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The Avenger platoon had been in general support of the brigade, but that mission had just changed. The platoon leader took the order to shift to direct support of the left flank battalion as the unit prepared for defense. Both the platoon leader (PL) and the platoon sergeant (PSG) were new to their jobs. The platoon leader looked at the map while the platoon sergeant did a casual check of the teams. Fifteen minutes later, the platoon leader arrived in his new sector, and an hour later he thought he was ready to fight. He had just stepped into the battalion tactical operations center (TOC) when the first enemy aircraft struck the command post (CP) without warning.

Support relationships are not "casual"

Support relationships determine how the Avenger platoon accomplishes a variety of missions. There are four support relationships to define the responsibilities of the supported and the supporting units. Of the four, this article addresses only direct support (DS) and general support (GS). Platoon leaders and platoon sergeants must understand their roles and that of their teams in providing air defense coverage in each support relationship. Observations at the Joint Readiness Training Center (JRTC) consistently point to challenges in the areas of command and control (C2), combat service support (CSS), and force protection as they apply under each support relationship.

C2 is not a blind bingo game

FM 44-44, Avenger Platoon, Section, and Squad Operations, defines command and control as the exercise of authority over assigned forces to accomplish a mission. The platoon leader must consider personnel, equipment, and procedures in planning, directing, coordinating, and controlling those elements to achieve the mission. Proper C2 allows for effective engagement of hostile aircraft and protects friendly forces. It facilitates the integration of all ADA weapons to blend firepower to achieve mission success.

Observer/controllers (O/Cs) report confusion in ADA C2. Teams do not know who controls them or their support relationship. Often teams end up as close as 100 meters to other teams with the same platoon leader. This confusion takes a toll on the effectiveness of the fire units and on the overall ADA plan. A complete C2 plan can avoid these problems. First, the platoon leader must understand responsibilities in either a DS and GS role. In the DS role, the platoon leader is responsible for the command and control of his platoon. He develops the air defense plan in accordance with priorities of protection from the supported commander and the supported unit scheme of maneuver. Then he integrates his plan into the supported unit's operations. The platoon leader should submit his plan to the ADA commander for approval. This ensures the ADA commander that the platoon plan is integrated with the rest of the battery. This improves overall air defense synchronization of firepower. In the GS role, the ADA commander is responsible for the air defense plan based on the supported commander's priorities. The platoon leader retains C2 over the GS platoon based on guidance and priorities set by the ADA battery commander.

Platoon rehearsals and backbriefs can reduce team level confusion over C2. A good rehearsal adds to the success of any mission. It amplifies the platoon plan and helps teams better understand their responsibilities during the mission. It provides for finalizing details, such as team resupply, team reporting channels, casualty evacuation, or other areas of potential confusion.

Air intelligence preparation of the battlefield (IPB) refinement never stops

Often there is a misconception that once the air portion of the IPB is complete, the air threat has been addressed. IPB is an ongoing process to evaluate existing air IPB, develop new air avenues of approach, and synchronize air event templates. Teams aid in this process by battle tracking aircraft and reporting any patterns discovered in enemy flights. After this pattern analysis is complete, the air defense coverage is adjusted to defeat these avenues of approach.

O/Cs note that Avenger platoons sometimes interpret the orientation of their fire units down likely avenues of approach too strictly. This has caused problems in the overall AD design of 360-degree coverage. Often, all fire units end up with fires massed in the same direction.

The platoon leader in a DS role develops the air IPB utilizing mission, enemy, terrain, troops, and time available (METT-T) and observation, concealment, obstacles, key terrain, and avenues of approach (OCOKA). The air IPB is then integrated into the supported unit's S2 ground IPB. The platoon leader articulates to the commander the enemy air threat, characteristics of the aircraft expected, enemy doctrine, and the supported unit's scheme of maneuver. This is used to develop a course of action and then briefed to the supported unit commander. That allows the ground commander to understand and counteract the threat as it applies to his ground effort. In the GS role, the ADA battery commander develops and issues the air IPB. The GS platoon leader then narrows the battery IPB for his platoon's area of operations.

Early warning is for everyone

Early warning alerts ADA fire units and the supported unit to potentially hostile aircraft in the platoon's area of operations. The use of hand-held terminal unit (HTU)/simplified hand-held terminal unit (SHTU) gives teams real-time tracking of aircraft but in order to work it must be oriented and integrated into the team's position. This allows teams to effectively track suspected hostile aircraft. Units with HTU do not exploit the full capabilities of the system, mostly because they do not know what the system can do for them. The HTU can track the status of missiles, .50 cal rounds, operational state of the team and its vehicles, identification friend or foe (IFF), and other mission critical equipment. If loaded, this information automatically transfers in real time to the fire unit superiors. This helps the platoon leader battle track his teams.

If HTU/SHTUs are not operational, early warning has to come via the directed early warning (DEW) net or from the C2 node. This information is time sensitive and should be quickly disseminated. Even a few seconds delay in dissemination can mean a major change of the actual position of the aircraft. The DS platoon leader is responsible for providing ADA fire units and the supported unit with timely early warning. Platoon leaders should adjust TOC operations to accomplish this mission. He should also use local air defense warnings (LADW) to alert the supported unit to an impending air attack.

In the past, some rotational units have adroitly used TOC drills to alert units to incoming aircraft. That is not always the case. Platoon leaders often announce the warnings in the supported unit TOC but fail to follow up. In the rush to defeat enemy air, ADA leaders sometimes forget how critical early warning is to a supported unit. They must impress upon supported unit commanders the importance of early warning combined with passive air defense to protect their unit. In the GS role the platoon leader gets his early warning from the battery CP and the DEW net. He rebroadcasts the warning to the teams. If possible, the teams should also monitor the DEW net. If not, the teams should place the DEW net as a CUE frequency in their radios. This will alert them when there are transmissions on the DEW net.

Poor TOC operations create operational headaches

A smooth TOC operation is key to the success of the platoon. The TOC is the brain for the fight. It receives information, processes it, and disseminates it to all fire units on the battlefield. The platoon leader in the DS role must cultivate a good working relationship with all staff sections within the TOC. This will assist the ADO in contributing to the staff and improve the situational awareness of the fire units. Often fire units on the battlefield lack current information, such as engineer graphics, mine overlays, suspected contaminated areas, and the position of friendly and enemy forces. The supported unit TOC is the main source for such information. The platoon leader should aggressively gather and disseminate this information to the fire units to increase their battlefield survivability.

Situational awareness is a continuous process dependent on cross-talk between teams and the platoon leader. O/Cs note, however, that information flow within the Avenger platoon is often slow or nonexistent. ADA fire units can be an outstanding source of intelligence. Size, activity, location, unit, time, and equipment (SALUTE) and engagement reports from fire units given to the S2 help picture the battlefield for current and future operations. The platoon leader needs to know the operational status of his teams and pass that on to the S3. If the platoon suffers battle losses, the platoon leader has to adjust his AD coverage quickly. He must articulate to the commander his current strength so the commander can make an informed decision.

Avenger platoons also need to increase the cross-talk between teams. A platoon standing operating procedure (SOP), if used, will facilitate the timely flow of this information. Some units use twice-daily platoon and battery conference calls to maintain situational awareness with great success. In the GS role, information flow is the same, but is sent to the battery CP. The GS PL/PSG has to establish a platoon CP centrally located within the platoon area of operations (AO) from where he can effectively command and control his fire units.

Communication is vital to the success of ADA units. Many platoon leaders or platoon sergeants do not use the OE-254 because it is time consuming or not practical. This has caused lost contact with certain teams and, thus, loss of C2. Platoon leaders should develop an SOP of when and how to set OE-254 during mounted or dismounted operations. Guidance for establishing a platoon CP and providing command and control are found in these mission training plans (MTPs): ARTEP 44-117-21-MTP for Avenger, ARTEP 44-117-31-MTP for Stinger, and ARTEP 44-177-14-MTP for BSFV.

To shoot it, you have to have it

To maintain combat effectiveness, the AD platoon must be supplied. Maintaining supplies and ensuring maintenance for the platoon are platoon sergeant responsibilities. The platoon sergeant must use all means to ensure his teams are resupplied for continuous operations. Prior to deployment, Avenger platoons submit logistics packages (LOGPACs) to the task force S4 and support platoon leaders. In the defense, platoon sergeants must anticipate additional Class IV and V requirements for increased survivability. LOGPACs are an efficient way to resupply teams located close to or with an element of the task force.

This means of resupply is seldom used or understood by platoon sergeants because they seldom attend CSS rehearsals prior to combat operations. The DS platoon sergeant must ensure that needed supplies are ordered as part of the supported unit's LOGPAC. Attendance at CSS rehearsals will explain how LOGPAC operations are conducted by the S4 in a tactical environment. This ensures the smooth transaction of all classes of supplies to team level. An air defense representative from the battery's rear command post in the BSA should verify LOGPACs prior to departure. The platoon sergeant meets the LOGPAC upon arrival at the task force combat trains. He ensures that supplies are distributed to the teams. Teams in the DS role are not aggressively acquiring supplies from their supported units. The platoon sergeant needs to ensure teams are linked up and coordinating with the supported unit. Teams can establish a good working relationship with supported units by using company tactical (TAC) SOPs. This makes it easier for the team to acquire supplies and takes a lot of pressure off the platoon sergeant.

Another alternative to resupplying teams is cross-leveling. Cross-leveling allows the platoon sergeant to maintain combat effectiveness by redistributing supplies within the platoon. It is not used as a resupply technique, but as a way to stretch existing supplies. Team leaders need to conduct proper pre-combat inspections (PCIs) and pre-combat checks (PCCs) to ensure that teams have all needed equipment and supplies for operations and to identify any shortages. Platoon sergeants should supervise PCIs and PCCs and follow up with cross-talk and effective battle tracking.

It is imperative that the platoon sergeant circulates to maintain situational awareness of his teams and to improve his battle tracking. Battle tracking provides the platoon leader and platoon sergeant with current information on the platoon's combat strength. Some things that need to be tracked are current team positions, task organization, engagements, current levels of supplies, and mission. The rule of thumb is to track all information that allows the leader to monitor combat effectiveness during all phases of the battle. Battlefield circulation also increases team morale. The platoon sergeant should also take this opportunity to program IFFs, a common problem for many due to time restraints or priorities. The platoon sergeant must have a plan for IFF reprogramming. Ideally, teams should have two IFFs, one with the team and the other with the platoon sergeant. This allows the platoon sergeant to program one IFF and swap it during circulation.

Force protection

Through force protection commanders seek to achieve victory with minimal casualties to their forces and assets. Force protection involves everyone. Air defense assets are high-priority targets (HPT). Therefore, force protection through active and passive air defense is important to the survivability of Stinger and Avenger teams and what they defend. Passive air defense is the easiest way for the team and supported unit to protect against air attack. Yet, teams often do not use natural camouflage or cover at the team position. When occupying a team position, the team commander should use OCOKA to establish the best firing and fighting position possible. He should then camouflage these positions with natural camouflage. Concealing vehicles is a major problem for teams, especially Avengers. Avengers need to tone down their turrets, even in a defilade position. Defilade increases fire unit survivability and should be used whenever possible.

The DS/GS platoon leader must ensure that his fire units are on the engineer survivability plan. The platoon leader must be aggressive in getting this support, rather than assuming his teams will be dug in. Teams do not use alternate positions after engaging aircraft or when their position has been compromised. They stay in the same location for three to four days at a time. Teams should move to their alternate positions after aircraft engagement. A good technique is to rotate the teams between their alternate and primary positions. This keeps the enemy guessing where the air defenses are located.

O/Cs commonly see teams at "red/tight" searching and scanning, while the supported unit conducts operations without knowing that an air attack is imminent or in progress. In the DS role the team commander should set up an air attack warning system to alert the supported unit to the incoming threat. The supported unit should know the battle drill to take after the alert. They can aid the air defense teams by providing combined arms for air defense (CAAD) or seek cover until the threat is terminated or has passed. When teams are not at "red/tight," they tend to get relaxed and forget about local security. They eat chow on top of their foxhole or vehicle in plain view of the enemy, instead of inside the foxhole or by other tactical means. With no local ground support, teams need to keep a constant eye on their surroundings for any enemy activity. This will allot the teams enough reaction time to engage the enemy with direct or indirect fire or to move out of the area.

To DS or GS: What to do is the question

The air defense platoon has many things to consider when operating in the DS or GS role. The platoon sergeant, platoon leader, and team leaders have to know what needs to be done in each role. This requires flexibility, cohesion, and the use of platoon SOPs developed through intensive training at Home Station. JRTC is a great training environment to evaluate a platoon's SOP and make changes as necessary. The key to success for Avenger platoons is to understand and apply employment doctrine under current field manuals (FMs) and technical manuals (Tms).