• Military Menu                       

• Introduction
• Systems
• Facilities
• Agencies
• Industry
• Operations
• Countries
• Hot Documents
• News
• Reports
• Policy
• Budget
• Congress
• Links

• WMD
• Intelligence
• Homeland Security
• Space

CHAPTER 5

BATTLE POSITIONS

by CPT Craig Triscari

---

1. GENERAL. The following issues regarding the unique problems of developing optimum battle positions for light/heavy combined arms teams were observed during a recent focused rotation at JRTC.

Issue 1: The infantry commander has a difficult time arraying tanks on the battlefield.

EXAMPLE: Typically, commanders establish battle positions for the tanks, but do not ensure that the final positioning supports the company and battalion plan. Infantry commanders tend to piecemeal tanks in battle positions.

Discussion: The result of this action was increased vulnerability of armor assets. Infantry company commanders do a good job of positioning their internal crew-served weapons to ensure they are integrated into the overall company plan. A common mistake commanders make is to give the tank platoon leader responsibility for selecting and preparing his defensive position. To compound the error, they never "check back" on the suitability of the final positions.

The infantry commander must realize that one tank provides him the equivalent of an infantry platoon's firepower. The positioning of these assets should be as detailed as positioning the organic crew-served weapons in the company. The commander must be able to mass and shift combat power faster than the attacker. To achieve this superiority with tanks, he has to understand the fundamentals of fighting with tanks. A tank platoon trains and conducts battle drills with the wing man concept in mind. Tanks work together as infantrymen work--as a team; they provide mutual support and protection for each other. Frequently, commanders consider tanks as an individual fighting machine. This results in the individual positioning of tanks to provide fires in an infantry platoon engagement area. Develop your defense so that the company/battalion/brigade is postured to go on the offensive. This means to position your tanks so they can operate as a section or platoon and provide support to the light infantry.

TTP:

• The planning for the employment of a tank platoon should include potential displacement routes, additional positions, and counterattack contingencies.

• Give the tank platoon leader the responsibility of positioning his sections, then ensure his plan supports the overall company mission.

• Depending on the armor threat and terrain, commanders should plan to fight tanks as a section or platoon. A single tank does not fight alone.

• Commanders should consider placing tank sections in infantry platoon battle positions so the tanks are secured from dismounted attacks.

Figure 5-1

Issue 2: When fighting in battle positions, light infantry commanders tend to be more linear and centralized. Little consideration is given to conducting an in-depth defense using battle positions because the command and control of direct and indirect fires is difficult.

Discussion: In close terrain where infantry prefers to operate, it is difficult to achieve mutual support between platoon battle positions and tanks. It is equally as difficult for the commander to find a position where he has a view of his entire sector. As a result, the commander chooses to fight a linear defense because it is easier to control his assets. Although defending in depth is viable against armor, it is vulnerable to infantry attack or combined arms actions directed against individual positions.

TTP: Infantry company commanders should use the mobility and firepower of attached tank platoons to provide additional depth in their defense. The addition of armor to the company defense enhances battle position development tenfold.

2. PLANNING. The commander has to develop a plan for tank engagement criteria, fire pattern, disengagement criteria, routes to supplementary positions, TRPs, dead space, and displacement. He must determine if using depth with tanks and infantry will give him more of an advantage over the enemy than using a linear defense. The commander must figure out how to get all of his forces into a fight.

EXAMPLE: If the commander fights a linear defense, he must not fight in fixed positions unless the enemy goes exactly were he wants...and he stays in his engagement area until the enemy is dead. Since this may be too much to ask of the enemy, it means the commander must possess the flexibility and agility to move his armor and infantry forces to mass fires. Armor elements permit the commander to maneuver in the defense quicker than with light infantry alone.

Issue 3: Infantry commanders waste critical engineer assets digging in tanks because the commander picks a position on the forward slope.

Discussion: Infantry company commanders often require tank platoons to dig in. Doing so greatly increases tank survivability. This requirement also allows less time for those critical engineer assets to build obstacles and survivability positions for others. Digging assets should be used to dig obstacles to support the unit plan. Conduct a detailed analysis to determine where tanks can use the reverse slope of hills. Using the reverse slope whenever possible reduces the demand on scarce engineer digging assets and enhances tank survivability as they move to alternate and supplementary positions.

Figure 5-2

TTP: Use existing terrain for tank positions. Reinforce what is already there.

---

Chapter 4: MOUT Operations
Chapter 6: Counter-Reconnaissance