Military

a.   Security Force. The goals of the SBCT battalion security force normally include providing early warning, destroying enemy reconnaissance units, and impeding and harassing enemy main body elements. The security force continues its mission until directed to displace. The SBCT battalion commander also may use security forces in his deception effort to give the illusion of strength in one area while positioning his true combat power in another. While conducting this type of security operation, the SBCT infantry rifle company may simultaneously have to prepare battle positions (BPs), creating a challenging time management problem for the commander and his subordinate leaders.

b.   Guides. During this step, the SBCT infantry company may need to provide guides to pass the security force and may be tasked to close the passage lanes. The company also may play a role in shaping the battlefield. The SBCT battalion commander may position the company to deny likely enemy attack corridors to enhance flexibility and force enemy elements into friendly engagement areas. When it is not conducting security or preparation tasks, the company normally occupies hide positions to avoid possible chemical strikes or enemy artillery preparation.

a.   Depth and Dispersion. Dispersing positions laterally and in depth helps to protect the force from enemy observation and fires. If the terrain allows for the development of a company engagement area (EA), the positions are established in depth, allowing sufficient maneuver space within each position to establish in-depth placement of vehicles, weapons systems, and infantry elements. Fighting positions should be positioned to allow the massing of fires at critical points on the battlefield.

b.   Flank Positions. Flank positions enable a defending force to bring fires to bear on an attacking force moving parallel to the defender's forces. An effective flank position provides the defender with a larger and more vulnerable target while leaving the attacker unsure of the location of the defense. Major considerations for successful employment of a flank position are the defender's ability to secure the flank and his ability to achieve surprise by remaining undetected. Effective fire control and fratricide avoidance measures are critical considerations in the employment of flank positions. See Appendix H for a more detailed discussion of direct fire planning and control.

c.   Displacement Planning. Disengagement and displacement allow the company to retain its operational flexibility and tactical agility in the defense. The ultimate goals of disengagement and displacement are to enable the company to maintain standoff range and to avoid being fixed or decisively engaged by the enemy. The commander must consider several important factors in displacement planning; these include, but are not limited to, the following:

d.   Disengagement Criteria. Disengagement criteria dictate to subordinate elements the circumstances under which they will displace to an alternate, supplementary, or subsequent BP. The criteria are tied to an enemy action (such as an enemy unit advancing past phase line DOG) and are linked to the friendly situation (for example, they may depend on whether artillery or an overwatch element can engage the enemy). Disengagement criteria are developed during the planning process based on the unique conditions of a specific situation; they should never be part of the unit's SOP.

e.   Direct Fire Suppression. The attacking enemy force must not be allowed to bring effective direct and indirect fires to bear on a disengaging friendly force. Direct fires from the base of fire element, employed to suppress or disrupt the enemy, are the most effective way to facilitate disengagement. The company may receive base of fire support from another element in the battalion. In most cases, however, the company establishes its own base of fire element. Having an internal base of fire requires the company commander to carefully sequence the displacement of his forces.

f.   Cover and Concealment. Ideally, the company and subordinate platoons should use covered and concealed routes when moving to alternate, supplementary, or subsequent BPs. Regardless of the degree of protection the route itself affords, the company and platoons should rehearse the movement. Rehearsals increase the speed at which they can conduct the move, providing an added measure of security. The commander must make a concerted effort to allocate available time to rehearse movement in limited visibility and degraded conditions.

g.   Indirect Fires and Smoke. Artillery or mortar fires can assist the company during disengagement. Suppression fires, placed on an enemy force as it is closing inside the defender's standoff range, slow the enemy and cause him to button up. The defending force engages the enemy with long-range precision direct fires from the MGS platoon and then disengages and moves to new positions. Smoke can obscure the enemy's vision, slow his progress, or screen the defender's movement out of the BP or along his displacement route.

h.   Obstacle Integration. Obstacles must be integrated with direct and indirect fires. By slowing and disrupting enemy movement, obstacles provide the defender with the time necessary for displacement and allow friendly forces to employ direct and indirect fires effectively against the enemy. The modular pack mine system (MOPMS) also can be employed in support of the disengagement, either to block a key displacement route once the displacing unit has passed through it or to close a lane through a tactical obstacle. The location of obstacles in support of disengagement depends in large measure on METT-TC factors. A major consideration is that an obstacle should be positioned far enough away from the defender that he can effectively engage enemy elements on the far side of the obstacle while remaining out of range of the enemy's massed direct fires.

i.   Vehicle Employment. Traditionally, vehicles are not employed below section level; however, if defending in restricted terrain, the SBCT infantry rifle company commander may consider a different task organization to accomplish his mission. For example, the commander's concept may lead him to incorporate ICVs within the defense concept or to task-organize a single MGS vehicle under the control of an infantry platoon leader. The commander must consider the best employment of his company assets to accomplish his mission. He must address the security of the vehicles in his plan if vehicles are not incorporated into the defense.

a.   Fire Support Assets. In developing the fire plan, the company commander must evaluate the indirect fire systems available to provide support. Considerations include tactical capabilities, weapons ranges, and available munitions. These factors help the company commander and FSO determine the best method for achieving the task and purpose of each target in the fire plan.

b.   FIST Positioning. The company's fire support personnel contribute significantly to the fight. Effective positioning is critical. The company commander and FSO must select positions that provide fire support personnel with unobstructed observation of the area of operations. In addition, the FSV should receive high priority for a position with enhanced survivability.

a.   Mobility. Initially during defensive preparations, mobility operations focus on the ability to resupply, reposition, and conduct rearward and forward passage of forces, material, and equipment. Once defensive preparations are complete, the focus normally shifts to supporting the company reserve, local counterattacks, and the higher HQ counterattack or reserve. Priorities set by the SBCT battalion may specify routes for improvement in support of such operations. Normally, all or most of the available engineer assets are allocated to the survivability/countermobility effort until defensive preparations are complete. At a designated time or trigger, engineers disengage from obstacle and survivability position construction and begin preparing for focused mobility operations.

b.   Survivability. The SBCT engineer company is extremely limited in organic earthmoving equipment. It is capable of preparing hasty fighting positions and improving reverse-slope positions during the transition to a hasty defense, but to construct survivability positions for a deliberate defense, the SBCT requires equipment augmentation from a divisional engineer battalion. Thus, it is critical that SBCT infantry battalions and companies maximize the effects of terrain when selecting positions for key weapons and vehicles.

c.   Countermobility. To be successful in the defense, the company commander must integrate individual obstacles into both direct and indirect fire plans, taking into account the intent of each obstacle group. At the SBCT level, obstacle intent consists of the target of the obstacle group, the desired effect on the target, and the relative location of the group. In addition, like artillery and mortar employment, obstacle emplacement must have a clear task and purpose. The purpose influences many aspects of the operation, from selection and design of obstacle sites to actual conduct of the defense. Normally, the battalion or SBCT designates the purpose of an obstacle group. (Refer to FM 90-7 for additional information on obstacle planning, siting, and turnover.)

a.   Pre-Positioning and Caches. The commander's mission analysis may reveal that the company's ammunition needs during an upcoming operation exceed its basic load. This requires the company to pre-position ammunition caches. The caches, which may be positioned either at an alternate or subsequent BP or with the ICVs and MGSs, should be both dug in and guarded.

b.   Position of Train.. The company trains normally operate one terrain feature to the rear of the company to provide immediate recovery and medical support. The commander also must ensure that all elements know the locations of the SBCT battalion's combat trains and main aid stations and that they plan and rehearse casualty evacuation procedures.

a.   Company Disposition. The company disposition may consist of platoon sectors, a series of mutually supporting BPs on restricted terrain, or a combination of the two (Figure 5-2). Positions are arrayed in depth. The strength of the sector comes from its flexibility. This defense normally orients on the enemy force and not on retaining terrain. It is effective because it allows the enemy to expose his flanks and critical C2 and CS assets through his own maneuver into the depth of the defense.

b.   Decentralization. By assigning platoon sectors, the company may fight a defense in sector very similar to a nonlinear defense. This decentralized technique for conducting a defense in sector requires greater initiative and delegates more of the control to subordinate leaders. The small-unit actions are very similar to the nonlinear defense. When required, squads or platoons may disengage independently and move to another location within the sector to continue the fight. Considerations for the company R&S plan and employment of a reserve also are very similar to the nonlinear defense.

c.   Platoon Battle Positions. When fighting a company defense in sector from platoon battle positions, the concept is to defeat the attacker through the depth of his formation by confronting him with effective fires from mutually supporting BPs as he attempts to maneuver around them. Infantry positions, patrols, mines, and other obstacles cover gaps that, due to terrain masking or heavy woods, cannot be covered effectively by direct fire. Units remain in place except for local or internal movement to alternate or supplementary positions. If certain platoon positions become untenable during the battle, the company commander may withdraw the platoons according to prepared plans.

a.   Alternate Position. An alternate position is a position to the front, flank, or slightly to the rear of the primary position (Figure 5-3). It must allow the platoon to cover the same sector of fire as the primary position. If it is to be occupied during limited visibility, it may be forward of the primary position. The alternate position may be occupied if the platoon is driven out of the primary position by enemy fire or by assault, or it may be occupied to begin the fight to deceive the enemy of the platoon's primary position.

b.   Supplementary Position. A supplementary position is to the flank or the rear of the primary position. It allows the platoon to defend against an attack on an avenue of approach not covered by the primary position (Figure 5-4). It can be assigned when the platoon must cover more than one avenue of approach. A platoon moves from its primary, alternate, or supplementary position only with the commander's approval or when a condition exists that the commander has prescribed as a reason to move.

c.   Centralized Technique. Fighting from battle positions is a more centralized technique and also may be more linear at the company level (Figure 5-5). Even so, it should not be a static defense. Battle positions should be positioned to achieve surprise and to allow maneuver within and between BPs. Defense from BPs is effective in concentrating combat power into an engagement area. It prevents the enemy from isolating one part of the company and concentrating his combat power in this area. Normally, platoons are assigned mutual supporting battle positions that cover the enemy's likely avenue of approach. These BPs are located on terrain that provides cover and concealment and restricts vehicular movement.

d.   Achieving Surprise. The commander's concept for fighting this defensive technique should concentrate on achieving surprise for each of the BPs. This is accomplished by conducting an effective counterreconnaissance effort to prevent the enemy from locating the BPs and by initiating fires from one BP and waiting for the enemy to react to this engagement prior to engaging from the other BPs (Figure 5-5). Fighting in this manner confuses the enemy and disrupts his C2 process.

a.   The specific positioning of units in the strongpoint depends on the company commander's mission analysis. The same considerations for a perimeter defense apply, in addition to the following:

b.   A strongpoint may be part of any defensive plan. It may be built to protect vital units or installations, as an anchor around which more mobile units maneuver, or as part of a trap designed to destroy enemy forces that attack it.

c.   Mold the strongpoint to the terrain and use natural camouflage and obstacles. Existing obstacles can support formidable strongpoints, providing cover, concealment, and obstacles. Complex and urban areas are also easily converted to strongpoints. Stone, brick, or steel buildings provide cover and concealment. Buildings, sewers, and some streets provide covered and concealed routes and can be rubbled to provide obstacles. Telephone systems can provide communications.

a.   Preparations. The SBCT infantry company prepares a perimeter defense when there are no friendly units adjacent to it (Figure 5-8). A perimeter defense may be used in a reserve position, in an assembly area or patrol base, on a follow-on decentralized company operation, during resupply, or when the company is isolated. The following actions constitute setting up a perimeter defense:

b.   Y Variation. The Y-shaped perimeter defense is a variation of the perimeter defense that uses the terrain effectively. This defense is used when the terrain, cover and concealment, or the fields of fire do not support the physical positioning of the platoons in a circular manner. The Y-shaped perimeter defense (Figure 5-9) is so named because the platoon battle positions are positioned on three different axes radiating from one central point. It is still a perimeter defense because it is effective against an attack from any direction. The Y-shaped defense provides all-round perimeter fires without having to position soldiers on the perimeter. It is most likely to be effective in mountainous terrain, but it also may be effective in a dense jungle environment due to limited fields of fire. All of the fundamentals of a perimeter defense previously discussed apply, with the following adjustments and special considerations:

a.   Terrain Considerations. A linear defense may be used when defensible terrain is available in the forward portion of the company's sector or to take advantage of a major linear natural obstacle. It is also used when the enemy is mainly infantry, when the company conducts a security mission such as counter-infiltration, or when directed by battalion.

b.   Obstacles. Minefields and other obstacles are positioned and covered by fire to slow the attacker and to inflict casualties on him. Initially, engage him at long range by supporting fires (tactical air, attack helicopters, and field artillery) to disrupt the momentum of his attack. Use fires from mortars, machine guns, and small arms as he comes into range. If he penetrates the defense, block his advance with the reserve and shift fire from the forward platoons onto the enemy flanks. Then counterattack (either by the company reserve or the least committed platoon) with intense fires to destroy isolated or weakened enemy forces and regain key terrain.

c.   Counterreconnaissance. The counterreconnaissance effort is critical when fighting a linear defense to deny the enemy the locations of the company's forward positions. If the enemy locates the forward positions, he will concentrate combat power where he desires while fixing the rest of the company to prevent their maneuver to disrupt his attack. This effort may be enhanced by initially occupying and fighting from alternate positions forward of the primary positions. This enhances the security mission and deceives the enemy reconnaissance that may get through the security force.

a.   Company Focus. Normally, SBCT battalion directs this defensive technique when the battalion concept does not focus the company. An example is when the battalion assigns the company a sector and a mission that focuses the company on the enemy force. Mutual support is achieved solely through the linkage of purposes in the mission statements. The company commander may decide to conduct a nonlinear defense when he finds it difficult to identify a single decisive point that allows the company to concentrate combat power and achieve its purpose. Nonlinear defense may also be appropriate in terrain that prevents mutual support between platoons or against an enemy force capable of directing overwhelming firepower against identified friendly positions.

b.   Reconnaissance and Security. The reconnaissance and security plan for this defensive technique focuses on avoiding detection by the enemy's reconnaissance assets. Operating in smaller units supports this requirement. Preparation and activity along likely reconnaissance routes must be closely controlled. Ideally, the company allows the enemy reconnaissance to move through the area before destroying him.

c.   Platoon Sectors. The company commander assigns platoon sectors and may also identify likely ambush positions and rally points for each platoon. He identifies a main effort and assigns the supporting efforts missions that provide mutual support and degrade the enemy's ability to generate combat power against the main effort. The main effort may be weighted by assigning priority of fires; by the allocation of mines, barrier materials, and other supplies; and by locating the company CP, casualty collection point (CCP), and most of the caches in their vicinity.

d.   Event-oriented Synchronization. The platoons conduct numerous squad and platoon ambushes, raids, and counterattacks, but they avoid decisive engagement. Before the enemy is able to react and concentrate against these small units, they disengage and seek out another enemy weak point. The synchronization for this defense may be event-oriented or accomplished by assigning ambush locations and initiating times or signals. The event-oriented synchronization involves identifying key enemy assets or vehicles that, if destroyed or disrupted, will have the greatest detrimental effect on the enemy.

e.   Company Reserve. A company reserve is normally quite small. Due to the extended distances over which the company and platoons operate, the timely employment of the company reserve in a decisive action is not likely. Generally, the platoons are able to employ resources more effectively. A squad-sized company reserve with ICV support could be employed under the control of the 1SG as a logistics squad, for CASEVAC, or as a reaction force to support the main effort.

f.   Other Considerations. Other concerns include the difficulty of conducting resupply operations and casualty evacuation when defending in this manner. Resupply can be accomplished through pre-positioning of the critical supplies. CASEVAC requires detailed planning and battalion support. Platoon CCPs must be identified well forward to support each platoon. Litter teams moving on routes that avoid the enemy normally conduct the evacuation from these points to the company CCP. If possible, vehicular evacuation begins at the company collection point or as far forward as possible. Treatment teams from the BAS should be positioned at the company collection point, particularly if casualties may need to be held until darkness for evacuation.

a.   General Considerations. These considerations generally apply when defending on a reverse slope.

b.   Special Considerations. These considerations may apply when defending on a reverse slope.

c.   Feasibility. A defense on a reverse slope may be effective when--

d.   Plans. The fundamentals of the defense apply to a defense on a reverse slope.

a.   Identify Likely Enemy Avenues of Approach. The following procedures and considerations, as illustrated in Figure 5-14, apply in identifying the enemy's likely avenues of approach:

b.   Determine the Enemy Scheme of Maneuver. The company commander can use the following procedures and considerations, which are illustrated in Figure 5-15, in determining the enemy's scheme of maneuver:

c.   Determine Where to Kill the Enemy. The following steps (Figure 5-16) apply in identifying and marking where the SBCT battalion and company will engage the enemy:

d.   Emplace Weapons System.. The following steps apply in selecting and improving BPs and emplacing the company's vehicles (ICVs and MGSs), crew-served weapons systems, and dismounted infantry positions (Figure 5-17):

e.   Plan and Integrate Obstacles. The following steps apply in planning and integrating obstacles in the company defense (Figure 5-18):

f.   Plan and Integrate Indirect Fires. The following steps apply in planning and integrating indirect fires (Figure 5-19):

g.   Conduct an Engagement Area Rehearsal. The purpose of this rehearsal is to ensure every leader and soldier understands the plan and all elements are prepared to cover their assigned areas with direct and indirect fires. Although the company commander has several options, the most common and most effective type of rehearsal is to replicate the threat. One technique for the rehearsal in the defense is to have the company trains, under the control of the company XO, move through the EA to depict the enemy force while the commander and subordinate platoons rehearse the battle from the company BP. The rehearsal should cover these actions:

a.   Although listed in sequence, several tasks may be performed at the same time. An example priority of work sequence is as follows:

b.   Routine priorities for various duty positions are listed below.

a.   Types of Delays. There are two types of delay missions:

b.   Components of Successful Delay. For either type of delay mission, the flow of the operation can be summarized as "hit hard, then move." A successful delay has three key components:

c.   Delay within a Sector. The company may be assigned a mission to delay within a sector (area of operations). The higher commander normally provides guidance regarding intent and desired effect on the enemy, but he minimizes restrictions regarding terrain, time, and coordination with adjacent forces. This form of a delay is normally assigned when force preservation is the highest priority and there is considerable depth to the battalion or SBCT's area of operations.

d.   Delay Forward of a Specified Line for a Specified Time. The company may be assigned a mission to delay forward of a specific control measure for a specific period of time. This mission is assigned when the SBCT or battalion must control the enemy's attack and retain specified terrain to achieve some purpose relative to another element, such as setting the conditions for a counterattack, for completion of defensive preparations, or for the movement of other forces or civilians. The focus of this delay mission is clearly on time, terrain, and enemy destruction. It carries a much higher risk for the battalion, with the likelihood of all or part of the unit becoming decisively engaged. The timing of the operation is controlled graphically by a series of phase lines with associated dates and times to define the desired delay-until period.

e.   Culmination of the Delay. Delay missions usually conclude in one of three ways--a defense, a withdrawal, or a counterattack. Planning options should address all three possibilities.

a.   Delay from Subsequent Positions or Phase Lines. This delay technique normally is used when the sector is so wide that available forces cannot occupy more than a single line of positions.

b.   Delay from Alternating Positions. This method of delay may be used when the delaying element has sufficient forces to occupy more than a single line of positions (normally in a narrow sector). The delaying battalion or company arrays one or more of its subordinate elements in the initial delay positions. This first echelon then engages the enemy while the rest of the unit occupies and prepares second-echelon delay positions.

a.   Assisted. The assisting force occupies positions to the rear of the withdrawing unit and prepares to accept control of the situation. It can also assist the withdrawing unit with route reconnaissance, route maintenance, fire support, and CSS. Both forces closely coordinate the withdrawal. After coordination, the withdrawing unit delays to a battle handover line, conducts a passage of lines, and moves to its final destination.

b.   Unassisted. The withdrawing unit establishes routes and develops plans for the withdrawal and then establishes a security force as the rear guard while the main body withdraws. CSS and CS elements normally withdraw first followed by combat forces. To deceive the enemy as to the friendly movement, the SBCT or battalion may establish a detachment left in contact (DLIC) if withdrawing under enemy pressure. As the unit withdraws, the DLIC disengages from the enemy and follows the main body to its final destination.

a.   Preparation. The commander dispatches quartering parties, issues warning orders (WARNOs), and initiates planning. Nonessential vehicles are moved to the rear.

b.   Disengagement. Designated elements begin movement to the rear. They break contact and conduct tactical movement to a designated assembly area or position.

c.   Security. In this phase, a security force protects and assists the other elements as they disengage and or move to their new positions. This is done either by a DLIC, which the unit itself designates in an unassisted withdrawal, or by a security force provided by the higher headquarters in an assisted withdrawal. As necessary, the security force assumes responsibility for the sector, deceives the enemy, and protects the movement of disengaged elements by providing overwatch and suppressive fires. In an assisted withdrawal, the security phase ends when the security force has assumed responsibility for the fight and the withdrawing element has completed its movement. In an unassisted withdrawal, this phase ends when the DLIC completes its disengagement and movement to the rear.

a.   Battalion Withdrawal. In a battalion withdrawal, the DLIC may consist of an element from each company (under leadership of the company XO or a platoon leader), with the battalion S3 as the overall DLIC commander. As an alternative, a company may serve as the DLIC for the rest of the battalion. The company commander has several deployment options. He can reposition elements across the entire battalion frontage. Another option is to position the company to cover only the most dangerous enemy avenue of approach; other avenues into the sector are covered with observation from additional security elements provided by the battalion, such as the reconnaissance platoon.

b.   Company Unassisted Withdrawal. The commander has similar options in an unassisted company withdrawal. He may designate one platoon to execute the DLIC mission for the company, or he can constitute the DLIC using elements from the three rifle platoons and the MGS platoon, with the XO as the DLIC commander. Figure 5-23 illustrates an example of an unassisted withdrawal.