command. As the second in command of the unit, the XO takes charge of the second most important area or function on the battlefield as determined by the commander. Prior to the battle, the XO coordinates the first sergeant's execution of combat service support actions and prepares to assume command of the company if the commander is incapacitated. During the battle, the XO reports the battle flow to the battalion task force tactical operations center. He keeps abreast of the tactical situation so that he can keep the commander informed and take over if the commander becomes a casualty. Normally, the XO operates well forward in his assigned armored vehicle. He positions himself in the nearest available overwatch position where he can see what is going on and communicate with both the battalion task force and lateral units. It is of note that the fighting XO can take a lot of the routine reporting functions off the back of the commander and can truly function as a 2IC with the capability to assume command if necessary.

(c)     First Sergeant. As the senior NCO, the first sergeant advises the commander and assists him by performing assigned duties, to include supervising the company teams administration, CSS, maintenance, and training activities. Additionally, the first sergeant provides a wealth of experience to the company that a wise commander uses.

(d)     Additional Personnel. The commander has additional personnel who assist him in the command and control area. They are the FSO, the NBC NCO, the master gunner, and the tactical communications chief. The NBC NCO assist the commander in planning and conducting NBC operations and keeps the commander advised of contaminated areas. He normally rides with the XO. The master gunner is the primary adviser to the commander on gunnery. He occupies the gunner's station on the BFV. He can also serve as company operations NCO and assist the commander in preparing overlays, rendering reports, and so forth. The tactical communications chief advises the commander on all aspects of tactical communications. He normally is located with the XO. He receives and distributes CEOIs, maintains radio equipment, and is responsible for the installation, operation, and maintenance of field wire communications, telephones, and switchboards. He, too, can serve as company operations NCO.

(e)     Communications. The company is provided with the following means of communication:

• FM Radio: The company command net, battalion command net, admin-log net, and platoon net are secure.
• Wire: Wire hot loops are available. Always consider wire, even if the force will be stationary only for brief periods.
• Messenger: Use messengers whenever possible. Messengers decrease radio traffic, but the use of messengers takes more time. Messengers usually come from battalion for communication between the company and higher. At company level, platoons send messengers to the company commander.
• Visual Signals: Visual signals are planned together or with, or as a backup to, voice communications. Examples include signals made with the hand and arm, pyrotechnics, flags, and flashlights.
• Audible Signals. Examples of audible signals include beating on metal objects or detonating explosives.

(f)     Command and Control. Command and control during the execution of operations is the most difficult challenge that a commander faces. Specific techniques used for command and control during execution are—

• Think before you talk.
• Be in a position to see the battlefield.
• Know the location and activities of platoons and the XO at all times.
• Drill subordinates in situation report procedures.
• Continuously think ahead and identify potential threats and opportunities.
• Constantly develop and revise prepared missions for elements.
• Exercise control through SOP drills that are cued by brief commands or enemy actions.
• Ensure all-round security.
• Use a navigator (master gunner) to maintain current location and inform you of upcoming terrain features.
• Use the XO to monitor the battalion frequency, make required reports, and keep track of unit locations (adjacent).

(a)     Mortars. The mortar platoon provides organic indirect fires for the task force.

The battalion task force heavy mortar platoon has six tracked 4.2-inch (107-mm) mortars and a fire direction center (FDC). The platoon usually operates as a six-tube platoon but can split into two three-tube sections, each with its own FDC. Mortars are the most responsive indirect-fire system for killing dismounted infantry. They put out a high volume of fire and are also excellent for—

• Engaging targets in defilade or dead space.
• Suppressing enemy weapon systems, especially ATGM sites.
• Emplacing white phosphorous smoke on or near enemy positions (obscuration) or between friendly and enemy positions to conceal movement (screening). The quick response and excellent smoke characteristics of white phosphorous rounds make this an ideal mission for mortars.
• Illuminating enemy and terrain. Because night-vision equipment is limited, illumination is particularly important when friendly infantry is dismounted. Illumination is also used during periods of limited visibility to mark targets for CAS and attack helicopters, adjust artillery fire, and designate reference points for navigation. Illumination on top of enemy positions can blind enemy passive nightvision equipment and temporarily destroy his night vision, while exposing his positions. Illumination behind an objective silhouettes enemy positions, vehicles, and personnel.

The chief disadvantages of mortars are their relatively short range and limited ammunition-carrying capability.

(b)     Field Artillery. Field artillery provides a variety of indirect fires to the task force. It can deliver smoke, scatterable mines (FASCAM), cannon-launched, guided projectiles (Copperhead), antipersonnel and antimateriel munitions, and, when they have been released, chemical and nuclear munitions.

Field artillery is the principal FSE. A variety of weapon, systems are available to support the task force and, therefore, the team. The three most common types of artillery that may support a mechanized or armored force are the M109 (155-mm), M110 (203-mm), and the M270 (227-mm) MLRS. It is important to know which systems are supporting the task force because all ammunition types are not available for all weapons. Family of scatterable mines (FASCAM) and Copperhead, for instance, are available only in 155-mm. There are no smoke or illumination rounds for 203-mm howitzers. Figure 1-3 lists weapons and ammunition available.

Field artillery can perform the same missions as mortars (subject to the munitions restrictions noted in Figure 1-3). Generally, field artillery has a greater ability to mass fires on a target, to vary the types of munitions and fuzes to achieve optimum effect, and to fire at much longer ranges than mortars. Additionally, field-artillery-delivered FASCAM provide the capability of emplacing a minefield quickly.

FASCAM are engineer obstacles that are emplaced by 155-mm howitzers. Employment of FASCAM is not delegated below maneuver battalion level.

Copperhead is the name of a terminally-homing, point-target artillery round. Copperhead guides into a target designated by a ground or airborne laser designator. The ground-based designator is on the company FSV and with the combat observation lasing team (COLT).

(c)     Effects of Fire. Decide what lethal effect fire support must have on a particular target. There are three types of fire:

• Suppression is fire on or about a weapon system to degrade its performance. The effect of suppressive fires usually lasts only as long as the fires are continued.
• Neutralization is fire delivered to render the target temporarily unusable or ineffective. Experience has shown that 10 percent or more casualties may neutralize a unit. The amount of ammunition required to neutralize a unit depends on factors such as the state of enemy morale, standard of training, and degree of protection.
• Destruction is fire that puts the target out of action for a prolonged period of time. Depending on the type, morale, and discipline of the enemy force, 30 percent or more casualties normally renders a unit ineffective. Direct hits are required to destroy hard materiel targets. Targets must be located by accurate map inspection, indirect-fire adjustment, or a target acquisition device.

Artillery can also produce nonlethal effects by using illumination and smoke munitions.

(d)     Maneuver Commander's Intent. Make sure the intent for maneuver and fire support is clearly understood by the FSO. Identify the role of fire support in the scheme of maneuver (when, where, what, and why) by providing detailed guidance to the FSO explaining the concept of the operation, scheme of maneuver, and tasks for fire support. Do not abdicate the fire plan to the company FSO. The FSO must understand the maneuver plan as well as the commander understands it.

Providing this level of guidance is not easy. Artillery fires are not instantaneous. Three to seven minutes are required to process routine targets and get fires in the target area. Planning must adjust to reflect this lag time. While wargaming the maneuver, refine the critical targets or EAs, priority of targets, priority of engagement, sequence of fires, and results desired. You then are able to see when and how to synchronize direct and indirect fires to achieve the maximum destruction of the enemy and the greatest protection of the force.

One unit should be designated to have priority of fires. This is one way to weight the company's main effort. It also prioritizes requests when two or more units want fires at the same time. The unit with priority overrides other requests for fire. Designate where to place obscuration or illumination, suppressive fires, and preparation fires. See the battlefield, both literally and figuratively, to decide how to maneuver, where to engage the enemy, and what fire support is needed. This is probably the most difficult thing you have to learn to do.

(e)     Fire Support Planning Process. While developing and refining the tactical plan, the FSO is concurrently developing and refining the fire support portion of that plan. The FSO does not wait for you to complete the scheme of maneuver but inputs fire planning as the scheme of maneuver is being developed.

The company FSO builds the fire plan using deliberate or hasty fire support planning, depending on the time available. In either case, targets must be placed in the fire support planning channels as soon as possible so they can be processed at the battalion FSE or battery FDC.

Regardless of which planning method is used, the company team fire support plan must include—

• Target number and location.
• Primary and alternate persons responsible for shooting each target.
• Radio frequency and call sign to use in requesting fires.
• Priority of fires in the event of two units requesting fires at the same time.
• Size, location, and emergency signal to begin FPF.

Other information may be included as necessary or appropriate.

The company FSO does most of the company fire planning. However, he may receive targets and target information from platoon leaders, platoon FOs, and the task force FSO. The commander and FSO should not plan too many targets. A company team should normally anticipate planning no more than five or six targets and one FPF. More than this clogs the fire support planning channels and adds clutter to the company graphic overlay. This may vary depending on the mission and the extent of the task force fire support plan.

The company FSO completes the fire plan and briefs the commander to obtain approval. He may alter the plan or approve it as is. The commander makes the final decision. When the plan is complete, the FSO make sure that targets are passed to the task force FSE where, the fire plans are consolidated and integrated into the task force scheme of maneuver.

The FSO must make sure platoon leaders and FOs are thoroughly familiar with the fire plan. He should also provide target overlays to the platoon leaders, FOs, and the commander. The company team fire support platoon may also be disseminated as a target list and a fire support execution matrix. This must be done in sufficient time to allow subordinates to brief the platoons and sections. A good plan given with the company order is better than a perfect plan handed out at the line of departure.

Task force fire support plans are routinely distributed in matrix format. The fire support planning and execution matrix is a concise, easy planning tool showing the many factors of a complicated fire support plan. The fire support planning and execution matrix may aid the company FSO and the commander in understanding how the fire plan supports the scheme of maneuver. It is a valuable planning tool for both the offense and the defense. It explains what aspects of the fire support plan each FSO or FO is responsible for and at what time during the battle these aspects apply.

The advantage of the matrix is that it reduces the plan to one page, simplifies the plan, and clarifies the plan. The matrix also directs execution responsibilities and reduces the possibility that planned fires are not executed.

Dissemination of the fire plan is the responsibility of the commander. The commander and key subordinate leaders must understand the categories of targets and how to engage those targets to create the desired result.

Figures 1-4 and 1-5 show one type of matrix, set up with the maneuver elements along the left side and different phases PLs, events, or times of the mission along the top.

(f)     Targets. "Target" is the most fundamental term used in fire support planning. A target can be personnel, vehicles, material, or terrain that is designated and numbered for reference or firing. Every target can be classified as either a target of opportunity (appears during combat, no attack has been planned) or a planned target (fire is prearranged, the degree of prearrangement varies, but some prior arrangement has been made). Individually planned targets may be further subdivided into either scheduled or on-call targets. A scheduled target is a planned target to be attacked at a specified time. An on-call target is a planned target on which fire is delivered when requested.

A priority target is one that could decisively affect the accomplishment of the unit mission. The brigade commander may allocate artillery priority targets to subordinate task forces. Task force commanders may in turn allocate priority targets to his subordinate company teams. Normally, priority target are

designated by the company team commander (with the recommendations provided by FIST personnel). Final protective fires (FPFs) are an example of a priority target.

When the task force commander designates priority targets, he should provide specific guidance to the FSO and his subordinate company teams as to when certain targets become priority targets, when they cease to be priority targets, the desired effects on the targets, and any special type of ammunition to be used. Firing units lay the guns on priority targets when they are not engaged in a fire mission. This reduces reaction time. Generally each field artillery battery lays on one priority target. In dedicated battery operations, one platoon may lay on a priority target while the rest of the battery supports the maneuvering unit. FPF is an example of a priority target in a defensive situation.

A target number is assigned to each planned target by the company FSO. Blocks of alphanumeric target numbers (two letters and four numbers) are provided for all fire-planning agencies. They serve as an index to all other information regarding a particular target, such as location, description, and size. All TRPs that are targeted by the company FSO are assigned target numbers. Mortar sections have blocks of target numbers so they can assign a target number when an observer directs "record as target" upon completion of a registration.

A standard target is an area approximately 100 meters in radius. The symbol for a standard target is a cross, as shown in Figure 1-6.

It may be canted if several targets are close to each other or when the symbol might be confused as a grid intersection. The intersection of the lines marks the center of the target. The target list describes the nature of the target and other pertinent information. This applies to targets planned for conventional and improved conventional ammunition.

• Offensive Application. These targets should be used to attack known, suspected, or likely enemy positions such as OPS, antitank sites, road intersections, or terrain that dominates attack axes.
• Defensive Application. Because we expect the enemy to attack swiftly, these targets should be selected to destroy the enemy as he attacks. Plan targets at fording sites, bridges, narrow defiles restricting movement, road intersections, obstacles, and possible overwatch positions.

A linear target is narrow and more than 200 meters long (for example roads and trench lines). A linear target is designated on the target list by two grids (one for each end of the target), or a center point including length and altitude, as shown in Figure 1-7.

• Offensive Application. These targets can be used to screen flanks with smoke or high explosives along attack axes. They should be used to attack enemy counterattack formations along high-speed avenues of approach.
• Defensive Application. Linear targets can be used to destroy enemy attack echelons as they approach defensive positions. They may also be used with smoke in addition to the FPF to disrupt echelons as they attack.

A group of targets consists of two or more targets on which simultaneous attack is desired by the maneuver commander. For field artillery fires, the direct support battalion is the lowest level that can designate and implement a group of targets. The FSO requests the group. Targets included in a group may be attacked individually. A group of targets is portrayed graphically by circling the targets and identifying them with a group designation, as shown in Figure 1-8. The group designation consists of the letters assigned to the supported unit with a number inserted between them.

• Offensive Application. Group targets are used to engage several targets close together to create a shoulder or an assailable flank, or to isolate enemy positions as the company attacks other positions.
• Defensive Application. A group can be used to engage enemy forces stopped at minefields and obstacles, or to engage vehicles at minefields waiting to cross rivers. Individual targets in the group would be selected based on how you envision the enemy forming at these activities.

A series of targets is a number of targets or groups of targets planned to be fired in a predetermined time sequence to support the scheme of maneuver. A series may be either on-call or scheduled. Phasing of targets within a series is requested by the initiator or determined by the fire planner based on the nature of the targets and the desires of the supported commander.

Phasing of targets may be either on-call or scheduled. The direct-support battalion is the lowest level authorized to designate a series of targets.

A series is shown graphically as individual targets or groups of targets within a circular area, as shown in Figure 1-9.

The series is given a code name by the direct support field artillery battalion.

• Offensive Application. The series may be planned to support the assault on an objective. A series allows fires to shift automatically to engage individual targets or groups of targets as the company fights across an objective.
• Defensive Application. The series allows fires to be tied to the speed of the enemy attack. A series of linear targets may be planned to engage enemy attack echelons, such as firing linear targets 1,000 meters apart (three minutes at 20 kmph).

(g)     Preparation. The preparation is planned by the direct support field artillery battalion or a higher echelon. It is an intense volume of fire, delivered in accordance with a time schedule to support an attack. The fires normally begin prior to H-hour and may extend beyond it. They may start at a prescribed time or be held on call until needed. The duration of the preparation depends on many factors including fire support needs of the entire attacking force, number of targets, firing assets, and ammunition available.

A preparation is normally phased to permit successive attacks on certain types of targets. The first phase should provide for the early attack of hostile fire support means and observation systems. The second phase should include enemy CPs, communications facilities, assembly areas, and reserves. The final phase should pose an immediate threat to the defending force. Plans should be made to suppress enemy fire support means and other critical targets throughout the preparation, time, and ammunition permitting.

(h)     Counterpreparation. The counterpreparation is planned by the direct support field artillery battalion or higher echelons. Counterpreparation fire is intense, prearranged fire delivered just before the start of an enemy attack.

(i)     Final Protective Fires. FPFs are immediately available, planned fires that create a barrier to enemy movement, especially dismounted infantry approaching across defensive lines or areas. These areas are integrated with defensive plans. The pattern of FPF plans may be varied to suit the tactical situation. FPFs are drawn to scale on the target overlay. The size of the FPF is determined by the number and type of weapon used to fire the FPF.

The dimensions of final protective fires provided by various weapons are shown in Figure 1-10.

The commander is responsible for the precise location of FPFs. The company FSO—

• Reports the desired location of the FPF to the supporting FDC.
• Adjusts indirect fire on the desired location, by weapon.
• Transmits the call to fire FPF to the supporting FDC.

Authority to call for the FPF is given to the commander (normally the company commander or platoon leader) in whose area the FPF is located. The FPF has the highest priority of any target assigned to a fire support means.

(j)     Registration. Registration fires allow indirect-fire units to correct firing data and ensure more effective engagement of subsequent targets. Registrations are conducted by the firing units and their observers after coordination with the FSO and the company commander. They can be fired into offset areas on the flanks for deceptive purposes and may be integrated with other firing to further disguise their nature. Priority targets should be registered whenever possible.

(k)     Suppression. Suppressive fires may include both direct and indirect fire. They are planned and delivered to suppress the enemy, or to hamper his operation and limit his ability to perform a mission. Suppression generally lasts only as long as firing continues. "Immediate suppression" is announced in the call for fire, indicating that the observer's unit is receiving effective enemy fire, and his fire request should be processed without delay.

(l) Use of Special Munitions. Obscuration fires use smoke and white phosphorus ammunition to suppress the enemy by obscuring his view of the battlefield. High explosive ammunition may also obscure his view with dust and fires but should not be relied on as the primary means. Because smoke is subject to changes in wind direction and terrain contours, its use must be coordinated with other friendly units affected by the operation. Used properly, obscuration fires can—

• Slow enemy vehicles to blackout speeds.
• Obscure the vision of enemy direct-fire weapon crews.
• Reduce accuracy of enemy-observed fires by obscuring observation posts (OP) and CPs.
• Cause confusion and apprehension among enemy soldiers.
• Limit the effectiveness of the enemy's visual command and control signals.

Screening fires are closely related to obscuration fires. They also involve the use of smoke and white phosphorus. However, screening fires mask friendly maneuver elements to disguise the signature of their operations. For example, they are used to screen river crossings or an enveloping force. Screening fires may assist in consolidating an objective by placing smoke in areas beyond the objective or they may be used to deceive the enemy into believing that a unit is maneuvering when it is not. Generally, screening fires require the same precautions as obscuration fires. Smoke screens must be large enough so that random enemy firing into them does not produce excessive casualties. Also avoid establishing a pattern of using smoke with maneuver, such as habitually firing smoke two kilometers in front of troops.

Illumination may be scheduled or on-call, and is used to—

• Allow use of friendly direct-fire weapons and adjustment of indirect fires.
• Illuminate areas of suspected enemy movement.
• Orient moving units.

(m)     Rehearsal and Execution. Once the fire support plan has been developed and coordinated, it should be rehearsed. As the company team conducts rehearsals of the maneuver, the fire platoon is concurrently rehearsed. The target list is executed as the maneuver is conducted, fires are requested (though not actually executed by the firing batteries) just as they would be during the operation. Under ideal circumstances, FPF could be adjusted during the rehearsal. Rehearsals on the terrain reveal any problems in visibility, communications, and coordination of the fire support plan. Rehearsals should be conducted under degraded conditions (at night, buttoned up, in MOPP 4) to make sure the plan can be executed in all circumstances.

If time or conditions do not permit full-scale rehearsals, key leaders can meet, preferably at a good vantage point, and brief back the plan. A sand table depiction of the terrain is useful here. Each player explains what he does, where he does it, and the fall-back plan to overcome key-leader casualties. The fire support plan execution is integral to this process and is rehearsed in exactly the same way.

If all else fails, the company team relies on the SOP for maneuver and fire support execution. This should not be the normal procedure as it allows the greatest possibility of error. The company team SOP should specify the responsibilities of all key leaders and who performs those responsibilities if the primary person is unavailable (casualty, vehicle breakdown, or communications failure).

As the operation is conducted, the fire plan is executed. Targets are fired as required and adjustments made because of enemy reactions. Priority targets are canceled as they are passed by friendly units or no longer relevant to the maneuver. The FSO and his FSV have four options for location on the battlefield:

• Option 1: FSO and FSV collocated with the company team commander.
• Option 2: FSO collocated with the commander but the FSV (and on-board laser designator) located at a separate vantage point on dominant terrain.
• Option 3: FSO and FSV located at a separate location from the commander at a vantage point from which he can best observe the target area to execute priority fire missions.
• Option 4: FSO and FSV located outside the company zone with the COLT.

Regardless of his location, the FSO continues to—

• Maintain communications with the task force FSE.
• Update the task force FSE and artillery FDC on friendly unit locations.
• Update the fire support plan, canceling unnecessary targets.
• If given the responsibility by the maneuver commander, direct the displacement of the mortar platoon when it is attached to the company team.

(n)     Communications. The FSO monitors four radio nets:

• Company Command Net FM (Voice). Tank platoon leaders, the XO, and attachments use this net to send reports, receive instructions, and request fires. Any COLTs attached to the company monitors this net. The company headquarters is the NCS.
• Task Force Mortar Fire Direction Net FM (Voice or Digital). Observers use this net to request fires of the battalion mortar platoon. Other stations on the net include the FIST headquarters and the battalion FSE. Although this is the primary net for the platoon FOs, they enter the battalion fire support net for voice coordination. The battalion mortar platoon is the NCS.
• Battalion Fire Support Net (Voice). This net is used for voice coordination of fire support. Stations in the net include the FIST headquarters, attached COLTS, and the battalion mortars. The battalion fire support station (FSS) is the NCS. FOs enter this net for voice coordination purposes. Company and battalion FSOs operate on this net when separated from their FSSs. This net can be used as a backup field artillery fire direction net (voice) to the field artillery digital fire direction net. During the execution of the fire plan, maneuver commanders can use this net to make an immediate change in the priority of fires. This is the net that the company team commander uses in emergencies to get fires. Keep this frequency handy.
• FA Fire Direction Net FM (Digital). This net is used for field artillery fire direction. The FIST headquarters may digitally forward calls for fire from its observers on this net. The direct support battalion FDC is the NCS. When a COLT is present, it uses this net to request field artillery fires. Also the battery FDC and battalion FSS are on the net.

(o)     Fire Support Coordinating Measures. Measures that facilitate the attack of targets are permissive measures. All permissive measures are drawn and lettered in black. If the company team crosses an active permissive fire line, it is vulnerable to attack from friendly air and artillery. Report approaching and crossing these lines on both artillery and task force command nets so that the measures can be adjusted or canceled. Specific permissive measures are:

• Coordinated fire line (CFL)—line beyond which all surface-to-surface fire support assets may fire without additional coordination. A CFL may be established by a maneuver battalion operating independently, but normally is established by brigade or higher headquarters. The graphic symbol for the CFL is shown in Figure 1-11.

• Fire support coordination line (FSCL)—line beyond which all targets may be attacked by any weapon system without additional coordination, as long as the effects of those fires do not affect personnel short of the line. Normally established on identifiable terrain by corps or independent divisions. The graphic symbol for the FSCL is shown in Figure 1-12.

• Free-fire area (FFA)—area in which any weapon system can fire without additional coordination. It is normally established on identifiable terrain by division or higher headquarters. The graphic symbol for the FFA is shown in Figure 1-13.

Those measures which provide safeguards for friendly forces are restrictive measures. All restrictive measures are drawn and lettered or numbered in red. Specific restrictive measures are:

• Restrictive fire area (RFA)—an area with specific restrictions. Fires that exceed those restrictions are not delivered without coordinating with the establishing headquarters. An RFA is normally established by battalion or higher headquarters. The graphic symbol for the RFA is shown in Figure 1-14.

• Restrictive fire line (RFL)—a line between two converging friendly forces. No fires or effects of fires (direct or indirect) can be executed across an RFL without coordinating with the affected force. An RFL is normally established on identifiable terrain by the commander common to the converging forces. The graphic symbol for the RFL is shown in 1-15.

• No-fire area (NFA)—area in which no fires or their effects may be delivered except on a mission-by-mission basis after coordinating with the establishing headquarters. Fires are allowed if friendly forces are attacked by the enemy and if, in the opinion of the senior soldier on site, there is no time to coordinate with the establishing headquarters. An NFA is normally established by division or higher headquarters. The graphic symbol for the NFA is shown in Figure 1-16.

• Formal airspace coordination area (ACA)—a block of airspace allowing relatively safe travel of aircraft to facilitate the simultaneous attack of targets by both aircraft and indirect fire assets. ACAs are established by brigade or higher headquarters. The graphic symbol for the ACA is shown in Figure 1-17.

• Informal ACA—normally used for immediate air strikes when time is not available for the formal measure. It can be a time-distance separation or a terrain feature separation of the attacking air and surface fires. (Figure 1-18 shows a sample informal ACA in which air fires are allowed only to the north of the road from 0905 hours to 0910 hours.) The informal ACA can be established at task force or higher level. The graphic symbol for the informal ACA is shown in Figure 1-18.

(a)     Stinger Crew. The Stinger crew consists of two personnel in a high-mobility multi-purpose wheeled vehicle (HMMWV) with FM radios. The unit basic load (UBL) for a Stinger crew is six missiles. For planning purposes, the missile's range is five kilometers. Because of the prime mover's vulnerability to direct and indirect fire, the Stinger is best employed with overwatch elements. The air defense commander designates the crew's firing positions to meet the stated ADA priorities of protection and coordinates with the company team commander on the ADA crew's location within the area. If an ADA crew is supporting the company team, the crew chief coordinates with the commander for positioning of the crew's system to support the concept of the operation. The crew is an excellent source for early warning of approaching aircraft. Use this advantage when employing the organic weapon systems and when planning a defense against attacking aircraft.

Mobile air defense systems are available on occasion. If the mobility of air defense weapons is equal to that of tanks and APCs, they should be integrated into the formations.

(b)     Vulcan Gun System Employment. In most instances, the Vulcan gun system is unable to maintain formation with tanks and BFVs. When the company team is reinforced with Vulcans, position them on the flanks and in preselected firing positions to make use of their limited range of 1,200 meters.

(a)     M88 Recovery Vehicle. While the M88 is not an engineer vehicle, its boom, winch, blade, and towing capability can be very useful in augmenting specialized engineer vehicles. The blade can push loose soil or rubble, and back blade berms spread out spoil from excavations. The blade cannot dig and is not designed to do the work of a dozer tank, CEV, armored combat earthmover (ACE), or D7 bulldozer. The winch, boom, and towing capability can be used in construction or removal of log obstacles, abatis, and tetrahedrons.

(b)     60A3 Blade Tank. In M60-equipped units, each company is authorized a blade kit for installation on one of the

company's tanks. This blade has the same capabilities as the blade on the M728 CEV.

(c)     M1 Mine Plow and Rollers. These items are being fielded in MI-equipped units. They are very useful in breaching minefields but have some disadvantages. The mine plow seriously decreases mobility and agility of the host vehicle, takes time and equipment to install, and complicates recovery if the vehicle becomes inoperative or mired. The rollers have similar disadvantages.

(d)     Vehicular Pioneer Tools. Shovels, axes, mattocks, tanker's bars, and other vehicular equipment can be valuable in enhancing the engineer effort.

(a)     Vehicle Fighting Positions. If the time and engineer assets are available, the company should begin preparing vehicle fighting positions as soon as possible. The M9 ACE and the bulldozer from the engineers can be used to dig fighting positions. The company team must tell the engineers where the positions are to be dug, what orientation is needed for the position, and how the position will look once it is completed. This normally is done by the vehicle commander, after the commander and the platoon leader approve the location. Specify the amount of time a platoon can use the engineer equipment. Efficient use of scarce earth-moving equipment is critical to the mission. Task a subordinate to act as "Commander in Chief (CINC) bulldozer." He stays with the dozers to make sure they continue to work, are fueled, and mark and prepare positions for execution. Once the engineers begin digging the position, they must be supervised by a member of the company team, usually the vehicle commander.

Digging should start from the enemy side of the position so most of the spoil can be moved to the rear of the position. The spoil should not be formed into a berm or placed in front or to the side of the position. A simple berm is difficult to camouflage and does not provide protection to a vehicle fighting position. The spoil should be either camouflaged or hauled out of the area.

Excellent vehicle fighting positions allow a vehicle to occupy full hide, turret defilade, and hull defilade positions (see Figure 1-21).

The best fighting positions also permit unobserved occupation or departure. Such positions occasionally occur naturally (see Figure 1-22), but usually must be developed with engineer assistance (see Figure 1-23). The most time-consuming positions to build are those that cannot use existing terrain. Such positions may be required by the tactical situation and must be very carefully sited to prevent wasted engineer effort (see Figure 1-24).

Fighting positions should be dug as wide as the vehicle with two to three feet on each side. Figure 1-25 gives the dimensions for MI and M2 positions. It takes approximately two to three hours to prepare a deliberate fighting position. Optimum use of the terrain decreases position construction times and allow maximum use of available engineer effort. A hasty fighting position (hull defilade only) takes approximately 30 minutes to construct with an M9 ACE or D7 bulldozer (see Figure 1-26).

(b)     Infantry Fighting Positions. When the rifle team defends, it prepares fighting positions. Fighting positions must provide cover and concealment and mutual support between fighting positions.

When time is short, a hasty fighting position is better than none. Hasty positions use whatever cover is available. They should give frontal protection from direct fire, yet allow firing to the front and flanks. For protection from indirect fire, a hasty fighting position should be as deep as possible, at least half a meter (18 inches) deep.

Fully prepared fighting positions should be dug armpit deep to protect the occupants and still let them fire the weapons. A one-man fighting position allows greater flexibility in the use of cover because the hole is smaller (see Figure 1-27).

A two-man fighting position provides better security than a oneman position such as the one shown in Figure 1-27. A modified two-man position may be prepared in close terrain, where grazing fire and mutual support extend no farther than adjacent positions (see Figure 1-28).

When preparing the position, leave enough distance between the hole and the frontal cover to let the soldier shoot from a supported position (elbows on the ground); elbow holes help stabilize the shooter's arms and lower his profile. Trenches or the bipod of an automatic rifle help support by putting the rifle close to ground level.

Aiming and sector stakes and grenade stakes and grenade sumps should be added to a prepared position. Aiming stakes help a soldier fire his rifle on dangerous avenues of approach at night. Sector stakes define the right and left sector of fire and prevent accidental firing into adjacent positions. The stakes should not be obvious enough to reveal the position.

A trench-shaped hand grenade sump should be dug at each end of the position. The floor of the position should be shaped so it slopes toward the grenade sump. The sump should be dug as wide as the blade of an entrenching tool, at least as deep as the entrenching tool, and as long as the position is wide.

While frontal, flank, and rear cover give some protection from shell fragments, overhead cover should be built to protect from airbursts (see Figure 1-29). A good position has overhead cover that lets a soldier fire from beneath it. Support for overhead cover is built by placing logs 10 to 15 centimeters (four to six inches) thick on top of each other along the entire length of the frontal and rear cover.

The base of the overhead cover is made of logs 10 to 15 centimeters thick placed side by side across the supports. A water repellent layer, such as waterproof packing material from Dragon rounds, plastic membrane, or poncho, is then laid over the logs, as shown in Figure 1-30.

About 15 to 20 centimeters (six to eight inches) of dirt is added, shaped to blend with the slope of the terrain, and camouflaged. When the position is complete, the soldier in the position has protection from shell fragments and is still able to shoot.

Revetting is used in loose or wet soil to keep the sides from collapsing, as shown in Figure 1-31. Anything that holds the walls (wire, logs, boards) can be used as long as it is staked

and anchored. After anchor lines are attached, the stakes are driven into the ground.

The Dragon may be fired from hasty or improved positions. However, the backblast and muzzle blast must be considered when employing the Dragon. When the weapon is fired from an improved position, the muzzle end of the launcher must extend five centimeters (six inches) beyond the front of the hole. As the missile leaves the launcher, stabilizing fins unfold requiring at least 15 centimeters of clearance above the ground.

Dragon positions should be dug only waist deep to allow the gunner to move while firing. The position should be sited to cover its assigned sector of fire and protected to the front by natural or man-made cover. The ground in front of and behind the position should be free of rocks, sand, and debris to prevent a dust cloud (caused by backblast) from obscuring the gunner's vision and revealing the position.

If the Dragon needs to be fired in only one direction, a one-man fighting position is best. The Dragon should be positioned to fire to the oblique so it can be protected from frontal fire while the target is being engaged from the flank.

(a)     Executive Officer. The XO is the CSS planner and coordinator. During preparation of the operation, he coordinates closely with the first sergeant to determine what is required and makes sure arrangements have been made for CSS to support the tactical plan. The XO assist the commander by performing precombat inspections while the commander and platoon leaders develop the tactical plan. Once the battle begins, the XO assists the commander in fighting the battle. He is mounted in his armored vehicle and stays abreast of the situation. In addition to his tactical requirements, the XO—

• Determines the general location for the company resupply point.
• Receives periodic maintenance updates from platoon leaders, platoon sergeants, the first sergeant, and the maintenance team chief.

(b)     First Sergeant. The first sergeant is the CSS operator. He executes the company logistical plan, relying heavily on the company and battalion SOP. The first sergeant directly supervises and controls the company trains. He receives CSS reports from the platoon sergeants, provides information to the XO, and helps the XO complete CSS preparations and plan and conduct CSS operations. He also—

• Receives, consolidates, and forwards all administrative, personnel, and casualty reports to the task force combat trains.
• Coordinates with platoon sergeants and the XO for requirements.
• Directs the medical evacuation section and company maintenance team (CMT) forward when the situation requires.
• Dispatches maintenance and medical personnel when required.
• Renders reports and submits requests to the combat trains command post.
• Is responsible for the overall CSS of the company.
• During combat operations, vehicle commanders send fuel, ammunition, personnel, and maintenance reports to their platoon sergeant. The platoon sergeants consolidate the reports and send them to the first sergeant. The platoon sergeants consolidate the requests and sends them to the CBT TNS CP. During resupply, the first sergeant picks up LOGPACs from the LRP and brings it to the company or meets the LOGPAC at the LRP, guides them to the company resupply point and supervises the operations there. He positions LOGPACs.
• Establishes and organizes the company team resupply point.
• Orients new personnel to the company and assigns replacements to the platoons.
• Supervises the evacuation of casualties, enemy prisoners of war (EPW), and damaged equipment.
• Maintains the battle roster for the company.

(c)     Supply Sergeant. The supply sergeant is the company's representative in the battalion field trains. He is responsible for routine resupply. He assembles the standardized LOGPAC and moves it forward to the battalion LRP in conjunction with the support platoon. Habitually, when the supply section moves forward under the control of the supply sergeant, the supply sergeant brings not only the requested items but routinely has his trucks loaded with such items as—

• One set of NBC overgarments and filters per individual.
• Class II items.
• One case of BA-30 batteries.
• One mile of WD-1 wire.
• Five complete sets of TA-50 stored in duffel bags.
• Other batteries, as necessary, for night vision devices.
• Small arms repair parts.
• 15 body (mortuary) bags.

Also, the supply sergeant has to be aware of alternative resupply means.

The supply sergeant follows the first sergeant to the company resupply point and assists in the resupply operation. He also—

• Requisitions Classes II, IV, VII, VIII, and IX items.
• Coordinates with the support platoon leader for Classes I, III, and V supplies.
• Maintains individual supply and clothing records
• Picks up personnel replacements at the task force field trains and prepares them for the first sergeant.
• Receives and evacuates killed in action (KIA) to the graves registration point in the brigade support area (BSA).
• Returns LOGPAC with EPW and damaged vehicles to the BSA for further disposition.

(d)     CMT Chief. The CMT chief is assigned to HHQ but attached to the company. He—

• Organizes and supervises the CMT:

  -     Battle damage assessment and repair (BDAR) procedures.
  -     Mission-essential maintenance only (MEMO) procedures.
  -     Maintenance time guidelines.

• Advises the XO and first sergeant on vehicle recovery, repair, and destruction.
• Ensures requests for repair parts are prepared and forwarded to the UMCP.
• Distributes repair parts when they are received.
• Supervises exchange and cannibalization when authority is delegated to him.
• Coordinates with platoon sergeants for maintenance status of their platoon (if not already provided by the first sergeant).
• Is responsible for recovery operations to the UMCP or other designated maintenance collection points.

(e)     Aidman. The senior aidman is assigned to HHC but attached to the company. He—

• Supervises triage of wounded and ill (enemy and friendly).
• Advises the chain of command on wounded and ill.
• Provides first aid and stabilizes injured for evacuation.
• Evacuates seriously wounded under the direction of the first sergeant.
• Controls, issues, and requests resupply of Class VIII, including nerve agent antidote injectors.
• Trains soldiers in first aid procedures.
• Is responsible for the medical evacuation team operations.
• Advises the chain of command on field sanitation measures.

(a)     Class I. Class I is rations and gratuitous issue of health, morale, and welfare items. Meals ready to eat (MREs) are stocked on board each vehicle in a basic load prescribed by SOP (usually three to five days). MREs and water are delivered daily to the company from the field trains by the supply section. Hot meals are served when possible. Water is provided from the water trailer brought forward by the supply sergeant. (Water is a critical item and must be replenished daily, especially when the unit is wearing chemical protective clothing.) Rations are automatically requisitioned and issued by the S4 section, based on daily strength reports sent to the S1 by the companies.

(b)     Class II. Class II is clothing, individual equipment, tentage, tool sets, and administrative and housekeeping supplies and equipment. Class II items are requisitioned by the S4 based on needs identified by company sergeants. The supply sergeant normally receives these supplies in the field trains and moves them forward as required.

(c)     Class III. Class III is petroleum, oil, and lubricants. Class III bulk and packaged products are delivered to the company by the support platoon. Resupply is accomplished from the battalion field trains as requested by the first sergeant. If oil tankers are attached to the company, they return to the Class III point in the BSA for refill as soon as the company has been refueled. Small amounts of packaged products (hydraulic fluid, lubricating oil) are stored on each combat and tactical vehicle. These are replenished from stocks on bulk fuel tankers.

(d)     Class IV. Class IV is construction materials. Class IV items are requisitioned through command channels. Basic loads of materials required for the construction of individual fighting positions should be a part of each vehicle load plan and specified in the company team SOP.

(e)     Class V. Class V is ammunition. Class V resupply is based on a report of expenditures submitted to the combat trains CP by the first sergeant. The ammunition is delivered to the company by the LOGPAC. Ammunition is prepositioned (in a defense or delay) or distributed as part of service-station or tailgate resupply.

(f)     Class VI. Class VI is personal demand items sold through post exchanges. Class VI items requisitioned the S1 by the first sergeant.

(g)     Class VII. Class VII is major end-items, Class VII items are requisitioned and issued through the S4. Crews are assigned and combat vehicles normally are moved forward as part of the LOGPAC convoy. When combat vehicles are required forward before the LOGPAC is scheduled to depart, the combat vehicles are led forward by the supply sergeant, if no one else is available. The first sergeant meets the crews and briefs them before they are committed.

(h)     Class VIII. Class VIII is medical supplies. Class VIII items are provided by the medical platoon. Requests are submitted to the battalion task force aid station by the medics and issued to the medics by the aid station.

(i)     Class IX. Class IX is repair parts and documents for equipment maintenance. Class IX items are requested through the prescribed load list (PLL) clerk. They may be delivered by LOGPAC or the maintenance platoon, or the maintenance platoon may have to return to the UMCP to pick them up.

Maps are requested from the battalion task force S4.

Company supply sergeants assemble the LOGPAC under the supervision of the support platoon leader or HHC commander in the battalion field trains. Replacements and soldiers released from the hospital are brought to the company on LOGPAC vehicles. Once the LOGPAC is prepared for movement, the supply sergeant tactically moves it as part of the task force resupply convoy led by the support platoon leader. In emergencies, a company LOGPAC may be dispatched individually to meet the first sergeant at a rendezvous point. This technique is not recommended because, when moving alone, the LOGPAC is very vulnerable to attack, loss of communication, and misorientation.

The task force LOGPAC convoy is met at the task force LRP by representatives from the combat trains and UMCP, company first sergeants, and platoon sergeants from specialized separate platoons when necessary. The first sergeant—

• Turns in routine reports to combat trains representatives.
• Turns in parts requisitions and the deadline status to the UMCP representative.
• Picks up routine correspondence.
• Awaits the LOGPAC.

The first sergeant or his representative meets the LOGPAC and then guides the LOGPAC to the company resupply point.

(a)     Service-Station Method. When the servicestation method is used, individual vehicles move back to a centrally located rearm and refuel point, as shown in Figure 1-32. Based on the enemy situation, one vehicle per platoon, section, or even an entire platoon pull out of their positions, resupply, and return to their positions until the company has been resupplied.

In this method—

• Tactical vehicles enter the resupply point following one-way traffic flow.
• Only vehicles requiring immediate unit or higher maintenance stop in the maintenance holding area before conducting resupply.
• If wounded in action (WIA), KIA, and EPW have not already been evacuated, they are removed from the platoon vehicles when the vehicles stop at the refuel or rearm point.
• Vehicles rearm and refuel moving through each point.
• Crews rotate individually to feed, pick up mail, pick up supplies, and refill or exchange water cans.

• When all vehicles have completed resupply, they move to the holding area where the platoon leader or platoon sergeant conducts a precombat inspection (time permitting).

(b)     Supply Point Distribution Method. In the supply-point distribution method, shown in Figure 1-33, the receiving unit furnishes its own transportation. For resupply, combat vehicles remain in place or back out of their position a short distance so the resupply vehicle is not exposed. POL and ammunition trucks go to each vehicle position in turn and—

• Individual crewmen rotate through feeding areas and pick up supplies, water, and mail.
• KIA and personal effects are brought to the holding area by platoon personnel.

• Armored ambulances pick up critically wounded. Other wounded personnel either are carried or walk to the ambulances for first aid.
• EPWs are centralized and guarded.
• Vehicles requiring maintenance are brought to the maintenance area.
• Inspections are completed by the chain of command at each vehicle position.

(a)     M242 25-mm Gun. The BFV's primary weapon accurately delivers both armor-piercing and high-explosive rounds. The 25-mm gun using APDS-T rounds can destroy lightly armored vehicles. Using HEI-T rounds, it can destroy unarmored vehicles. It is also used to suppress enemy troops who are dug in or in built-up areas.

• The 25-mm APDS round can penetrate lightly armored vehicles out to 2,000 meters. Flank shots increase the probability of penetration. Tracer burnout is about 1,700 meters, but effective fire using sabot rounds can be achieved by using burst-ontarget techniques if the impact of the round can be observed.
• The HEI-T is excellent for suppressing antitank guided missile crews and crewserved weapons out to 3,000 meters. Tracer burnout is 2,000 meters, but effective fire can be placed on targets at further ranges if impact of the round can be observed.
• Nine hundred rounds of 25-mm ammunition can be carried aboard the BFV. Only 300 can be loaded in the 25-mm ready boxes. Uploading the weapons system for the 25-mm takes about 15 minutes. All leaders and gunners must be aware of the operational impact of using all of the ammunition in the ready boxes. As ammunition is fired, 15-round belts can be loaded in the two ready boxes in just minutes. If the remaining few rounds are fired after the LOW AMMO light comes on and all ammunition used, it requires 15 minutes because the new ammunition must be fed directly into the gun, rather than linking it to ammunition in the ready boxes. This is difficult to do while the vehicle is moving.

(b)     Tube-Launched, Optically-Tracked. Wire-Guided Missiles. The TOW missile is an accurate antitank weapon from 65 to 3,750 meters. Two TOW missiles are loaded in the turretmounted launcher. The TOW is best fired at the flank or rear of tanks at ranges between 1,500 and 2,500 meters to reduce the flight time of the missile and provide the best attack profile of the vehicle. Frontal shots should be avoided against tanks. Against lightly armored vehicles, the range and the target speed are not critical.

(c)     M240C 7.62-mm Coaxial Machine Gun. The machine gun is an accurate and reliable weapon. The main use of this weapon is against dismounted forces. It can also be used to suppress crew-served weapons and engage unarmored vehicles and aircraft out to 900 meters (tracer burnout). The BFV can carry 2,200 rounds of 7.62-mm coax ammunition—1,400 stowed and 800 ready.

(d)     M231 5.56-mm Firing Port Weapons (FPWs). The basic BFV and M2A1 have six M231 5.56-mm FPWs, two on each side, two in the ramp, as shown in Figure 1-38.) The M2A2 has only the two ramp FPWs. These weapons provide close-in, all-round protection and suppression out to 200 meters. The vehicle carries 4,200 rounds of ammunition for the FPWs.

(a)     Driver. The driver has excellent viewing capability using the AV/ W S-2 driver's night viewer. This viewer is an image intensification device that allows the driver to see clearly to his front, even on the darkest of nights. With it, he can handle his vehicle well on the roughest terrain. Also, during darkness, he can use the viewer to assist the BC and gunner in sensing rounds fired to the front. It is, however, prone to white out (fade out) if light is shined directly at it (for example, oncoming headlights, flashlights). When installed, it obscures the speedometer/odometer. It can be battery powered or run directly off the vehicle.

(b)     BC. The BC can monitor the vehicle's night movement by wearing the AN/PVS-5 or -7 night vision goggles.

(c)     Gunner. The gunner can assist and observe using the thermal sight while scanning the sector.

(d)     Platoon. The platoon has several types of night vision devices available for dismount operations. They include—

• AN/TAS-5, Dragon thermal nightsight.
• AN/PAS-7, hand held thermal viewer.
• AN/PVS-5 or -7, night vision goggles.
• AN/TVS-5, crew-served weapon night vision sight.
• AN/PVS-4, night vision sight individual-served weapon.

(a)     Organizational-Level. Organizational-level maintenance personnel have equipment that allows them to isolate and rapidly diagnose faults in the vehicle system. The BFV is designed for rapid modular replacement of the power plant, transmission, turret drive, gun control systems, integrated sight unit, TOW missile launcher system, and major electrical and electronic components.

(b)     BFV Test Equipment. The BFV test equipment connections are at easily accessible points with standard connectors. The modular components have quick disconnects and fasteners for rapid replacement of parts.

(a)     Platoon Leader. The platoon leader, his RATELO, forward observer, and his backup gunner ride in the platoon headquarters vehicle (BFV 1) in Section A. The other members of the platoon headquarters—platoon sergeant, medic, and FO/RATELO—ride in the platoon sergeant's vehicle (BFV 4) in Section S.

(b)     Team A. Team A, 1st Squad and squad leader, ride in BFV 1. Team B, 1st Squad, ride with the platoon leader's wingman (BFV 2). The BC of BFV 2 is the platoon master gunner. His vehicle orients on the platoon leader's BFV. When the platoon leader dismounts, BFV 2 remains the wingman of BFV 1.

(c)     Platoon Sergeant. The PSG is usually mounted and controls the mounted element. He may take control of the dismounted element as necessary. Team B, 2d Squad and its squad leader, ride in BFV 4. Team A, 2d Squad, rides with platoon sergeant's wingman vehicle (BFV:3).

(a)     Deliberate Dismount. During a deliberate dismount, the platoon leader or the platoon sergeant, based on METT-T analysis, leads the dismount element. Usually this is the platoon leader because the dismounted fight is normally the decisive action.

• The senior gunner in the platoon leader's vehicle becomes the BC when the leader dismounts. Upon dismount, the platoon leader's backup gunner moves to the gunner's seat.
• Should the platoon sergeant dismount, the senior gunner becomes the BC. The platoon sergeant must have a trained gunner designated from the fire team in his vehicle. This individual should be resourced and qualified as an alternate crew with the senior gunner as BC.

(b)     Hasty Dismount. A hasty dismount is executed as a drill, in response to an unexpected, life-threatening situation where speed is essential. Therefore, in a hasty situation, only the squads dismount. The BFVs immediately suppress and obscure the enemy while moving to cover dismount soldiers, and make a quick estimate of the situation. An estimate is made to determine if and when the platoon leader or platoon sergeant joins the dismounted element. Until that time that the senior squad leader controls the dismounted element to develop the situation, to provide local security, or to reconnoiter. When the platoon leader dismounts, the senior squad leader performs platoon sergeant duties as designated by the platoon leader.

(c)     Independent Fighting Capability. The ability of the squads to fight independently from the BFVs offers the platoon leader numerous employment options. Because the BFVs can fight effectively when the fire teams dismount, the platoon can fight as two separate elements. The distinct characteristics and advantages provided by the separate elements are simultaneously reinforcing and complementary to one another.

(a)     Platoon Leader. The platoon leader has overall responsibility for the platoon, both mounted and dismounted. During mounted operations, he commands and controls the actions of the mounted platoon. He is also a BC when mounted, and section leader of Section A. When the situation dictates that the squads dismount, the platoon leader normally dismounts. He oversees the training of both the mounted and the dismounted elements. The platoon leader has overall responsibility for the training, maintenance, and welfare of the entire platoon.

(b)     Platoon Sergeant. The platoon sergeant is the platoon's second in command. During mounted platoon combat, he is a BC and provides command and control over Section B of the mounted element. When the platoon leader dismounts, the platoon sergeant controls the platoon's mounted element. In some instances, the platoon sergeant commands and controls the dismounted element. The platoon sergeant assists the platoon leader in supervising the training of the mounted and dismounted elements. The platoon sergeant is also primarily responsible for the maintenance and operation of the four BFVs. He is also responsible for the execution of CSS functions in the platoon. He is the platoon leader's principal advisor for welfare and training of the platoon.

(c)     Bradley Commander (BC). The BC remains mounted and is responsible for commanding the vehicle in relation to the section and platoon. He is responsible for acquiring targets, issuing fire commands, laying the gun for deflection, and controlling vehicle fires to include firing port weapons. The BC is primarily responsible for the overall maintenance of the BFV's weapons systems and the automotive and turret portion of the vehicle. He is also responsible for the weapons training and welfare of the crew. The BCs on BFVs 2 and 3 are responsible for the training, health and welfare of the crews of their sections. They also oversee the maintenance of the two BFVs in their sections.

(d)     Squad Leader. There are two squads each lead by a staff sergeant. Their squads are habitually associated with a vehicle section. Squad leaders are responsible for the employment of their squads when dismounted. The senior dismounted squad leader is also responsible for the employment of the dismounted element until the platoon leader or PSG arrives.

Squad leaders are responsible for ensuring the maintenance of all individual weapons and equipment of the squad's soldiers. They also assist the BC, along with their squad members, in sustaining the BFVs. Squad leaders assist the platoon sergeant and platoon leader in determining the training requirements for their squads. They train their squads in accordance with the priorities and established standards. They are responsible for the welfare of their squads.

(e)     Platoon Master Gunner. The platoon master gunner is the platoon leader's wingman. He is the platoon leader's technical expert on gunnery and turret weapons systems. He advises the platoon leader and PSG in the training of the weapons systems. He is the key technical trainer of the mounted element under routine supervision of the platoon sergeant. He helps the platoon leader establish the gunnery tasks for training.

(f)     Team Leader. Two fire team leaders are in each squad. They perform the same functions as team leaders in all infantry squads and are habitually associated with a specific BFV. They assist the squad leader in the tactical control of the squad. They lead by example. They control the movement and fires of the fire teams. They must keep the soldiers in the troop compartment well informed and alert. They assist the squad leader in training team members on the individual and collective tasks and battle drills. Team members provide the necessary local security and maintenance support for the BFV. They are responsible for the welfare of their teams.

(g)     Gunner. The gunner observes the battlefield to detect enemy targets. He operates the turret weapons as directed by the BC. The gunner is responsible for verifying the identification of targets before engaging. He serves as gunner and, in rare cases, as fighting vehicle crew leader when only two men are in the BFV. He is responsible for operator maintenance of the turret and its weapons. The gunners for the platoon leader and platoon sergeant are frequently required to assist in navigation and operation of radios.

(h)     Driver. The driver drives the vehicle under the BC's control. He follows terrain-driving procedures and selects hull-down positions. He also aids in detecting targets and observing rounds fired. He assists in navigation by monitoring odometer readings and observing terrain. The driver is responsible primarily for operator maintenance of vehicle automotive systems. Other squad members help the driver as directed by the platoon leader or the platoon sergeant.

(i)     Rifleman. The rifleman's personal weapon is the M16A2 rifle.

(j)     Antiarmor Specialist. The antiarmor specialist's personal weapon is the M16A2 rifle. He is also the designated gunner for the Dragon.

(k)     Grenadier. The grenadier's primary weapon is the M16A2 rifle equipped with the M203 grenade launcher.

(l)     Machine Gunners. The Bradley squad has three machine gunners. The machine gunners' personal weapon is the M249.

(a)     Rules for Organizing Understrength Units. Understrength units should be organized with these rules in mind:

• Keep key leadership positions filled. Always maintain a chain of command—platoon leader, platoon sergeant, squad leaders, and team leaders.
• Man the most potent weapons first. Take full advantage of available firepower. Before each mission, carefully consider how to employ Dragons and machine guns. In most situations, the BFV turret weapons are the most potent weapons.
• Squad and platoon members must be cross trained so that more than one man in each squad is capable of acting as gunner, driver, and BC. The platoon must also cross train for the Dragon, M249, and RATELO. All leaders must be able to call for and adjust indirect fires. This type of in-depth training pays off when personnel turbulence is high and units are understrength.

(b)     Cross-Loading. The platoon must have an organization plan for use when it does not have all four fighting vehicles. Because full-strength squad cannot ride on one BFV, cross-loading of men and equipment from a disabled BFV must be accomplished among all of the platoon's remaining BFVs. Depending on the location and condition of the disabled vehicle as well as the tactical situation, the platoon leader may choose to leave the driver and gunner with the BFV to secure it and oversee its recovery and repair.

(c)     Manning. Conversely, the platoon must have a plan for use when it has all or most of its vehicles, yet is short personnel. A minimum manning example follows:

• Squad. The squad leader plus two fire teams of three men each.
• Platoon. Platoon leader or platoon sergeant, plus three BFVs with full crews, and three fire teams of three soldiers each for a total platoon strength of 19. If platoon strength falls below 19 the company commander should reorganize the company if possible.

(a)     Command. Weigh the mission requirements and the welfare of the soldiers. Demonstrate concern for the soldiers' well being and lead by personal example to inspire their confidence. Make sure that the missions handed down from higher headquarters are accomplished. A commander must often delegate authority down to subordinates. This reinforces and strengthens the chain of command. Do not abuse this delegation of authority. If it is your job, do it. Responsibility can never be delegated. When your subordinates succeed, it is their success. When they fail, accept the responsibility and initiate necessary corrective action.

(b)     Command and Support Relationships. Sections and platoons, as well as the company, may be attached or crossattached to other units. The command relationship with other units establishes the lines of authority and support. A company could receive units under any of the following relationships:

• Elements assigned to the company, employed by the company commander, and supported with company assets (units, personnel, and equipment).
• Attached elements not organic to the company but employed by the company and provided logistical support in an operation. Except for assigned elements, this is the most common command relationship at company level (for example, an infantry platoon attached to the company).
• Operational control (OPCON) elements not organic to the company, but employed as if they were attached. Because OPCON units may have unique equipment or other sustenance needs, you do not provide logistical or administrative support.
• Direct support elements answer directly to the company team's request for support. Logistical support is normally provided by the parent unit.