Military reference books and manuals (2009-2023, Volume 5)

ANA 7-10.2 Infantry TACSOP

d. Check serial numbers on sensitive items at least twice daily. Report status to the

platoon leader/platoon sergeant at 0600 and 1800 hours daily.

e. Ensure soldiers perform maintenance on all equipment

f. Mark dismount points for all command posts and assembly areas.

g. Ensure soldiers ground guide all vehicles within 500 meters of sleeping area.

h. Ensure sleep areas have at least one person awake as a guard at all times.

i. Maintain communications with higher at all times..

4. Leaders ensure that soldiers comply with the following rules of engagement:

a. First and foremost, ensure there is no doubt from anybody that you and your unit

are in charge at all times regardless of the current enemy situation.

b. Protect people, livestock, crops, trees and water from unnecessary harm.

c. Respect areas of worship, shrines, religious articles and clergy.

d. Respect local customs and traditions.

e. Treat all people with dignity and respect..

f. Adhere strictly to the Law of Land Warfare.

g Treat all captured and surrendered personnel as prisoners of war IAW Law of Land

Warfare.

h. Do not steal, take, seize, commandeer, appropriate or liberate private, public or

military property.

i. Do not vandalize or unnecessarily damage private or public property.

j. Do not harm or mistreat captured enemy soldiers, civilian detainees,

noncombatants, civilians, medical personnel, chaplains or noncombatant enemy

soldiers

CARD 510 - PRE-COMBAT INSPECTION

ITEM

NO GO

INDIVIDUAL

PRESCRIBED UNIFORM

ANA 7-10.2 Infantry TACSOP

FIRST AID PACKET COMPLETE

CANTEEN FULL

INDIVIDUAL WEAPON W/ MAGAZINES

INDIVIDUAL WEAPON (CLEAN & OILED)

FLASHLIGHT W/ BATTERIES

HELMET WITH CAMOUFLAGE COVER AND BAND

BRIEFED ON CURRENT MISSION/SITUATION

LEADERS

LEADERS BOOK

TACSOP

MAP W/ CURRENT OVERLAY

CURRENT SOI

WATCH

BINOCULARS

NIGHT VISION DEVICE

COMPASS

MEDEVAC CARD (9 LINE MEDEVAC CALL)

VEHICLES

EQUIPMENT STORED IAW LOAD PLAN

TOPPED OFF W/ FUEL

WATER CANS FULL

OVM STORED ACCORDING TO LOAD PLAN

FIRST AID KIT COMPLETE

POL PACKAGE PRODUCTS

CAMOUFLAGE NETS AND SUPPORTS

CHEM LIGHTS

COMMUNICATIONS EQUIPMENT

RADIOS

OPERATIONAL

SECURELY MOUNTED

PROPER FREQUENCIES SET

ANTENNAS TIED DOWN

CONNECTORS CLEAN

TELEPHONE PRESENT W/ BATTERIES

WIRE AND REELING EQUIPMENT

CREW SERVED WEAPONS SYSTEM

CLEAN

SPARE BARRELS if issued

ANA 7-10.2 Infantry TACSOP

(3)

Platoon formations. METT-TC will determine where crew-served

weapons move in the formation. They normally move with the platoon

leader so he can quickly establish a base of fire.

(a) Column. Primary platoon formation—used unless METT-TC dictates

otherwise.

(b) Platoon line, squads on line. Used when the platoon leader wants all

soldiers on line for maximum firepower forward. Used when the enemy

situation is known.

want everyone forward, but wants to be prepared for contact such as near

the objective.

(d) Platoon Vee. Used when enemy situation is vague, but contact is

expected to the front.

(e) Platoon wedge. Used when enemy situation is vague and contact is not

expected.

Figure 9. Platoon Column

ANA 7-10.2 Infantry TACSOP

b. Movement Techniques. Leaders choose a movement technique based on their

mission analysis of METT-TC and likelihood of enemy contact.

(1)

Traveling. Used when contact is not likely and speed is important.

(2)

Traveling overwatch. Used when contact is possible but speed is

important.

(3)

Bounding overwatch. Used when contact is likely or imminent and speed

is not important.

c. Foot Marches. When moving along a road in a relatively secure area, the platoon

will move with one file on each side of the road. Fire teams are not split up. There

will be 3 to 5 meters between soldiers and 25 to 50 meters between platoons.

(1)

The normal rate of march for an 8-hour march is 4 kmph. The interval and

rate of march depend on the length of the march, time allowed, likelihood

of enemy contact (ground, air, or artillery), terrain and weather, condition

of the soldiers, and the weight of the soldiers’ load.

(2)

A 15-minute rest will be conducted at the end of the first 45 minutes of a

road march. During this halt, the medic and squad leaders will check the soldiers’ feet and

report the physical condition of the soldiers to the platoon leader and platoon sergeant.

Thereafter, a 10-minute rest is conducted every 50 minutes.

Figure 14. Squad Traveling Formation

ANA 7-10.2 Infantry TACSOP

Card 600 - OPERATIONS

1. OFFENSE. The platoon leader receives the mission from the company commander.

a. Preparation.

(1)

The platoon leader conducts a mission analysis (see operations section).

(2)

The platoon leader issues a warning order.

(3)

The platoon members concurrently perform readiness, maintenance, and

functional checks under the supervision of their leaders. The chain of

command checks weapons, communications equipment, and any special

equipment.

(4)

Weapons will be test fired if the situation permits.

(5)

The platoon leader makes his tentative plan.

(6)

The platoon initiates movement as required—quartering party, selected

elements, or the entire platoon.

(7)

The platoon conducts required reconnaissance—determines location,

strength, disposition, and activity of the enemy, and accurate information

on the terrain (OCOKA).

(8)

Based on METT-TC considerations, intelligence from the reconnaissance,

and other sources, the platoon leader completes the plan. If time is

available, he always gives a brief back to the commander before issuing

the order.

(9)

The platoon leader issues his order to his subordinates providing them

with adequate time to develop their plans, brief the soldiers, and conduct

rehearsals.

(10)

The platoon sergeant (PSG) requests combat service support (CSS)

assets.

(11)

The platoon leader or responsible representative coordinates with higher,

supporting, and adjacent units:

• Fire plans.

• Scheme of maneuver.

• Current intelligence.

• Control measures.

• Communications and signals.

• Time schedules.

• Support requirements.

(12)

The platoon leader supervises mission preparation. Subordinate leaders

conduct brief backs of the plan to ensure his intent is understood. Key

platoon actions are rehearsed as time permits. Certain rehearsals should

take place before the OPORD (wise use of time). First priority for

rehearsals is actions on the objective.

(13)

The platoon leader plans for sustainment of combat operations.

(a)

Platoon leader, platoon sergeant, squad leaders determine

ammunition requirements and other supply needs.

(b)

Platoon leader issues guidance on soldier’s load and ensures loads

are distributed equally. The combat load includes the fighting load and

approach march load. The sustainment load includes the equipment

required for sustained operations and is stored by the battalion at the

brigade support area (BSA) and brought forward as needed.

(c)

Platoon leader and platoon sergeant determine the transportation

needed to support the operation and request it.

ANA 7-10.2 Infantry TACSOP

(d)

Platoon sergeant coordinates with the lSG, supply sergeant, and XO

for support. He distributes supplies according to the plan.

(e)

Platoon leader establishes and enforces a rest plan for all platoon

members, particularly for key personnel.

(14) Platoon continues to conduct reconnaissance during operation.

(15) The platoon leader monitors the actions of higher, adjacent, and

supporting units.

(16) The platoon leader issues orders or modifies original plan as needed.

(17) The platoon headquarters reports combat critical information to higher,

adjacent, and supporting units:

• SALUTE on enemy contact.

• Terrain information.

• Changes in platoon actions from the plan.

• Changes in the friendly situation (including attachments).

• Initiation of action by the platoon.

• CS or CSS requests required to execute tasks.

• Friendly information from other units that higher headquarters cannot

monitor.

b. Execution. The two types of attacks are hasty and deliberate.

(1)

Hasty attack. When the platoon or squad makes unexpected contact with

the enemy, the platoon or squad executes the battle drill.

• Deploy.

• Establish a base of fire.

• Find the enemy flank, gap, or weak point.

• Suppress the enemy.

• Attack through the flank, gap, or weak point.

• Report to the commander.

(2)

Deliberate attack. A planned attack against the enemy.

(a)

The platoon leader organizes the platoon for the attack—assault

element and support element.

(b)

The platoon positions for the assault.

• The platoon leader, PSG, or squad leader reconnoiter the

tentative support position, establish local security, ensure the

position provides observation of the objective and overwatch for the

assault element.

• The support element moves by a covered and concealed route

into the support position. The support element occupies the support

position. The platoon sergeant and squad leaders assign covered

and concealed positions, sectors of fire, and necessary fire control

measures. The enemy positions are located. All weapons are

oriented along sectors of fire toward the enemy positions.

• The support element overwatches the assault element’s

movement. The support element maintains continuous

communications with the assault element. If possible, the support

element maintains observation of the assault element and its route.

The support element ensures the assault element’s route does not

cross into the support positions’ sectors of fire. The support element

alerts the platoon leader of any movement on the objective or

change in the enemy situation.

• The support element suppresses the objective with direct or

indirect fires.

ANA 7-10.2 Infantry TACSOP

• The platoon leader leads the assault element into the last

covered and concealed position before the objective.

• The assault element uses smoke, if available, to cover its

movement. The assault element ensures it does not move into the

support element’s sector of fire.

• The platoon leader or FO calls for preparatory indirect fire on

the objective.

• The platoon leader ensures all elements are in position before

beginning the assault.

(c)

The platoon performs the assault.

• The platoon leader signals to lift or shift the suppressive fires of

the support element. (Primary signal is FM radio; alternate signal is

visual.)

• The support element lifts or shifts fires and continues to observe

the objective.

• The assault element begins to deliver suppressive fire on the

objective once the support element shifts fire. The assault element

assaults the objective from the flank, a gap, or a known weakness.

The assault element fights through the objective using available

cover and concealment, appropriate movement techniques, and

appropriate battle drills.

• On order, the support element moves onto the objective and

clears the objective of any remaining enemy.

(d)

The platoon consolidates, and then reorganizes. (Many events that

occur during consolidation and reorganization will be concurrent.)

c. Consolidation.

(1)

The platoon occupies a hasty fighting position and prepares for

counterattack.

(a) The platoon leader assigns the squad sectors of fire.

(b) The squad leaders assign positions and sectors of fire.

(2)

The platoon leader positions OPs to provide security and early warning.

d. Reorganization.

(1)

The platoon leader reestablishes the chain of command and fills key

positions:

• PSG, squad leaders, and team leaders.

• Machine gunners.

• RPG gunners.

• Radio telephone operators (RTOs).

• GP-30 gunners.

(2)

The platoon leader establishes communications with the company

commander, adjacent units, and battalion FSO.

(3)

Leaders redistribute ammunition and equipment.

(a) The squad leaders give the ACE report to the platoon leader.

(b) The platoon leader reports the status to higher headquarters and

requests any required resupply.

squads as necessary.

(4)

The platoon evacuates casualties. The platoon handles all EPWs IAW the

five S’s. The platoon evacuates all KIA.

ANA 7-10.2 Infantry TACSOP

2. DEFENSE. The platoon leader receives the operations order from the company

commander.

a. Preparation of the Defense.

(1)

The platoon leader performs a mission analysis and issues a warning

order to the platoon.

(2)

Platoon members begin performing readiness, maintenance, and functions

checks on all assigned weapons and equipment.

(3)

The platoon leader makes an estimate of the situation and a tentative

plan.

(4)

The platoon leader and squad leaders conduct a leader’s reconnaissance.

They check for past or present enemy activity. They determine the

enemy’s most probable course of action. They confirm or adjust the

tentative plan.

• Squad positions.

• Key weapons positions.

• CP and OP locations.

(5)

The platoon sergeant does an initial inspection of all the platoon’s

weapons and assigned equipment.

(6)

The platoon leader completes the plan and issues the platoon operations

order.

(7)

The platoon sergeant ensures the platoon has a basic load of Class I, IV,

V, and VIII.

(8)

The platoon sergeant requests additional Class I, IV, V, and VIII to be

brought forward to the platoon battle position.

(9)

All platoon members camouflage themselves and their equipment.

(10)

The platoon leader conducts adjacent unit coordination.

(11)

The platoon test fires all assigned weapons.

(12)

The platoon leader conducts the final inspection.

(13)

The platoon conducts rehearsals. The most critical tasks are rehearsed

first. Movement to alternate and subsequent positions is rehearsed. When

possible, a full-force rehearsal is conducted. If the platoon is designated

as a reserve, it rehearses those actions as stated in the OPORD. As a

minimum, brief back rehearsals are conducted with key leaders.

(14)

The platoon begins movement to the platoon battle position.

b. Execution.

(1)

The platoon stops at the last covered and concealed position before the

platoon battle position.

(2)

The platoon leader and squad leaders move forward to the battle position.

They ensure there has been no change to the enemy situation. They clear

the area and establish local security.

(3)

The platoon leader assigns squad battle positions and sectors of fire and

positioning of key weapons systems.

(4)

The platoon leader returns to the platoon and leads them to the platoon

battle position. The squad leaders guide their squads into their squad

battle positions. The squad leaders assign temporary positions and

sectors of fire.

(5)

The platoon leader coordinates for indirect fire.

(6)

The platoon begins executing priorities of work.

(a) Establish security. As a minimum, each squad has one OP forward of

its position during preparation of the defense.

(b) Position key weapons. The platoon leader positions the platoon’s key

weapons and assigns them sectors of fire.

ANA 7-10.2 Infantry TACSOP

(c)

Position squads. The platoon leader verities each squad’s position

and assigns the squad a sector of fire. The squad leader assigns

individual fighting positions and sectors of fire.

(d)

Establish communications. As minimum, the platoon establishes a

“hot loop” wire net.

(e)

Coordinate with adjacent units. Each squad coordinates with the

squad on its left ensuring all sectors of fire are interlocking and all

dead space is covered by indirect fire.

(f)

Clear fields of fire. Each position clears its sectors of fire.

(g)

Prepare squad sector sketches. The squad leaders prepare an

original and one copy of the sector sketch. The original remains in

the squad CP, and the copy is turned in to the platoon leader. As a

minimum, the squad sector sketch includes-

• Key terrain within the squad sector.

• Each individual fighting position and its primary and

secondary sectors of fire.

• Key weapons positions and their primary sector of

fire, secondary sector of fire, and any fire control measures.

• All CP and OP locations.

• All dead space within the squad sector.

• Any obstacles within the squad sector.

(h)

Prepare platoon sector sketch. The platoon leader prepares an

original and one copy of the sector sketch. The original remains in

the platoon CP, and the copy is turned in to the company

commander. As a minimum, the platoon sector sketch includes-

• Squad positions and sectors of fire.

• Key weapons positions and their sectors of fire and fire control

measures.

• CPs, OPs, and patrol routes.

• Platoon maximum engagement lines.

• All dead space within the platoon sector.

• All obstacles within the platoon sector.

• Any TRPs or FPFs within the platoon sector.

(i)

Prepare fighting positions.

(j)

Emplace obstacles. Prepare IAW the company or battalion obstacle

plan.

(k)

Establish fire control measures. Establish and mark all required fire

control measures.

(l)

Assign alternate and supplementary battle positions. The platoon

leader assigns each squad and key weapons system an alternate

and a supplementary battle position.

(m) Improve fighting positions.

(n)

Prepare alternate and supplementary positions.

(o)

Establish a rest plan.

(7)

The platoon conducts a rehearsal.

(a)

Movement from primary positions to alternate and supplementary position.

(b)

Initial engagements at trigger lines and TRPs.

(c)

Casualty evacuation.

(d)

Any planned counterattacks.

(8)

The platoon sergeant stockpiles additional Class I, V, and VIII.

(9)

If time allows, communications trenches are dug between positions and

CPs.

ANA 7-10.2 Infantry TACSOP

(10) As time allows, the platoon’s positions are continually improved.

c. React to Indirect Fire.

(1)

When in defensive positions, soldiers seek the protection of their fighting

positions. (Fighting positions require a minimum of 18 inches of overhead

cover to provide protection from artillery rounds impacting nearby.)

(2)

While moving or halted in unprotected positions, soldiers immediately

assume prone positions. After the initial incoming rounds impact, the

platoon leader determines the extent of the impact area (its length and

width) and the nearest edge out of it (still heading roughly in the direction

of travel, if possible). Then, he gives the direction and distance to move

out of the impact area (for example, “Two o’clock, two hundred meters,

follow me”).

(3)

Leaders report and continue the mission.

d. Consolidation.

(1)

The platoon leader adjusts squad positions, if required, and reassigns

sectors of fire. The squad leaders and team leaders adjust positions to

cover assigned sectors of fire. The platoon leader adjusts crew-served

weapons to cover most dangerous avenues of approach.

(2)

The platoon leader positions OPs to provide security and early warning.

e. Reorganization.

(1)

The platoon reestablishes the chain of command and fills key positions:

(a) Platoon leader, platoon sergeant, squad leaders, and team leaders.

(b) Key weapons: machine guns, GP-30s, antiarmor.

(2)

The platoon establishes communications with the company commander,

the adjacent units, the battalion FSO, and the squads.

(3)

Leaders redistribute ammunition and equipment. The platoon leader

receives ACE report from squad leaders. The platoon leader reports the

status to the company commander and requests any supplies that are

required. The platoon sergeant redistributes ammunition and equipment

among the squads.

(4)

The platoon evacuates casualties, handles all enemy prisoners of war

(EPWs) in accordance with (IAW) the five S’s, and evacuates KIA.

(5)

The platoon repairs fighting positions as required.

ANA 7-10.2 Infantry TACSOP

Card 610 - ASSEMBLY AREA PROCEDURES

When directed to occupy an assembly area, the platoon leader designates a quartering

party. Each squad will provide two men for the quartering party. The platoon sergeant or

selected NCO will be in charge of the quartering party.

1. The quartering party reconnoiters the assembly area to ensure no enemy are present

and to establish initial security.

2. The quartering party determines initial positions for all platoon elements.

3. The quartering party provides security by forcing enemy reconnaissance personnel to

withdraw and providing early warning of an enemy attack.

4. As the platoon clears the release point, quartering party members, waiting in covered

and concealed positions, move out and guide the platoon to its initial position without

halting.

5. The platoon establishes and maintains local security. The platoon leader assigns each

squad a sector of the perimeter to ensure mutual support and to cover all gaps by

observation and fire. The platoon leader designates OPs and squad leaders select OP

personnel. OPs have communications with the platoon CP. OPs warn the platoon of

enemy approach before the platoon is attacked.

6. The platoon leader establishes a priority of work, to include-

a. Positioning of crew-served weapons and designating PDF, FPL, and FPFs.

b. Constructing individual and crew-served fighting positions.

c. Setting up wire communications between the squads and the platoon CP. (Radio

silence is observed by the platoon.)

d. Camouflaging positions.

e. Clearing fields of fire.

f. Distributing ammunition, rations, water, supplies, and equipment.

g. Conducting preventative maintenance checks and services on weapons and

equipment.

h. Inspection platoon members and equipment.

i. Rehearsing critical aspects of the upcoming mission.

j. Test firing small-arms weapons (if the tactical situation permits).

k. Conducting personal hygiene and field sanitation.

l. Instituting a rest plan.

m. Completing the work priorities as time permits.

7. The platoon leader conducts adjacent unit coordination. The platoon leader assigns

security patrols, if applicable. The platoon leader establishes responsibility for overlapping

enemy avenues of approach between adjacent squads and platoons. The leaders ensure

there are no gaps between elements. The platoon leader exchanges information on OP

locations and signals. The platoon leader coordinates local counterattacks.

8. The platoon leader forwards a copy of the sector sketch to the company.

ANA 7-10.2 Infantry TACSOP

Card 620 - FIRE SUPPORT

1. TARGETING. During mission planning, the platoon leader makes adjustments to the

company’s indirect fire support plan. Possible targets include-

a. Known or suspected enemy locations not targeted by higher.

b. Dead space not covered by organic weapons.

c. Gaps between adjacent units not targeted by higher.

d. Likely mounted and dismounted avenues of approach and withdrawal.

e. Key terrain or obstacles not targeted by higher.

2. FORWARD OBSERVER.

a. Duties and Responsibilities.

(1)

The FO is the platoon’s link to the battalion fire support system.

(2)

He assists the platoon leader in developing a platoon fire support plan that

supports the platoon scheme of maneuver.

(3)

He advises the platoon leader on the capabilities, limitations, and effects

of the various types of available munitions.

(4)

He continually updates the battalion FSO on his position and situation.

ensuring the platoon is able to receive responsive fire support.

(5)

He submits targets into the battalion fire support system and updates them

as necessary throughout the mission.

b. Positioning. The position of the FO always depends on METT-TC. Generally, he

moves as a member of the platoon headquarters. On rare occasions, the FO might

be separated from the platoon leader. The FO must be readily available to the

platoon leader, maintain communication with the battalion FSO, and be able to

observe the battlefield.

3. FIRE SUPPORT IN THE OFFENSE.

a. Targets are planned in front of and on the objective to support the platoon’s

approach, deployment, and assault during the attack.

b. Targets are planned beyond the objective to support the platoons consolidation

and reorganization after the attack.

c. Targets are planned on all known or suspected enemy positions.

d. Targets are planned on likely enemy withdrawal and counterattack routes.

e. Targets are planned on key terrain features throughout the platoon area of

operations.

f. Smoke is planned to obscure the platoon’s movement through or across danger

areas.

4. FIRE SUPPORT IN THE DEFENSE.

a. Targets are planned on all known or suspected enemy positions.

b. Targets are planned along likely enemy avenues of approach.

c. Targets are planned in front of, on top of, and behind the platoon battle position.

d. An FPF is planned along the enemy’s most dangerous avenue of approach.

e. Smoke is planned to screen the platoon’s withdrawal to alternate or supplementary

positions.

f. Illumination is planned BEHIND THE ENEMY. This exposes the enemy without

exposing the platoon.

5. INDIRECT FIRE CONTROL.

ANA 7-10.2 Infantry TACSOP

a. Before the start of any operation, the platoon leader ensures the FO knows the

following:

(1)

Target locations and descriptions.

(2)

The effects required or purpose of the target.

(3)

The priority of targets.

(4)

Target engagement criteria.

(5)

The method of engagement and control for the target.

(6)

The location of all TRPs, trigger lines, and any other fire control measure

used by the platoon leader.

6. CALL FOR FIRE. A call for fire is a message prepared by an observer. It has all the

information needed to deliver indirect fires on the target. Any soldier in the platoon can

request indirect fire support by use of the call for fire. Calls for fire must include-

a. Observer identification and warning order: adjust fire, fire for effect, suppress,

immediate suppression (target identification).

b. Target location methods: grid, polar, shift from a known point.

c. Target description. A brief description of the target using the acronym SNAP is

given: Size/shape, Nature/nomenclature, Activity, and Protective/posture.

ANA 7-10.2 Infantry TACSOP

Card 630 - FIRE CONTROL AND DISTRIBUTION

1. FIRE CONTROL.

a. Fire control measures.

(1)

Graphic measures.

(a)

Boundaries or sectors. Divide areas of tactical responsibility between

units.

(b)

Battle positions. Defensive position oriented along likely enemy

avenues of approach.

(c)

Engagement areas. The area in which the leader intends to destroy

the enemy.

(d)

TRPs. TRPs are used to reference enemy locations. They can be

man made or natural. TRPs must be easily identifiable.

(e)

Maximum engagement lines. Imaginary line which identifies the point

where a particular weapon system is engaging at its maximum

effective range.

(f)

Trigger lines. An imaginary line where once the enemy crosses,

friendly units can engage. Trigger Lines can be oriented to terrain,

obstacles, TRPs, or maximum engagement lines.

(g)

Phase lines. Imaginary line placed along identifiable terrain which is

used to control movement or coordinate fires.

(h)

Final protective fire. A preplanned barrier of both direct and indirect

fire designed to prevent or disrupt the enemy assault.

(2)

Rules of engagement. Rules of engagement are directives issued by

military or political authorities that specify circumstances under which the

platoon will initiate or continue combat operations. Rules of engagement

will generally be issued with the company operations order. Ensure

everyone understands ROE.

(3)

Engagement priorities. Targets appear in random order at different times

and locations throughout the battlefield. Engagement priorities allow the

leader to designate which target he wants destroyed first. Engagement

priorities are usually done by weapons systems.

(a)

Antiarmor weapons systems. The platoon antiarmor weapons

engage targets in the following priority:

• Most threatening armor.

• Armor in primary sector.

• Armor in secondary sector.

• Unarmored command and control vehicles.

(b)

Platoon machine guns. Machine gunners should always attempt to

engage at their maximum effective range and should strive for

grazing fire. Machine guns have the following target priority:

• The FPF, if directed.

• The most dangerous or threatening target.

• Groups of dismounted infantry in primary sector.

• Enemy crew-served weapons.

• Groups of dismounted infantry in secondary sector.

• Unarmored command and control vehicles.

(c)

GP-30s. The grenadiers are used to cover the platoon’s dead space.

The target priority for GP-30s is-

• The most dangerous or threatening target.

ANA 7-10.2 Infantry TACSOP

• Light-armored vehicles.

• Groups of three or more in primary sector.

• Groups of three or more in secondary sector.

b. Fire Commands. Leaders use fire commands to direct the fires of the unit. A

subsequent fire command adjusts or changes information given in the initial fire

command. Only the elements that change are given. Fire is terminated by the

command or signal for CEASE FIRE, END OF MISSION. A fire command has the

following six parts.

(1)

Alert. The leader can alert the soldiers by name or unit designation, by

some type of visual or sound signal, by personal contact, or by any other

practical way.

(2)

Direction. The leader tells the soldiers the general direction or pinpoint

location of the target.

(3)

Description. The leader describes the target briefly but accurately. The

formation of enemy soldiers is always given.

(4)

Range. The leader tells the soldiers the range to the target in meters.

(5)

Method of fire. The leader tells the soldiers which weapons to fire. He can

also tell the type and amount of ammunition to fire, and the rate of fire.

(6)

Command to fire. The leader tells soldiers when to fire. He can use an

oral command, a sound or a visual signal. When he wants to control the

exact moment of fire, he says AT MY COMMAND (then pauses until ready

to commence firing). When he wants to start firing upon completion of the

fire command, he just says FIRE.

c. Fire Control During Limited Visibility. During limited visibility, leaders ensure

that the platoon’s fires are controlled. To do this, they can use aiming stakes,

T&Es for all machine guns, illumination, TRPs.

2. FIRE DISTRIBUTION. The two methods of fire distribution are point fire and area fire.

a. Point Fire. The platoon’s fires are directed at one target. The platoon leader

accomplishes this by marking the desired target with tracer fire or by GP-30 fire.

b. Area Fire. The platoon’s fires cover an area from left to right and in depth. The

platoon leader accomplishes this four ways.

(1)

Frontal fire. Frontal fire is used when the enemy is moving perpendicular

to the platoon’s direction of fire. Each squad engages the targets to their

immediate front. As targets are destroyed, fires are shifted toward the

center of the enemy.

(2)

Cross fire. Cross fire is used when the enemy is moving perpendicular to

the platoon's direction of fire and terrain does not allow frontal fire. It is

also used when the enemy is moving oblique to the platoon’s direction of

fire. When using cross fire, squads engage targets from left to right or from

right to left depending on their location.

(3)

Depth fire. Depth fire is used when the enemy is moving parallel to the

platoon's direction of fire. Squads engage targets from front to rear or from

rear to front. As targets are destroyed, fires are shifted toward the center

of the enemy.

(4)

Combination. Depending on the METT-TC, the platoon may use any

combination of the above techniques.

ANA 7-10.2 Infantry TACSOP

CARD 700 - OPERATIONAL SECURITY

1. COVER AND CONCEALMENT.

a. Camouflage. All soldiers use camouflage paint to cover exposed skin. The outline

of an individual is broken using vegetation, burlap, or any other available means.

Fighting positions are camouflaged using all exposed dirt to breakup the outline of

a position. The position is checked from the enemy’s view. Equipment is

camouflaged using vegetation to break up the outline of the equipment and to

cover all reflective surfaces.

b. Protection. Fighting positions have 18 inches of overhead. Helmets are worn

during tactical operations.

c. Concealment. In order to avoid detection, soldiers operate using terrain and

vegetation.

2. OBSERVATION POSTS.

a. Positioning. OPs always contain a minimum of two soldiers and have

communication with the platoon headquarters (land line, FM, or signaling device).

OPs are positioned IAW METT-TC. Routes to and from the OP are recorded and

rehearsed. Each member of the OP is thoroughly briefed on the rules of

engagement before departing for their post. Signals for the return of OPs (running

password, challenge/password, light signals) will be established and briefed to all

platoon personnel.

b. Relief of OPs. When an OP is relieved, the relieving personnel meet with the

current OPs and receive a briefing that contains, as a minimum:

• Call signs and frequencies.

• Routes to and from perimeter.

• All signals and passwords.

• Area of responsibility for observation.

3. STAND-TO. The platoon will conduct stand-to 30 minutes before dawn and 30 minutes

after sunset.

a. Team leaders and squad leaders check every individual soldier to ensure he is

awake and alert, to ensure his equipment is packed in his rucksack, and to ensure

he is observing his sector in his assigned fighting position.

b. Team leaders and squad leaders gather sensitive items report and weapons

operational status, and pass the report to the platoon sergeant.

c. The platoon sergeant gathers the reports, spot checks squad position, and passes

the reports to platoon leader.

d. The platoon leader reports to higher headquarters, spot checks squad and crew-

served weapon positions.

4. NOISE, LIGHT, AND LITTER DISCIPLINE.

a. During preparation for combat, each platoon conducts final inspections.

Shortcomings in noise discipline are identified. Clanking, rattling, and so forth, is

reduced by the use of tape or cloth as required.

b. When lights are necessary for planning or map reading, a poncho is used to

conceal them.

c. Cigarettes and cooking fires are not lit during daylight or darkness without

permission of the company commander, or the leader of an independent element.

d. Nonverbal means of communication are used to the maximum extent possible.

ANA 7-10.2 Infantry TACSOP

Card 800 - COMBAT SERVICE SUPPORT

1. SOLDIER’S LOAD. Determining the soldier’s load is a critical leader task. The soldier’s

load is always METT-TC dependent and must be closely monitored. Soldiers cannot afford

to carry unnecessary equipment into the battle. Every contingency cannot be covered. The

primary consideration is not how much a soldier can carry, but how much he can carry

without impaired combat effectiveness.

a. Combat Load. The mission-essential equipment, as determined by the

commander responsible for carrying out the mission, required for soldiers to fight

and survive immediate combat operations. When possible, a soldier’s combat load

should not exceed 60 pounds. There are two components:

(1)

Fighting load (the essential items needed to fight) includes bayonet,

weapons, clothing, helmet, and LBE and ammunition. Items will be added

or deleted based on METT-TC and other factors.

Load

Weight (Kilograms)

Helmet, ballistic

1.20

Pistol belt, suspenders, and first-aid pouch

.72

Canteen, 1-quart, and cover with water (2 each)

2.50

Case, small-arms (2each)

.80

Rifle, AK-47 with 30 rounds 7.62 Ball

3.90

Magazines (6) with 180 rounds of 7.62-mm

4.80

Grenade, fragmentation (4)

1.80

Total

15.72

(2)

Approach march load includes those items that are needed for extended

operations. These are dropped in an assault position, ORP, or other points

before or on enemy contact. Items may be added or deleted from this list

based on METT-TC and other factors.

Load

Weight (Kilograms)

ALICE, medium with frame

2.85

Rations, Halal (2each)

1.20

Canteen, 1-quart, and cover with water (2 each)

2.50

Toilet articles

.90

Towel

.09

Bag, waterproof

.36

E-tool with carrier

1.10

Poncho, nylon

.58

Liner, poncho

.73

Total

10.31

NOTE: This list keeps the “droppable” rucksack load under 16 kilograms and

the overall combat load under 27.2 kilograms (60lbs).

b. Sustainment Load. The remaining equipment and materials needed for sustained

combat operations must be carried by company and battalion assets.

c. Load Management Techniques. The leader decides, based on METT-TC what

will be carried in rucksack and what will be carried within immediate reach of

soldier.

(1)

Soldiers distribute loads evenly over body and LBE.

ANA 7-10.2 Infantry TACSOP

(2)

Nothing is carried on the front side of the LBE that prevents the soldiers

from taking well-aimed shots.

(3)

Distribute loads throughout the platoon.

(4)

Rotate heavy loads among several soldiers.

(5)

Always consider transportation assets to carry loads.

(6)

Drop rucksacks on enemy contact, or leave them in an ORP, an assault

position, or the assembly area.

(7)

Share or consolidate items.

(8)

Consider carrying fewer rations for short operations.

(9)

While carrying rucksacks, use water and rations carried in it first. After

rucksacks have been dropped, soldiers will still have a full supply on their

LBE.

NOTE: Items common to everyone’s load are located in the same place.

2. SUPPLY. Policies and procedures are applied for supply requests and resupply

operations. CSS operations are driven by the tactical setting for the infantry platoon.

Resupply operations are planned in advance so as to not interfere with combat operations.

The team leader and squad leader implement CSS by inspecting their soldiers for

shortages and shortcomings in equipment and supplies. Once the squads have compiled

their lists, they report their status to the platoon sergeant who in turn reports his status to

the company XO. To standardize resupply operations, requests are submitted to the

company XO for resupply.

a. Requests for Resupply. During the reorganization phase of combat operations,

the squad leader, within 10 minutes, must assess his squad’s status of

ammunition, equipment, food and water, and submit his report to the platoon

sergeant. Any time a weapon is fired by a soldier, the resupply system begins to

work to prevent soldiers from being without ammunition and equipment. The

system will not wait for minimum allocations, but it will be aggressive to anticipate

future demands.

b. Priority of Resupply. Class V, ammunition; Class VII, weapons systems; Class

IX, repair parts; Class VIII, medical supplies; and Class I, food and water.

3. MAINTENANCE. All weapons systems and equipment are cleaned by the user and

inspected by squad leaders.

a. Priority for Cleaning and Maintenance. The priority is mission and situational

dependent but will normally be antiarmor, crew-served weapons, and individual

weapons.

b. Stand-Down for Maintenance. Stand-down occurs by having no more than 50

percent of the antiarmor and crew-served weapons at any time out of actions for

maintenance. The rest of the squads’ small-arms weapons will stand-down at no

more than 33 percent at one time.

c. Preventive Maintenance Checks and Services (PMCS) Requirements. All

weapons systems and equipment receive an operator’s cleaning inspection.

d. Evacuation Responsibilities and Procedures. Once the soldier completes the

inspection of his weapons system, the squad leader verifies the work, and if a

problem occurs, the squad leader fixes it or informs the platoon sergeant of the

problem. The platoon sergeant then consolidates all of the maintenance requests,

and informs the company XO during scheduled resupply. The XO evacuates the

weapons and equipment to the battalion support area. The XO makes

arrangement for a float from higher support.

ANA 7-10.2 Infantry TACSOP

4. PERSONNEL.

a. Strength Reports. The platoon’s strength is reported at least twice daily on a

secure net or land line from the platoon battle roster.

b. Replacements. Care should be taken when integrating new soldiers into the

platoon. They are briefed by their entire chain of command. Their equipment is

inspected by their squad leader, and any problems that have surfaced during in-

processing are immediately fixed. Squad leaders explain the current situation and

inform new soldiers of their duties and SOPs.

c. EPWs and Civilian Internees and Detainees. All EPWs and civilians are handled

IAW with international law. The platoon sergeant monitors all activities dealing with

EPWs and civilian internees and detainees. He ensures that they are searched,

segregated, silenced, safeguarded and sped to the rear. He is in charge of

providing their medical treatment and their physical security. In addition, he

assigns a team or squad to help with this mission, and to help maintain control

throughout this process.

5. HEALTH SERVICES.

a. Medical Evacuation. Each platoon should have at least one MOS qualified

attached medic. Every effort is made to train as many personnel as possible as

combat lifesavers. However, their primary skills area is infantrymen not medics.

Each squad appoints one man as an assistant medic to help the platoon medic

with treatment of the casualties. The platoon sergeant coordinates with the platoon

medic and squad leaders for the location of the casualty collection point. The

squad’s chain of command is responsible for evacuating their troops to the

location. Once the mode of evacuation has been established, the platoon sergeant

secures the casualties’ weapons, equipment, and ammunition and cross levels

them, if need be. Requests for medical evacuation are handled by the platoon

sergeant and routine sick is handled by the platoon medic. Priority categories for

medical evacuation are urgent, urgent surgical, priority, routine, and convenience.

b. Field Sanitation. Field latrines are dug at least 100 meters from platoon positions,

if the tactical situation permits. If not, the trench is constructed within the platoon

perimeter. The trench is constructed under the supervision of the platoon medic.

The only water to be consumed by soldiers should be potable or treated water. If

located near a stream, the latrine is constructed downstream from the platoon’s

positions.

CHAPTER 1

OTHER TACTICAL OPERATIONS

Section I. PASSAGE OF LINES

A passage of lines is an operation in which one unit passes through the lines of a

stationary unit. When a unit moving toward the enemy passes through a stationary unit, it

is called a forward passage of lines. When a unit moving away from the enemy passes

through a stationary unit, it is called a rearward passage of lines.

1-1. PURPOSE

This operation is conducted when the company's mission requires a movement through

terrain occupied by another unit. A company may conduct a passage of lines—

· To initiate or continue the attack.

· To begin an infiltration.

· To conduct reconnaissance operations.

· To conduct a counterattack.

· To conduct retrograde operations.

1-2. GENERAL CONSIDERATIONS

In planning for a passage of lines, the CO (commanding officer of the company also

called the company commander) should consider the following to reduce the disruption

of both the passing unit's movement and the stationary unit's defense.

· Conduct the passage as quickly as possible.

· Avoid masking the fires of the stationary unit.

· Coordinate early in the planning process and maintain the coordination/liaison

during execution.

· Maximize the support from the stationary unit.

· Plan for likely contingencies.

· When possible, bypass the stationary unit.

· When possible, avoid passing through a unit that is in contact with the enemy.

1-3. SPECIFIC CONSIDERATIONS

Each tactical situation presents certain considerations for both the passing and the

stationary company commanders. These considerations result from the commanders'

estimate of the situation. A passage of lines to begin an attack will vary from a passage of

lines to begin an infiltration. The passage of lines is planned to support the company's

mission.

a. Command and Control. Different units will conduct passage of lines at different

times. Because of this, C2 (command and control) considerations for a passage of lines

are special. Coordination must begin early in the planning process. The positioning of

key leaders and the proper use of control measures will also make effective C2 possible.

(1) Coordination between the passing and stationary companies may include the

following:

· Exchange of intelligence.

· Exchange of tactical plans.

· The reconnaissance plan.

· Selection of passage points and use of guides.

· Time or event when responsibility for the control of the area of operations is

transferred to the designated unit.

· Fire and other combat support to be provided by the company that is in contact

with the enemy.

· Exchange of information of known or suspected minefields, obstacles or

important information that may be of help to the units involved.

· Exchange of liaison personnel.

· Exchange of frequencies, call signs, challenge and passwords, and far and near

recognition signals.

(2) The location of the key leaders for both the passing and the stationary company is

critical for command and control and safety. . The commanders and their FSOs (fire

support officers) should collocate where they can best observe and control the passage.

The other key leaders XO, company sergeant (executive officer, first sergeant) should be

positioned where they can best assist the commander, possibly at the passage point or

along the passage lanes.

(3) The passage of lines should be supported by the detailed military graphics to

provide both the required control and flexibility during execution. These may be

designated by the higher commander or either of the company commanders. The

following control measures are often used to support a passage of lines:

(a) Assembly areas. These are used more often in a rearward passage to allow the

passing company to reorganize before continuing movement. These may be designated or

proposed unit locations but occupied only when required.

(b) Attack position should be identified and known by both the stationary and the

moving unit.

features) used in a rearward passage to designate the point on the ground where the

stationary unit assumes responsibility and control for the battle is the BHO (battle

handover line) line. The stationary unit must be able to engage with direct and indirect

fires out to the battle hand off line and assist the passing unit's disengagement, if

required.

(d) Contact point. A contact point should be designated for each passage point or

lane by the stationary company Commanding officer. (The contact point is a designated

point of the ground where coordination can be made between the different units to make

the passage easier and safer for all units involved). The commanding officer may plan

both a primary and an alternate contact point.

(e) Passage lanes. These should pass through unoccupied terrain between positions

and completely through all obstacles. There may be multiple lanes or primary and

alternate ones.

(f) Passage points. These may be used instead of a passage lane when the

stationary units positioning and obstacles do not require a lane. They may also be

designated along a passage lane to increase control, flexibility and ease of movement.

(g) Routes.

(h) Release points.

(i) Start points.

(j) Signals. Use of hand and arm signals, near and far recognition signals to

facilitate the linkup at the contact point must be determined (as well as the exact time of

passage). Considerations for identifying enemy from friendly (particularly for a rearward

passage) include marking of personnel/vehicles, chemical lights, turret orientation (turrets

should be pointed toward the enemy), and the use of challenges and passwords, or code

words.

b. Reconnaissance. The passing commander ensures that a physical reconnaissance is

conducted early in the planning process. If the commanding officer is unavailable, then

the executive officer/second in command or another leader conducts the reconnaissance

and the initial coordination with the stationary company. When possible, subordinate

leaders also conduct a reconnaissance of their areas of concern. Specific requirements

may include reconnoitering the following locations:

· Passage points/lanes.

· Enemy positions.

· Obstacles (friendly and enemy).

· Friendly positions.

· Contact points, start points, release points, routes, and assembly areas.

· Locations for CS and CSS elements, (trains, aid stations, mortars).

c. Security. Preparatory actions must not reveal an increase in activity in the vicinity of

the passage area. To maintain operational security, limit the size of the reconnaissance

party. Contact points, passage points and lanes, assembly areas, and routes should use all

available cover and concealment. When possible, conduct the passage and the

preparatory activities during limited visibility. The stationary unit should continue to

operate as normal. Although normally planned above company level, it may be possible

to use a simple deception operation to focus the enemy's attention away from the passage

site.

d. Fire Support. The commanding officers and fire support officers must coordinate their

fire support plans. The stationary company plans to support the passing company with

direct and indirect fires; the fire support officers exchange target lists. If a transfer of

responsibility for the area forward of the stationary company is not required, such as

during an infiltration, then additional fire control measures may be required to prevent

fratricide. Both direct and indirect fires must be addressed, and these control measures

must be disseminated to all units involved.

e. Combat Service Support (CSS). The stationary company should provide CSS to the

passing company. This normally includes evacuating casualties, handling enemy

prisoners of war recovering and evacuating vehicles, and re-supplying fuel and

ammunition.

f. Guides. The stationary company must provide guides to link up with the passing

company at the contact points. These guides remain with the passing company

throughout the stationary company's area of operations. The passing commanding officer

provides the guide with the number of personnel and vehicles of each separate unit

passing through each passage point. The guide counts them as they pass to ensure they all

pass through and that no enemy has infiltrated their formations.

1-4. CONDUCT OF THE FORWARD PASSAGE

At the scheduled time, the passing company approaches the contact point(s) and

exchanges the recognition signals with the guide (s). Figure 6-1 depicts a forward passage

of lines. The guide then leads the passing unit through the stationary company's positions

along the coordinated routes or passage lanes. At the passage point or at the beginning of

the passage lane, a representative of the stationary company counts the passing unit

through. The passing unit moves through quickly without stopping. The COs and their

FSOs collocate where they can observe critical areas, make timely decisions, and issue

instructions. The guides release the passing units at the release point of a route or the end

of the passage lane.

1-5. CONDUCT OF A REARWARD PASSAGE

The tactics and techniques of a rearward passage are the same as the forward passage. A

rearward passage may include a battle handover. To conduct battle handover, the

stationary unit positions weapons and units where they can engage enemy forces out to

Section II. RELIEF IN PLACE

A relief in place is an operation in which one unit replaces another unit and assumes the

relieved unit's responsibilities.

1-6. PURPOSE

The primary purpose for a relief in place operation is to maintain the combat

effectiveness of committed units. A relief in place may also be conducted—

· To reorganize, re-establish the chain of command or re-equip a unit that has

sustained heavy losses.

· To rest units that has conducted sustained operations.

· To establish the security force or the DLIC (detachment left in contact) during a

withdrawal operation. (In this case, there are additional requirements addressed in

Section III, Retrograde Operations.)

· To allow the relieved unit to conduct another operation.

1-7. PLANNING CONSIDERATIONS

If the time and location of the coordination meeting was not directed, the relieving unit

commanding officer must contact the relieved unit commanding officer to coordinate

these specifics. The commanding officers, executive officers, platoon leaders, and fire

support officers should attend the meeting.

a. Mission Specific. Each tactical situation presents different or special considerations for

both the relieving and the relieved commanders. The missions for each company, the

enemy situation, and the amount of time available are a few of the specifics that will

impact on the plan.

b. Command and Control. The Command and Control (C2) requirements during a

relief are unique because of the mixing of units. To ensure effective C2, detailed

coordination must occur early in the planning process. The positioning of key leaders and

use of effective control measures will also ensure effective C2.

(1) Coordination between the relieving and the relieved units may include—

· Exchange of intelligence.

· Arrangements for reconnaissance.

· Exchange of tactical plans and sector sketches.

· Sequence and timing for each subunit's relief.

· Time or circumstance when the responsibility for the relieved unit's area of

operations is transferred.

· The use of guides and liaison personnel.

· Security and safety measures.

· Fire support.

· Transfer and exchange of equipment, supplies, ammunition, and information on

location of minefield or obstacles.

· Control measures.

· Exchange of frequencies, call signs, challenge and passwords, and recognition

signals.

(2) The locations of the primary leaders for both units are most important. The COs

and their FSOs normally collocate at a location where they can best observe and control

the relief. Other subordinate leaders should be positioned where they can assist the

commander in accomplishing the task. These may include areas along routes, assembly

areas, points of possible congestion, or locations of greatest enemy threat.

(3) The relief in place should be supported by control measures to provide control and

flexibility during execution. The specific method of relief will determine the number and

type of control measures required. The following control measures are routine:

(a) Assembly areas. (AA) The relieved unit may designate platoon and company

assembly areas to the rear of their positions. The relieving unit may also designate

AAs, but they should move directly into position. To avoid confusion, separate AAs

must be identified for each unit.

(b) Contact points. Contact points are normally designated by the relieved company

commander to facilitate the initial linkup between the companies. Multiple contact

points may be required to support certain relief operations.

for the relieving company. When required, squad release points may be designated by

the relieved company commander or platoon leader.

(d) Routes. All units should move along designated routes to avoid confusion and

fratricide. When possible, separate routes for both the relieving and the relieved units

should be designated. It is the responsibility of the relieved CO to ensure that all

movements are controlled.

c. Reconnaissance. The relieving CO conducts a physical reconnaissance as soon as

possible. The commanders and leaders of both companies should reconnoiter together to

ensure coordination of movement plans. It is critical that leaders down to squad level

reconnoiter to ensure full understanding of movements, control measures, and

responsibilities. Specific reconnaissance requirements may include—

(1) The relieved unit's disposition (to include locations of all OPs, minefields, land

lines, any early warning systems in place, and crew-served weapons).

(2) Enemy dispositions when the relieved unit is in contact.

(3) Locations for assembly areas, release points, contact points, and routes.

(4) Locations of the CP (command post), trains (supply point), mortars, anti armor

systems (SPG 9) and tanks (if available).

d. Method of Relief. The method of relief is determined by the specific situation;

however, regardless of the method of relief, the following actions normally occur. The

relieving company occupies an AA to the rear of the relieved company or is guided along

a route directly to the platoon release point. Guides are provided by the relieved unit for

each relieving subordinate unit. The company command posts collocate prior to

commencing the relief. The relief begins with the depth positions of the relieved

company. The relieving company's trains (supply point) and mortars will normally be

positioned before any relief begins. The relieved company's trains (supply point) and

mortars will normally remain in position until responsibility for the area has passed to the

relieving company. The methods for conducting the relief are as follows:

(1) Relieving one unit at a time. This method takes longer; however, it may be

required when covered and concealed routes are limited and all platoons must use the

same route. The relieving company occupies an AA to the rear of the relieved company

and relieves by platoon according to the coordinated sequence of relief (Figure 6-3). Each

platoon moves forward (with guides provided by the relieved unit) to the squad release

point. The squads are led to a covered and concealed location to the rear of the relieved

squad's position, the necessary equipment is exchanged, and members of the relieving

squads relieve the soldiers from the relieved squad. The relieved squad moves directly to

the platoon AA, links up with the remainder of their platoon, and continues to the

company AA. Once the entire relieving platoon assumes responsibility from the relieved

platoon, the next platoon begins their relief using the same method. This method is

slower than relieving units simultaneously at the same time.

(2) Relieving units simultaneously at the same time. Although this method is the

fastest, enemy detection is more likely since all units move at once creating more noise

and possible chance for confusion and friendly fire accidents. . This method may be

correct when-the mission requires a rapid relief, enemy detection is not likely, and the

terrain provides multiple covered and concealed routes. All relieving platoons move

forward at the same time along their designated routes to the squad release points. The

squad's actions are the same as in the preceding paragraph.

(3) Relieving by occupying in-depth or adjacent positions. This method requires the

relieving unit to occupy positions to the flank or rear of the relieved unit. The relieving

unit should be able to cover the relieved unit's direct-fire control measures Target

Reference Points and Engagement Areas (TRPs and EAs ). The relieving unit may

occupy its positions one at a time or all at the same time, depending on the situation.

Once the relieving unit is in position, the relieved unit withdraws along designated routes.

e. Sequence of Relief. To determine the most effective sequence of relief, consider the

following:

(1) The combat effectiveness of the units. If one subordinate unit has suffered heavy

losses in men or equipment, it may need to be the first relieved.

(2) The terrain. The subordinate unit most likely to be detected during the relief

should be relieved last. This allows the relieving units to be in position before the enemy

is aware of the relief operation.

(3) The enemy. The subordinate unit that is positioned on the most likely or most

dangerous avenue of approach should be considered for early relief.

(4) Control. When two adjacent units must use the same route to conduct the relief,

select a method and sequence of relief that reduces congestion and confusion. Avoid

massing units in a small area.

(5) Subsequent mission. The subordinate unit with the most critical task may need to

be relieved first. For example, a relieving subordinate unit may need to establish an OP

(observation post) forward of their position to provide security for the rest of the relief

operation. Or when the company being relieved is moving to a LZ (landing zone for

helicopters) for an air assault operation, the platoon tasked to secure the landing zone LZ

should be relieved first.

relief if the relieved unit attempted to carry them out. The prepared range cards, sector

sketches, and minefield records must also be transferred to the relieving unit.

h. Operations Security and Deception. Every effort must be made to keep the enemy

from knowing the relief is taking place. The relief should be conducted during limited

visibility.

(1) The dispositions, activities, and radio traffic of the relieved unit must be

maintained throughout the relief.

(2) Both companies should be on the relieved company's net. The relieved company

maintains routine traffic while the relieving company monitors. Once the relief is

complete and on a prearranged signal, the relieving company changes to their assigned

frequency.

(3) Security activities (observation posts and patrols) must maintain the established

schedule. This may require some personnel from the relieving unit being placed under

operational control (OPCON) of the relieved unit before the relief.

(4) Additional planning and coordinating is required when a relief is conducted

between a mechanized unit and an infantry company, and relief by the depth or adjacent

position method is not possible. If the relieving company is a mechanized unit, the

company should dismount, conduct the relief with the dismounts, and position the

vehicles once the relieved company has withdrawn. If the relieved company is a

mechanized unit, the relieving company should relieve the dismounts, and then the

vehicles move to the rear. The dismounts from the relieved unit may mount their vehicles

or move to the rear on foot and occupy AAs until they linkup with their vehicles. If

possible, the relieved company uses routine vehicle movements to reposition some

vehicles to the rear before the relief. This may be possible when the unit has been using

the out-of-position resupply technique. All vehicles would move to the resupply point,

but only half return to their positions.

i. Contingency Plan. The COs should collocate where they can best observe and control

the relief. The conduct of the relief is under the control of the relieved company

commander until the conditions for the transfer of responsibility are met. If the enemy

attacks before the transfer of responsibility, the subordinate units of the relieving

company, which are in the area, become OPCON to the relieved company commander. If

the enemy attacks after the transfer, the relieving commander assumes operational control

of all units of the relieved company still in the area. Plans should be developed to cover

these contingencies. A clear understanding of when units would become OPCON must be

agreed upon. These contingency plans should address how the uncommitted OPCON

units will be employed. A technique that provides flexibility to the relief plan is to

designate the last relieving unit as the reserve.

1-8. CONDUCT OF THE RELIEF

At the time set for the start of the relief, the relieving company moves to the contact point

and makes contact with the company guide from the relieved company (Figure 6-4). The

guide leads the company to the RP (release points) where it links up with the platoon and

section guides. The platoon guides lead the platoons to their respective RPs where the

squad guides link up with their squads.

a. In the sequence specified in the order, each platoon conducts its relief. The platoon

leader releases control of his squads, and the squad guides lead the squads to a location

just to the rear of their defensive positions. The squad leaders then begin relieving a few

men at a time until the relief is complete. Before each relieved soldier or leader leaves his

position, he orients the relieving soldier or leader on the position and the area around it.

b. As each soldier or leader is relieved, he moves to his squad's AA. When each squad is

assembled, it moves to its platoon's AA. When each platoon is assembled and its leader is

relieved of his responsibility for the defense, it moves to the company AA. After the

company is assembled and the transfer of responsibility is complete, the relieved

company commander moves his company as directed by the Kandak commander.

Section III. RETROGRADE OPERATIONS

A retrograde operation is an organized movement away from the enemy. It may be forced

or voluntary; but, in either case, the higher commander approves the rearward movement.

These operations (delays, withdrawals) are conducted to harass, exhaust, disrupt, delay,

or damage the enemy. Such operations gain time, avoid combat under unfavorable

conditions, or draw the enemy into an unfavorable position. They are also used to

reposition forces, to shorten lines of communications, or to permit the use of a force

elsewhere. All retrograde operations are difficult; delays and withdrawals are also

inherently risky. To succeed, they must be well organized and well executed.

1-9. DELAYS

The intent of a delay is to slow the enemy, cause enemy casualties, and stop him (where

possible) without becoming decisively engaged. This is done by defending, disengaging,

moving, and defending again. The company may also delay to draw the enemy into a

vulnerable position where they can neutralize or destroy the enemy. Delaying units are

expected to aggressively fight according to the Kandak order and in support of the higher

commander's concept. This often means conducting counterattacks/spoiling1 attacks

whenever possible. Companies do not conduct delays independently; they fight as part of

their Kandak. The company may delay in sector or from battle positions.

a. A delay against a mounted force is a difficult operation. The company may easily

become decisively engaged, and it runs the risk of being destroyed or surrounded. The

company must reduce the enemy's mobility advantage with obstacles, fires, and the

effective use of the terrain. The Kandak commander should give the CO clear instructions

on the criteria for disengagement and when decisive engagement may be required.

b. The Kandak commander normally assigns the company a sector when there is no

dominating terrain on the enemy avenues of approach, where there are multiple enemy

avenues of approach, or when the Kandak sector is extremely wide. He may also assign

one or more phase lines, which the company must prevent, the enemy from crossing until

a certain time.

c. The company commander may assign sectors or initial and subsequent delay positions

for his platoons (Figure 6-5). He defends and withdraws by platoons, bounding them to

the rear.

d. Delay positions must have the same characteristics as good defensive battle positions.

They should have effective fields of fire to the front and covered withdrawal routes to the

rear. If good routes are not available, plan for smoke to screen the withdrawal.

e. The Kandak commander normally assigns the company a series of battle positions

when one of the following two situations occurs. The Kandak is delaying in restrictive

terrain where the enemy can be canalized into selected areas. There is terrain that

dominates the avenues of approach, or the Kandak sector is narrow.

f. When the Kandak commander assigns the company a series of battle positions from

which to delay (Figure 6-6), the company moves from one battle position to another as

directed by him. If it coincides with the Kandak plan, the CO may pick platoon battle

positions and fight a delay action between assigned company battle positions. The CO

must decide which positions require preparation and allocate time and resources to them.

g. If a delay is conducted over a long distance, both methods may be used. No matter

which one is used, the CO picks the platoon positions and the routes to them. If there is

terrain that is defendable forward of a phase line (set by the Kandak commander), the CO

may decide to defend there for the required time stated for that line.

h. In both type delays, the CO supplements the company's fire by supporting fire, smoke,

minefields, and obstacles.

i. In both a delay in sector and a delay from battle positions, the CO sends a quartering

party to reconnoiter routes and positions. The party may mark the routes and battle

positions, and select positions for machine guns and mortars. It may also guide the

arriving units into their positions and pre-position supplies, water, and ammunition at

each position. They may also coordinate with any units to the rear of the company when a

passage of lines is required. If the company has thoroughly reconnoitered and rehearsed

the delay, the quartering party may not be required.

j. The Kandak commander has greater control of the delay when delaying from battle

positions. The CO has more control of the delay when delaying in sector. However, the

Kandak commander can impose more control on the company's rearward movement by

assigning phase lines and times for these lines.

k. If all means of communicating with the Kandak are lost, the CO may withdraw on his

own if he has delayed for the required time or if his withdrawal will not endanger the

mission. He must inform the Kandak commander of the action he has taken. If a platoon

leader loses communications with the company, he does the same. At times, decisive

engagement may be required to meet the time requirement.

(1) The CO and the platoon leaders should reconnoiter positions and routes before the

delay begins. Plans and rehearsals are as detailed as time permits.

m. The Kandak commander normally gives the company commanders a complete 5

paragraph operations order that includes:

(1) The Kandak task organization, mission, and concept.

(2) The company mission. In a decentralized Kandak concept, this may be a delay

task that allows the company commander maximum flexibility in conducting the mission.

In other cases, the company should receive more specific tasks such as:

· Block enemy movement south for 1 hour.

· Destroy enemy in EA (engagement area) FIRE .

· Disrupt enemy forces on avenue of approach 2A.

(3) Their initial delay positions.

(4) His plan for controlling the engagements, disengagements, and movements.

(5) Either a sector or battle positions.

(6) The locations of the company AAs (if used).

(7) General routes to follow from position to position (when delaying from battle

positions).

(8) Instructions about the quartering party (if used).

(9) Any special instructions concerning the control of the mortars, and the movement

of the company vehicles.

(10) Priorities for efforts of the supporting engineers.

n. The company commander normally gives the platoon leaders a complete 5 paragraph

operations order that includes:

(1) The platoon missions. Normally, not a delay task. The CO should develop a

concept that clearly states the platoon missions.

(2) Their initial battle positions to defend.

(3) His plan for controlling the engagements, the sequence and criteria for

disengagement, and the movement instructions.

(4) Subsequent positions to the rear.

(5) General routes to follow from position to position.

(6) Instructions about the company quartering party (if used).

(7) Any special instructions concerning the control of the mortars.

(8) Instructions on the movement of supplies, equipment, and vehicles.

(9) Priorities for efforts of the supporting engineers.

1-10. WITHDRAWALS

In a withdrawal, the company disengages from the enemy and repositions for some other

mission. That mission may be to delay the enemy, to defend another position, or to attack

some place else. There are two types of withdrawals: not under pressure and under

pressure. In a withdrawal not under pressure, the company disengages and moves to its

rear while the enemy is not attacking. The company must be ready to fight its way to the

rear or to resume the defense should the enemy attack. In a withdrawal under pressure,

the company disengages and moves to its rear while in contact with the enemy. The

enemy contact may be anything from a major attack to small patrol actions.

a. Withdrawal Not Under Pressure. A withdrawal not under pressure is conducted with

secrecy and deception. It is best done at night or during other limited visibility (fog,

snow, rain, or smoke). Usually, all platoons move to the rear at the same time. However,

the company leaves a force called the detachment left in contact, which is part of the

Kandak detachment left in contact with the enemy (DLIC), to cover the withdrawal by

deception and maneuver, when required (Figure 6-7).

(1) The size, composition, and mission of the Kandak DLIC are directed by the

Kandak commander. He also designates the Kandak DLIC commander, who is normally

the Kandak executive officer, the Headquarters company commander, or one of the rifle

company commanders.

(2) The Kandak commander may decide to leave one company as the Kandak DLIC or

have each company leave a platoon DLIC. The three company DLICs make up the

Kandak DLIC.

(3) The size, composition, and mission of the company DLIC are directed by the

company commander. He also designates the DLIC commander, who is normally the

company XO or a platoon leader.

(4) If the company is selected as the Kandak DLIC, the CO must reposition platoons

and weapons to cover the Kandaks withdrawal (Figure 6-8). This normally includes

repositioning a platoon in each of the other company positions (relief in place) to cover

the most dangerous avenues of approach into those positions, and repositioning weapons

to cover the most dangerous avenues of approach into the Kandaks sector. As a rule, the

DLIC Company is reinforced by about half of the Kandaks anti armor weapons, mortars,

and tanks (if available).

(5) If the company is directed to have a company DLIC, it normally consists of one-

third of the company's rifle strength (one platoon) and half of the company's crew-served

weapons. The CO may, however, have each platoon leave a platoon DLIC. The three

platoon DLICs make up the company DLIC.

(6) If a platoon is selected as the company DLIC, the platoon leader repositions squads

and weapons to cover the company's withdrawal. This normally includes repositioning a

squad in each of the other platoon positions to cover the most dangerous avenue of

approach into that position, and repositioning weapons to cover the most dangerous

avenues of approach into the company's position.

(7) If each platoon is to have a DLIC (part of the company DLIC), each platoon leader

leaves one-third of his rifle strength (one squad) and half of his key weapons. The platoon

DLIC leader is normally the squad leader of the squad left in position. When the

withdrawal starts, each platoon DLIC comes under the control of the company DLIC

commander. The withdrawing units use the same techniques and control measures as the

relieved units in a relief in place.

(8) The DLIC, whether the Kandak's or the company's, strives to conceal the

withdrawal and deceive the enemy by continuing the normal operating patterns of the

unit. If the enemy attacks during the withdrawal, the DLIC covers the main body's

withdrawal by fire. Once the main body is at its next position or a designated distance or

time from the old position, the DLIC commander orders the withdrawal of the DLIC.

These orders should be given by telephone or radio. The DLIC withdraws using the same

basic plan as the main body used. If under attack, the DLIC may have to delay to the rear

until it can disengage, and then withdraw to the rear. The company mortars may be part

of the DLIC. Part of their ammunition may be carried by the main body.

(9) The Kandak commander may send a quartering party to the next position before

the withdrawal starts. This party is normally made up of the Kandak headquarters’

personnel and representatives from each company (company quartering parties).

Company representatives (under the control of the company XO) are usually the

company sergeant, company headquarters personnel, platoon sergeants, and a guide from

each squad.

(10) When the company's quartering party reaches the next position, its members

reconnoiter and, as appropriate, pick positions, sectors, routes, and OPs for the company.

When the company arrives, the squad guides meet and guide their squads into position.

The platoon sergeants meet and brief the platoon leaders on the positions and any other

important information. The Company Sergeant (1SG) meets and briefs the CO.

(11) The Kandak commander normally tells the company commanders—

· When the withdrawal will start.

· Where the Kandak AA is (if used), and what each company is to do on arrival

in it.

· Where each company AA is.

· What routes to take from the company AAs to the Kandak AA or the next

position.

· The size, composition, mission, and the commander of the Kandak DLIC.

· Upcoming Kandak and company missions.

· When to move company vehicles to the rear.

· Any special instructions on the control of mortars and the use of radio nets for

deception.

(12) Based on the information received from the Kandak commander, the CO plans

for and tells the platoon leaders, the XO, and the company sergeant (1SG)—

· When and where the withdrawal will start.

· Where the company AA is, and what each platoon is to do upon arrival in it.

· Where each platoon AA is.

· What routes to take from the platoon AAs to the company AA.

· The size, composition, mission, and commander of the company DLIC.

· The withdrawal and linkup plan for the DLIC.

· Upcoming company and platoon missions.

· When to move company vehicles to the rear.

· Any special instructions.

(13) If the company DLIC is to occupy the OPs and the positions of other companies,

the COs concerned coordinate the time and the sequence of the relief. The relief must

occur at the designated time and before the companies withdraw.

(14) The DLIC FSO (one of the company FSOs) obtains the consolidated Kandak fire

plan and coordinates all indirect fire for the DLIC. In some cases, however, the Kandak

FSO may remain with the DLIC.

(15) Before the withdrawal starts, all company vehicles and or equipment not needed

for the withdrawal are moved to the rear. They may be moved to the next position or to

an AA where they will link up with the company. The mortars are also moved where they

can support the withdrawal. Several positions may be assigned to the mortars along the

withdrawal route to allow continuous coverage.

(16) At the time specified in the Kandak order, the withdrawal begins. Soldiers move

from their fighting positions to their squad’s AA, and the squads then move to their

platoon’s AA. The platoons then move to the company AA. When all personnel and

equipment are accounted for, the company moves as directed by the Kandak commander.

The complete move is characterized by stealth and secrecy.

(17) When the Kandaks main body is at a designated location, after a designated

length of time, or on command from the Kandak commander, the DLIC withdraws. It

follows the same basic plan that the main body used.

b. Withdrawal Under Pressure. A withdrawal under pressure is conducted when a

company under enemy pressure is directed to withdraw from its sector or is forced from

its defensive positions by the enemy (Figure 6-9). The company may move to another

position to continue the defense or to disengage and move elsewhere for another mission.

Each company tries to disengage from the enemy by maneuver to the rear. Once a

company has disengaged and moved to the rear of its original position, the Kandak

commander may direct what it is to do next. This may include covering the rearward

movement of other companies, occupying a new defensive position, or moving to

perform another mission.

(1) There is usually no time to make detailed plans or to rehearse a withdrawal under

pressure. The commander plans quickly and gives FRAGOs.

(2) The CO controls the sequence in which the platoons withdraw. His decision is

usually based on where the enemy attacks and how heavily each platoon is engaged.

Once the Kandak commander directs the company to withdraw, the CO normally

withdraws his least heavily engaged platoon first. He usually directs that platoon to

disengage and move into a position where it can overwatch the disengagement of the

more heavily engaged platoons. The platoons then change roles and bound to the rear,

using maneuver.

(3) At some point in this action, the company stops maneuvering and begins bounding

overwatch (to the rear). This occurs when the company is no longer under enemy direct

fire, or when another company is covering its move. Once the company has disengaged,

it moves as directed by the Kandak commander.

(4) If the withdrawing company is to make a passage of lines through a friendly unit to

its rear, the CO sends a quartering party to coordinate with that unit. The quartering party

should arrange recognition signals, communications, the battle handover, contact points,

passage points, passage lanes, AAs, guides, traffic control, fire support, and CSS prior to

the rearward passage.

1-11. RETIREMENTS

A retirement is a retrograde operation in which a force that is not engaged with the enemy

moves to the rear in an organized manner. Companies perform retirements as part of

larger units. They use tactical movement techniques, foot marches, and vehicular road

marches. Retirements may follow withdrawals or they may begin before contact with the

enemy.

Section IV. LINKUPS

Linkups normally occur in enemy controlled areas. They depend on control, detailed

planning, coordination, and stealth.

1-12. PLANNING

The plans for a linkup must be detailed; they must cover the following items:

a. Site Selection. Identify both a primary and an alternate site. They should be easy to

find at night, have cover and concealment, and be off the natural lines of drift. They must

also be easy to defend for a short time and offer access and escape routes.

b. Recognition Signals. Far and near signals are needed to keep friendly units from firing

on each other. Although the units conducting the linkup exchange radio frequencies and

call signs, the radio should be avoided as a means of recognition due to the threat of

compromise. Visual and voice recognition signals are to be planned.

(1) One is a sign and countersign exchanged between units. This can be a challenge

and password or a number combination for a near signal. It could also be an exchange of

signals using flashlights and chemical lights for far recognition signals.

(2) There also are signals that are placed on the linkup site. Examples are stones

placed in a prearranged pattern, markings on trees, and arrangements of wood or tree

limbs. These mark the exact location of the linkup. The first unit to the linkup site places

the sign and positions the contact team to watch it. The next unit to the site then stops at

the signal and initiates the far recognition signal.

c. Fires. Indirect fires are always planned. They support the movement by masking noise,

deceiving the enemy of friendly intent, and distracting the enemy. Plan indirect fires

along the infiltration lanes and at the linkup sites to support if chance contact is made.

Restrictive fire lines (RFL) or areas control fires around the linkup site. Phase lines may

serve as RFLs; they are adjusted as two forces approach each other.

d. Contingency Plans. The unit SOP or the linkup annex to the OPORD must cover the

following contingencies:

· Enemy contact before linkup.

· Enemy contact during linkup.

· Enemy contact after linkup.

· How long to wait at the linkup site.

· What to do if some elements do not make it to the linkup.

· Alternate linkup points and rally points.

1-13. CONDUCT OF THE LINKUP

In a linkup, the procedure begins as the unit moves to the linkup point. If the radio is

used, the unit reports its location using phase lines, checkpoints, or other control

measures. Each unit picks a small contact team to go to the linkup point; the remainder of

the unit stays in the linkup rally point. The leader fixes individual duties of the contact

team and coordinates procedures for integrating the linkup units into a single linkup rally

point. Full rehearsals are conducted if time permits. Figure 6-10 depicts a company

linkup between the 3d Platoon, which infiltrated early, conducted the reconnaissance of

the objective, and established the ORP, and the rest of the company, which infiltrated

later.

a. The unit stops and sets up a linkup rally point about 300 meters away from the linkup

point. A contact team is sent to the linkup point; it pinpoints the point and observes the

area. If the unit is the first at the site, it clears the immediate area and marks the linkup

point, using the agreed-upon recognition signal. It then takes up a covered and concealed

position to watch the linkup point.

b. The next unit approaching the site repeats the steps above. When its contact team

arrives at the site and spots the recognition signal, they then initiate the far recognition

signal, which is answered by the first team, and they exchange near recognition signals.

c. The contact teams coordinate the actions required to link up the units, such as to move

one unit to the other unit's rally point, or to continue the mission.

Section V. PATROLLING

A patrol is a detachment sent out by a larger unit to conduct a combat or reconnaissance

operation. A patrol may be a fire team, squad, platoon, or company.

1-16. INVOLVEMENT

The CO may be involved in patrolling in one of three ways. He may lead a company-size

patrol, provide small patrols from his company (as directed by Kandak), or send out

patrols to support his company's operation. The company routinely conducts patrols as

part of the company/Kandak R&S (reconnaissance and surveillance) plans.

ANA 7-8.2 discusses squad and platoon patrols.

a. When preparing for a company-size patrol, the CO is given a mission by the Kandak

commander. He obtains enemy information from the S2, conducts troop-leading

procedures, coordinates and develops a plan.

b. When providing a patrol for a Kandak mission, the CO ensures the unit is prepared and

properly organized and equipped for the mission. He assists the leader with preparations,

coordination, and final inspections before they depart.

c. When the CO plans to use a patrol to support a company operation, he decides on its

mission, organization, time(s) and places(s) for departure and return, and (possibly)

routes. Or he may just assign a mission and allow the platoon leader to plan the patrol. He

also assists in planning fire support, logistic support, and communications.

d. The planned action at the objective determines the type of the patrol.

(1) A reconnaissance (area or zone) patrol collects information or confirms or

disproves the accuracy of information previously gained.

(2) A combat (ambush, raid, or security) patrol provides security and harasses,

destroys, or captures enemy troops, equipment, and installations. A combat patrol also

collects and reports information, whether related to its mission or not.

(3) Regardless of the type of the patrol, there are several key principles to successful

patrolling. These are detailed planning, thorough reconnaissance, positive control, and

all-round security.

1-17. ORGANIZATION

The CO decides what elements and teams are needed for his mission, selects men or units

for these elements and teams, and decides what weapons and equipment are needed. He

should, however, use his unit's normal organization (squads and platoons) and chain of

command (squad and platoon leaders) as much as possible to meet these needs. For

example, a combat patrol may be organized as such: the company headquarters is the

patrol headquarters; the lst platoon is the assault element; the 2d platoon is the security

element; and the 3d platoon and weapons platoon make up the support element. When

task-organizing a company patrol, only the required number of personnel should

participate. For example, if the security element only requires three security teams, the

CO should task the platoon for a security element HQ and three fire teams

a. A patrol generally consists of a patrol headquarters and the elements needed for the

mission.

(1) Headquarters. The headquarters of a company-size patrol may consist of the same

number of men as a regular company headquarters. However, regardless of a patrol's size,

the CO tailors the headquarters to meet mission needs. The patrol headquarters has the

same responsibilities as any other command element.

(2) Elements. In an area reconnaissance (Figure 6-11), a patrol has a reconnaissance

element and a security element. In a zone reconnaissance, a patrol has several

reconnaissance elements (Figure 6-12). Each one provides its own security. A combat

patrol normally has an assault element, a security element, and a support element (Figure

6-13). At times, the support element may be omitted by combining it with the assault

element or a reserve element may be required.

b. Each element of a patrol may be further organized into the teams needed to perform

various tasks (Figure 6-14).

(1) Reconnaissance patrol elements are organized into several reconnaissance teams in

an area reconnaissance, or into R&S teams in a zone reconnaissance. R&S teams provide

their own security while reconnoitering. Security elements are organized into the number

of security teams needed to secure the objective area.

(a) Two or more assault teams are organized when all of the assault element

cannot be directly controlled by the assault element leader. This may be the case when

the objective is to be assaulted from more than one location.

(b) Security teams are organized as needed to secure and or isolate the objective

area.

support element cannot be directly controlled by the support element leader. This may

be the case when there are many supporting weapons, or they are too far apart for

direct control by the element leader.

(d) Special purpose teams may also be organized for missions involving the use

of demolitions, litters for wounded, and EPW handling.

capture enemy soldiers or equipment, or to free friendly prisoners.

a. Key Characteristics. Surprise, firepower, and violence are the key characteristics for a

successful raid. Surprise is best achieved by attacking when the enemy least expects an

attack, when visibility is poor, and from an unexpected direction. Firepower is

concentrated at critical points to suppress and kill the enemy. Violence is best achieved

by gaining surprise, by using massed fire, and by attacking aggressively.

b. Planning Considerations. Although the planning process discussed earlier for the

attack applies for a raid, there are some differences. Because a raid is normally conducted

in enemy controlled territory and often conducted against an enemy of equal or greater

strength, the plan must ensure the unit is not detected prior to initiating the assault. An

extraction or withdrawal plan must also be developed and coordinated to ensure the unit's

survival after successfully accomplishing the actions on the objective. There may also be

greater complexity involved with the fire support plan, depending on the depth of the

raid. This may include a greater reliance on artillery, air support providing air to ground

fires, and attack helicopters more than usual. Finally, a raid often requires more detailed

intelligence of the objective area. This may be provided by higher units, or the company

may be required to develop this information through reconnaissance.

c. Actions on the Objective. The objective of the raid is normally a valuable asset that

the enemy is prepared to defend. Often, the enemy will have additional forces in position

to react against any threat to this asset. It is essential that the assault element conduct a

rapid and precise assault into and through the objective. It must spend the least amount of

time possible on the objective. The task organization of this element should consist of

only those personnel and teams that are essential to complete the assigned mission. This

is particularly important during limited visibility to reduce confusion and friendly

casualties. The assault must be thoroughly rehearsed to ensure precise execution.

d. Preparations. To achieve the surprise, violence, and speed of execution required, the

unit's preparation is crucial to the success of the operation. The following requirements

are key to the success of a raid mission.

(1) Maximum use of intelligence information. The gathering and disseminating of

information must be continuous, and it must be provided to the raid force even while en

route to the target area. To ensure mission accomplishment, the unit must be kept

informed of the latest enemy developments in the objective area to prevent being

surprised.

(2) Plan development. The reverse planning sequence and the planning process

discussed in Chapter 2 will assist in conducting the detailed planning required for a raid.

The plan must address the following phases:

· PHASE l. The unit is inserted or it infiltrates into the objective area.

· PHASE 2. The objective area is then sealed off from outside support or

reinforcement, to include the enemy air threat.

· PHASE 3. Any enemy force at or near the objective is overcome by surprise and

violent attack, using all available firepower for shock effect.

· PHASE 4. The mission is accomplished quickly before any

surviving enemy can recover or be reinforced.

· PHASE 5. The unit quickly withdraws from the objective area and is extracted, or

it infiltrates to link up with friendly units or to conduct a new mission.

(3) Coordination. Coordination is normally conducted through the Kandak

headquarters. At times, the company may coordinate directly with adjacent, supporting,

or coalition/allied forces.

(4) Rehearsals. Rehearsals validate all aspects of planning for the raid and ensure

precision in execution. They allow changes to be made in the plan before it is carried out.

Full-scale rehearsals should be conducted under the most realistic conditions possible.

e. Favorable Conditions. A successful raid is ensured by—

(1) Launching the raid at an unexpected time or place by taking advantage of darkness

and limited visibility and moving over terrain that the enemy may consider

impassable.

(2) Avoiding detection through proper movement techniques and skillful camouflage

and concealment to include taking advantage of natural cover of the terrain.

(3) Timing the operation as close as possible.

(4) Using all available support, both organic and non-organic.

(5) Performing quick, violent, precise, and audacious actions that focus full combat

power at the decisive time and place.

(6) Disengaging quickly upon mission completion.

(7) Withdrawing swiftly using planned routes and including a deception plan.

f. Functions. Four functions are normally performed by the unit when conducting a raid.

Each part of the unit is organized and equipped to do a specific part of the overall

mission. Depending upon the specific mission, nature of the target, enemy situation, and

terrain, the functions are as follows:

(1) The command group controls movement to and actions at the objective. This unit

normally consists of the company commander, other subordinate leaders, and

communications to support these leaders.

(2) The security element, whose organization is determined by the mission of the raid

force, size and type of the enemy force and its mobility and state of alert, terrain and

avenues of approach into the area, and the time needed to seal off the objective area. The

security element may—

· Secure the ORP.

· Give early warning of enemy approach.

· Block avenues of approach into the objective areas.

· Prevent enemy escape from the objective.

· Provide overwatch for the units at the objective and suppressive fires for their

withdrawal.

(3) The support element provides the heavy volume of fire needed to neutralize the

objective. Because fires from this unit are violent and devastating, they must be closely

controlled to ensure the precision needed. On order or as planned, fires are lifted or

shifted to cover the maneuver of the assault element by suppressing enemy fire from the

objective or aerial fires. The support element may also be given specific locations to

cover by fire in support of the security element if an enemy quick-reaction force moves

toward the objective area. These may include routes into and out of the objective site, key

terrain features, or installations adjacent to the main objective. Once the assault has been

completed, or on order from the raid force commander, the support element displaces to

the next planned position. Organization of the support element is determined by the

following:

(a) Size of the objective, the geography of surrounding area, and the enemy threat

(to include air) in the area. This element should be able to neutralize the objective

(when supported by air or naval gunfire) and to lift or shift fires either when the

assault is launched or when ordered to by the raid force commander.

(b) Mission of the assault unit.

(d) Size and nature of the enemy force in the objective area and those enemy forces

capable of reinforcement at the objective.

(e) Fire support from other units (air strikes, and artillery fire).

(f) The assault element seizes and secures the objective and protects demolition

teams, search teams, prisoner-of-war teams, and other teams.

(4) The organization of the assault element is always tailored to the mission. Each

objective must be examined carefully. The element's mission is to overcome resistance

and secure the objective and to destroy the installation or equipment. Other specialized

teams may also be needed. For example, sniper teams could be needed to remove key

sentries. To capture prisoners, liberate personnel, and seize or destroy equipment, the

assault element could be organized into assault teams, prisoner teams, search teams,

medical teams, demolition teams, or breach teams.

g. Site Selection. The site chosen for the raid LZ or DZ (drop zone: A specific area upon

which airborne troops, equipment, or supplies are landed) must support the planned

actions at the objective. There are two options when choosing sites.

(1) The unit can land on or near the objective and seize it before the enemy can react.

This avoids forced marches over land carrying heavy combat loads. If there is no suitable

landing area near the objective, or the enemy has a strong reaction force nearby, this

option is not favored.

(2) The unit can land unseen far from the objective. It then assembles, reorganizes, and

moves into an ORP (objective rally point) near the objective. The objective is seized after

security and support elements are in place. This option makes coordinated action easier

by setting up control of small units before engaging the enemy.

h. Conduct of a Raid. The unit moves to the ORP. The ORP is secured, the leaders'

reconnaissance is conducted, and the plan is confirmed. Elements and teams then move to

their positions.

(1) The teams of the security element move to positions (Figure 6-15) where they can

secure the ORP, warn of enemy approach, and block avenues of approach into the

objective area. They also situate themselves where they can prevent enemy escape from

the objective area and perform any combination of these tasks within their capability.

(2) As the assault element and support element move into position, the security

element keeps the leader informed of all enemy action. It fires only if detected, or on the

leader's order.

(3) Once the assault starts, the security element prevents enemy entry into, or escape

from, the objective area.

(4) When the assault is over, the security element covers the withdrawal of the unit to

the ORP. It withdraws on order or on a planned signal.

(5) The support element moves into position before the assault element (Figure 6-16).

From its position, it suppresses the objective and shifts its fire when the assault starts. It

normally covers the withdrawal of the assault element from the immediate area of the

objective. It withdraws on order or on signal.

(6) The assault element deploys close enough to the objective to permit immediate assault

if detected by the enemy. As supporting fire is lifted or shifted, the assault element

attacks and secures the objective. It protects demolition teams, search teams, and other

special teams while they work. On order, the assault element withdraws to the ORP. The

assault element should be as small as possible and conduct thorough rehearsals to avoid

confusion on the objective.

(7) At the ORP, the patrol unit assembles and moves a safe distance away to reorganize

and disseminate information. They then return to friendly lines or continue the mission.

1-19. AMBUSH

An ambush is a surprise attack from a concealed position on a moving or temporarily

halted target. It may include an assault to close with and destroy the target, or the attack

may be by fire only. It does not require that ground be seized and held. The company

plans, prepares, and conducts ambush patrols the same as a platoon (ANA 7-8.2). An

ambush is a useful tactic because—

· Small, well-trained, disciplined forces with limited weapons and

equipment can destroy much larger enemy forces.

· It reduces the enemy's overall combat effectiveness by destroying

and harassing his forces.

· Enemy morale and effectiveness suffer heavily at little cost to the

force executing the ambush.

a. Execution. A successful ambush must be executed with precision, violence, speed, and

audacity. For success, ambush operations must emphasize the following:

(1) Surprise. Surprise, more than any other single aspect, enhances the value of an

ambush. Surprise increases the potential for inflicting damage on the enemy with less risk

to the unit.

(2) Coordinated firepower and shock effect. Coordinated firepower is used for

maximum shock effect.

(a) Massive volumes of accurate fire, explosives, and mines, coupled with an

aggressive attack, break the enemy's spirit to fight back. Surprise increases shock

effect and the chances for success. Shock effect can cover unexpected defects in an

ambush-for example, ambushing a much larger force than expected.

(b) All weapons must be sited with interlocking fires in the kill zone and along

likely avenues of entrance or exit. Mortars should be used if the terrain permits.

Tripods and traversing and elevating mechanisms are normally used with machine

guns to lock in fires. All riflemen use firing stakes to mark left and right limits, and

elevation stakes. There is a tendency to shoot high in an ambush-especially at night.

The grenade launchers are sited to cover the dead space and routes of escape.

(3) Control. Control is essential; leaders must have contact with all members of their

unit to alert them to the oncoming enemy.

(a) Leaders should not move around the ambush site during this crucial period. A

method used to alert members can be to tie strings or vines to soldiers' legs or arms.

By a series of light tugs, all members of the ambush can be alerted to enemy presence.

(b) The leader must initiate the ambush with a casualty-producing device. Using

command detonated mines is an excellent device to spring an ambush. Other good

techniques are to use a recoilless rifle firing antipersonnel rounds or a machine gun.

Whistles or pyrotechnics must not be used. They will give the enemy time to react.

· As soon as the enemy is hit, he reacts. The ambush force has only a few

seconds to destroy the enemy before he recovers from the initial shock and

leaves the kill zone-either with a direct counterattack or withdrawal. Subsequent

fires must be planned.

· The leader initiates the ambush except when a member of the ambush knows

he has been discovered. He then has the authority to execute-with killing fire,

not by yelling.

· The cease-fire must be controlled by the leader. A whistle or other device may

be used to get attention and then cease-fire is signaled.

(4) Security. The flanks and rear of an ambush site are open to counterattack. Flank

and rear security may be enhanced by—

· Echeloning in depth.

· Designating sectors of observation.

· Enforcing noise and light discipline.

· Having a good withdrawal plan.

· Securing routes of withdrawal.

· Executing with speed and violence.

· Positioning a security force to seal off the ambush area.

· Having good camouflage.

(5) Simplicity. A simple, direct plan improves the chance of success. The ambush plan

must be clear yet concise to offer the greatest likelihood of success. For example:

(a) Mission statements for security, support, and assault elements must be clear,

concise, and direct.

(b) Tasks to be performed by the ambush elements should be easy to understand.

(d) Routes into positions and withdrawal routes should not cross. They should be

the shortest, most secure routes.

(6) Training and self-discipline. All advantages must be exploited. Discipline must be

strict. There must be no sleeping, talking, eating, or smoking in the ambush site. If an

ambush is to be set up for long periods, then the elements of the ambush must be pulled

back to the ORP at set times for rest. Extended ambushes of 24, 36, or 48 hours require

six- or eight-hour shifts. It may take a company to man an extended platoon ambush

position. Tired troops cannot man an ambush well; they cannot perform vigorous

operations all day and be alert on an ambush all night.

b. Organization. A unit conducting an ambush must be task-organized to perform the

following functions: assault, security, and support. The ambush forces should be task-

organized according to the TOE (your unit organization)-by platoons, squads, and fire

teams. These sub elements should not be changed to create smaller elements for an

ambush. The TOE formations may be reinforced with machine gun or recoilless rifle

teams, or a mortar squad.

(1) Assault. The elements assigned the assault mission either move directly into their

positions or move through a release point. The mission may include any combination of

the following actions:

· Conduct the main assault.

· Halt an enemy's motorized column or any moving target.

· Kill or capture personnel.

· Recover supplies and equipment.

· Destroy vehicles and supplies. Search teams are not always used; the leader must

decide how and when to use them. When soldiers leave the security of their well-

chosen, concealed ambush position, they are subject to the fires of the enemy who

may also be hidden and ready. If it is at night, does not use trip flares or

illumination to light the search area as this will also expose the search team to the

enemy. Always assume there is hidden enemy-the ambush will not kill them all.

Red-filtered flashlight taped to rifles (AK 47) should be used to make a quick

search. However, a white light flashlight is faster if loss of night vision is not

critical. If the return fire from the enemy is great or if the ambush missed the main

body, then the leader may choose to break contact and leave without searching the

kill zone.

(2) Security. The elements assigned the mission of security may move to their

positions directly or by way of a release point. Their missions may include any or all of

the following actions:

· Secure flanks, rear, or ORP.

· Provide early warning.

· Isolate/seal off the kill zone to prevent the enemy from escaping or reinforcing.

· Assist in executing the ambush.

· Cover withdrawal of main ambush force.

(3) Support. The units assigned a support mission provide fires that may include

employment of—

· Heavy automatic weapon fires.

· Antitank fires.

· Mortar fires.

· Mines.

· Flame munitions.

c. Ambush Site. When choosing an ambush site, all sources of information must be used

to enhance surprise, exploit the enemy's weak points, and take advantage of the terrain.

Emphasis is on—

• Natural cover and concealment for the ambush force.

• Routes of entry and withdrawal (at least two) that should be direct and easy to

reach.

• Good observation and fields of fire.

• Harmless-looking terrain.

• Few enemy escape routes.

• Limited enemy reinforcement ability.

• Nearby assembly or rendezvous area.

• Terrain that will canalize enemy into kill zones, and natural obstacles to keep

him there.

NOTE: Try to select a site covered by friendly supporting indirect fires.

(1) Take advantage of the terrain. Emphasis must be on exploiting all natural cover

and concealment afforded by the terrain. Site the ambush and individual positions based

on the terrain rather than trying to adapt the terrain to a fixed geometric design.

(2) Restrict enemy movement. Restricting enemy movement by natural or man-made

obstacles should also be planned.

d. Types of Ambushes. Ambushes have two basic types or kinds-area ambush and point

ambush.

(1) Area ambushes may be set up by platoons, companies, or Kandaks. They are used

to interdict enemy movement in a given area or inflict casualties on his forces. Area

ambushes consist of a series of point ambushes. The size and location of the ambushes

are dictated by the METT-TC analysis (Mission, Enemy, Terrain, Time, Troops

available, and effects on Civilians).

(a) Companies may conduct area ambushes independently or as part of a Kandak

area ambush. The company may receive very specific guidance or only an area of

operations and a mission statement. The CO may develop a very detailed concept with

a central ambush supported by smaller ambushes for security/isolation. Or, the CO

may assign platoon areas of operation and allow decentralized execution.

(b) Considerations in selecting point ambush sites as part of a company area

ambush include:

· Ensuring fires from one ambush force do not endanger other ambush units

· The enemy's likely course of action both before and after initiating the ambush.

· The withdrawal/ linkup plan after completing the ambush mission.

initiate fires.

(2) Point ambushes are set at the most ideal location to inflict damage on the enemy.

Such ambushes must be able to accept the enemy force from more than one direction.

The ambush site should enable the unit to execute an ambush in two or three main

directions. The other directions must be covered by security that gives early warning of

enemy attack.

(a) Most of the different types of point ambushes are found in ANA 7-8.2.

(b) However, another type is the mechanical (improvised munitions or command

detonated munitions/mines) ambush. It consists of mines/explosives/mortar or artillery

rounds set in series. It is command detonated or detonated by a triggering device

activated by the enemy. Mechanical ambushes are normally manned. Soldiers prepare

to engage the enemy with direct fire if the mechanical ambush does not detonate or if

it does not destroy the enemy. Mechanical ambushes are an effective way to interdict a

large area using a small force. If the mechanical ambush is effective and our soldiers

do not reveal their presence, the enemy is confused. This has a devastating effect on

his morale and effectiveness.

e. Execution of the Ambush. Stealth and security are important factors; the following

are various ways to accomplish these factors:

· Position security teams and early warning detection devices first.

· Use the best route to main ambush position consistent with security.

· Quickly occupy the ambush position and set up communications and signaling

devices.

· Position key weapons (automatic and antiarmor).

· Position mines, trip flares, and booby traps.

· Ensure that all weapons are correctly positioned. Assign sectors of fire to provide

mutual support and cover dead space.

(1) Camouflage. During mission preparation, each man camouflages himself and his

equipment, and secures his equipment to prevent noise. At the ambush site, prepare

positions with minimum change in the natural appearance of the site. Conceal all

resulting debris to prevent any evidence of occupation.

(2) Movement. Keep movement to a minimum. Closely control the number of men

moving at a time. Keep every man as quiet as possible, especially at night. Enforce light

discipline rigidly at night and forbid smoking.

(3) Signals. Change audible and visual signals, such as whistles or pyrotechnics, often

to avoid setting patterns and alerting the enemy. Three or four simple signals are needed

to execute the ambush. Signals are used—

(a) To provide early warning of an enemy approach. A signal by the security force

to alert the patrol leader to the correct direction of enemy approach may be given. This

includes arm-and-hand signals, radio, or field telephone.

(b) To initiate the ambush. This may be the detonation of mines or explosives. Fire

is then delivered at once in the heaviest, most accurate volume possible. Properly

timed and delivered fires add to the achievement of surprise, as well as to the

destruction of the target.

or pyrotechnics may be used. When the kill zone is assaulted, the lifting or shifting of

fires must be as precise as when starting the ambush. Otherwise, the assault is delayed

and the enemy has a chance to recover and react.

(d) To withdraw. The signal for withdrawal can be voice commands, whistles, or

pyrotechnics.

(4) Objective rally point. Locate the ORP far enough from the ambush site so that it

will not be overrun if the enemy manages to attack the ambushers. Leave ammunition

and equipment not needed for the mission in the ORP and scout the withdrawal routes to

the ORP (when possible by each man). Withdrawal routes should provide cover and

concealment for the unit and hinder enemy pursuit; they are a main consideration in the

selection of the ambush site. They may be the key to survival after executing the ambush.

On signal, the ambush force quickly (but quietly) withdraws to the ORP. If pursued, the

withdrawal may be by bounds with mines or hasty ambushes used to delay pursuing

forces.

(5) Ambush variety. Use more than one ambush method. If one method is used

predominantly, the enemy will develop an effective defense against it and will be affected

less by the shock of the ambush since he knows what to expect. No single method will fit

all combinations of terrain, equipment, weather, and enemy capabilities. Use a variety of

signals as well, both audible and visual. Use weapons fire, mines, and when possible and

vary signals to avoid compromise.

(6) Swift action. Speed in the execution of the ambush and the withdrawal should

prevent enemy reaction forces from engaging the ambush force. Speed is often your best

option against casualties and failure. If there is contact with reaction forces, speed may

enhance quick disengagement.

f. Successful Ambush. Emphasize the following to succeed:

(1) Intelligence. This ensures the enemy is ambushed at a time and place when he least

expects or is least prepared to fight.

(2) Detailed planning, thorough training, and rehearsing of all elements in all phases of

the ambush. This ensures maximum shock effect through swift, precise execution.

(3) All available firepower with emphasis on area and automatic weapons.

(4) Speed. This helps to achieve surprise and enhance security of the force.

(5) Cover, concealment, and overall protection afforded by the terrain when moving or

when occupying ambush positions.

1-20. PATROL BASE

A patrol base is a position set up when the patrol unit halts for an extended period. When

the unit must halt for a long time in a place not protected by friendly troops, it takes

active and passive security measures. The time the patrol base may be occupied depends

on the need for secrecy. It should be occupied only as long as necessary, but not for more

than 24 hours-except in an emergency. The unit should not use the same patrol base more

than once. The company selects and occupies a patrol base for the same reasons and in

the same manner as the platoon (ANA 7-8.2). The considerations for a perimeter defense

also apply for establishing a company patrol base.

Section VII.

STAY-BEHIND OPERATIONS

Stay-behind operations can be used as a part of defense or delay missions. In the defense,

the enemy can bypass a friendly force. This offers the opportunity to attack the enemy's

weakest point, thus delaying him.

1-21. PURPOSE

The unit that stays behind can inflict casualties on the enemy throughout the depth of his

formations. They can disrupt the enemy's offensive cohesion by attacking key command,

control, communications, CS, or CSS elements; and by blocking communications and

supply lines. Their presence can detract the enemy's main effort by forcing him to

allocate combat forces for rear area operations. Members of the stay-behind forces can

furnish human intelligence on enemy forces in its area and call for and adjust indirect

fires.

1-22. TYPES There are two types of stay-behind operations.

a. Unplanned. An unplanned stay-behind operation is one in which a unit finds itself cut

off from other friendly elements for an indefinite time without specific planning or

targets.

b. Deliberate. A deliberate stay-behind operation is one in which a unit plans to operate

in an enemy-controlled area as a separate for a certain time or until a specified event

occurs. This requires extensive planning for the establishment, operation, and linkup

phases.

(1) Establishment phase. In this phase, combat, CS, and CSS units and their required

logistics are positioned in the desired area of operations. Unnecessary vehicles and

equipment are evacuated. This phase can be either overt or covert.

(a)If overt, the unit continues to fight from its present defensive positions while the

enemy advances and other friendly forces withdraw. This technique is viable only if

the stay-behind unit has massive firepower and the ability to control or retain key or

decisive terrain from its defensive position.

NOTE: This technique is least desirable since the enemy will use his knowledge of

friendly positions to suppress, isolate, and overrun them.

(b) If covert, the unit moves its elements into position using clandestine techniques

to avoid detection. The unit allows the enemy to bypass it without making contact with

him until the unit is ready to start attacking vulnerable targets.

(2) Operation phase. This phase begins once the stay-behind units are positioned and

other friendly forces have withdrawn. During this phase, units conduct combat operations

to support their mission and the commander's intent. The combat operations often include

reconnaissance, raids, and ambushes against targets of opportunity. If commanders wish

to exercise greater control, they can set a priority of targets by type or assign tasks

according to avenues of approach.

(3) Linkup phase. This phase includes any plans to link up with friendly forces and

end the stay-behind operation. It does not include linkups between stay-behind units to

conduct missions during the operation phase. The linkup can be done after

reconsolidation, but involves small units infiltrating into friendly units.

NOTE: The stay-behind unit can either wait in place until friendly forces counterattack

to their location, or it can move through the enemy to friendly positions.

1-23. PLANNING

The troop-leading procedures apply to stay-behind operations. Planners must pay strict

attention to the following:

a. Task Organization. The stay-behind unit includes only the soldiers and equipment

needed for the mission. It can provide its own security, can hide easily, and can

move through restrictive terrain.

NOTE: Depending on METT-TC, small units can be augmented as needed with CS or

CSS. Who makes this decision depends on the level of operation; the goal is for each

element to be as self-sufficient as possible.

b. Reconnaissance. This is always important-in a stay-behind operation, it is even more

important. Reporting tasks/information requirements can include good sites for patrol

bases, OPs, locations to store supplies (caches) for later use, water sources, dismounted

and mounted avenues of approach, kill zones, engagement areas, and covered and

concealed approach routes.

c. Combat Service Support. Because the stay-behind unit will not be in physical contact

with its supporting unit, rations, ammunition, radio batteries, water, and medical supplies

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