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Lesson 2
PLANNING AND CONDUCTING RETROGRADE OPERATIONS
Lesson Description:
Planning and Conducting Retrograde Operations.
Terminal Learning Objective:
| Action: | Identify planning considerations and procedures, and operational methods and techniques for conducting retrograde operations. |
| Condition: | Given the subcourse material contained in this lesson. |
| Standard: | The student will demonstrate his comprehension and knowledge of the task by identifying planning considerations and procedures, and operational methods and techniques for conducting retrograde operations. |
| References: | The material in this lesson was derived from the following publication: FM 71-21 |
Learning Event 1:
IDENTIFY THE PLANNING CONSIDERATIONS AND PROCEDURES, AND OPERATIONAL METHODS AND TECHNIQUES FOR CONDUCTING DELAY OPERATIONS
A delay is an operation in which a force trades space for time. It is designed to inflict maximum destruction on the enemy while avoiding decisive engagement. Delay is one of the Most demanding missions any unit can be assigned. The battalion task force may be given a deadly mission when employed as part of the covering force. A delay may also be assigned to the task force when they are acting as an economy-of-force element to conduct offensive operations in another sector.
The delay incorporates all of the aspects of a very dynamic defense. Particular consideration is given to preservation of the task force and maintaining a mobility advantage. Therefore, the task force attacks, defends, or conducts other actions (ambushes, raids, etc.) during the delay to destroy the enemy or to slow his advance. To be successful, the delaying force must preserve its freedom to maneuver and cause the enemy to deploy repeatedly.
The basic operational scheme of the delay is to force the enemy to deploy repeatedly against successive battle positions. As the enemy gets everything organized, the delaying force moves to a new set of battle positions. This will cause the enemy to once again go through the time-consuming process of redeploying against the new threat. In this process space is traded for time. The delay will be more difficult to execute if the initiative is left entirely to the enemy. Therefore, the task force commander must seize the initiative whenever possible, even if for a short period of time and in a limited locale. When the retention of specified areas is required, when space is limited, or time requirements are long, the task force may defend in certain parts of the sector.
DELAY MISSIONS
A delay mission may take one of two forms:
Delay in sector.
Example: DELAY THE ENEMY IN SECTOR NORTH OF BLUE RIVER UNTIL OBJECTIVE BLUE HAMMER IS SECURE.
Delay forward of a specified line or position for a specified time.
Example: DELAY THE ENEMY WEST OF HIGHWAY 45 UNTIL 0900.
or
DELAY THE ENEMY NORTH OF PHASE LINE DOG UNTIL 071900, DELAY THE ENEMY NORTH OF PHASE LINE BEAR FROM 071900 UNTIL 082100.
Normally, a battalion task force will delay in sector unless the factors of METT-T dictate delaying from a specified battle position (BP). When a battle is across a broad front, companies and platoons will normally be assigned specific BPs. This enhances the command, control, and coordination of the battle. However, they may be assigned to delay in sector if it would best support the commander's intent.
In a delay, a determination must be made as to whether the preservation of the force or time is more important. This must be clearly stated in the commander's intent. A delay of an enemy forward of a line for a specified period implies a relatively significant degree of risk and possible loss of the force. A delay in sector without restricting time, control, guidance, and control measures implies a relatively lower degree of risk and fewer losses. Commanders and staffs must consider all factors and possible contingencies when a risk versus time trade-off is made.
Fundamentals of the Delay
For a unit to successfully delay, leaders and soldiers must understand and exercise some basic fundamentals. They are essentially the same fundamentals used in conducting a defensive operation. However, a delay differs from the defense in that a delay does not necessarily intend to destroy the enemy. Also, in a delay, decisive engagement is avoided if the required delay can be achieved without it. For those reasons, the following considerations must be applied when planning and executing a delay.
Centralized Control and Decentralized Execution. A delay action is normally done on a wide front with maximum forces in contact and minimum forces in reserve. This results in a series of independent actions by units across the front. Each commander must retain his freedom of action to engage the enemy.
In the delay, the unit must maintain enemy contact and flank security. This will ensure that the enemy does not bypass or surround elements of the delay force. It will also prevent the enemy from penetrating friendly forces and hindering or endangering the successful accomplishment of the delay mission.
Maximum Use of Terrain. Delay forces must make maximum use of all terrain from which the delay of the enemy can be obtained. Delay positions should be on terrain features that control the likely avenues of enemy approach.
Force the Enemy to Deploy and Maneuver. Normally, the enemy should be engaged at maximum ranges of all weapons. This causes the enemy to deploy and maneuver in reaction to the fire. This takes time, which the friendly force commander needs. Repeated use of this technique will slow the enemy and will allow the commander to exchange space for time.
Maximum use of Obstacles. The use of demolitions, mines, and artificial and natural obstacles is recommended. This will slow the enemy's progress and enable the commander to canalize the enemy in order to have flank and rear shots. To be most effective, cover the obstacles with reinforcing fires.
Maintain Contact with the Enemy. Continuous reconnaissance must be conducted to maintain contact with the enemy. Enemy forces possessing freedom of maneuver and mobility will attempt to bypass or envelop the flanks. They may also attempt to penetrate between the units conducting the delay. To prevent penetration or envelopment, contact must be maintained with all enemy forces encountered.
Avoid Decisive Engagement. In a delay action, positions must be occupied long enough to cause the enemy to deploy, force him to develop the situation, and maneuver to attack each position. The delay force normally moves from one delay position to another without becoming decisively engaged with the enemy unless specifically required. If units conducting the delay become decisively engaged, they may fail in their mission and jeopardize the entire operations.
Planning the Delay
As in all combat operations, a delay is planned using the decision-making process, factors of METT-T, operations and staff estimates, and troop leading procedures. The planning steps for a delay operation are the same as for a defensive operation. They are:
Receive and analyze the mission.
Analyze enemy avenues of approach.
Select tentative positions/tasks.
Allocate forces.
Task organize/assign missions.
Integrate indirect fires and obstacles.
Finish the plan.
The tasks required to perform those planning steps in defense or delay are the same. However, some considerations and factors of METT-T are applied differently because of the differences in a defense and a delay operation. Those considerations are listed in the following paragraphs.
Maintain a Mobility Advantage. Delaying forces must maintain a mobility advantage over the attacker. Enemy closure rates for the terrain should be calculated and compared to friendly displacement rates between positions. Comparison of the time-distance factors dictates to the commander the amount of time he has to engage the enemy and move his unit before becoming decisively engaged.
To do this, estimated enemy rates of advance and formations should be applied to the avenues of approach. This will tell the commander where the enemy will be at certain times. This knowledge will help him to decide where to emplace obstacles and what obstacles to use. It will also help him to determine if or where decisive engagement is likely or required to achieve the delay.
An illustration of the problem facing the commander follows:
If the enemy is moving at approximately 15 mph, it will take him approximately 9 minutes to close on friendly positions from a distance of 3 kilometers.
The commander must use clearly defined decision points as to when he will displace. If this planning is not properly conducted, the task force faces the possibility of being fixed or overrun.
The use of obstacles slows the possibility of being fixed or overrun. The use of obstacles slows the enemy's advance. This allows the task force to engage the enemy while he is deploying to breach the obstacle. The commander can then displace at the appropriate time without concern that the enemy will be right on his heels.
Assign Sectors of Responsibility. In planning for a delay, sectors of responsibility are assigned to each committed unit down through company team level. The limits of each sector are set off by boundaries. These boundaries may extend through the depth of the sector and, as a minimum, must extend through the next rear area delay line.
In assigning sectors to subordinate units, each likely enemy avenue of approach is assigned, in its entirety, to one unit. Boundaries are assigned so that terrain features which control the fire and observation into a sector are assigned to the unit responsible for the sector. Contact and coordinating points are designated to ensure continuity.
Natural obstacles are improved and artificial obstacles are built. Obstacles alone must not be relied upon to halt the enemy's progress.
Organize Battle Positions. Battle positions (BPs) similar to those used in the defense are organized in the delay. However, in a delay, more emphasis is placed on reconnaissance and preparation of routes of withdrawal. Each mechanized rifle squad and tank crew should be familiar with the routes from their primary, alternate, and supplementary positions. Less emphasis is placed on the installation of tactical and protective wire, final protective fires, and stockpiling of ammunition. The position is organized in width with little depth.
Graphic Controls. The graphic control measures a commander chooses must accurately portray his intent. Verbal or written instructions are very important, but use of graphic control measures, depicted on overlays, provides the critical back-up for these orders. Casualties and breaks in radio communications are expected in battle. Therefore, poor or inaccurate control measures may endanger the success of a delay before it ever starts. Control measures used in the delay will include:
Phase lines of all higher commands.
Supplemental phase lines.
Checkpoints.
Delay positions (shown as BPs).
Engagement areas and target reference points.
Passage points.
Assembly points, main supply routes, and resupply points.
Coordinating points.
Sectors.
Routes.
Methods of Delay
There are two types of delay operations.
Delay on Successive Positions. This delay is used when a sector is so wide that available forces cannot occupy more than a single tier of sectors. The disadvantage of delay on successive positions is that penetration is easier. This is caused by the lack of depth, less time to prepare subsequent positions, and possible gaps between units.
Delay on Alternate Positions. This delay may be used when a task force has a narrow sector or has been reinforced to allow positioning in depth.
Method of Delay on Successive Positions
Delay on successive positions is the conduct of a delaying operation by fighting rearward successively from one position to the next. Each position is held as long as possible or for a specified period of time. In this type of delay, all company teams are normally committed on each of the battalion task force delay positions or across the sector on the same phase line (figure 6).
When ordered to move, the task force disengages, moves, and occupies the next designated delay position. Normally, the unit displaces the most engaged elements first. The element's move is covered by its own protective fire and supporting fires from other elements. The battalion task force scouts maintain contact with the enemy between the first position and the next delay position. The enemy is once again engaged when he comes within the maximum effective range of the next delay position. When the battalion task force is no longer able to hold the position without becoming decisively engaged, the movement procedure is repeated.
Method of Delay on Alternate Positions
Delay on alternate positions may be used when a task force has a narrow sector or has been reinforced to allow positioning in depth. Employing this method, one element occupies the initial delay position and engages the enemy. The other element occupies and prepares the second delay position.
These elements alternate movement in the delay. While one element is fighting, the other occupies the next position in depth and prepares to assume responsibility for the fight.
Units occupying the initial delay position delay on that position and, on order, delay between it and the second delay position. When the delaying units arrive at the second delay position, they either move through or around the units occupying that position. After moving past the second delay position, the units move to and occupy the third delay position. Responsibility for delaying the enemy is assumed by the units in the second delay position.
The delaying procedure is then repeated, with each element being alternately in contact. Elements in the rearward position overwatch the forces that are in contact and provide covering fire for their rearward movement (figure 7, below).
Reconnaissance and Selection of Delay Positions
A reconnaissance of delay positions is made as early as possible. Likely avenues of approach are located and plans are made to deny their use to the enemy. In selecting positions, the commander considers the same factors as those used in selecting any defensive position. Positions should incorporate as many of the following characteristics as possible:
Unaffordable rivers, swamps, lakes, and other water obstacles on the front and flanks.
Good observation and long-range fields of fire.
Covered or concealed routes of movement to the rear.
A road net or areas providing good cross country trafficability.
Assign Sectors. The commander assigns company team sectors corresponding to the most likely avenues of approach available to the enemy. Where possible, a company team is assigned one major avenue of approach and the terrain dominating that avenue. Each company team sector should include at least one good route for rearward movement.
The reserve, if used, is located initially in an area from which it can counterattack or move rapidly to reinforce the delay forces, at any threatened point.
Command Post and Combat Trains. The battalion task force command post (CP) and combat trains are located well to the rear. They are normally located behind the next rearward phase line. This prevents request displacement and interference with actions of combat elements. The command group remains in positions best suited to control the operation. Normally, this is well forward with the engaged elements. The command group is usually part of the last elements to leave the area.
How to Conduct the Delay
The initial delay position is occupied in the same manner as a defensive position. The same techniques of security and priority of work apply in conducting the delay. The use of deception to make the enemy think he will encounter a determined defense may increase the amount of delay obtained.
Initial Fires. As the enemy approaches, he is taken under long-range fires. Every effort is made to inflict maximum casualties on the enemy, disorganize him, and force him to stop for reorganization. If the enemy should mass, he becomes susceptible to the task force's fires.
Avoid Decisive Engagement. Decisive engagement is avoided except when necessary to accomplish the mission. Each position occupied by a forward unit is deafened until the enemy threatens close engagement or envelopment of the position.
Changing Defensive Positions. The task force commander makes recommendation to the brigade commander on the appropriate time to move from brigade-designated delay positions. However, he does not move without concurrence from the brigade commander. The task force commander may make the decision to move from positions selected by the task force. He must coordinate with higher and adjacent units before initiating the move. The movement may begin in accordance with prearranged plans, on order of the higher commander, or to prevent decisive engagement. As the task force may be more vulnerable as it moves, move only after considering the following questions:
What is the strength, composition, and location of the enemy attacking force?
Are elements of the battalion threatened with decisive engagement or bypass?
What is the status of adjacent units?
How does this factor affect the task force's capability to continue the delay?
What is the condition of the delay force in terms of losses in men, equipment, and morale?
If extensive effort has been put into preparation of the position or if it is the last one available, the task force commander may be forced to accept closer engagement.
If it is a timed delay and the task force has gained only one hour of an anticipated five hours on the position, additional efforts may be required to retain the position. However, the condition that imposes time requirements are subject to change.
Can other means be used, besides movement, to continue the delay (for example, conventional fires spoiling attacks, reinforcements).
When the maximum or the required delay has been achieved, the movement to the next delay position begins. Coordination of fires between the moving element and adjacent, supporting, and overwatch elements is critical. Primary and backup signals for exact locations of the lead, trial, and flank elements must be planned for all conditions of visibility. This will ensure the optimum effectiveness of the available combat power.
Disengagement. If elements of the task force are threatened with decisive engagement or have become decisively engaged, the commander must make a decision as to his next action. Disengagement from the enemy is necessary. Options that the commander may choose from (in order of priority) are:
Allocate priority of all indirect supporting fires to the threatened unit. This is the most rapid and responsive method of increasing the combat power of the unit.
Direct adjacent units to engage enemy targets forward of the threatened unit.
Reposition combat and combat support elements so that they can reinforce the unit. This may necessitate changes in missions or in task organization.
Conduct a counterattack to disengage. The task force commander must make a rapid, yet cautious, evaluation of the potential gains or losses of this course of action. The counterattack force may suffer heavy casualties from enemy second-echelon or overwatching elements. If the decision is made to counterattack, the commander ensures that the attack is carefully executed.
Using the Reserve. During the conduct of the delay, all forces may be deployed. To constitute a reserve, the task force commander may designate the least engaged force to perform reserve missions. This is particularly true when delaying on successive positions. In the alternate method, the reserve may consist of an element in depth. Reserve missions include:
Reinforcement.
Spoiling attacks.
Assisting in disengagement.
Providing overwatch.
Assumption of another unit's mission.
Counterattack.
Block.
Reconstitution of Forces. Reconstitution of forces may be SOP, but it requires attention to detail. Reconstitution should be continuous to provide continuity throughout the battle. Key leaders must be replaced, ammunition redistributed, and elements reorganized. It may be necessary to integrate individuals, squads, or platoons into other units to maintain combat power. The chain of command must be more than two deep to ensure a logical replacement sequence and minimize confusion.
Crew-served weapons receive a priority of manning, and ammunition is cross-leveled to ensure the maximum use of all systems. Radios are replaced on critical nets (command and control, fire direction, and fire support).
Command and Control. Command and control of the delay will require close coordination. The successive delay technique may be easier to control than the alternate position technique. In the alternate position method, the task force commander may initially be well forward, with the executive officer in charge of the position in depth. The commander may take charge of the forces in depth once the forward elements move back. The executive officer is then responsible for reconstituting the forces and supervising the preparation of the next positions. A plan for command and control must be made so that the delay can be executed as smoothly as possible.
Use of Combat Vehicles. In conducting the delay against a highly mobile enemy force, combat vehicles should be used. Their speed, mobility, firepower, and armor protection are critical to the delaying forces staying power and survivability.
Generally, the delay is conducted by company teams occupying and delaying from battalion delay positions. The combination of tanks and mechanized infantry optimizes the use of the task force. Tanks provide staying power and permit maximum delay. Dismounted infantry provide protection to tanks, improved TOW vehicles (ITVs), as well as carrier/- fighting vehicle teams. Long-range weapons permit early engagement, increased enemy casualties, and longer delay.
Follow-up Action. Delays are not an end to themselves. Each delay operation must end with a planned result, such as a defense, a withdrawal, or an attack.
This concludes the first learning event. You should now be able to identify the considerations for planning a delay action. You should also know the operational methods and techniques for conducting delay operations.
The next learning event will introduce you to the two other types of retrograde: withdrawals and retirements. This Learning Event will familiarize you with the procedures for planning and conducting withdrawal and retirement operations.
Learning Event 2:
IDENTIFY THE PLANNING CONSIDERATIONS AND PROCEDURES, AND OPERATIONAL METHODS AND TECHNIQUES FOR CONDUCTING WITHDRAWAL AND RETIREMENT OPERATIONS
Two other types of retrograde actions are the withdrawal and the retirement. These types of retrograde operations differ from the delay in that the purpose of these operations is to move to the rear as quickly as possible. Delay of the enemy is used only as a protective measure for the withdrawing elements.
WITHDRAWAL OPERATIONS
A withdrawal is an operation in which all or part of a force frees itself for a new mission. It may be executed at any time, by any size force, during any type of operation. Preferably, withdrawal is made while a unit is not under heavy enemy pressure. To deceive the enemy, armored and mechanized forces move with as much secrecy as possible. All withdrawing elements use techniques that keep the withdrawal hidden from enemy observation and fires.
A withdrawal is conducted:
To disengage from the enemy.
When the task force commander finds it necessary to reposition all or part of his force.
To attain separation for employment of nuclear or chemical weapons.
Types of Withdrawals
There are two types of withdrawals. They are:
Withdrawal under enemy pressure.
Withdrawal not under enemy pressure.
Both types are conducted while the battalion is in contact with the enemy. The primary difference is the intensity of enemy pressure.
Withdrawal Under Enemy Pressure. A withdrawal under enemy pressure depends on maneuver, firepower, and control. This is required because the enemy will be attempting to drive the task force from its position.
Withdrawal Not Under Enemy Pressure. A withdrawal not under enemy pressure requires deception and depends upon speed of execution. If the task force is not under attack and does not expect to be attacked during withdrawal, then withdrawal is not under enemy pressure.
Assisted and unassisted Withdrawal
Withdrawals are either assisted or unassisted. An assisted withdrawal uses a covering force provided by the next higher headquarters. This force assists the main body in breaking contact from the enemy and provides overwatching fires.
In an unassisted withdrawal, the task force provides its own covering force.
Planning Considerations for a Withdrawal
Planning the withdrawal involves attention to detail, thorough briefing, maximum dissemination of the plan, and reconnaissance by all subordinate elements. Planning guidance is basically the same as outlined in planning a delay. In order to successfully withdraw, the task force must:
Keep enemy pressure off the withdrawing forces.
Maintain security.
Gain a mobility advantage.
Reconnoiter and prepare routes for the withdrawal.
Allow early withdrawal of non-essential assets.
Move elements of the task force as early as possible.
Move at night or in periods of limited visibility.
Use obstacles to slow the enemy.
Concentrate all available fires on enemy forces.
The following paragraphs go into more detail in describing each planning consideration for a withdrawal operation.
Keep Enemy Pressure Off the Withdrawing Forces. Elements are positioned to delay the enemy. Obstacles, covered by direct and indirect fires, are used to top or slow his advance. Enemy overwatch elements, which can fire on withdrawing forces, and enemy supporting fire, which can disrupt the withdrawal, must be suppressed or obscured.
Maintain Security. Enemy tactics emphasize bypass and encirclement of withdrawing or defending forces. Avenues of approach that the enemy could use must be guarded. Critical chokepoints along withdrawal routes must also be guarded.
Gain a Mobility Advantage. Elements of the battalion must maintain a mobility advantage in order to effectively move away from the enemy. This mobility advantage can and must be developed against either an armor or infantry threat. An advantage can be gained by increasing the mobility of the battalion and/or reducing the mobility for the enemy. The use of various means of transportation such as trucks, helicopters, and tanks would obviously increase the battalion's mobility. Their use would also reduce the enemy's ability to pursue.
Reconnoiter and Prepare Routes for the Withdrawal. Reconnoiter and prepare routes which allow rapid movement. Control of the movement may determine the success or failure of the mission. The battalion task force commander should assign a specific route for each company team. Routes are improved as necessary, marked, and/or posted with guides. If two or more units must move on one route, a priority of movement is established.
Allow Early Withdrawal of Non-essential Assets. Allow early withdrawal of non-essential command and control and service support assets. This reduces congestion and the likelihood of enemy detection. The lower density of elements also reduces the effects of enemy fire.
Move Elements of the Task Force as Early as Possible. Move elements of the task force trains out of the task force area as early in the withdrawal as possible. This provides protection and minimizes congestion when maneuver elements begin movement. Advance parties from the task force and company teams accompany these elements during the withdrawal. They will assist in organizing new positions and/or marking routes. The S4 usually is charged with supervising this movement. The scout platoon may also move with the trains element when necessary to provide security and to post routes and guides.
Move at Night or Periods of Limited Visibility. Limited visibility conditions can be natural (rain, fog, or snow) or they can be created through the use of smoke. Limited visibility provides concealment for moving units and reduces the effectiveness of enemy fire. Limited visibility also reduces the mobility of an attacker to a far greater degree than that of a unit moving on prepared and marked routes.
Use obstacles to Slow the Enemy. Use natural or artificial obstacles to slow or stop the enemy. Units are positioned so that natural obstacles (streams, steep slopes, etc.) are between them and the enemy. Artificial obstacles reinforce natural obstacles and are planned in-depth on likely enemy approaches to slow the enemy's advance. All road and bridges not required by friendly forces are destroyed.
Concentrate All Available Fires on Enemy Forces. Concentration of all available fires slows the enemy's advance. Combined fires, combined with obstacles and limited visibility, provide more time for the force to withdraw. Movement is alternated between elements, as required, to make sure at least a portion of the force can place direct or indirect fires on the enemy.
Phase of Withdrawal Operation
Withdrawals will generally be accomplished in three overlapping phases. They are the preparatory phase, the disengagement phase, and the security phase. Each phase will be discussed in detail in the following paragraphs.
Preparatory Phase. Reconnaissance and quartering elements are dispatched, warning orders are issued, and detailed planning is initiated. Elements not required to support the operation, such as trains, the tactical operations center (TOC), and nonessential vehicles are relocated to the rear. As time allows, obstacles are prepared to slow enemy movement. If appropriate, preparation is begun on rearward positions to be occupied.
Disengagement Phase. Designated elements begin their movement to the rear. When contact with the enemy is broken, they assemble and conduct a tactical movement to a preplanned subsequent position.
Security Phase. A security element assists disengagement of other elements and assumes responsibility for the battalion sector. They also deceive the enemy and protect the movement of disengaged elements, as necessary, through the use of fire and maneuver. This phase ends when security forces have conducted a rearward passage through the next occupied position to the rear.
Conducting a Withdrawal Not Under Enemy Pressure
In a withdrawal not under enemy pressure, deception and operations security (OPSEC) are essential to the success of the operation. The enemy must not be aware that a withdrawal is taking place. Deceptive measures that can be used are:
A detachment left in contact (DLIC) can deceive the enemy into believing that friendly forces are still in position. This is accomplished by simulating or continuing normal element activities.
Communications can be continued. Radio traffic should not be increased or decreased.
Patrolling activities, if established, can continue.
Limited visibility can be used to cover the withdrawal. OPSEC complements the deception plan. Radio traffic is the same as usual; transmit nothing that might compromise the intention to withdraw. Maintain noise and light discipline. Mask the sounds of movement by creating natural noises, such as artillery fire.
Control Measures for the Withdrawal. Prior to the withdrawal, conduct a thorough reconnaissance and establish control measures to ensue effective command and control. It is advisable for each company to conduct its own reconnaissance with its key leaders. Key leaders need to know the plan of withdrawal in detail.
During the reconnaissance, key leaders familiarize themselves with start points, routes, release points, and assembly areas. Select routes based on the cover and concealment they provide, with a minimum of chokepoints (figure 8, below). Conduct the reconnaissance during a condition of visibility that approximates the withdrawal conditions. This may entail a daylight and a night reconnaissance. Use guides, if necessary, to ensure that units move in the right direction.
Issuing Movement Orders. The task force commander usually tells the company team commanders:
When the withdrawal will start.
The location of each company team assembly area.
Where the task force assembly area is located.
What routes to take from the company team assembly area to the task force assembly area.
What each company team is to do upon arrival at the task force assembly area.
The size, composition, mission, and commander of the DLIC.
Subsequent task force and company team missions.
Organizing the Detachment Left in Contact (DLIC). The success of the withdrawal not under enemy pressure depends on the speed of execution and deception. The task force commander intends to break contact and move to a new location without detection by the enemy. Therefore, a withdrawal not under pressure will, if possible, be conducted rapidly at night or during other periods of reduced visibility. In most situations, a DLIC deceives the enemy and protects the withdrawing elements as the main body of the battalion task force disengages. When the task force has a mobility advantage over enemy forces, simultaneous disengagement and movement by all task force elements without a DLIC may be feasible. If the withdrawal is being conducted by more than one task force, the brigade order may specify the use of a DLIC.
In a withdrawal not under enemy pressure, you normally organize a DLIC from elements from each company in contact with or near the enemy. A portion of the battalion command element will exercise command and control over the DLIC in order to simulate normal task force activities. The battalion executive officer may be in charge of the battalion DLIC, with company executive officers in charge of their respective DLICs. One method is for the task force commander to leave a company team intact as the DLIC, under the control of the company team commander. When that occurs, repositioning of the elements of the company team to cover the entire battalion sector is necessary.
Within limitations imposed by brigade, the task force commander prescribes the size of the DLIC. He may also indicate that specific elements remain (tanks, ITVs, and carrier/fighting vehicles, etc.) as the base for the DLIC force. The DLIC must be able to detect and engage the enemy on all avenues of approach into and through the position. The location of the DLIC should provide an ability to fight if the enemy attacks during the withdrawal.
The Reserves. Reserves or elements positioned in depth within the battalion sector may withdraw before, during, or after the disengaging elements of the forward companies. Generally, they will withdraw after these elements. This provides an added degree of flexibility and security in the event the enemy detects the withdrawal and attacks.
Reserves may withdraw before the bulk of the forward units when a security force is provided from a higher level. They also may withdraw prior to the main body when preparation for the future mission of the task force is of a higher priority than the security the reserve could offer to the withdrawing units.
The Main Body. The main body of the task force is composed of all maneuver, combat support, and control elements not required by the DLIC. Its mission is to disengage using stealth, move along designated routes, assemble, and move to a new location in preparation for the next mission.
The main body moves on designated routes to the next position. The task force commander establishes the priority of unit movement. Main body elements may also be given on-order missions to defend, delay, or counterattack during the withdrawal (Figures 9A and 9B).
Withdrawal Under Enemy Pressure
The sequence of events in a withdrawal under enemy pressure is different from a withdrawal not under enemy pressure. In a withdrawal under pressure, a reconnaissance is conducted to the rear, time permitting. The reconnaissance is conducted to identify routes that offer the best cover and concealment. The reconnassance also determines the requirements for engineer assistance to clear obstacles in the route. The planning closely resembles that of the delay in regard to the use of available organic and nonorganic assets.
Control Measures. The battalion commnader should prescribe specific control measures (figure 10) to maintain order during th withdrawal under enemy pressure. These measures can include:
Sectors.
Battle positions.
Phase lines.
Routes.
Passage lanes.
Contact points.
The Security Force. Success of the withdrawal under pressure is dependent upon effectively disengaging by fire and movement. The security force provides fire support during the withdrawal.
The security force is the unit or element given the mission to provide security for the withdrawal. There are options available on the organization and deployment of the security force. If the situation permits, a unit may be placed in an overwatch position to provide security for the withdrawal.
This situation is dependent upon terrain, enemy mobility, and the amount of pressure being applied. Such a mission could be assigned to a unit in reserve or provided by a higher headquarters. The forward company teams would use fire and movement to fight their way behind the security forces, who would pick up the battle.
To assist withdrawing elements, a security force must be able to detect and engage the enemy on all avenues of approach. This enables the bulk of the task force to disengage. If the terrain restricts the observation of the security enemy to short ranges, it will be necessary to form the security force from forward company team elements. The elements will position themselves to observe high speed approaches. They will direct efforts of artillery, mortars, tactical air, and air cavalry in support of the force as required. Their mission during the withdrawal is to:
Disrupt, disorganize, or retard the enemy's capability to pursue withdrawing elements of the battalion.
Reduce, through the use of smoke, the enemy's capability to observe movement of the task force, thereby assisting units in disengaging.
Rapidly concentrate additional combat power in critical areas to assist in disengagement or prevent decisive engagement of battalion elements.
Withdrawal Procedures. As the order to withdraw is given, elements engage the enemy with concentrated direct and indirect fire. These fires, coupled with obstacles and the proper use of terrain, create a temporary mobility advantage for the withdrawing force. This enables the elements to disengage, assemble, and move to their next position.
The security force picks up the fight from the disengaging forward elements. They assume responsibility for the entire battalion sector and delay the enemy advance while the bulk of the unit moves to the rear. On order, the security force will disengage and move to the rear. Depending on the task force's next mission, the security force may be required to maintain contact with the enemy throughout the operation by fighting to the rear. On order, the security force may join the main body or pass through the next occupied position and move on a route to its prescribed position.
Provisions must be made to counter an enemy attack during the withdrawal. The brigade reserve may be committed by the brigade security force commander in reaction to enemy offensive actions. He may also direct counterattacks by previously disengaged units from the battalion. If the battalion elements are required, the most mobile assets available are used. Under the direction of the brigade security force commander, they reinforce or assist disengagement of the withdrawing security force. The early use of attack helicopters or close air support may preclude ground forces from having to re-engage the enemy before the withdrawal is completed.
RETIREMENT OPERATIONS
A retirement is a retrograde operation in which a force that is not in contact with the enemy moves to the rear in an organized manner. A withdrawal becomes a retirement after the force has disengaged from the enemy and march columns have been formed. A retirement may be made to:
Occupy more favorable terrain.
Conform to the disposition of another force.
Permit the employment of the force in another sector.
Increase the distance between the defender and the enemy.
Conduct of the Retirement
A battalion task force usually conducts a retirement as part of a larger force. Once maneuver units disengage from the enemy, they form into tactical march columns and continue movement. As in all tactical moves, maintain all-around security, and employ a strong guard if contact with the enemy to the rear is possible. If the enemy attacks the rear, the rear guard uses delay tactics to extend the distance between the main body and the enemy.
The execution of a retirement may have an adverse impact on the morale of friendly troops. Leadership must be positive and discipline maintained. Inform the troops of the purpose of the retirement and the future intentions of the chain of command. This will prevent rumors associated with the conduct of the retirement from spreading.
This concludes the second learning event. You should now be familiar with the concepts of planning and conducting delay, withdrawal, and retirement operations.
The next learning event will teach you the proper procedures for preparing and issuing task force warning orders and operations orders for a delay operation.
Learning Event 3:
IDENTIFY THE CIRCUMSTANCES, FORMATS, CONTENTS AND PROCEDURES FOR PREPARING AND ISSUING TASK FORCE WARNING ORDERS AND OPERATIONS ORDERS FOR A DELAY OPERATION
Adequate, practical planning and the timely preparation and distribution of simple direct orders are a key factor in the success of any military mission. This learning event provides information on the preparation of combat orders. Combat orders set forth the details of tactical operations and administration in the field. They may be issued initially as a plan to become an order at some future specified time, or as stated contingencies arise.
Realistically, the commander and staff must understand that warning orders and frag orders will be the normal means of communicating orders in combat. The battalion or task force tactical SOP can greatly reduce the verbiage contained in a written order. A good SOP will also help to expedite staff actions and priorities in the planning process.
It is the intent of this learning event to provide a guide to the preparation of combat orders for a delay operation. However, the same planning and formats are used for preparing combat orders for any mission.
TYPES OF COMBAT ORDERS
This learning event is designed to train you in the preparation of warning orders (WOs) and operations orders (OPORDs). However, there are also other type of combat orders that you should be able to recognize. The five types of combat orders are:
Operations order (OPORD). OPORDs are directives issued to subordinate commanders to coordinate the execution of an operation. This term includes both operation orders for the conduct of tactical operations and movements. Combat support (CS) and combat service support (CSS) commanders also use OPORDs to task their units.
Administrative/logistics order (Admin/Log). These orders provide for the coordination combat service support for a command. They are normally prepared and used at division or higher.
Standing operating procedures (SOP). The SOP is a set of instructions which prescribe routine procedures. They are used to supplement other combat orders and have the same authority.
Warning order (WO). Warning orders give advance notice of actions or orders that are to follow. WOs give subordinate commanders the maximum time for preparation. Warning orders have no prescribed format. They are usually brief oral or written messages.
Fragmentary Order (FRAGO). FRAGOs are normally used to issue supplemental tactical instructions or changes while an operation is in progress. They can provide brief, specific, and timely instructions without loss of clarity. Although the FRAGO does not have a specific format, it follows the basic format of a five-paragraph operation order. However, elements that have not changed, are nonessential to the mission, may delay or complicate transmission, or are unavailable or incomplete are not included. The sender should require an acknowledgement of receipt from the intended receiver of the FRAGO.
CHARACTERISTICS OF COMBAT ORDERS
Before discussing the formats for warning orders and operation orders, it is necessary to understand the characteristics of a well prepared combat order.
Clarity
Clarity is the first and most important characteristic of a combat order. Each subordinate command or unit that receives the order or plan must be able to understand it thoroughly. Avoid highly technical language when there is danger of misinterpretation. The use of accepted military terminology and phraseology helps to covey identical meanings to using individuals.
Brevity
Avoid superfluous words and unnecessary detail. However, do not sacrifice clarity and completeness in the interest of brevity alone.
Simplicity
Reduce all elements to their simplest forms. Eliminate all possibilities for misunderstanding.
Completeness
The order or plan must contain all the information necessary to coordinate and execute the operation. However, it prescribes only those details or methods of execution necessary to make sure the actions of the subordinate units conform to the concept of operation. The order must show the intent of the commander so that subordinates can accomplish their mission without further instructions.
Recognition of Subordinate Commander's Prerogatives
The order or plan should not infringe on the initiative of subordinate commanders by prescribing details. Only in the case of overriding circumstances should a subordinate commander be told precisely how to perform an assigned task.
Use of the Affirmative Form
In the interest of simplicity and clarity, the affirmative form of expression is used throughout all combat orders. Such wording as "The trains will not accompany the battalion" is improper for two reasons. First, the intent of the order depends on the single word "not." Second, the actual disposition of the trains is not indicated. An acceptable form would be, "Trains remain in present position; move on order."
Avoid Qualified Directives
Expressions such as "attack vigorously" are meaningless and verbose. They also weaken the force of subsequent directives in which the qualifying adverb does not appear. Such expressions as "try to hold" and "as far as possible" lessen responsibility. Terms such as "main attack" are adequate and clear, not requiring further qualification.
Authoritative Expression
The order or plan reflects the commander's intention and will. Indecisive, vague, and ambiguous language indicates vacillation and indecision and leads to uncertainty and lack of confidence on the part of subordinates. Tell subordinates in direct and unmistakable terms exactly what the commander wants them to do.
Timeliness
Disseminate orders and plans in sufficient time to allow adequate planning and preparation on the part of subordinate commands. Through the use of warning orders, subordinate units can initiate their preparation before the receipt of the order. Concurrent planning conserves time. The 1/3 - 2/3 rule should be a guiding factor in adding to timeliness.
Operational Terms
Most of the following terms are found in FM 101-5-1; others in this block are intended to supplement FM 101-5-1 in order to support battalion task force operations.
Organic. Assigned to and forming an essential part of a military organization; an element normally shown in the unit's TOE.
Assigned. The relatively permanent placement of units or personnel in an organization to which it/they are not organic. The organization to which they are assigned has complete command and control authority and administration and logistics responsibility unless otherwise stated.
Attached. The relatively temporary placement of units or personnel in an organization to which it/they are not organic. Subject to limitations imposed by the attachment order, the commander of the formation, unit, or organization receiving the attachment will exercise the same degree of command and control over these units and personnel as he does over units and personnel organic to his command. However, the responsibility for transfer and promotion of personnel will normally be retained by the parent formation, unit, or organization. The receiving unit will be responsible for logistical support of the attached elements.
Detached Unit. A unit that is serving away from the organization to which it is organic and to which it remains assigned. A detached unit may function as an independent organization, or it may be attached to or serve with or under another organization.
Operational Control (OPCON). The authority delegated to a commander to direct forces provided him so that he may accomplish specific missions or tasks which are usually limited by function, time, or location; and to deploy units concerned and to retain or assign tactical control of those units. It does not of itself, include administrative or logistic responsibility, discipline, internal organization, or unit training.
Dedicated Battery. An extension of the direct support (DS) mission is to dedicate the fires of a field artillery battery solely to one maneuver company or company team in the movement to contact.
Direct Support (DS). A mission requiring a force to support another specific force and authorizing it to answer directly the supported force's request for assistance.
Reinforce. To strengthen a force by committing additional forces, supporting elements, or supporting fires. An artillery mission requiring one artillery unit to augment the fires of another artillery unit is called a reinforcing mission.
General Support (GS). Support that is given to the supported force as a whole and not to any particular subdivision thereof. This mission is frequently assigned to CS and CSS units. For example, a division field artillery battalion assigned a general support mission operates under the control of the division artillery headquarters while supporting the whole division. GS is not used for organic elements.
General Support-Reinforcing (GSR). An artillery mission requiring the unit assigned the mission to support the force as a whole and provide reinforcing fires for another artillery unit as second priority.
TECHNIQUES OF PREPARATION
In preparing combat orders, certain techniques are used for clarity and standardization of operational terms. The following paragraphs will cover these procedures.
Use of Abbreviations
It must be emphasized that you may use abbreviations to save time and space, but only if there is no loss of clarity. The use of abbreviations should be consistent throughout any plan or order. AR 310-50 contains a listing of current authorized abbreviations used within the Department of the Army.
Normally, you do not use abbreviations in any communications circulated for inter-allied use. Exceptions are abbreviations in common international use, (e.g., mm for millimeters) or abbreviations adopted by international agreement.
Designation of Units
Write the numerical designation of any Army or Air Force unit in Arabic ordinal numerals, such as: 21st Army Group, 1st Tactical Air Force (TAF), 3d Army, or 1st Logistical Command.
For corps, use Roman numerals, such as II Corps or IV Corps.
Acceptable methods of abbreviating the full designation of units follows:
1st Platoon, Company A, 1st Battalion, 61st Infantry can be abbreviated to 1/A/1-61 In, or 1st Platoon, Company B, 23d Signal Battalion may be 1/B/23 Sig.
Note that you use the slash (/) to separate each level of command that is operating in the field. Use the (--) to indicate the designation of a unit organized under the Combat Arms Regimental System (CRS). A minus sign (-) or the word "minus" indicates a unit of less than normal size and denotes detachment of an organic element.
Designation of Task Forces and Teams
There are two definitions of a task force. One is based on the mission and the other on organization. For clarity, in combat orders, refer to the one based on organization as the "battalion task force." This task force is a battalion-size unit of armor or infantry to which one or more company-size units of the other combat arms has been attached. For example, a battalion headquarters of a mechanized infantry battalion with one or more of the four organic mechanized companies and the attachment of one or more tank companies.
At the company level, refer to a temporary grouping of units as a "team." The same rules apply for its formation as for the formation of a task force, except that platoons are the basic building blocks rather than companies.
Tasks forces and teams may be designated as follows:
Name of the commander (e.g., Task Force Anderson).
Use of a code name (e.g., Team Cobra).
Use of a numeral (e.g., Team 1).
Use a letter (e.g., Task Force ALFA or Team BRAVO).
Use of the unit designation (e.g., TF 2-11).
Use of the unit's branch (e.g., Team Mech or TF Tank).
Designation of Places or Features
Print geographic names of definite areas (cities, towns, rivers, hills, mountains, and other places) that are named specifically on a map in CAPITAL letters. The spelling in the order must be the same as that appearing on the map. Identify hills by the word HILL, followed by the numerals of the surveyed elevation (e.g., HILL 439). Identify hills for which no surveyed elevations are shown by describing their location (e.g., hill at PV 6390).
Show the coordinates for a place or feature the first time the name appears in the order. Thereafter, repeat the coordinates only as necessary for clarity.
NOTE
The above rule does not apply to paragraph 2 (MISSION) in the body of the OPORD. This paragraph always includes the coordinates of objectives to be seized or secured, or sector/battle positions to be defended.
Describe areas by naming the northernmost point first and giving the remaining points in clockwise order. Describe positions from left to right, facing the enemy.
Identify roads and railroads either by name or by sequence of points on the road. Names should appear in the direction of movement. When there is no movement, names will appear from left to right or rear to front (as the person is facing the enemy). Designate all other lines in the same manner.
When referring to an attack on a river line, refer to the friendly shore as the "near bank" and the enemy shore as the "far bank." River banks can also be described as compass points (e.g., "North," "East").
Direction
Write compass points with a capital initial letter in place of the terms "left" or "right." If the situation indicates the advisability of including the terms "left" and "right," place the word in parentheses immediately following the compass point (e.g., East [left]). Give specific directions as angles from true, magnetic, or grid north (always specify the type used).
Date and Time
Dates will include the day, month, and year (6 August 1988). In setting a night, include both days (night 6-7 August 1988). Do not use terms such as PM, AM, daylight, dusk, EENT, and BMNT in lieu of date-time groups. Express times using the 24 hour clock system by means of a four digit Arabic number. If necessary, add a letter indicating the time zone after the last digit (1300Z).
A date-time group (DTG) is a six-digit number expressing date and time, combined with the alphabetic time zone designator. The first two digits indicate the date of the month and the last four digits indicate the time. The month and year are added to avoid confusion. A complete date-time group may appear as "241000Z August 1988."
Time Zone
Use the time zone which is applicable to the operation. Convert times in other zones to this time zone for the operation. This entry is required in all OPORDs and OPLANs. In addition, a time zone suffix will be shown following the last digit of the date-time group. For example 062025Z Aug 1988 indicates 8:25 PM Greenwich mean time, 6 Aug 1988. When the date and hour for beginning an operation are not specified in an order or plan, the following applies:
The day on which the operation commences is known as D-day. The system is D-2, D, D+1. D-day is normally used for planned operations, and, where necessary, the code name of the operation should be added (e.g., "OVERLORD D-DAY").
The system for numbering hours and minutes in an operation is the same as that for days, but the letter H is used. The numbering of hours is H-1 hour, H-30 minutes, H-hour, H+30 minutes, H+2 hours, etc..
Now that you are familiar with the characteristics and techniques used in preparing combat orders, you are ready to study the elements and/or format for preparing a warning order and an operations order.
ELEMENTS OF A WARNING ORDER
As mentioned previously, warning orders (WOs) follow no prescribed format. They are usually brief oral or written messages. The warning order, written or oral, may include the following elements:
Heading. Warning orders must always begin with the words "Warning Order" so that they may be easily recognized. The addresses are also included in the heading.
Situation. This section includes a brief description of the enemy situation, events, probable missions, tasks, or operation.
Attachments/detachments. Include known changes to task organization. If there are no changes, then the statement "No changes to your current task organization" (or words to that effect) is included in the order.
Earliest time of move. Tell the units the earliest possible time that they must be ready to move. Actual time of move is given if known. When the time of the move is unknown, the degree of notice is given, for example, "Effective 310800z Aug 1988, all units be prepared to move on two hours notice."
Nature and time of the operation. Stated in sufficient detail to allow recipients to begin preparation and set priorities. It also includes orders for preliminary actions and reconnaissance. Time of the operation is stated as precisely as possible, to allow recipients to allocate time and complete preparation.
Time and place. Subordinates are told when and where to go to receive the entire order. An SOP "Orders Group" (detailing who usually comes to receive orders) helps to shorten this process.
Administrative/logistic information. Instructions which change support requirements, require special equipment, or direct movement to assembly areas are included.
Acknowledgement. An acknowledgement of receipt of the order is always required to make sure it is received by all addressees.
FORMAT FOR OPORDS
OPORDs can be given written and orally. OPORDs has a standard format that should followed. All written OPORDs have a heading, a body, and an ending.
The major paragraphs are shown in capital letters and are used without punctuations (e.g., MISSION). Subparagraph headings follow the normal rule for capitalization and are followed by a period (e.g., Enemy Forces.). The second and succeeding lines of each paragraph and subparagraph should begin at the left margin.
Figure 11 shows the format for an OPORD. The numbers in parentheses correspond to the number paragraphs in the text. Refer back to this format, as necessary, while completing the text material.
Heading
The heading of the OPORD contains the following elements:
Classification. The degree of security classification is shown at the top and bottom of each page of the order. [(1) on OPORD format.]
"No Change to Oral Orders". Each staff officer having responsibility in the preparation of the OPORD provides the S3 with the status of oral orders pertaining to his activity. If no oral orders were issued, this comment will be left out. If there were oral orders, such expressions as "No change to oral orders" or "No change from oral orders except for paragraph________" will be used as appropriate. [(2) on OPORD format.]
Copy Number. Copy numbers are assigned by S3 for accountability and must be shown. [(3) on OPORD format.]
Issuing Unit. Enter the unit issuing the order. [(4) on OPORD format.]
Place of Issue. Enter the name of an easily recognized geographical feature that is nearest to the issuing headquarter's command post. Show coordinates of command post in parenthesis, and the state/country. [(5) on OPORD format.]
Date-time Group. This is the time the order is signed and effective unless otherwise stated in the body of the order. It is also the date and time when attachments become effective (unless a different effective time is shown under the task organization or attachments and detachments paragraphs). The date-time group must include the time zone suffix. [(6) on OPORD format.]
Message Reference Number. This number is assigned by the S3 for acknowledging and referring to the order in the clear. [(7) on OPORD format.]
Operation Order Number. This number is also assigned by the S3. Numbers run serially throughout the year. [(8) on OPORD format.]
References. List any maps, charts, or other documents required to understand the order. References to a map will include the map series number, sheet number and name, edition, and scale. [(9) on OPORD format.]
Time Zone Used Throughout the Order. Use the time zone applicable to the operation. Times in other zones are converted to this time zone for this operation. [(10) on OPORD format.}
Task Organization. The task organization indicates the internal organization or tactical groupings for mission accomplishment. The task organization is developed by the S3, based on the commander's decision and concept and the staff estimates. The task reorganization will also depict command and support relationships between units or elements. It may also list names or titles assigned to tactical groupings [(11) on OPORD format.]
The task organization may be listed in three places in the OPORD:
Immediately preceding paragraph 1 (SITUATION) (this is normally the method for brigade level and below).
In paragraph 3 (EXECUTION).
As a separate annex.
The following rules apply to listing units and elements in the OPORD:
Major subordinate units. The sequence of listing major subordinate units in the task organization is alphabetical or numerical. Sequence is also determined by whether the unit is a combat, combat support, or combat service support unit. Battalion task forces and company teams precede branch pure units. Combat units are listed in the following order: infantry, mechanized infantry, air assault, airborne, and armor. The specific organization of each major subordinate unit is shown by indenting subordinate units under the command and control headquarters heading. The indentation shows that a unit is organic, assigned, or attached. Use a parenthetical expression to denote a different relationship, such as (OPCON) for a unit under operational control or (DS) for direct support.
NOTE
The use of DS in the task organization does not indicate a mission assignment to the supported unit. It denotes a support relationship. Mission assignments will be addressed in paragraph 3 of the OPORD (EXECUTION).
Control groupings. In addition to the major subordinate units listings, control groupings are also shown in the task organization. As appropriate, BN CON is used for units under battalion control and TF CON is used for units under the control of the task force. Combat support elements supporting the task force would be listed indented under this heading. The following units are not listed in the task reorganization:
Units which are in general support of the higher headquarters.
Artillery units which are reinforcing or general support reinforcing to the task force's DS artillery.
These units are not under the direct control of the supported unit commander and thus are not listed under TF control.
Combat service support (CSS) elements. At battalion level, combat service support elements are listed under a separate heading of BN TNS or TF TNS. Any external CSS elements supporting the headquarters would be listed indebted under this heading. At company level, a trains lifting is optional, based on the commander's discretion.
Detached units. The use of the minus symbol (-) following the units heading indicates a subelement has been detached. The detached element will be found in the task organization under another major unit heading. If the detached subelement has been removed form the control for the task force completely, it will be noted in paragraph 1c (Attachments and Detachments).
Command relationship. A command relationship is established between an attached element and a headquarters. The supported commander cannot impose a more restrictive command relationship when suballocating that element to one of his subordinate units. For example, a unit placed OPCON to a task force cannot be attached to a company team since an attachment is more restrictive than OPCON.
Body
The body of the OPORD contains five main paragraphs. They are:
Situation.
Mission.
Execution.
Service Support.
Command and Signal.
Each main paragraph is broken down into subparagraphs. Instructions for completing each main paragraph and subparagraph are as follows.
Situation. This paragraph provides an overview for the general situation. The situation always contains three subparagraphs: Enemy Forces, Friendly Forces, and Attachments and Detachments. [(12) on OPORD format.]
Enemy Forces (subparagraph 1a). This subparagraph contains enemy information only. This information is provided by the unit intelligence officer. It is normally limited to those essential items necessary for the accomplishment of the mission. Information presented in this subparagraph will be stated in terms of enemy situation (composition, disposition, morale, supply status, estimated strength); enemy capabilities (NBC, air superiority); and most probable course of action. Reference may be made to an intelligence annex, intelligence summary (INTSUM), or similar document if the data is too detailed or lengthy for the subparagraph.
Friendly Forces (subparagraph 1b). This subparagraph contains the verbatim mission statements of higher, adjacent, and supporting or reinforcing units listed in the following sequence:
The mission of the next higher headquarters (in a task force OPORD, the brigade mission).
The adjacent units are listed in sequence left, right, front, and rear (a division covering force would be listed as a unit to the front).
Units which are supporting or reinforcing the next higher headquarters. (Units supporting the headquarters issuing the orders are stated in the task organization and not in paragraph 1b.)
Attachments and Detachments (subparagraph 1c). When not shown in the tasks organization, units attached to or detached from the issuing headquarters are listed. Additionally, if a unit is to be attached or detached after the effective time of the OPORD it will also be listed. In this case, the effective time and/or conditions under which the change in status will occur will be included (e.g., upon seizing OBJ RAMROD, TM B release one AT platoon back to Co E; OR 2/B/326 Engr attached effective 231200A Nov 88).
If the task organization depicts all attachments and detachments, it is sufficient to reference: Task Organizations.
Assumptions (subparagraph 1d). This subparagraph will be included as a subparagraph only when preparing operational plans (OPLANs). It will include those situations/conditions that a commander believes will exist at the time the OPLAN becomes an OPORD.
Mission (Paragraph 2). The mission is a clear, concise statement of the tasks to be accomplished by the issuing unit and its purpose. The mission statement is derived from the commander's mission analysis during the decision making process. It addresses the WHO, WHAT, WHERE, and WHY of the operation. At battalion level and below, all of the mission essential tasks (critical to the success of the operation as determined by the commander) to be accomplished are normally addressed. The mission is always stated in full and must stand alone without reference statement. In addressing the WHERE of the operation, it will always list the terrain feature and grid coordinates. The terms "OBJECTIVE" and "Battle Position" may also be included if desired, but must be related to terrain features or grid coordinates. In a sector defense mission statement, the WHERE may also be expressed in terms of grid coordinates which define the corners of the sector. [(13) on OPORD format.]
Execution (Paragraph 3). The execution paragraph contains the HOW TO information needed for mission accomplishment. [(14) on OPORD format.]
This paragraph will consist of three elements: concept of the Operation, Subordinate Units, and Coordinating Instructions. Each subparagraph will be discussed below.
Concept of the Operation, Commander's Intent (Subparagraph 3a). The concept of the operation is a statement of the commander's visualization of the operation from start to completion. It accurately provides subordinates the commander's intent. The concept clarifies the purpose of the operations. It is stated in sufficient detail to ensure a thorough understanding of the commander's intent and the appropriate actions by subordinates. It is derived primarily from the commander's decision developed during the decision-making process.
The concept will address the close-in battle, deep battle, and rear area operations. Normally, the deep and rear battles will be discussed in detail for brigade and higher units. The concept may be written as a single paragraph, divided into subparagraphs, phases or, if lengthy, it may be prepared as an annex.
Style is not emphasized at the expense of substance, but clarity and conciseness must prevail. Always use plain language. The amount and detail should be sufficient to indicate what is to be accomplished by the force as a whole. The concept of the operation always includes the scheme of maneuver and plan of fire support. It may also include a discussion of any support assets (obstacles, mines, fortifications, intelligence, electronic warfare, etc.) which the commander desires to discuss, based on its impact on his scheme of maneuver. Considerations for each of the above components are as follows:
Scheme of Maneuver. This part of the subparagraph will describe the movement or placement of all major subordinate maneuver elements with the task force. In the offense, the scheme of maneuver will include all objectives for each maneuver element. In the defense, the scheme of maneuver will include the sectors or battle positions designated for each maneuver element. Designation of a reserve will also be included in this part of the concept for any type of mission. Normally, reference will be made to the operations overlay in this part of the concept.
Plan of Fire Support. This part of the subparagraph complements and supports the scheme of maneuver. It includes the priority of fire, priority targets, FPFs (final protective fires), and preparatory fires. It will also include the start time and duration of any special fires, such as nuclear, chemical, smoke operations, or close air support. Only in direct fires are addressed in this portion of the concept. Normally, reference is made to the fire support annex here.
Obstacles, mines, and fortifications. These items may be included in the concept of operations, especially for defensive operations. It includes a brief discussion of the commander's intent or general thrust of the obstacle plan and how it directly relates to his scheme of maneuver. Additionally, priorities of obstacle work and type of operations (mobility, countermobility, and survivability) may also be addressed. Detailed information in relation to an obstacle plan would be included in a separate annex and referred to here.
Intelligence and electronic warfare (IEW). IEW may be included in the concept and includes a brief discussion of the commander's intelligence collection and electronic warfare priorities. It will also tell how they impact on the scheme of maneuver. For example, a task force commander may attach more surveillance assets to a particular area because of its criticality to the success of the operation.
Other support activities. Other aspects of the concept which may be included are suppression of enemy air defense (SEAD), air defense fires, and rear area protection. These may be included, based on the commander's assessment of their impact on his scheme of maneuver.
Subordinate Units (subparagraphs 3b through 3m). Beginning with subparagraph 3b, the specific tasks to be accomplished by each subordinate element of the task force will be listed in a separate lettered subparagraph. The units will normally be listed alphabetically or numerically in order of decreasing size and type of unit (infantry, mechanized infantry, air assault, airborne, and armor). Subordinate teams (combined arms elements) will normally precede breach pure elements in sequence. Additionally, maneuver units will precede combat support and combat service support units. At battalion level and below, all units or elements which appear in the task organization as major subordinate units or as under task force control will have their own subparagraphs. Exceptions to this rule are trains elements (which will be addressed in paragraph 4) and units in reserve (which will be addressed in the reserve subparagraph of paragraph 3).
If necessary for clarity reasons, instructions presented in the concept of operations may be repeated in the subordinate unit subparagraphs. Instructions found in the subordinate unit subparagraphs are limited to those tasks which apply to a particular unit and only that unit. If a commander has no further instructions to issue to a subordinate unit (other than what has appeared in the concept of operation or is listed in the coordinating instructions), then one of two options may be used:
The unit name will be listed in the appropriate sequence followed by the word "None."
The unit followed by a blank space.
In addition to the listing of units, several other items may appear in the subordinate unit subparagraphs of OPORDs from brigade level or higher. These subparagraphs may include fire support, air defense, engineer, and electronic warfare.
Fire support subparagraph. Normally used in brigade and higher orders only; follows the last maneuver unit subparagraph in sequence. This subparagraph may contain a discussion of the following items: air support, chemical, field artillery (organization and special instruction), naval gunfire, and nuclear fires. This subparagraph is not the same as the plan of fire support discussed under the concept of operation and does not substitute for a discussion of fire support in the concept.
Paragraphs entitled "air defense", "engineer", and "electronic warfare" may be used in brigade and higher headquarters orders instead of a listing of the particular combat support unit by name. The unit itself would be listed under the general heading with its specific instruction.
Reserve subparagraph (paragraph 31). This subparagraph, when required, is always listed directly before the coordinating instructions. It is used in the OPORD for all units company level or higher. If no reserve is planned, the word "None" will be shown. A unit which is totally in reserve during the operation will appear only in this subparagraph and the concept of operation. It will not have a separate subparagraph. Units which have tasks in addition to the reserve mission will appear first in their normal subparagraph and then again in the reserve subparagraph. In this case, the reserve subparagraph will contain the reserve mission and the time/condition for reverting to the reserve role.
Coordinating Instruction (subparagraph 3m). This is the last subparagraph of execution. It contains details of coordination and control applicable to two or more elements of the task force (with the exception of signal items, which are covered in paragraph 5). When there are no coordinating instructions, the word "none" is shown.
Typical items included in the coordinating instructions are:
Reports to be made that are other than SOP.
NBC troop safety instructions and operational exposure guidance (OEG).
Mission oriented protective posture (MOPP) levels if different from SOP.
Air defense criteria.
Consolidation/reorganization instructions.
Priority intelligence requirements (PIR) if not stated in an intelligence annex.
Passage of lines coordination.
Effective DTG of attachments/detachments if not listed in the task organization or paragraph 1c.
Effective DTG or conditions on which the order becomes effective when not effective upon receipt.
Reference to annexes included in the order not previously mentioned in the body of the order.
Service Support (Paragraph 4). This paragraph contains combat services support instructions and information relating to the operation. At higher echelons (division and above), service support information is incorporated in a separate administrative/logistic order. At brigade and battalion level, units will often prepare a service support annex which will outline CSS functions. Reference to the admin/log order or the annex will be made in this paragraph. [(15) on OPORD format.]
There is no doctrinal format for this paragraph; however, the administrative logistics order format is recommended as follows:
Materiel and Service. Status of classes of supply, transportation, services, and maintenance.
Medical evacuation and hospitalization.
Personnel. Unit strengths, replacements, maintenance of morale, discipline, law and order, headquarters management.
Civil-military cooperation. Limitations or restrictions concerning local area; psychological operations.
Prisoner of war (POW) procedures.
Locations and proposed locations of CSS facilities (if not shown on a graphic overlay).
Command and Signal (Paragraph 5). This paragraph contains instructions and information relating to command and communications-electronics (CE) functions. It will contain two subparagraphs entitled "Command" and "Signal" in that sequence. [(16) on OPORD format.]
Command (subparagraph 5a). As a minimum, this subparagraph will include the initial location of the commander. This will facilitate messenger operations if it becomes necessary. It may also include the command post locations, if not shown graphically, and the CP axis of displacement. Succession of command may be shown if different from the SOP.
Signal (subparagraph 5b). As a minimum, this subparagraph will list the CEOI (communication-electronics operating instructions) index by the specific number in effect for the operation. It should also list any CEOI changes scheduled during the period of operations. It may list alternate or emergency signals (pyrotechnics, etc.), and signal restrictions (e.g., radio listening silence). Detailed signal instructions will normally be listed in a CE annex.
Ending
The ending of the OPORD is comprised of five elements: the acknowledgement, the commander's signature, the authentication, an annex listing, and the distribution.
Acknowledge. This section directs the recipient of the order to acknowledge receipt. Acknowledgement may be made in the clear, using the message reference number contained in the OPORD heading. Any instructions pertaining to acknowledging the receipt of the order may be listed. [(17) on OPORD format.]
Signature. The commander or his authorized representative signs the original copy for the OPORD. [(18) on OPORD format.]
Authentication. If the commander's signature cannot be reproduced, the S3 authenticates subsequent copies of the order. Annexes issued with the order do not require a signature or authentication. Annexes issued separately require a signature or authentication in the same manner as the order. Authentication is performed by the primary staff officer responsible for the annex. [(19) on OPORD format.]
Annexes. Annexes are lettered alphabetically and are listed in the order in which they appear in the OPORD. The S3 designates the letter to be associated with a given annex. Annexes are prepared by the appropriate officer having staff responsibility for the activity, arm, or service covered by the annex. When an annex is to be issued later, the parenthetical phrase "(to be issued)" is shown following the listing of the annex. [(20) on OPORD format.]
Distribution. Establish distribution in coordination with other appropriate staff officers. Distribution must also be made to adjacent, supporting, and attached units not included in SOP distribution. [(21) on OPORD format.]
NOTE
Due to the rapid, dynamic nature of the modern battlefield, the TF OPORD may be written initially in one copy and passed orally to subordinate commanders.
OVERLAYS
Overlays techniques involve the use of military symbols to portray, in a condensed form, the plans, orders, and information concerning the military situation. The entry of control measures should be kept to a minimum in order not to clutter the overlay. However, it should be detailed sufficiently to covey the meaning of paragraph 3 (Execution) of the OPORD. FM 101-5-1 is the base document for preparation of overlays. A sample overlay for a defense operation is shown in figure 12.
When the overlay and the written portion of the order are separate documents:
The overlay is an annex when it is issued as an integral part of the order and has the same distribution as the order. It need only be identified by title and headquarters (e.g., Annex A (Operations Overlay) to OPORD 2, TF 2-11).
A reference to the overlay annex is contained within the written portion of the order.
When the overlay and any written portion of the order are on the same piece of paper:
A single heading and ending serve both the overlay and the written portion.
No reference to the overlay is required in the written portion.
Colors used in overlays. When multi-color representation is practicable.
Green. Friendly or enemy, man-made obstacles.
Red.
Enemy units.
Friendly restrictive fire control measures.
Yellow. Friendly or enemy areas of NBC contamination.
Blue or black. Friendly units.
If other colors are used, a suitable explanation in the margin or legend is given.
If only one color is available, friendly symbols are outlined with single lines, enemy with double lines.
Grid Register Marks. Trace the grid intersections nearest the two opposite corners of the overlay and label each with the proper grid coordinates. These register marks show the person who receives the overlay exactly where it fits on the map. Without them, it is difficult if not impossible to orient the overlay.
TASK FORCE OPERATIONS ORDER
A comprehensive and detailed OPORD of a type that would be prepared if time and facilities were available is shown in Appendix A which follows. However, SOPs and mission-type orders should be used to simplify the preparation or orders as much as possible.
This concludes the second and final lesson. You should now be familiar with the procedures for identifying the planning considerations, procedures, operational methods, and techniques for conducting retrograde operations.
If you have any questions concerning the material in this lesson, go back and reread the text. When you are ready, complete the practice exercise for this lesson.
Practice Exercise
