Military

(1) Surprise delays his reactions, stresses his command and control, and induces psychological shock in soldiers and leaders. This may allow an attacker to succeed with fewer forces than he might otherwise require.

(2) The rifle company's ability to attack during limited visibility, to operate in small units, and to infiltrate, are often key to achieving surprise. The company must exploit the effect of surprise on the enemy before he can recover.

(1) Properly exploited, speed confuses and immobilizes the defender until the attack becomes unstoppable. It is built into operations through careful planning.

(2) The rifle company increases its speed in the attack by using simple plans, decentralized control, and mission orders. Speed of movement depends on reconnaissance, reducing the soldiers' loads, using proper movement formations and techniques, and selecting good routes. Speed in planning results from effective SOPS, capable leaders, and the proper use of time.

(1) Because the attacker is often moving across terrain the enemy has prepared, he may be exposing himself to the enemy's fires. By concentrating overwhelming combat power, he can reduce both the effectiveness of the enemy fires and the amount of time he is exposed to these fires.

(2) The challenge for the CO is to concentrate combat power while reducing the enemy's ability to do the same against his unit. Actions that cause the enemy to shift combat potential away from the decisive point result in a greater advantage in combat power there.

(1) The commander must expect uncertainties and be ready to exploit opportunities. The flexibility required often depends on the amount of reliable intelligence on the enemy.

(2) The CO builds flexibility into his plan during his estimate. By conducting a thorough war-game process, he develops a full appreciation for possible enemy actions. A reserve increases the CO's flexibility.

(1) Audacious commanders throughout history have used the "indirect approach". They maneuver to maintain a position of advantage over the enemy, seek to attack the enemy on the flank or rear, and exploit success at once, even if this briefly exposes flanks.

(2) Boldness and calculated risk have always been the keystones of successful offensive operations. They must, however, be consistent with the higher commander's mission and intent.

(1) Reconnaissance is done to obtain information about the enemy or the terrain. The company's reconnaissance is focused on collecting information that is critical to the attack. These requirements may be directed by the battalion or the CO.

(2) Security is the use of protective measures to prevent enemy observation or fires on the company. All platoons/sections are responsible for their own local security. They may also be given specific security tasks as part of the company R&S plan.

(3) Companies, platoons, and squads conduct patrols, establish OPs, and move using appropriate movement formations and techniques to accomplish both reconnaissance and security tasks. Commanders and subordinates must clearly understand what they are to accomplish. In some cases, they will only observe and report; while in others, they will also be required to fight.

(1) The main attack accomplishes the mission. A platoon is the main attack for a company if the platoon's attack will accomplish the company mission.

(2) A platoon supporting attack helps the main attack succeed. Supporting attacks are used to suppress, deceive, fix or isolate enemy units; to seize terrain that is key to the company's mission; or to protect the main attack from enemy counterattacks. A follow and support force is also a supporting attack. It is a committed force, not a reserve, that is assigned specific missions in support of the main attack. These may include: destroy by-passed units/positions; reduce obstacles; secure lines of communications; secure key areas/facilities; provide EPW search teams, demolition teams, first-aid and litter teams; and ammunition resupply.

(3) The main effort is the focus of combat power at any given time during the attack. Both the main attack and main effort are mechanisms for concentrating and coordinating combat power, but they are not synonymous. For example, the company concept for seizing an enemy strongpoint has 1st Platoon supporting by fire (a supporting attack), 2d Platoon conducting a breach and seizing a foothold (a supporting attack), and 3d Platoon seizing the decisive point on the strongpoint (the enemy CP). The 3d Platoon has the decisive action that accomplishes the company's mission. They are the main attack throughout the operation; however, 3d Platoon's success depends on 2d Platoon's success. When 2d Platoon is conducting the breach, this is the most critical action; they should be designated the initial main effort (Figure 4-1). 1st Platoon initially supports 2d Platoon's breach, but upon commitment of 3d Platoon, they support the main attack.

(1) The reserve is committed at a decisive point in the battle to ensure success of the mission or to capitalize on opportunities generated by the successful attack. Reserves must be readily available; they provide flexibility to the plan. When a designated reserve is not possible, the CO provides flexibility by other means such as be-prepared missions or additional security/reconnaissance tasks for committed platoons. Control measures that support rapid issuance of FRAGOs also provide flexibility to the plan.

(2) A unit held in reserve is not committed to a specific mission. The reserve leader is given planning guidance. For example: "In priority, be prepared to continue the main attack; be prepared to begin a movement to contact immediately after the main attack succeeds to maintain contact with the enemy; be prepared to block a counterattack along avenue of approach 2, coming from the west to prevent disruption of the main attack." The leader prepares for each mission in this order. These be-prepared missions may not be required to accomplish the companies mission. The reserve leader should also be given the criteria the CO will use to initiate each be-prepared mission.

(3) The size of the reserve and the headquarters that controls it depends upon the commander's estimate of the situation. Usually, the more vague the enemy situation, the larger the reserve. If a company is the main attack and the battalion has a reserve, then a small reserve or none at all may be designated. However, if the company is a supporting attack, a large reserve may be needed. When the reserve does not include a platoon headquarters, the XO or 1SG may be the reserve leader. The leaders of the reserve must understand their be-prepared missions; they must keep up with the current situation; and they must keep their unit ready for action on short notice.

(1) Penetration is used when enemy flanks are not assailable and when time does not permit some other form of maneuver. Its purpose is to rupture enemy defenses on a narrow front and thereby create both assailable flanks and access to the enemy's rear (Figure 4-2).

(2) The rifle company normally conducts a penetration as part of a larger force. Penetration may be tried at one or several points, depending on the forces available. However, a company will usually focus combat power at one breach point.

(1) Envelopment avoids the enemy's front where his forces are more protected and his fires more easily concentrated. Instead, while fixing the defender's attention forward by supporting attacks, the attacker maneuvers his main effort to. strike at his flanks and rear. Flank attacks are a variant of the envelopment in which access to the enemy's flank and rear results from the enemy's movement (Figure 4-3).

(2) Successful envelopment requires discovery or creation of an assailable flank. In meeting engagements and counterattacks, this may actually be the flank of the enemy force. In less fluid conditions, it may be a gap or weak point in the enemy's defense.

(1) The turning movement is a type of envelopment in which the attacker attempts to avoid the defense entirely. Instead, he seeks to secure key terrain deep in the enemy rear and along his lines of communication. Faced with a major threat to his rear, the enemy is thus "turned" out of his defensive positions and forced to attack rearward.

(2) For a turning movement to be successful, the unit trying to turn the enemy must attack something that the enemy will fight to save. For some, it is their supply routes; for others, it may be artillery emplacements or a headquarters. In addition to attacking a decisive target, the turning unit must be strong enough to pose a real threat to the enemy (Figure 4-4). A company will never be able to turn a corps, but it may turn a battalion.

(1) A frontal attack strikes the enemy across a wide front and over the most direct approaches. For deliberate attacks, it is the least desirable form of maneuver since it exposes the attacker to the concentrated fire of the defender while at the same time limiting the effectiveness of the attacker's own fires.

(2) As the simplest form of maneuver, however, the frontal attack is useful for overwhelming weak defenses, security outposts, or disorganized enemy forces. It is often the best form of maneuver for an attack or meeting engagement in which speed and simplicity are key.

(1) Infiltration is a means of reaching the enemy's rear without fighting through prepared defenses (figure 4-5). It is the covert movement of all or part of the attacking force through enemy lines to a favorable position in their rear. The infiltrating unit avoids detection and engagement.

(2) Infantry companies are well suited for infiltrations. Their lack of protection and small signature when moving also make infiltrations an effective form of maneuver.

(1) Patrol. Find gaps/weak areas in the enemy defense and locate enemy positions.

(2) Prepare. Conduct troop-leading procedures.

(3) Infiltrate. Avoid enemy contact; move by smallest units possible.

(4) Consolidate. Link up and prepare for actions at the objective.

(5) Execute. Complete the mission.

(1) If the company uses a single company lane, the CO picks a route through it and an ORP (Figure 4-6). If multiple lanes are used, the CO assigns each platoon a lane and a start time, picks linkup points for the platoons, and picks a company ORP. The platoon leaders pick the routes through their lanes.

(2) In making his decision whether to use single or multiple lanes, the CO considers several things. Moving as a company on a single lane--

• May get the company to the ORP faster.
• Makes control easier.
• Makes navigation easier.
• Increases the chance of the entire company being detected.
• Provides greater combat potential if detected.

(3) Moving on multiple lanes (Figure 4-7) or by platoons on one lane--

• Requires linkups.
• Makes control harder.
• May make navigation more difficult.
• Decreases the chance of the entire company being detected. However, if detected there is less combat potential available.

(1) Routes should be reconnoitered without alerting the enemy. This may be possible by map reconnaissance only; however, consider using guides or marking the routes.

(2) Rally points may be selected based on a map reconnaissance; others are selected as the company moves along the route. If the infiltrating company is dispersed by enemy action, it rallies at the last rally point passed that is not within enemy small-arms range or impact area. The assembled unit then waits until a set number of units (soldiers) arrive at the rally point, or for a specified time, before continuing the mission. The senior man at the rally point should, in the absence of the CO, take charge and decide bow to best continue the mission.

(3) Locate the ORP as close to the objective as possible without being detected or losing security. It should be large enough so that the company can deploy in it. It should be secured before it is occupied.

(1) Radio listening silence should be enforced, except when it is necessary to report the progress of the unit or when a unit detected by the enemy needs supporting fire.

(2) Radio messages to report crossing of phase lines or checkpoints (if required) should bebrief one code word. They may be transmitted without using call signs to identify units, providing each unit has separate code words.

(3) When required, units operating out of radio contact (because of terrain or distances) can be required to monitor or send codes only at a certain time. At these times, they move to terrain or set up expedient antennas so they can communicate.

(1) The CO must understand the battalion commander's concept and what freedom of action the company has to engage the enemy. At times, the company must engage and destroy all enemy within their capabilities. In other cases, the company is expected to locate, follow, and report small, enemy units to allow the battalion to concentrate and destroy these forces.

(2) The CO must focus the platoons/squads on the likely enemy locations. He assigns missions IAW the battalion commander's concept. Possible tasks include a zone or area reconnaissance, an ambush, or a surveillance. The small-unit leaders must know what actions to take when they locate the enemy without being detected or if detected. The platoon that is most likely to make contact is normally designated the main effort.

(1) The size of the area of operations is considered in relation to how much time is available to search the area. When allocating terrain, the CO must consider how the platoons will conduct the reconnaissance, how to provide security, and how to provide control.

(2) The CO must consider how the duration of the mission effects the company's ability to conduct CONOPS. If the mission will continue for days or longer, the CO must develop a concept that allows his subordinates to maintain combat effectiveness. The concept must address the use of patrol bases and limited visibility operations. The CO must ensure that the concept provides sufficient rest to maintain his soldiers' stealth, alertness, and security. The duration of the mission will also effect the soldier's load. The longer the mission is expected to last, the heavier the soldiers' loads may get to reduce the need for resupply.

(3) The soldier's load has a tremendous impact on a search-and-attack mission. The ability to move with stealth and security while close to the enemy is hindered by heavy loads. But, resupply operations may also hinder the company's operation and allow the enemy to locate the unit by following or observing the resupply vehicles.

(4) The size of the enemy units that the company is likely to make contact with will assist the CO in determining the risk to the company. The CO must also consider the enemy's capabilities and likely COA. The specific enemy weapons capabilities are key to understanding the threat. The CO must consider these as he develops his concept to ensure the security of his company even when conducting decentralized operations. The CO may direct specific force protection restraints such as no patrols smaller than a squad, or platoons must be able to consolidate within 20 minutes, or platoons will depart their patrol bases NLT 60 minutes prior to BMNT.

(1) Normally, platoons will not receive a mission with the vague requirement to search and attack. The CO must be more specific in stating his concept. His concept must also address the likely actions to destroy the enemy once they are located. Specific taskings may include route, area, and zone reconnaissance or surveillance tasks. Platoons may also be tasked to conduct ambushes or to be prepared to conduct an attack to destroy enemy forces; to provide security for another force, such as the CP or the mortar section; or to act as the company reserve.

(2) During limited visibility, reconnaissance is more difficult and potentially more dangerous. If a unit makes contact with the enemy in the dark, a hasty attack is very risky. Reconnaissance is also less effective in the dark because the unit covers less area and is unable to detect many signs of enemy activity. Although observation is reduced during limited visibility, the unit may be more likely to detect the enemy by sight or smell. Route and small-area reconnaissance tasks are more effective for limited visibility.

(3) Ambushes are also very effective tasks during limited visibility. The enemy may avoid daylight movements if aware of the company's presence in the AO. Ambushes should be set up on the enemy's likely routes or near their water and or food sources. Patrol bases should integrate ambushes and OPS (with thermal sights, NVDS, and PEWS) into their security plans. These tasks support the seizure and maintenance of the initiative.

(1) Achieve surprise. Locate the enemy without being detected. This allows more time to plan and coordinate the attack. Once detected, speed and violence in the assault may also achieve surprise, but this will rarely be true against a prepared enemy defense.

(2) Limit the enemy's freedom of action. Fix the enemy in position. Block his routes of escape with indirect fires and or maneuver forces. Suppress his weapons systems, obscure his vision, and disrupt his command and control. Reconnaissance is continuous; leaders at every echelon are seeking out the enemy's dispositions, strengths, and weaknesses. Initially, these actions are directed toward supporting an attack by the lowest echelon. At some point, the leader of this unit must determine if he is able to achieve fire superiority and also conduct the assault. If it is determined that the unit in contact has insufficient combat power to complete the destruction of the enemy, the leader focuses on fixing the enemy and reconnoitering to support the attack by the next higher echelon.

(3) Maintain Security. While attempting to take these actions against the enemy--the enemy is attempting to do the same. Do not assume the enemy that has been identified is alone; there maybe mutually supporting positions or units. The planned envelopment or flank attack of one enemy position may be moving through the kill zone of another unit. Or this maneuver may expose the flank of the assault force to fires from undetected positions.

(4) Concentrate combat power. Once contact is made, the plan must support the rapid concentration of combat power to FLX and or destroy the enemy. Leaders at each echelon plan to destroy the enemy within their capabilities. The combat potential of small units may be increased by ensuring each has the ability to request fire support.

(1) The company may enter the area or zone by moving as a company (Figure 4-9) and then splitting up, by air assault, or by infiltrating squads and platoons (Figure 4-10).

(2) Movement with in the area or through the zone of attack may be conducted by the entire company or by individual platoons. Figure 4-11 shows a concept sketch for a search and attack conducted without a company linkup.

(3) The CO must decide where the company CP will be. It may collocate with the main effort platoon, or it may position itself in a central location where it can communicate with and move quickly to each platoon's location. A technique to support CONOPS is to rotate a reserve platoon each day to provide security for the CP and the company mortars. Each platoon spends only 48 hours actively searching for the enemy and then rotates into the reserve role. This should prevent a serious degradation in effectiveness due to sleep loss.

(4) Company mortars must be located where they have security and can support the platoons. The CO may collocate them with the company CP. The movement of their ammunition is the most difficult challenge. The CO may direct the reserve platoon to carry the ammunition to the next firing position. Another option is to establish company ORPs or patrol bases and place the mortars at these locations. The mortar ammunition can then be carried by the entire company; the soldiers drop off the rounds before moving out to the platoon areas. However, the entire company must return to this location before continuing the operation through the zone.

(5) The threat of enemy armor and the soldier's load are two primary considerations for employing the antiarmor assets. If there is an armored threat, then the CO must decide where to position the Dragons. If the platoons re likely to encounter enemy armor, they need to have the Dragon and or 90-mm recoilless rifles with them. In very close terrain, the AT4/LAW may be more effective than the Dragon. The company antiarmor assets normally will be attached to the platoons. If the threat does not require antiarmor weapons, the CO may still use some thermal sights for observation, and the personnel can augment the company mortar section/platoon. The resupply of batteries and cooling bottles must be considered.

(6) Contingency plans may include actions in case one platoon becomes decisively engaged or in case the company receives a new mission. All units should routinely report possible LZ/PZ locations, mortar firing positions, any sign of recent enemy activity, and any sightings of civilians in the area.

(1) To protect the battalion from a surprise attack by providing early warning of enemy positions and obstacles.

(2) To assist the forward movement of the battalion by removing obstacles or finding routes around them.

(3) To destroy enemy forces (within its capability).

(4) To rapidly develop the situation once contact is made.

(1) The CO selects the movement technique and formation based on the likelihood of enemy contact and the speed of movement desired by the battalion commander. Bounding overmatch provides the best security; but, traveling overmatch is faster. If traveling overwatch is used by the company, the lead platoon may use bounding overmatch for added security.

(2) The CO must retain the freedom to maneuver his platoons and weapons. He analyzes the terrain, anticipates where he might make contact, and plans Fires on those locations. He should avoid terrain, such as draws, ravines, narrow trails, and steep slopes that will restrict maneuver.

(1) Return fire, deploy, and report. When contact is made. the platoon in contact returns fire at once and takes cover. If the enemy is unaware, the platoon making contact reports and deploys to prevent detection. The maneuver to a position of advantage by this platoon (or other units) should maintain the element of surprise until preparation for the hasty attack is completed. If detected, or once the decision is made to initiate the hasty attack, the platoon leader attempts to fight through, destroying the enemy with the resources that are immediately available. His FO should begin calling for fire. He then reports to the CO and develops the situation. The overmatch element immediately fires at the enemy position. Trail platoons that are not able to fire takes cover and wait for orders.

(2) The squad/platoon that initially received direct fire immediately executes the attack drill (FM 7-8). The intent is to rapidly seize the initiative at the lowest echelon possible with aggressive small-unit actions. This unit attempts to achieve fire superiority to fix or suppress the enemy with the resources that are immediately available. His unit then executes a flank attack directly against an identified enemy weakness. If this is not possible, the unit in contact develops the situation to identify the enemy's flanks, any covered and concealed routes around the enemy position, possible supporting positions (both friendly and enemy), and any protective obstacles that the enemy has constructed. 'This information is quickly reported to the CO.

(3) Upon receipt of this information, the CO determines the proper action to be taken. He (or the XO) also reports the situation to battalion. The CO may conduct or direct his units to conduct additional reconnaissance. The company FSO should be requesting/coordinating indirect rates to support the company's maneuver.

(1) The battalion commander's concept and taskings for the company may focus the company on a very specific decisive point and time. This is most likely when the company is the battalion main effort.

(2) For example, the company may be tasked to conduct the main attack for the battalion's attack. In this case, the company decisive point will be somewhere in the vicinity of the objective (key terrain, a critical enemy position, or the enemy CP), and the CO's concept will seek to generate maximum combat power here to accomplish his mission.

(3) Often, particularly in the offense, there are a series of critical actions that must be accomplished for the company to complete its mission. For instance, the reconnaissance must locate the enemy's position and identify his defensive scheme to identify possible weak points at which to conduct the breach. Then the breach element must successfully breach the enemy's obstacles to allow the assault element to maneuver onto the objective. And finally, the assault element must achieve success at the decisive point.

(4) In developing the concept, the CO identifies these critical actions and the potentially decisive locations and times when they must be accomplished. The subordinate unit tasked to accomplish these actions is designated the main effort and supported by the remainder of the company. The subordinate unit that is assigned the final critical action, the decisive action that accomplishes the company's mission, is designated the main attack.

(5) The CO must identify these critical actions and decide when to shift the main effort. His concept must support the quick success of each. Proper planning and execution results in a synchronized operation that rapidly concentrates combat power at a series of potentially decisive points. The cumulative effect on the enemy is a rapid loss of combat potential and the inability to react to the main attack at the decisive point.

(1) The main attack's purpose is often the purpose from the company's mission statement. At times, the company's purpose must be modified slightly to be appropriate for the main attack platoon. When modified, it must be clear that success by the main attack results in success for the company.

(2) The supporting effort's purposes are selected by determining what must be achieved to support the success of the main effort. Examples of supporting effort purposes include; to allow the main effort to maneuver on the objective, to allow the breach element to breach obstacles, to prevent surprise on the main body, or to prevent the enemy from reacting to the assault.

(3) The CO uses the offensive framework to assist him in developing his concept. Although the focus is on the decisive action by the main attack in the objective area; supporting attacks, reconnaissance and security requirements, and the need for a reserve must also be addressed.

(1) When linked with the purpose, a clearly defined, attainable, and decisive mission statement is assigned. The mission should clearly focus the subordinate unit on the terrain, the enemy, or a friendly unit.

(2) Position the main and supporting attacks to concentrate combat power at the decisive point. Identify reconnaissance and security requirements. Consider the need for a reserve or other means to provide flexibility.

(1) The CO allocates resources to the main effort first and then to the supporting efforts. Normally, the CO will not task-organize below squad level or specific weapons or equipment. At times, particularly when under strength, the CO may have to task-organize below squad level.

(2) The size of these organizations may range from a squad to a reinforced platoon. If there are insufficient resources to ensure each of the supporting effort missions is attainable, the task may be modified. For example, the original mission may have been to guard the flank of the main effort to prevent his envelopment; it may now be changed to a screen task. If required the purpose may also be changed. In this case, it might be changed to provide early warning and prevent surprise of the main effort. Or if the original task was to block, a delay task may be attainable and still achieve the desired results.

(1) All platoon/section leaders should be used fully. If additional leaders are required, the XO, ISG, company FSO, and other company leaders are used.

(2) When no senior leader is available, the senior squad leader maybe the unit leader. Or if the company has a one squad reserve, it may be led by its assigned squad leader.

(1) Time events and use control measures (axis, boundaries, DOA, assault positions, support positions, objectives...) to synchronize subordinate actions without stifling initiative.

(2) Certain control measures may be required to provide additional safety for the unit. These may include fire control measures, procedures, or special signals or markings to ensure understanding.

(1) Completing the movement plan. This should address the movement of the entire unit from its present location(s) through its eventual consolidation. Likely COAs for exploitation should also be considered. Routes, order of movement, timings, and the requirements for security and control must also be considered and addressed as appropriate.

(2) Completing the reconnaissance and security plan. The R&S requirements at the objective may be complete, but the CO must consider these requirements throughout the mission. What are the security requirements during movement, in the ORP, during consolidation? The company's reconnaissance effort must be focused on the decisive action, but it may also include reconnaissance of all routes, danger areas, key terrain, or other locations that may be critical to the mission. The CO then prioritizes these requirements and tasks units to accomplish them.

(3) Completing the fire plan. The CO plans both direct and indirect fires in the detail required by the situation. The fire planning must address all phases of the attack to include the approach into the objective area, the actions on the objective, any contingency missions, and the consolidation plan. At times, the situation may require less planning at company level and more at the platoon level. Platoon leaders routinely coordinate their fire plans.

(4) Developing the CSS plan. The CO must plan for casualty evacuation, resupply, and movement of rucksacks/other equipment. The CO also plans for the supplies and equipment needed to support the attack and subsequent operations. He always considers the impact of soldier's load on the mission and normally provides additional instructions to ensure the soldiers carry only what is required. He may also plan for transportation of the items normally maintained in the battalion trains so he can maintain the momentum of the attack or prepare a defense against an enemy counterattack.

(5) Planning likely contingencies. The CO must plan ahead for any possibilities, such as his actions in the event of detection during an infiltration or in the event of an increased threat of chemical attack by the enemy.

(1) The amount of control required will vary based on the situation. As in any operation, the minimum essential control measures should be used. Control is provided by the units' relationship to the main attack. This method of control has the best chance of being effective once the fight begins.

(2) Synchronization is also provided through the relationships to the main attack. If the support element clearly understands the commander's intent for their fires, they are more likely to provide effective support then if the CO attempts to establish a detailed time schedule. They can move, initiate fire, or lift or shift fires based on the actions of the main effort. In a similar manner, the reserve can move and or reposition based upon the actions of the main effort.

(1) In the clock method, the CO divides the objective into hour segments like a clock (Figure 4-14). Twelve o'clock is either a compass heading or the direction of the enemy. He then assigns each platoon a sector by hour segments.

(2) In the terrain feature method, the CO gives each platoon two easily identifiable terrain features as the right and left limits of its sector/BP (Figure 4-15).

(1) If the mortars can support the attack from their present location or from a position near the LD, this would reduce the ammunition transportation problem. Or they may be able to support from the ORP. Advantages from this location are that although the ammunition had to be carried forward, it did not require extra movement to get it to the firing position, and the personnel securing the ORP would also provide security for the mortars. disadvantages include, the ORP location may be compromised due to the mortar firing, and the mortars will probably have to fire by using an FDC instead of in the direct lay or direct alignment mode.

(2) Another option is to collocate the mortars with the support element. This requires extra movement of the ammunition, but the control and security of the mortars is better from this location. It is also more likely that they can employ direct lay since the support position has line of sight to the objective.

(1) The reconnaissance may be done many different ways. An effective technique is to task-organize a reconnaissance patrol with leaders from the assault, support, and breach elements. There should be sufficient personnel to establish surveillance on the objective and to secure the ORP. The reconnaissance patrol either returns to the company's location or meets the company at a designated linkup point and guides them into the ORP. At times, the scout platoon or other battalion assets may be tasked to conduct reconnaissance in support of the company's mission.

(2) After the CO develops his concept, he often task-organizes his unit into a breach element, a support element, an assault element, and possibly a reserve. The reserve is normally under his control and is positioned where it can best exploit the success of the attack or can increase combat power as necessary. The reserve should not be so close that it loses flexibility during the assault. The reserve leader must know where he will locate throughout the attack.

(3) The breach force is usually formed around an infantry unit. Engineers, if available, are part of the breaching element. Any mechanical or explosive breaching assets are also attached to this element. The breach force makes the initial breach and passes the assault element through. It may have to organize its own assault element (to secure the breach), support element (to provide close-in suppression), and breach element (to actually breach the obstacles).

(4) The support element is organized to provide supporting (indirect/direct) fires to the breach element initially, then to the assault element. The support element may consist of infantry squads, the 60-mm mortar section, antiarmor section, machine gun teams, and M203 gunners. Their primary responsibility is to suppress the enemy that can engage the breach element, and to isolate the breach site from enemy reinforcement.

(5) The assault element is usually one or two infantry platoons, depending on the enemy situation (number of personnel, level of preparation and complexity of fortifications), and the size and composition of the breach and the support elements. Often, a small assault element supported by a large volume of accurate suppressive fires is effective in clearing the objective. The assault element may also be required to breach enemy obstacles on the objective.

(6) The CO determines the best task organization for the entire mission. It should be simple and maintain unit integrity whenever possible. At times, the company will move to the ORP task-organized as usual (no cross attachments); change task organization in the ORP for the conduct of the assault, and then modify this task organization to consolidate in defensive positions on the objective.

(1) The movement from the assembly area to the LD is timed so the movement to and across the LD is continuous. The lead element of the company starts crossing the LD at the attack time specified in the battalion OPORD. Before the company's movement, a patrol may be sent to reconnoiter and mark the route and check the time it takes to move to the LD.

(2) The support element may precede the assault, and the breach elements to the LD in order to be in an overmatch position ready to fire when they cross the LD. Mortars are moved forward to a firing position near the LD to allow maximum coverage of the objective area.

(3) The CO avoids stopping in the attack position, but if they are ahead of schedule or told to hold in the attack position, the occupy the attack position post security, and wait until it is time to move or until told to move.

(4) During movement from the LD to the assault position, the company makes the best use of cover, concealment, smoke, and supporting fire. The antiarmor section can overmatch from positions that best support the advance of the company. As the company advances, the antiarmor section leader displaces to ensure continuous support.

(5) If the company is hit by indirect fire en route, it moves quickly out of the impact area. If it meets enemy resistance short of the objective, it returns fire at once. The leader of the platoon in contact has his FO call for and adjust indirect fire on the enemy. Depending on the place and type of resistance and the company plan, the platoon may be ordered to bypass an enemy position that cannot affect the mission. The locations of all bypassed enemy are reported to the CO who, in turn, reports them to the battalion.

(6) If an enemy position cannot be bypassed, the leader of the platoon in contact and the CO must take prompt and aggressive action. The platoon leader attempts to conduct the platoon attack drill and destroy the enemy position. The CO quickly conducts an estimate of the situation and issues FRAGOs as needed to carry out his plan. He should not commit platoons piecemeal. He coordinates actions and fires so the company will attack the enemy with its full combat power. The CO should maneuver to assault the flank or rear of the enemy position. When the enemy is destroyed/suppressed, the company continues toward its objective.

(7) Obstacles along the route are either bypassed or breached. The CO must decide the best way to overcome the obstacle without losing momentum. The battalion commander is told of obstacles that may affect units following the company. Engineers are positioned forward to provide a rapid assessment of the obstacle.

(8) If a support element (from the company) is to be used, it should be positioned before the company's assault element reaches the assault position. The support element initiates its fire on the objective on order or at a specified time. Supporting indirect fires are synchronized to impact at the same time.

(1) The company may begin the isolation during the leader's reconnaissance by positioning security elements to prevent enemy movement into or out of the objective area. The CO must ensure that these units understand what actions to take. They may initially just observe and report until the company is deployed for the assault. At a designated time or signal, they begin active measures to isolate the objective.

(2) Once the isolation of the objective area is complete, the CO focuses on isolation at the breach point or point of attack. This isolation is to prevent enemy reinforcement at the breach site and also to suppress enemy weapons and positions that have observation of the breach site. The support element is assigned the main responsibility for this isolation.

(3) The CO masses all available combat power at the initial penetration or breach point. He uses indirect fires to suppress/obscure adjacent enemy positions and isolate them from the breach site.

(1) Preparations. Whenever a unit is conducting a breach, it must be prepared to execute the following steps:

(2) Planning. In planning the breach operation, the following should be considered:

(1) The assault element must reduce the enemy position as quickly as possible. If the assault element can, capture or destroy the enemy command and control facilities or other key positions/weapons, the enemy may surrender or abandon the position. If there is key terrain, this may be the decisive point for the assault element. (Figure 4-19).

(2) Once an assault starts, the company maneuvers aggressively to allow the enemy less time to react. The CO monitors the situation. He adjusts the plan to exploit a weakness found during the attack. If a situation develops that is beyond the capability of his company, he notifies the battalion commander. He may have to hold his position until other companies can maneuver to support him.

(3) In moving from their assault positions, platoons advance in the formation most suitable to the terrain and situation. When the assault element must move through a narrow lane in the obstacles, they maintain dispersion and assault through the lane by fire teams; signals should be coordinated to support this. The CO moves where he can best control his platoons and supporting fire. Indirect fire and the direct fires of the support element are shifted or lifted when they endanger the advancing soldiers.

(4) The assaulting soldiers clear enemy positions, secure and search prisoners, and move quickly across the objective. When they reach the far side, they take up hasty righting positions and continue to fire at the withdrawing enemy. When the objective is secured, the fire element, mortars, TOWS, and trains are called forward.

Once the objective is seized, the company reorganizes and consolidates if required. The CO decides if he can exploit his success IAW his commander's concept to support the main effort.

(1) Feints and other deceptions may be more effective. (This is true for the enemy also. False positions/other deceptive measures may be more effective.)

(2) If a small element can infiltrate the enemy position, it can be extremely effective in supporting the main attack. Or it may covertly breach obstacles or neutralize key positions/weapons to allow the main attack to quickly seize a foothold.

(3) It may be possible to actually infiltrate the main attack inside the enemy's positions and then fight from the inside to the outside. In this case, the unit inside the position may be able to occupy defensive positions and force the enemy to attack him.

(1) The infantry company normally conducts nonilluminated attacks to exploit its technological and training advantage. However, illumination is normally planned for every attack at night so that it is readily available if the enemy detects the attack and uses illumination, or if he possesses NVDS. Illumination may also be effective after the objective is secure to support the reorganization and consolidation, particularly the casualty evacuation.

(2) The infantry company conducts illuminated night attacks like a daylight attack. Illumination is available from artillery, mortars, M203s, and hand-fired and aircraft flares. Permission to fire illumination is often retained by battalion because the light may affect adjacent unit operations also. The illumination rounds may be fired to impact on the ground, providing both light and markings on the objective to orient on. They may also be placed behind the objective and in the air causing the enemy to be silhouetted. Once illumination is begun, it should be continued until the objective is secured. Sufficient ammunition must be available.

(3) Nonilluminated, nonsupported attacks offer the best chance of gaining surprise. There are several techniques for conducting these types of attacks. For highly trained units possessing modern NVDS, they are conducted like daylight attacks. For infantry units that do not have NVDS, a linear assault is one technique (Paragraph 4-19j). Another option is to infiltrate close to the enemy and then assault under illumination.

(4) Illuminated, supported attacks are almost like daylight attacks. These may be most effective when speed is essential, when there is limited time for reconnaissance, or when the enemy is weak/disorganized. When conducting these types of attacks, the attacking unit still attempts to use stealth and the concealment of limited visibility to gain surprise. Then they initiate illumination/fires to support the assault. For the H-series units, this maybe the preferred option.

(1) The reconnaissance plan should also establish surveillance on the objective in case the enemy repositions units/weapons or prepares additional obstacles. Surveillance/security elements should also secure critical locations such as assault and support positions, the LD/PLD, and key routes and RPs to protect the company from enemy ambushes/spoiling attacks. These security forces may become part of the isolation element during the attack.

(2) When reconnaissance is not successful due to lack of time, failure to identify critical aspects of the enemy's position, detection by the enemy, or any other reason, the commander should request a delay in the attack time to allow for further reconnaissance. If this is not possible, an illuminated/supported attack should be considered. A night attack with marginal information of the enemy's defense is very risky and difficult to conduct successfully.

(1) Avoid developing a concept that requires the company to fight for each enemy fighting position. Just as in a daylight attack, a decisive point must be identified and combat power focused at this location. Once the decisive action is accomplished, the plan must also address any remaining enemy. If required by the higher commander's concept or for an effective consolidation, all enemy may have to be cleared from the objective area.

(2) A smaller assault element maneuvering on the objective is also easier to control and less likely to suffer casualties from either friendly or enemy fires. The assault element must have clear signals to ensure control of all supporting fires, both direct and indirect.

(3) If a nonilluminated attack was planned but illumination is fired during execution due to detection by the enemy or the use of illumination by an adjacent unit, the concept should be flexible to allow adjustments to a daylight attack. This is a major problem for a unit that planned to conduct a modified linear assault attack and is forced to conduct an illuminated attack. A contingency plan that reorients this attack similar to a daylight attack should be prepared and issued. Every soldier should know under what conditions this plan is executed. In some cases (when already deployed through the PLD and advancing on the enemy for example), the company may have no choice but to continue the attack as planned or attempt to disengage.

(1) Using tracer fire.

(2) Marking with luminous tape or chemical lights.

(3) Assigning weapon control restrictions to reduce the risk to the assault element. These may include:

• The platoon on the right in the assault might be given weapons free to the right flank, because there are no friendly soldiers there, but weapons tight or hold on the left because another friendly unit is located there.
• Only shotguns and pistols will be used by the assault element.
• No automatic weapons fire by the assault element on the objective. This ensures that all automatic weapons are enemy.

(4) Using the following other techniques to increase control during the assault:

• Not allowing flares, grenades, or smoke on the objective.
• Only allowing certain personnel with NVDs to engage targets on the objectives.
• A magnetic azimuth for maintaining direction.
• Mortor or artillery rounds to orient attacking units.
• The use of guides
• Reduced intervals between soldiers and units.

(1) Indirect fire is hard to adjust when visibility is poor. If doubt exists as to the exact friendly locations, indirect fire is directed at enemy positions beyond the objective, and then walked onto the objective. Illuminating rounds ,fired to burn on the ground, can be used to mark objectives. This helps the company orient on the objective but also may adversely affect NVDs.

(2) Smoke is planned to further reduce the enemy's visibility, particularly if he has night vision devices. The smoke is laid close to or on enemy positions so as to not restrict friendly movement or hinder the breaching of obstacles. Employing smoke on the objective during the assault may make it hard for assaulting soldiers to find fighting positions. If sufficient thermal sights are available, using smoke on the objective may provide a decisive advantage for a well-trained unit.

(3) Illumination is always planned for attacks to be conducted in limited visibility. That gives the commander the option of calling for it. The battalion commander normally controls illumination, but may authorize the CO to call for it, when needed. If the commander decides to use illumination, it should not be called for until the assault is initiated or the attack is detected. It should be placed several locations over a wide area to confuse the enemy as to the exact place of the attack. It should also be placed beyond the objective to help assaulting soldiers see and fire, at withdrawing or counterattacking enemy soldiers.

(4) Illumination may also be required if the enemy uses illumination to disrupt the effectiveness of the company's NVDs. Once used, illumination must be continuous because attacking soldiers will have temporarily lost their normal night vision. Any break in illumination may also reduce the effectiveness of suppressive fire when the attackers need it most. Care must be taken to ensure that the squad and platoon leaders do not use hand flares before the commander has decided to illuminate the objective.

(5) Thermal sights (TOW/Dragon) may be employed strictly for observation if there are no targets for these weapons to engage. Positioned outside the objective area, these sights can provide critical current information. These sights may also be used to assist the support element in controlling their fires or to provide the assault element reports of enemy movements on the objective.

(6) When limited NVDs are available, they must be prioritized and employed at the most critical locations. These may be with the key soldiers in the breach element, key leaders in the assault element, other members of the assault element, and key leaders/weapons in the support element.

(1) Guides are used to lead trains and support elements forward to their positions.

(2) The consolidation plan should be as simple as possible. Avoid change in task organization.

(3) Locating and evacuating casualties and EPWs takes longer. They must have to be moved to the rear of the objective and kept there until visibility improves.

(4) Platoon positions are closer together to ease control and to improve mutual support. Position distances are adjusted a visibility improves.

(1) In the true linear assault, the company would deploy through their respective squad release points and the entire company conducts a linear assault across the objective (Figure 4-21). This technique normally modified to reduce the vulnerability of the assault element. This technique may be modified in number of ways depending on the situation.

(2) The modified linear assault also simplifies the control of supporting fires from outside the objective By establishing support positions perpendicular to the direction of assault, the supporting fires can be employed next to the assault element and then shifted in front of them as they advance.

(3) The linear formation during the assault is also the biggest weakness with this technique. If the enemy is in well prepared defensive positions, the linear formation ensures at least part of the assault element attacks through the enemy's kill zones. Also, assaulting using this technique makes it very difficult for the leader to concentrate combat power against an identified enemy weakness. Finally, if the enemy has NVD's or the assault element runs into unidentified obstacles after employing at the PLD, fire superiority may not be achieved and the assault will rapidly come to a halt. This may result in the majority of the company being decisively engaged in the enemy killing ground.

(4) Although there are significant difficulties with this technique, it remains a viable technique for the units without NVDs to attack during limited visibility. It is most effective against a weak or disorganized enemy. If the enemy has NVDs or a well-prepared defense with protective obstacles, this technique should not be used. An illuminated, supported attack conducted as a daylight attack may be the most effective option in this situation.

(5) Before attacking in this manner, the company should secure the PLD and provide guides for the company from the LD to the PLD. Each platoon provides personnel to secure their portion of the PLD and to guide the platoon from the platoon RP.

(6) These soldiers are briefed on the routes from the LD to the platoon RP, actions on enemy contact, time of departure, and other information needed by the patrol units to conduct their mission.

(7) This element moves forward to the platoon RP. They then move forward to reconnoiter and or mark the platoon routes, secure their respective parts of the PLD, and observe the objective. The platoon guides come back to the platoon RP to guide their platoons to the squad RP and to the PLD.

(8) Once the company crosses the LD, movement to the PLD is continuous. They move slowly to maintain stealth. Platoons are released at the platoon RP so they can deploy before reaching the PLD. Once their units are deployed, the platoon leaders and the support element leader notify the CO. When the company is fully deployed, the CO informs the battalion commander. On the battalion commander's order, the company moves silently forward from the PLD. The platoons guide on the base platoon.

(9) Wire is a means of maintaining communications during the attack for those units with the equipment and wire available (H-series units). The wire net should link the squad leaders, platoon leaders, and the company commander. If possible, a security patrol should lay the wire before the attack. If not, the wire can be laid as the company moves. This allows the company to use wire communications throughout the movement. The laying of wire before an attack could cause the attack to be discovered by the enemy if the wire is not properly hidden, or if it is laid too far in advance.

(10) When the attack is discovered, or on the CO's order, the support element opens fire. On order or when discovered, the platoons assault. Scattered enemy fire must not be taken as a loss of surprise, and it should not be cause to start the assault. Leaders must recognize that this technique for conducting a limited visibility attack results in a linear assault. To be successful, the assault must achieve surprise and rapidly overwhelm the defender. If the initial assault fails, it will be difficult to regain control.

(11) Soldiers assault aggressively using individual movement techniques to maneuver. The support element must quickly gain fire superiority with a heavy volume of fire. Tracers are used to improve accuracy, to control fires, and to allow the assault element to see where its supporting fires are impacting. The FOs call for indirect fire around and beyond the objective to disrupt enemy reinforcement. As the assault closes on the objective, fires are shifted beyond the limit of advance or lifted entirely. Soldiers must not go beyond the limit of advance.

(12) If the enemy discovers the attack before the company reaches the PLD, the CO may--

• Call for planned, supporting fire to suppress the enemy.
• Call for illumination (if authorized by the battalion commander) to ease control and movement.
• Continue as if it were a daylight attack by modifying the attack plan to a daylight attack.

(1) The CO must make sure he understands the timing of the feint in relation to the main attack. He also considers what he must do if his feint achieves more success than expected. This may result from an unexpected enemy weakness or because the enemy commander fails to react to this attack. In either case, the battalion commander may decide to shift his main effort to support this unexpected success.

(2) The CO also must make sure that this attack is conducted aggressively. This will help achieve the desired reaction by the enemy and also reduce friendly casualties. If the company loses its momentum while under effective fire by the enemy force, the company must either establish a hasty defense or disengage. Either of these actions may result in needless casualties.