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____________________________________________________________________________________________________________________________________________________________________________* FM 17-15
Field Manual 17-15
Headquarters, Department of the Army
Washington, DC, April 3, 1996

TANK PLATOONTABLE OF CONTENTSPREFACECHAPTER 1..... INTRODUCTION
CHAPTER 2..... BATTLE COMMAND
CHAPTER 3..... OFFENSIVE OPERATIONSCHAPTER 4..... DEFENSIVE OPERATIONSCHAPTER 5..... OTHER TACTICAL OPERATIONSCHAPTER 6..... COMBAT SUPPORTCHAPTER 7..... COMBAT SERVICE SUPPORTAPPENDIX A..... ORDERS AND REPORTS
APPENDIX B..... LIGHT/HEAVY OPERATIONSAPPENDIX C..... CONTINUOUS OPERATIONSAPPENDIX D..... NUCLEAR, BIOLOGICAL, CHEMICAL, AND SMOKEOPERATIONSAPPENDIX E..... OPERATIONS OTHER THAN WAR
APPENDIX F..... FRATRICIDE PREVENTIONGLOSSARY
REFERENCES

Distribution Restriction: Approved for public release; distribution unlimited.
• This publication supersedes FM 17-15, 7 October 1987.

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______________________________________________________________________________________PREFACEThis manual describes how the tank platoon fights. It focuses on the principles of platoon
operations and the tactics, techniques, and procedures (TTP) the platoon uses to exploit
its combat power and minimize its vulnerabilities while conducting move, attack, anddefend operations.
FM 17-15 is for tank platoon leaders and members of M60A3, M1, M1A1, M1A2, and
M8-AGS crews. Because weapons and equipment vary among units, users should adapt
information to fit their specific situations. Where capabilities of the various systems
differ significantly, this manual examines alternative considerations and techniques fortheir use.
In addition to FM 17-15, three publications are critical reference sources for the tankplatoon. ARTEP 17-237-10-MTP, the mission training plan for the tank platoon, contains
collective platoon tasks and outlines training procedures and exercises. The other two
manuals are published as Fort Knox Supplementary Material (FKSM). FKSM 17-15-1
contains information on TTP for platoons equipped with a variety of enhanced
technologies. Included are the latest updates on systems covered in FM 17-15, such as theintervehicular information system (IVIS), and on newly developed equipment like themissile countermeasure device (MCD). FKSM 17-15-3 contains a detailed example oftactical standing operating procedures (TSOP). Each tank platoon can modify the TSOP
to meet its unique mission requirements. For information on obtaining FKSM
publications, call (502) 624-2987/5848 (commercial) or 464-2987/5848 (DSN).
The proponent of FM 17-15 is HQ TRADOC. Record comments and recommendations
on DA Form 2028, and send the form directly to Commander, 2d Squadron, 16th Cavalry
Regiment, United States Army Armor School, ATTN: ATSB-SBB-D, Fort Knox,
Kentucky 40121-5200.
Unless otherwise stated, masculine nouns and pronouns do not refer exclusively to men.
BACK TO TABLE OF CONTENT

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CHAPTER 1

INTRODUCTION
The fundamental mission of the tank platoon is to close with and destroy the enemy. The
platoon's ability to move, shoot, communicate, and provide armored protection is a
decisive factor on the modern battlefield. It moves, attacks, defends, and performs otheressential tasks to support the company team or troop mission. In accomplishing its
assigned missions, the platoon uses fire, maneuver, and shock effect, synchronized withother maneuver elements and with combat support (CS) and combat service support(CSS) assets. When properly supported, it is capable of conducting sustained operations
against any sophisticated threat.
The tank platoon can survive and win in battle, however, only if it is well trained,
effectively led, and highly motivated. Crews must be aggres-sive, and their tactics mustreflect the tempo and intensity of maneuver warfare. Platoon training must prepare themto operate in hostile territory with the enemy to their front, flanks, and rear.
CONTENTSSECTION I. Organizations
SECTION II. Responsibilities
SECTION III. Capabilities and Limitations
SECTION I. ORGANIZATIONSThe Tank Platoon
By itself, any tank can be vulnerable in the face of diverse battlefield hazards (such as
enemy forces or unfavorable terrain) and situations; these vulnerabilities are significantly
reduced when tanks are employed as units.
The tank platoon is the smallest maneuver element within a tank com-pany. Organized tofight as a unified element, the platoon consists of four main battle tanks organized into
two sections, with two tanks in each section. The platoon leader (Tank 1) and platoon
sergeant (Tank 4) are the section leaders. Tank 2 is the wingman in the platoon leader'ssection, and Tank 3 is the wingman in the platoon sergeant's section (see Figure 1-1).

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Figure 1-1. Tank platoon organization.

The tank platoon is organic to tank companies and armored cavalry troops. The platoon
may be cross-attached to a number of organizations, commonly a mechanized infantrycompany, to create company teams. It may also be placed under operational control(OPCON) of a light infantry battalion.
Under battlefield conditions, the wingman concept facilitates control of the platoon when
it operates in sections. The concept requires that one tank orient on another tank on either
its left or right side. In the absence of specific instructions, wingmen move, stop, andshoot when their leaders do. In the tank platoon, Tank 2 orients on the platoon leader'stank, while Tank 3 orients on the platoon sergeant's tank. The platoon sergeant (PSG)
orients on the platoon leader's tank. (See Figure 1-2.)

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Figure 1-2. The wingman concept.

The Tank Company
The tank company is organized, equipped, and trained to fight pure; it can also be taskorganized by higher headquarters to fight with infantry as a company team. The tankcompany consists of a headquarters and three tank platoons. The company headquarters
is equipped with two tanks, one M113A2 armored personnel carrier (APC), two M1025
or M998 high-mobility multipurpose wheeled vehicles (HMMWV), and one cargo truck
with a 400-gallon water trailer (see Figure 1-3, page 1-4). A maintenance section fromthe battalion maintenance platoon is normally attached to the tank company. The
maintenance section consists of one APC, one heavy recovery vehicle, and one utility
truck with trailer carrying spare parts based on the prescribed load list (PLL). A medic,
normally attached from the battalion medical platoon, travels in another APC.

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Figure 1-3. Tank company organization.

The Armored Cavalry Troop
The cavalry troop is organized, equipped, and trained to protect and conserve the combat
power of other combined arms forces. While its primary missions are reconnaissance andsecurity, the cavalry troop may be called upon to execute attack, defend, and delay
missions as part of squadron and regimental missions.
The armored cavalry troop consists of a headquarters, two tank pla toons, two scout
platoons, and mortar and maintenance sections. The headquarters section is equippedwith one main battle tank, one command post (CP) carrier, one APC, one cargo truck,and two utility trucks. The scout platoons consist of six M3 cavalry fighting vehicles(CFV). Equipment in the mortar and maintenance sections includes two 107-mm mortars
mounted in self-propelled carriers, one APC, one heavy recovery vehicle, ers. (See Figure
1-4.)

Figure 1-4. Armored cavalry troop organization.

The light armored cavalry troop has the same basic configuration. The main battle tanks
are replaced by the M8 armored gun system (M8-AGS); instead of M3s, there are 10
M1025 or M1026 HMMWVs in each platoon. The mortars are towed by M1025
HMMWVs. For additional information, refer to FM 17-97.
NOTE: For information on light infantry organizations, refer to Appendix B of thismanual and to FM 7-20. Additional information concerning task organized company
teams is in Appendix B and in FM 71-1.

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____________________________________________________________________________________________________________________________________________________________________________SECTION II. RESPONSIBILITIESThe tank crew is a tightly integrated team. Though all members have primary duties,
success depends on their effectiveness as a crew. They must work together to maintainand service their tank and equipment, and they must function as one in combat. Crews
must cross-train so each member can function at any of the other crew positions.
Platoon Leader
The platoon leader is responsible to the commander for the discipline and training of his
platoon, the maintenance of its equipment, and its success in combat. He must be
proficient in the tactical employment of his section and of the platoon in concert with acompany team or troop. He must have a solid understanding of troop-leading procedures
and develop his ability to apply them quickly and efficiently on the battlefield.
The platoon leader must know the capabilities and limitations of the platoon's personnel
and equipment; at the same time, he must be well versed in enemy organizations,doctrine, and equipment. He must serve as an effective tank commander (TC). Most
important of all, the platoon leader must be flexible, using sound judgment to makecorrect decisions quickly and at the right times based on his commander's intent and thetactical situation.
Platoon leaders must know and understand the task force mission and the task force
commander's intent. They must be prepared to assume the duties of the company
commander in accordance with the succession of command.
Platoon Sergeant
The PSG is second in command of the platoon and is accountable to the platoon leader
for the training, discipline, and welfare of the soldiers in the platoon. He coordinates theplatoon's main tenance and logistics requirements and handles the personal needs ofindividual soldiers. The PSG is the most experienced TC in the platoon. His tactical andtechnical knowledge allow him to serve as mentor to crewmen, other NCOs, and theplatoon leader. His actions on the battlefield must complement those of the platoon
leader. He must fight his section in concert with the platoon leader's section.
Tank Commander
The TC is responsible to the platoon leader and signed equipment, the reporting oflogistical needs, and the tactical employment of his tank. He briefs his crew, directs the
movement of the tank, submits all reports, and supervises initial first-aid treatment andevacuation of wounded crewmen. He is an expert in using the tank's weapon systems,
requesting indirect fires, and executing land navigation.

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______________________________________________________________________________________The TC must know and understand the company mission and company commander'sintent. He must be prepared to assume the duties and responsibilities of the platoon leader
or PSG in accordance with the succession of command. These requirements demand that
the TC maintain situational awareness by using all available optics for observation, by
eavesdropping on radio transmissions, and by monitoring the intervehicular information
system (IVIS) or appliqué digital screen (if available).
Gunner
The gunner searches for targets and aims and fires both the main gun and the coaxial
machine gun. He is responsible to the TC for the maintenance of the tank's armament andfire control equipment. The gunner serves as the assistant TC and assumes the
responsibilities of the TC as required. He also assists other crewmembers as needed.
Several of his duties involve the tank's communications and internal control systems:
logging onto and monitoring communications nets; maintaining digital links if the tank isequipped with the IVIS or appliqué digital system; inputting graphic control measures on
digital overlays; and monitoring digital displays during the planning and preparation
phases of an operation.
Driver
The driver moves, positions, and stops the tank. While driving, he constantly searches forcovered routes and for covered positions to which he can move if the tank is engaged. He
maintains his tank's position in formation and watches for visual signals. If the tank isequipped with a steer-to indicator, the driver monitors the device and selects the best
tactical route. During engagements, he assists the gunner and TC by scanning for targets
and sensing fired rounds. The driver is responsible to the TC for the automotive
maintenance and refueling of the tank. He assists other crewmen as needed.
Loader
The loader loads the main gun and the coaxial machine gun ready box; he aims and fires
the loader's machine gun (if the vehicle is equipped with one). He stows and cares forammunition and is responsi ble to the TC for the maintenance of communications
equipment. Before engagement actions are initiated, the loader searches for targets andacts as air or antitank guided missile (ATGM) guard. He also assists the TC as needed indirecting the driver so the tank maintains its position in forma tion. He assists othercrewmembers as necessary. Because the loader is ideally positioned both to observearound the tank and to monitor the tank's digital displays, platoon leaders and TCs should
give strong consid eration to assigning their second most experienced crewman as theloader.
NOTE: On the M8-AGS, the function of loading the main gun is handled by the
autoloader. Loading of the coaxial machine gun, as well as the stowage and care of9

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ammunition, becomes the duty of the gunner. The absence of a loader also means the TC
assumes a greater degree of responsibility for air and ATGM watch.
SECTION III. CAPABILITIES AND LIMITATIONS
To win in battle, leaders must have a clear understanding of the capabilities andlimitations of their equipment. Figures 1-5 through 1-9, pages 1-9 through 1-13, list the
specifications, characteristics, and significant features of the M60A3 and M1-series main
battle tanks and the M8-AGS. These listings will assist the platoon leader in evaluatingtransportability, sustainment, and mobility considerations for his own vehicles and for
those with which the platoon may operate as part of a company team or troop.
Capabilities
Tanks offer an impressive array of capabilities on the modern battlefield: excellent crosscountry mobility, sophisticated communica tions, enhanced target acquisition, lethal
firepower, and effective armor protection. In combination, these factors produce theshock effect that allows armor units to close with and destroy the enemy in most weather
and light conditions. Tanks can move rapidly under a variety of terrain conditions,
negotiating soft ground, trenches, small trees, and limited obstacles. In addition, global
positioning systems (GPS) and inertial position navigation (POSNAV) systems allow
today's tanks to move to virtually any designated location with greater speed andaccuracy than ever before. Use of visual signals and the single channel ground/airborne
radio system (SINCGARS) facilitates rapid and secure com munication of orders andinstructions. This capability allows tank crews to quickly mass the effects of their weapon
systems while remaining dispersed to limit the effects of the enemy's weapons. On-board
optics and sighting systems enable the crews to acquire and destroy enemy tanks,
armored vehicles, and fortifications using the main gun or to use machine guns tosuppress enemy positions, personnel, and lightly armored targets. The tank's armor
protects crewmembers from small arms fire, most artillery, and some antiarmor systems.
Limitations
Tanks require extensive maintenance, proficient operators, and skilled mechanics, as well
as daily resupply of large quantities of bulky petroleum products such as fuel, oil, andgrease. They are vulnerable to the weapons effects of other tanks, attack helicopters,
mines, ATGMs, antitank guns, and close attack aircraft. When tanks operate in built-up
areas, dense woods, or other close terrain, reduced visibility leaves them vulnerable todismounted infantry attacks as well. In such situations, they are usually restricted to trails,
roads, or streets; this severely limits maneuverability and observation. Existing or
reinforcing obstacles can also restrict or stop tank movement.

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Figure 1-5. M60A3 characteristics.

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Figure 1-6. M1 characteristics.

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Figure 1-7. M1A1 characteristics.

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Figure 1-8. M1A2 characteristics.

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Figure 1-9. M8-AGS characteristics.

BACK TO TABLE OF CONTENT

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CHAPTER 2

BATTLE COMMAND
Battle command is the process of assimilating thousands of bits of information and using
the data to visualize the battlefield, assess the situation, and direct military action
required to achieve victory. Thinking and acting are simultaneous activities for leaders inbattle.
The command and control of combat elements are the biggest chal lenges faced bycombat leaders on the modern battlefield. Command involves directing various combat,
CS, and CSS elements; control entails the measures taken to ensure these directions arecarried out. Even the most knowledgeable tactician will be ineffective if he cannot
properly use the techniques available to direct and control his combat elements.
The tank platoon leader, assisted by the PSG, employs a variety of techniques to prepare
for operations, issue orders, employ the platoon, and communicate. The success of thiscommand and con trol process rests mainly on leadership, training, thoroughly
understood standing operating procedures (SOP), and the effective use ofcommunications equipment. For maximum efficiency, the platoon leader must keep theprocess as simple as possible while ensuring that he provides the platoon with all required
information and instructions.
CONTENTSSECTION I. Command
SECTION II. Control

Section I. COMMAND
Command has two vital components: decision-making and leadership. This section
examines in detail how the platoon leader and his subordinate leaders use these elements
to develop the flexible, productive command structure that is the catalyst for success on
the battlefield.
DECISION-MAKING
Decision-making is a conscious process for selecting a course of action from two or morealternatives. At platoon level, many decisions are based on SOPs and standard unit drills.
SOPs and drills cover an array of routine and emergency actions, such as evacuation ofwounded soldiers, rearming and resupply procedures, and individual crew responsi
bilities; they allow the platoon to operate quickly and efficiently without constantguidance from the platoon leader. SOPs are especially critical in helping to maintain
combat preparedness when leaders are tired or under stress as a result of continuous

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operations. Because of this, it is absolutely necessary that everyone in the platoon
thoroughly understand all applicable SOPs. FKSM 17-15-3 contains a sample SOP thatcan be adapted for use in various tank platoon organizations.
Troop-leading Procedures
Most tactical decisions are made by the commander, who then an nounces them in theform of orders that include his intent and concept of the operation. Based on these orders,the platoon leader uses troop-leading procedures to organize his time during planning andpreparation and to translate the operation into instructions his soldiers can understand. He
can then lead the platoon more effectively in the execution of the mission.
Troop-leading is a dynamic process that begins when the unit receives a new mission or
is notified by warning order (WO) that a new mission is imminent. Whenever possible,
troop-leading procedures are integrated and accomplished concurrently rather thansequentially. Time management is the key. The platoon leader normally uses one-third of
the available time to plan, prepare, and issue the order; his TCs then have the remaining
two-thirds of the time available to prepare their tanks and crews for the operation.
The following discussion focuses on the eight steps of troop-leading procedures:oReceive and analyze the mission.

oIssue a warning order.

oMake a tentative plan.

oInitiate movement.

oConduct reconnaissance and coordination.

oComplete the plan.

oIssue the order.

oSupervise and refine.

Receive and analyze the mission. The platoon leader normally receives his orders as an oral operation
order (OPORD) or as a fragmentary order (FRAGO) updating a previously issued OPORD. Graphics may
be copied from the commander's overlay or sent by digital transmission (see the discussion on pages 2-23
through 2-25). Initial coordination with other platoon leaders and the company FIST should beaccomplished upon receipt of the mission. (NOTE: Before the OPORD or FRAGO arrives, the platoon
leader may receive a series of WOs from the company commander providing advance notice of animpending operation. The platoon leader should disseminate all pertinent information contained in the WOs
as quickly as possible after they are received.)

Upon receipt of the order, the platoon leader's first task is to extract his mission from thecommander's overall plan. The key to understanding the platoon mission as part of thecompany team or troop mission lies in two elements of the plan: the commander's intent

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____________________________________________________________________________________________________________________________________________________________________________and the purpose he envisions for the company and for each platoon. One platoon will be
designated as
the company's main effort. This platoon's performance is critical to the company's
success. The other platoons are supporting efforts; their purpose will be to assist the maineffort in some way.
The platoon leader's knowledge of the intent and purpose allows him to use his initiative,
exploit battlefield opportunities, and accomplish the commander's plan. If he does notunderstand the intent or purpose, he should ask the commander for clarification.
The platoon leader analyzes the mission using the factors of METT-T: mission, enemy,
terrain (and weather), troops, and time available. These factors allow the platoon leader to
identify the platoon's purpose; the specified, implied, and essential tasks it must perform;
and the timeline by which the platoon will accomplish those tasks. The following outline
of METT-T factors will assist the platoon leader in analyzing the mission and creating atimeline.
Mission.
oWhat is the battalion commander's intent?

oWhat is the company commander's intent and purpose?

oWhat tasks did the commander say I must accomplish (specified tasks)? In the OPORD,
specified tasks are contained in paragraphs 3, 4, and 5.

oWhat other tasks must be accomplished to ensure mission success (implied tasks)?
Implied tasks are those that are not specified in the OPORD but that must be done tocomplete the mission. They do not include tasks that are covered in the unit SOP. The
platoon leader identifies implied tasks by analyzing the enemy, the terrain, friendly troops
available, and the operational graphics. As an example, the commander may direct theplatoon to occupy a support by fire position near a known enemy observation post (OP).
The platoon leader will immediately recognize that he must occupy the designatedposition (the specified task); through his analysis, he will probably determine that theplatoon must also destroy or neutralize the enemy OP because it can affect the platoon
and/or company mission (the implied task). If time is available, the platoon leader should
confirm implied tasks with the commander.

oWhat have been the enemy's recent activities?

oWhat is the composition of the enemy's forces?

oWhat are the capabilities of his weapons?

oWhat is the location of current and probable enemy positions?

Enemy.

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______________________________________________________________________________________oWhat is the enemy's most probable course of action? The platoon leader must apply
knowledge of the enemy's doctrine and his most recent activities and locations to answer
the following questions:- Will the enemy attack or defend?

- What is the enemy's objective?
- What formations will he use?
- Where are his engagement areas?
- Where and when will he execute his operations?
Enemy information is included in paragraph 1 of the OPORD. It is important that the platoon leader
analyze this information in terms of the platoon's role in the operation. For example, if the company
commander only identifies platoon-size center-of-mass locations for a defending enemy, the platoon leader
should identify probable enemy vehicle locations based on the terrain and the enemy's doctrine.

Terrain (and weather). The platoon leader analyzes the terrain using the factors of
OAK-OC (obstacles; avenues of approach; key terrain; observation and fields of fire; andcover and concealment). Elements of this analysis include the following:o

Obstacles.

- Where are natural and existing obstacles located, and how can they affect maneuver?

- Where are likely areas for enemy-emplaced obstacles, and how can they affectmaneuver?
- Are there bypasses, or must obstacles be breached?
oAvenues of approach. Where are the best avenues of approach (mounted and dismounted)
for enemy and friendly forces?

o

Key terrain.

- Where is the key terrain?

- How can key terrain be used to support the mission?
oObservation and fields of fire. These are influenced by key terrain that dominates avenuesof approach.

- Where can the enemy observe and engage my platoon (danger areas)?

- Where are the natural firing positions my platoon can use to observe and engage
the enemy, including locations for battle positions (BP), support by fire and attackby fire positions, and overwatch positions?
oCover and concealment.

- What routes within the area of operations offer cover and concealment for my platoon or forenemy elements?

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____________________________________________________________________________________________________________________________________________________________________________- Do the natural firing positions in the area of operations offer cover andconcealment for the platoon or enemy?
oWeather. The platoon leader can use these questions as he analyzes the impact of weather
on the mission:- What are the light conditions (including percentage of night illumination) and visibility? What
are the times for beginning of morning nautical twilight (BMNT), sunrise, sunset, end of evening
nautical twilight (EENT), moonrise, and moonset?

- How has recent weather affected the area of operations?
- Mission?
- How will fog, rain, dust, heat, snow, wind, or blowing sand affect my men andequipment during the mission?
NOTE: The effects of weather on smoke or NBC weapons should also be considered.

Troops.
oWhat is the supply status of ammunition, fuel, and other necessary items?

oWhat is the present physical condition of the soldiers, as well as of vehicles andequipment?

oWhat is the training status of the platoon?

oWhat is the state of morale?

o

How much sleep have the men had?

oHow much sleep will they be able to get before the operation begins?

oDoes the platoon need any additional assets to support or accomplish its mission?

oWhat attachments are available to help the platoon accomplish its mission?

Time available.
oWhat times were specified by the commander in the OPORD for such activities as
movement, reconnaissance, rehearsals, and logistics package (LOGPAC) operations?

oWhat priorities of work can the platoon accomplish (examples include security,
maintenance, resupply, coordination, rehearsals, inspections, and sleep)?

The platoon leader conducts reverse planning to ensure that all specified, implied, and essential tasks canbe accomplished in the time available. He develops a reverse planning schedule (timeline) beginning withactions on the objective and working backward through each step of the operation and preparation
to the present time. This process also helps the platoon in making efficient use of planning andpreparation time.

Once his METT-T analysis is complete, the platoon leader can then write the platoon
mission statement answering the questions of WHO, WHAT, WHEN, WHERE, andWHY. This is a clear, concise statement of the pur pose of the operation and the essential
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______________________________________________________________________________________task(s) that will be crucial to its success. The essential tasks (the WHAT) should be statedin terms that relate to enemy forces, friendly forces, and/or the terrain (for example,"SUPPRESS THE ENEMY"; "OVERWATCH 2D PLATOON"; or "SEIZE ANOBJECTIVE"). The purpose (the WHY) explains how the platoon mission supports thecommander's intent. The elements of WHO, WHERE, and WHEN add clarity to themission statement.
NOTE: Simultaneous planning and preparation are key factors in effective time management during thetroop-leading procedures. The next five steps (issue a warning order; make a tentative plan; initiate
movement; conduct reconnaissance and coordination; and complete the plan) may occur simultaneously
and/or in a different order.
Issue a warning order. The platoon leader alerts his platoon to the upcoming operation by issuing a WO
that follows the five-paragraph OPORD format (see Appendix A). WOs maximize subordinates' planningand preparation time by providing essential details of the impending operation and detailing major timeline
events that will support mission execution. The amount of detail included in a WO depends on the available
time, the platoon's communications capability, and the information subordinates need to initiate proper
planning and preparation. The WO may include the following information:oChanges to task organization.

oUpdated graphics (platoons equipped with IVIS or appliqué digital systems send new
overlays).

oEnemy situation.

oCompany mission.

oCommander's intent (if available).

o

Platoon mission.

o

A tentative timeline, to include the following:o

Earliest time of movement.

oReadiness condition (REDCON) and vehicle preparation schedule. See Appendix C for a
discussion of REDCON levels.

oReconnaissance.

oTraining/rehearsal schedule. (NOTE: Some individual and collective training may beinitiated by the platoon leader before he issues the OPORD; this technique maximizes
preparation time and allows the platoon to focus on tasks that will support the anticipatedoperations. For example, a tank platoon equipped with a plow tank may practice the crew
task of dropping the plow as well as platoon-level actions at an obstacle.)oTime and location at which the platoon OPORD will be issued.

oService support instructions (if not included in the timeline).

As critical information is received or updated, the platoon leader should issue subsequent or updated WOs
to keep the platoon informed.

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Make a tentative plan. The platoon leader begins developing his maneuver plan as helistens to the commander issue the company OPORD. Based on the commander's planand the results of his mission analysis, the platoon leader develops a tentative plan that
addresses all specified, implied, and essential tasks using the OPORD format (seeAppendix A). The tentative plan also covers reconnaissance and coordination
requirements between the platoon and adjacent and supporting units. The PSG and TCs
are excellent sources of ideas concerning the platoon plan. A more detailed discussion ofplanning considerations is in Chapters 3 and 4 of this manual.
Initiate movement. Many company-level operations require movement to forward
assembly areas and BPs during the planning phase of an operation. The platoon leader
addresses movement in his timeline; he orders the platoon to begin moving in accordancewith the company plan. Activities may include sending platoon representatives to an
assembly area with the company quartering party or beginning priorities of work.
Conduct reconnaissance and coordination. Effective reconnaissance takes into accountthe factors of METT-T and OAK-OC from both friendly and enemy perspectives. As aminimum, the platoon leader conducts a detailed map reconnaissance. If time andsecurity considerations permit and authorization is obtained from higher headquarters, anon-site ground reconnaissance is the best way to survey the area of operations. The
platoon leader should take as many TCs as possible on his recon naissance.
For offensive operations, the platoon leader should attempt to find a vantage point thatwill al low him to see as much of the objective as possible. Ground reconnaissance foroffensive operations usually is limited to checking routes to the start point (SP), the lineof departure (LD), and the axis just beyond the LD. For defensive operations, the platoon
leader should conduct a reconnaissance of the engagement area, all platoon BPs, and theroutes to be used.
During the reconnaissance (or during company-level rehearsals), the platoon leader or his
representative should coordinate routes, movement speed, and sectors of observation andfires with other platoon leaders.
Complete the plan. The platoon leader refines the plan based on the results of thereconnaissance and coordination. He then completes the plan using these results and any
new information from his commander, other platoon leaders, and members of his platoon.
He should keep the plan as simple as possible, at the same time ensuring that the platoon
scheme of maneuver supports the commander's intent.
Issue the order. If possible, the platoon leader issues the order from a vantage point
overlooking the terrain on which the platoon will maneuver. If not, he uses a terrain
model, sand table, sketches, or his map to orient the platoon. He can also build a model ofthe area of operations using a briefing kit that contains such items as engineer tape,colored yarn, 3-by-5-inch index cards, and "micro" armor vehicle models.

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When time and security permit, the platoon leader issues the order to as many membersof the platoon as possible. As a minimum, he assembles the TCs and his gunner. He
briefs the platoon using the five-paragraph OPORD format (see Appendix A).
To ensure complete understanding of the operation, the platoon leader and TCs conduct
confirmation briefings immediately after the OPORD is issued. The TCs brief the platoon
leader to confirm their understanding of his intent, the specific tasks their crews must
perform, and the relationship between their tasks and those of other units in the operation.
If time permits, the platoon leader should lead the TCs in a walk-through using a sandtable.
Supervise and refine. Flexibility is the key to effective operations. The platoon leader
must be able to refine his plan whenever new information becomes available. If headjusts the plan, he must inform the platoon and supervise implementation of thechanges. Once the operation has begun, the platoon leader must be able to direct his
platoon in response to new situations and new orders.
Crew orders, back-briefs, rehearsals, and inspections are essential elements of thesupervision process as the platoon prepares for the mission. The following paragraphs
discuss these procedures in detail.
Crew orders. The platoon leader and PSG make sure all crewmembers have been briefedby their TCs and understand the platoon mission and concept of the operation.
Back-briefs. The back-brief is, in effect, a reverse briefing process; those who receive an
OPORD confirm their understanding of the order by repeating and explaining details of
the operation for their leader or commander. In the tank platoon, the platoon leader
should conduct back-briefs after the TCs have had a chance to review the OPORD but
before the platoon rehearsal begins. The TCs brief the platoon leader on how their crews
will accomplish the specific tasks assigned to them in the order.
NOTE: Although the back-brief is an effective means of clarifying the specifics of the plan, it does not
require tank crews to practice or perform their assigned tasks. By itself, therefore, it is not an ideal rehearsal
technique.
Rehearsals. A rehearsal is a practice session conducted to prepare units for an upcoming operation or
event. The tank platoon leader should never underestimate the value of rehearsals. Many units, in fact,
consider rehearsals as a separate (ninth) step of troop-leading procedures. The platoon leader uses wellplanned, efficiently run rehearsals to accomplish the following:oReinforce training and increase proficiency in critical tasks.

oReveal weaknesses or problems in the plan.

oSynchronize the actions of subordinate elements.

oConfirm coordination requirements between the platoon and adjacent units.

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Improve each soldier's understanding of the concept of the operation, the direct fire plan,
anticipated contingencies, and possible actions and reactions for various situations that
may arise during the operation.

Effective rehearsals require crewmen to perform required tasks, ideally under conditions that are as close
as possible to those expected for the actual operation. Participants maneuver their actual vehicles or use
vehicle models or simulations while interactively verbalizing their elements' actions. In a platoon-level
rehearsal, the platoon leader will select the tasks to be practiced and will control execution of the rehearsal.
He will usually designate someone to role-play the enemy elements he expects to face during the operation.
(NOTE: A rehearsal is different from the process of talking through what is supposed to happen. For
example, in a rehearsal, TCs should actually send SPOTREPs when reporting enemy contact, rather thansimply saying, "I would send a spot report now.")

The platoon can prepare for operations using reduced-force rehearsals and/or full-force
rehearsals. The platoon leader conducts reduced-force rehearsals when time is limited or
the tactical situation does not permit everyone to attend. Platoon members who can takepart practice their actions on mock-ups, sand tables, or actual terrain (usually over asmaller area than in the actual operation). The full-force rehearsal is the most effective,
but consumes the most time and resources. It involves every soldier who will participate
in the operation. If possible, it should be conducted under the same conditions (such as
weather, time of day, and terrain) that the platoon expects to encounter during actual
operations.
The platoon leader can choose among several techniques in conducting rehearsals, whichshould follow the crawl-walk-run training methodology
to prepare the platoon for increasingly difficult conditions. Rehearsal techniques include
the following:oSpecial rehearsal. Individual and/or crew tasks that will be critical to the success of theoperation are rehearsed as necessary. The platoon leader may initiate special rehearsals
when he issues the WO.

o

Map rehearsal. This is usually conducted as part of a back-brief involving the TCs or acomplete crew. The leader uses the map and overlay to guide participants as they backbrief their role in the operation. If necessary, he can use a sketch map.

oCommunications rehearsal. This reduced-force or full-force rehearsal is conducted when
the situation does not allow the platoon to gather at one location. Crewmen check theirvehicles' communications systems and rehearse key elements of the platoon fire plan.

oKey leader rehearsal. Usually conducted as part of a larger force, this rehearsal involves
leaders moving over the key terrain in wheeled vehicles while discussing the mission.

oSand table or terrain model. This reduced-force or full-force technique employs asmall-scale table or model that depicts graphic control measures and important terrain
features for reference and orientation. Participants walk or move "micro" armor aroundthe table or model to practice the actions of their own vehicles in relation to othermembers of the platoon.

oForce on force. This is used during a full-force rehearsal. The platoon may rehearse withsections or individual tanks

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going "force on force" against each other, or the entire platoon may go against another platoon in
the company. Platoons should first rehearse with good visibility over open terrain. Rehearsals become increasingly realistic until conditions approximate those expected in the area of operations.
Inspections. Inspections allow the platoon leader to check the platoon's operational readiness. The key goal
is to ensure that soldiers and vehicles are fully prepared to execute the upcoming mission. Inspections also
contribute to improved morale.

It is essential that the entire platoon chain of command know how to conduct precombat
checks in accordance with FKSM 17-15-3, the platoon SOP, or ARTEP 17-237-10-MTP.
Procedures for a comprehensive inspection include the following:oPerform before-operation maintenance checks; report or repair deficiencies.

oPerform prepare-to-fire checks for all weapons; report or repair deficiencies. Weapons
are boresighted, and all sights are referred. Machine guns are test-fired, if possible.

o

tems.

o

· Upload vehicles in accordance with platoon SOP. The standardization of load plans allows the platoon leader and PSG to quickly check accountability of equipment. It also
ensures standard locations of equipment in each vehicle; this can be an important
advantage if the platoon leader is forced to switch to a different vehic le during an
operation.

oReview the supply status of rations, water, fuel, oil, all types of ammunition,
pyrotechnics, first-aid kits, and batteries(for such items as flashlights, night vision devices, and NBC alarms). Direct resupply operations
as necessary.
oEnsure vehicles are correctly camouflaged so they match the area of operations.

The platoon leader and/or PSG should observe each crew during preparation for combat. They should
conduct the inspection once the TCs report that their crews and vehicles are prepared.

Abbreviated Troop-leading Procedures
When there is not enough time to conduct all eight troop-leading steps in detail, such as
when a change of mission occurs after an operation is in progress, the platoon leader must
understand how to trim the procedures to save time. Most steps of these abbreviatedtroop-leading procedures are done mentally, but the platoon leader skips none of thesteps. Once the order is received, the platoon leader conducts a quick map
reconnaissance, analyzes the mission using the factors of METT-T, and sends for theTCs. He makes sure the TCs post the minimum required control measures on their maps
and issues a FRAGO covering the key elements of the enemy and friendly situations, theplatoon mission, and the concept of the operation. The service support and command andsignal paragraphs can be deleted if they are unchanged or covered by SOP. FRAGOs are
discussed in Appendix A. The platoon leader and TCs may also conduct a quick walkthrough rehearsal of critical elements of the maneuver plan using a hastily prepared
terrain model or sand table.

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In some cases, there may not be enough time even for these shortened procedures. The
platoon may have to move out and receive FRAGOs by radio or at the next scheduledhalt. It then be comes critical for the platoon leader to send FRAGOs of his own to theTCs explaining the platoon's pur-pose within the overall company maneuver plan.
Digital and global positioning systems are valuable tools when the platoon is forced touse abbreviated troop-leading procedures and FRAGOs. They allow the platoon leader todesignate waypoints to assist in navigation and target reference points (TRP) to assist in
weapons orientation.
Other keys to success when abbreviated procedures are in effect include a well-trained
platoon; clearly developed, thoroughly understood SOPs; and an understanding by all
members of the platoon of the current tactical situation (situational awareness). The
platoon leader and PSG must keep the platoon informed of the ever-changing enemy andfriendly situations. They accomplish this by monitoring the company net and issuingfrequent updates to the other crews using the radio and digital information systems.
Whenever time is available, however, there is no substitute for effective, thorough troopleading procedures. The odds of success increase still further when detailed planning andrehearsals are con ducted prior to an operation, even if time is limited. Successful platoon
leaders make the most of every available minute.
LEADERSHIP
Competent, confident leadership inspires soldiers, instilling in them the will to win andproviding them with purpose, direction, and motivation in combat. Leadership involves
numerous important personal principles and traits: taking responsibility for decisions;
exemplifying and demanding loyalty; inspiring and directing the platoon toward mission
accomplishment; fostering a climate of teamwork that will engender success;demonstrating moral and physical courage in the face of adversity. FM 22-100 and
FM 100-5 describe the qualities of effective leadership. The following are the fivecharacteristics of successful combat leaders, as described in the 1984 study titled
Leadership in Combat: An Historical Appraisal conducted by the History Department at
the United States Military Academy:
Terrain sense. Understand terrain; match tactics and weaponry with the terrain at hand.

Single-minded tenacity. This is the quality that compels the successful platoon leader toharness the combat power necessary to overwhelm the enemy. The platoon leader sees
the mission through and never gives up.
•

Practical, practiced judgment. Common sense and constant practice allow the platoon leader toprioritize effectively, enabling him to separate critical tasks from the noncritical and preventing
him from being overwhelmed by the demands of the information-rich battlefield.

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Ferocious audacity. Risk-taking is a must if the platoon is to exploit enemy weaknesses as they present
themselves.
•

Physical confidence. Leaders can maintain their ability to meet the demanding requirements ofleader ship only if they are in top physical condition.

Section II. CONTROLSITUATIONAL AWARENESS
Situational awareness is the ability to maintain a constant, clear mental "picture" of thetacti cal situation. This picture includes an understanding of relevant terrain and of therelationship between friendly and enemy forces. It also includes the ability to correlate
battlefield events as they develop. For platoon leaders and PSGs, situational awareness isthe key to making sound, quick tactical decisions. It allows them to form logicalconclusions and to make decisions that anticipate future events and information. A
critical benefit of situational awareness on the part of TCs is a reduction in fratricide
incidents. Situational awareness also gives leaders the ability to compress the timenecessary to conduct troop-leading procedures; this is especially critical when there islimited time to plan and prepare for an operation.
The commander will structure the battlefield based on his intent and the conditions of
METT-T. How he does this affects the tank platoon leader's mission planning and his
ability to maintain situational awareness. The framework of the battlefield can vary froma highly rigid extreme, with obvious front and rear boundaries and closely tied adjacentunits, to a dispersed and decentralized structure with few secure areas and unit boundaries
and no definable front and/or rear boundary.
Between these extremes is an unlimited number of possible variations. Maintaining
situational awareness becomes more difficult as the battlefield becomes less structured.
Modern, highly mobile operations involving small forces lend themselves to a less rigid
framework that challenges the platoon leader's ability to maintain an accurate picture of
the battlefield.
“SEEING” THE BATTLEFIELD
To "see" the battlefield accurately, the platoon leader must have virtually perfectknowledge of the friendly situation one level higher than his own (the company team or
troop situation). It is also important that he update the TCs periodically regarding thehigher situation. The platoon leader must also have a relatively complete knowledge ofthe terrain and the enemy situation. He must be able to visualize enemy and friendly
elements through time and to picture how the terrain will affect their actions. (NOTE:This requirement to maintain a real-time awareness of the battlefield one level higher
does not relieve the platoon leader of his responsibility to understand the situation andcommander's intent two levels higher than his own. The difference is that his

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understanding of the situation two levels higher does not have to be as specific or as
timely.)Most of the information the platoon leader requires comes from what he can observefrom his tank and from reports he receives through his communications systems.
Although few voice and digital reports are specifically addressed to him, particularly on
the company team net, the platoon leader must monitor them by eavesdropping. He thencan track enemy and friendly elements and plot all movement on his map and/or IVIS
display. This allows him to adjust his own movement so the platoon makes contact withthe enemy from positions of advantage, which are identified during the map/groundreconnaissance step of troop-leading procedures.
How effectively the platoon leader can keep track of events on the battlefield is, to somedegree, experience-dependent. No matter what his experience level, however, he is
responsible for learning techniques that allow him to relate the information he isreceiving to his map or display and thereby track the tactical situation.
BATTLE SPACE
The ability to see the battlefield provides the platoon leader with important tacticalinformation, including friendly and enemy positions and relevant terrain. In turn,complete understanding of the military significance of this picture requires knowledge ofthe concept of battle space; this is the key element in the intellectual process ofvisualizing the battlefield.
At the most fundamental level, battle space is the three-dimensional area in which
the platoon can acquire enemy forces and influence them with effective fires. This
space is defined by several battlefield factors: the locations of friendly forces, including
the platoon's individual tank crews and OPs; the effects of terrain, weather, andmovement; and the ranges of all available platoon weapons and sensing systems. Eachtank crew has its own battle space (see Figure 2-1). The platoon's total battle space is thesum of the individual tanks' battle spaces. Platoon battle space is not restricted byboundaries; it can overlap the battle space of adjacent units.

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Figure 2-1. Individual tank's battle space(two-dimensional view).
Battle space has applications in all phases of mission planning, preparation, and execution. During theplanning process, it is a critical factor in the selection of routes, tentative positions, and potential
engagement areas. In the preparation phase, battle space information aids in the synchronization of tacticalmovement and overwatch. Once mission execution begins, the platoon leader's knowledge of his battle
space is critical to his ability to issue timely and effective orders as the situation changes.

The importance of battle space demands that the platoon leader direct most of his battlecommand effort toward managing and enhancing his space. He must be aware at every
moment of how battle space is changing as friendly and enemy forces move and as
terrain and visibility conditions change (see Figures 2-2A and 2-2B). As the operation
progresses, the platoon leader must take active measures to shape the battle space to hisbest advantage.

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Figure 2-2A. Effects of movement and terrain on battle space.

Figure 2-2B. Effects of movement and terrain
on battle space (continued).
One vital step in this process is to eliminate or reduce any gaps, or dead space, that exist within theplatoon's battle space. The platoon leader can accomplish this in several ways. In the offense, for example,
he can maintain a section in overwatch during movement through a choke point or a danger area. In the
defense, he can emplace OPs or reposition individual tanks to cover potential gaps in the platoon's battle
space (see Figures 2-3A and 2-3B, page 2-22). In all cases, the platoon's position in relation to otherfriendly elements is an important factor in defining and enhancing the battle space. The platoon leader canshape his space more effectively if he applies the principles of mutual support and thorough coordination
with adjacent units.

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Figure 2-3A. Reshaping the battle space.

Figure 2-3B. Reshaping the battle space (continued).

MAPS, OVERLAYS, GRAPHIC CONTROL MEASURES, AND NAVIGATION
Maps and Overlays
The most important role of maps and the accompanying overlays is in helping the platoon
to understand and visualize the scheme of maneuver. They are the primary tool theplatoon leader uses to organize information concerning the battlefield and to synchronize
his assets once the battle begins. They also provide TCs with a visual reference they canconsult as needed. The platoon leader must ensure that each TC has an updated map withthe latest graphic control measures posted on the overlay.

31

____________________________________________________________________________________________________________________________________________________________________________The map and overlay also assist the platoon leader in performing a variety of otherfunctions. He consults them constantly during reconnaissance operations, which can varyin complexity from a quick map reconnaissance to a fully mounted groundreconnaissance of the area of operations. The map and overlay help him to communicate
the company commander's concept while he is issuing the OPORD or briefing the TCs on
the plan. During mission execution, the map and overlay play an invaluable role inhelping leaders to maintain situational awareness.
Overlays can be prepared either in traditional fashion (written out by hand) or digitally.
The platoon leader may receive one or more types of overlays from the commander
covering such areas as maneuver, enemy forces, obstacles, fire support, and CSS. All of
the informa tion is important; the key for the platoon leader is to combine, augment, anddeclutter the overlays so the information needed for a specific situation is readily
available to the platoon on one simple, combined overlay.
Traditional overlays. Copied on acetate, these display graphic control measures as
illustrated in Figure 2-4, page 2-24. Traditional overlays should be prepared even if aplatoon is equipped with IVIS or appliqué digital systems in case the platoon loses digital
data or has its digital link broken.

Figure 2-4. Traditional overlay.
Digital overlays. The IVIS and appliqué digital systems allow the platoon leader to receive and transmit
graphics virtually on a real-time ba sis within the platoon and to and from higher headquarters. When thesesystems are integrated with automatic position/location updates, the platoon leader has a nearly perfectsituational awareness "link." His display shows the positions of his platoon and adjacent unit leaders aswell as the most current enemy disposition. These positions and locations are displayed on a menu ofoverlays using the most recent graphics. The platoon leader can combine, augment, and declutter theoverlays as needed; when appropriate, he can choose not to display any of them on his digital screen.
Figure 2-5 illustrates a sample IVIS-generated overlay.

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Figure 2-5. Sample IVIS overlay.
Although fairly accurate, digital systems suffer from minor flaws that detract from their effectiveness as astand-alone battle command tool. Until these systems become more reliable and less cumbersome and candisplay terrain relief features, they will serve as an enhancement to, not a substitute for, the platoon leader's
map with traditional, handwritten overlays. Refer to FKSM 17-15-1 for a detailed discussion of techniques
and procedures for using the IVIS.

Graphic Control Measures
The following paragraphs explain and illustrate graphic control measures commonly usedat the company and platoon level. They are entered on overlays to illustrate thecommander's intent and scheme of maneuver. In addition, they provide clarity when anorder is issued and assist in the battle command process once the tank platoon begins
executing the operation. Exact definitions are found in FM 101-5-1.
Unless they are specified as such, graphic control measures are not considered rigid andunchangeable. For example, if the map location of a support by fire position does notallow the pla toon leader to mass direct fires on the enemy, he can, in most situations,inform the commander and adjust the position as needed to accomplish the platoon
mission. Control measures do not restrict the platoon's battle space; instead, they assist
the platoon leader in identifying the necessary coordination that must be accomplishedwith adjacent platoons.
Boundary. Boundaries delineate areas of tactical responsibility between units. They areusually designated down to task force level. Coordination with adjacent units along
boundaries is the key to en hancing synchronization and decreasing the risk of fratricide.
The platoon leader must be aware of adjacent platoons within his company, adjacentcompanies within the battalion, and adjacent units along the task force boundary that may
operate in the platoon's battle space.

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Phase line. Phase lines are used to control and coordinate movement and synchronize
tactical actions. Platoons may report crossing phase lines, but they normally do not halt
unless directed to do so. The abbreviation on overlays is "PL."

Assembly area. Abbreviated "AA" on overlays, this is a location at which the platoon
gathers (usually as part of the company) to conduct maintenance and resupply activities
and to make other preparations for future operations. The platoon must be able to defend
from the assembly area.

Route. This is the prescribed course of travel from a specific point of origin (the SP) to a
specific destination (the RP). The route should be named, and checkpoints should bedesignated at key locations. The abbreviation on overlays is "RTE."

Checkpoint. Checkpoints are used to control and direct the maneuver of the tank platoon
and tank section. They are usually placed on identifiable terrain features.

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Attack position. This is the last position the platoon occupies or passes through before
crossing the LD. The platoon assumes the proper formation and performs last-minutechecks of its weapon systems. The abbreviation on overlays is "ATK POS."

Contact point. A contact point is a designated location, usually an easily identifiable
terrain feature, where two or more units are re quired to physically meet. The
headquarters assigning the contact point must specify what sort of activity is required
when the units meet. The platoon leader may be tasked to man or move to a contact point
for coordination.

Passage lane. This is the area or route through which a passing unit moves to avoid
stationary units and obstacles. Tank platoons may move on a lane or serve as theoverwatch for a passing unit moving through a lane.

Passage point. This is the place where a unit physically passes through another unit.
Tank platoons may move through a passage point or overwatch other units moving
through a passage point. The abbreviation for a passage point is "PP."Objective. cupy some portion of the company objective. The abbreviation on overlays is"OBJ."

Axis of advance. This is the general route and direction of advance extending toward theenemy. It graphically portrays the commander's intent, such as envelopment of the35

____________________________________________________________________________________________________________________________________________________________________________

enemy. The unit may maneuver and shoot supporting fires to either side of the axis
provided it remains oriented on the axis and the objective. For example, platoons may
maneuver on or to the side of the axis assigned to their company as long as deviations do
not interfere with the maneuver of adjacent units.

Direction of attack. This is the specific direction and route that the main attack or centerof mass of the unit will follow. Tank platoons move along directions of attack specified
by the com mander to take advantage of terrain or to ensure maximum control of themoving unit. The abbreviation on overlays is "DOA."

Assault position. This is the location from which a unit assaults the Tank platoons may
occupy an assault position or serve as overwatch for the occupation of the position by theassault force. The abbreviation on overlays is "ASLT POS."

Attack by fire position. This is the location from which a unit employs direct fire todestroy the enemy from a distance. Tank platoons occupy an attack by fire position alone
or as part of the company. From this position, the platoon can attack the enemy on theobjective when occupation of the objective is not advisable; the position can also be usedin an attack on a moving enemy force. In addition, this type of position can serve as acounterattack option for a reserve force. The overlay abbreviation is "ABF."36

______________________________________________________________________________________

Support by fire position. This is another type of position from which a maneuver element
can engage the enemy by direct fire, with the fires providing support for operations byother units. The tank platoon usually occupies a support by fire position when providing
supporting fires for an assault or breach force or when serving as the overwatch for amoving force. The overlay abbreviation is "SBF."

Battle position. This is a defensive location, oriented on the most likely enemy avenue ofapproach, from which a unit defends. Tank platoon BPs and direct fire orientations aredesignated in the OPORD.

Target reference point. This is an easily recognizable point on the ground (either natural
or man-made) used to locate enemy forces or control fires. TRPs can designate either thecenter of an area on which the platoon can mass its fires or the left or right limit of suchan area. The tank platoon leader controls platoon fires by designating platoon TRPs asnecessary to supplement company TRPs issued by the commander. When designatedwith target numbers issued by the FIST or FSO, TRPs become indirect fire targets.

Navigation
To protect his platoon, the platoon leader must learn to use terrain to his advantage. Landnavigation of armored vehicles requires him to master the technique of terrain association. This entails the ability to identify terrain
features on the ground by the contour intervals depicted on the map. The platoon leader
analyzes the terrain using the factors of OAK-OC and identifies major terrain features,contour changes, and man-made structures along his axis of advance. As the platoon

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advances, he uses these features to orient the platoon and to associate ground positions
with map locations.
The intellectual concept of battle space is vital to the platoon's sur vival during navigationand movement. The platoon leader must constantly be aware of key terrain and enemy
fields of observation and fire that may create danger areas as the platoon advances. This
allows him to modify movement techniques, formations, and routes and to maintaincross-talk with overwatch elements to ensure the platoon is not surprised by the enemy.
Navigation under limited visibility conditions is especially challenging. Vehicle thermalsights and night vision goggles provide assistance, but leaders nonetheless can easily
confuse terrain features and become disoriented. See Appendix C for a discussion oflimited visibility operations.
The platoon can employ a variety of techniques and equipment to assist in navigation.
These are summarized in the following paragraphs.
Compass and odometer. This method of navigation entails use of a dismounted compass
and the vehicle's odometer. Follow these steps:oDivide the route or operation into legs or parts, each with a unique direction and distanceand a checkpoint at both ends.

oMeasure the map distance of each leg or part.

o

Determine the magnetic azimuth of each leg or part.

oDevelop a chart listing the legs or parts, azimuths, and distances. Write a description ofeach leg or part. Refer to Figure 2-6, page 2-32, for an example.

o

For each leg or part, move the gun tube to the direction of the magnetic azimuth.
Maintain turret stabilization at all times; do not traverse the turret except at the start of thenext leg or part.

o

Use the odometer to measure the distance traveled for each leg or part.

o

Review the written description of the route to help prevent navigational errors.

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Figure 2-6. Route chart for compass andodometer navigation method.
Fires. Using artillery or mortars to fire smoke (during the day) or ground-burst illumination (day or night)
can provide a useful check on estimated locations or preplanned targets.

Global positioning systems. These systems receive signals from satellites or land-basedtransmitters. They calculate and display the position of theuser in military grid coordi nates as well as in degrees of latitude and longitude. Most
GPS navigation readings are based on waypoints, the known positions entered into the39

____________________________________________________________________________________________________________________________________________________________________________

system's memory. The platoon leader identifies points along the route or at thedestination and designates them as waypoints. Once waypoints are entered in the GPS,the device can display information such as distance and direction from point to point.
Leaders must still know how to employ terrain association while navigating in casesatellite or land signals are inoperative or unavailable. For more information on GPS, see
FKSM 17-15-1.
Inertial navigation systems. Based on an initial calculation of the vehicle's location froma known point, inertial navigation systems use the rotation of the track to determine thelocation of the vehicle. The M1A2's POSNAV system is an example. POSNAV allows
the TC to determine his exact location and gives him the ability to plot up to 99
waypoints. Tank drivers can then use the steer-to function on their driver's integrated
display as they move toward the designated waypoints. To compensate for track slippage
that could affect the accuracy of the inertial system, TCs should reinitialize their systems
often using a GPS or a known point. For more information on POSNAV, see FKSM 1715-1.
NOTE: In using the GPS or POSNAV, the platoon leader must remember that waypoints are only one ofseveral navigational tools he can use. He must still be prepared to use terrain association and map-reading
skills in case of digital system failures. In addition, the platoon leader must not disregard the effects ofterrain on the direction of movement. Terrain features that do not show up on the digital display (such as
hills, valleys, and cliffs) may cause deviations in the route the platoon must take to reach the next waypoint.
Shift from a known point. Shifting from a known point is a convenient tool for the platoon leader to use as
he maneuvers the platoon anddisseminates control measures. The known point is usually a previously distributed graphic control
measure. Referencing a location from a known point is done in kilometers. For example, 500 meters isgiven as "POINT FIVE," 1,000 meters as "ONE," and 3,500 meters as "THREE POINT FIVE." Cardinal
directions are used. Shifts to the east or west are given first, sion: "RED SET FROM CHECKPOINTSEVEN - EAST ONE POINT EIGHT - NORTH ONE POINT SEVEN." This means, "We (the Red
element)
are set at a position 1,800 meters east and 1,700 meters north from checkpoint 7." Figure 2-7 illustrates thisexample.

Figure 2-7. Example of shifting from a known point.

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Shifts from known points are used routinely to control combat operations. They make report ing of current
platoon and enemy positions easier. The platoon leader could report his location by referencing a graphic
control measure, such as a checkpoint as shown in Figure 2-8, or a grid location. The enemy, however, willquickly figure out the known points if they are continually used in the clear on a nonsecure net. The platoon
leader should avoid using the same point more than twice. Instead, he should use a different known point toreference the same location. Enemy locations are identified only by using shifts from TRPs (see Figure 29).
NOTE: Many units routinely use the terrain index reference system (TIRS) or the grid index reference
system (GIRS) to make shifts from a known point. TIRS identifies locations based on terrain points
previously designated on an overlay; GIRS uses intersections of four grid squares as the known points.

Figure 2-8. Platoon reports own position using
shift from a known point (checkpoint).

Figure 2-9. Platoon reports enemy position
using shift from a known point (TRP).

COMMUNICATIONS
During virtually all maneuver and combat operations, dispersion will force the tankplatoon to rely heavily on effective communications by means of wire, visual signals,
radio, and digital systems. The platoon must under-stand the proper procedures for using
the available systems, the proper application of operational terms, and procedures forconstructing and sending effective, concise messages using each type of system. The
platoon leader is responsible for the planning, training, and employment related to use of41

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the platoon's communications systems. He is also responsible for maintaining
communications within the company communications system.
Means of Tactical Communications
The tank platoon has several available means of communications. Whether it is using
messenger, wire, visual, sound, radio, or digital communications, the platoon mustremain flexible enough to react quickly to new situations. The platoon leader must
carefully plan the use of these resources, ensuring there is redundancy in the platoon's
communications systems while avoiding dependence on any single means.
SOPs play a critical role in ensuring that platoon communications enhance situationalaware ness and contribute to mission accomplishment. They prescribe hand-and-arm andflag signals that can aid in platoon movement and clear, concise radio transmissions that
help to reduce transmission times. On digitally linked vehicles, crews can monitor thecommander's integrated display, with its standardized graphics; this significantly reduces
the need to send voice updates of friendly vehicle positions.
Messenger. Messenger service is the most secure means of communi-cations available tothe tank platoon. When security conditions and time permit, it is the preferred means. It is
generally very flexible and reliable. A messenger can be used to deliver platoon fireplans, status reports, or lengthy messages. When possible, lengthy messages sent by
messenger should be written to prevent mistakes and confusion.
Wire. This method of communications is especially effective in static positions. The
platoon will frequently employ a hot loop in initial defensive positions, OPs, andassembly areas. Unit SOPs, tailored to counter the enemy's electronic warfare capability,
will dictate the use of wire. M60A3 and AGS crews can communicate directly with
dismounted infantry by means of the vehicle's external field phone. On M1-series tanks,
the crew can route wire from the AM-1780 through the loader's hatch or vision block to a
field phone attached to the outside of the tank.
Visual. Visual communications are used to identify friendly forces or to transmit
prearranged messages quickly over short distances. These signals must be clearly
understood by TCs as they operate across the battlefield; each TC must be ready to passon visual signals from the platoon leader to other vehicles in the platoon. Standard handand-arm or flag signals work well during periods of good visibility. Crews can use
thermal paper, flashlights, chemical lights, or other devices during periods of limited
visibility, but they must exercise extreme care to avoid alerting the enemy to friendly
intentions. See STP 17-19K1-SM (the skill level 1 soldier's manual for MOS 19K) andFM 21-60 for a description of hand-and-arm signals.
Pyrotechnics. Pyrotechnic ammunition can be used for visual signaling. The meaning ofthese signals is identified in paragraph 5 of the OPORD and in the signal operation
42

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instructions (SOI). The main advantage of pyrotech nics is the speed with which signals
can be transmitted. The main disadvantage is the enemy's ability to detect and imitate
them.
Sound. This form of communications is used mainly to attract attention, transmit prear
ranged messages, and spread alarms. Sound signals, however, carry only short distances,and their range and clarity are greatly reduced by battle noise. In addition, since they areopen to enemy inter ception, use of sound signals may be restricted for security reasons.
They must be kept simple to avoid creating confusion. Prearranged meanings for soundsignals are covered in the unit SOP and SOI.
Radio. The radio is the platoon's most flexible, most frequently used, and least securemeans of communications. It can quickly transmit information over long distances withgreat accuracy. Secure equip ment and the ability of the SINCGARS to frequency-hop
provide the platoon with communications security against most enemy direction-finding,interception, and jamming capabilities. Sophisticated direction-finding equipment, however, can trace almost any radio signal; the transmitter then can easily be destroyed.
Survival of the tank platoon depends on good communications habits, especially when it
is using the radio; the platoon leader must strictly enforce radio discipline. The mosteffective way to use the radio is to follow standard radiotele phone procedures (RTP),
including brevity and proper use of authentication tables and approved operational terms.
Digital. IVIS and appliqué digital systems enable the platoon leader to transmit digitally
encoded information over the SINCGARS radio to other similarly equipped vehicles.
Linkup refers to the ability of the tank's radio to transmit and receive digital information.
When properly "linked," the platoon leader receives continuously updated position
location information for the platoon's vehicles, as well as for those of adjacent platoon
leaders and PSGs, the company commander, and the executive officer (XO). Using thedigital link with other platoon vehicles and the company commander, the platoon leader
can also send and receive preformatted reports and overlays with graphic control meas
ures. FKSM 17-15-3 discusses the use of digital systems, including IVIS-specific log-on
and linkup procedures.
Tank Platoon Nets
The platoon leader, PSG, TCs, and crewmen employ and/or monitor the following radio
nets.
Platoon. This net is used to conduct all platoon operations. All tanks within the platoon
must have the ability to monitor and transmit on this net at all times. Some units do not
use platoon radio nets; in such a situation, it is critical that all platoon vehicles adhere tocommunications SOPs and observe strict radio discipline. Every crewman should
understand the net control guidelines, including proper RTP and techniques for effective
communications, discussed later in this section.
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Company/troop command. This net is used to maneuver the company as well as toprocess routine administrative/logistical (A/L) reports. Platoon leaders and PSGs monitor
this net to keep abreast of the current tactical situation from the reports of thecommander, XO, and other platoon leaders. They transmit on it to keep the commander
in formed and to talk to other platoon leaders to coordinate the tactical actions of theirplatoons. Both the platoon leader and PSG must always have the ability to monitor andtransmit on this net. All TCs must be able to switch to this net to send re ports and receive
guidance if they are unable to contact their platoon leader or PSG.
Net Control
The tank platoon net is the key to command and control of the platoon. The smoothfunctioning of this net allows accurate information to be passed quickly to and from theplatoon leader. This information flow is critical in maintaining the platoon leader'ssituational awareness. Every soldier in the platoon must be trained how to provide theplatoon leader with essen tial information efficiently and without redundancy. This
becomes especially important when contact has been made and the volume of traffic on
the platoon and company nets increases drastically. The following techniques and sugges
tions will help to ensure that information flowing over the net is organized and controlled
in a manner that permits the platoon leader both to understand it and to issue orders in
response to it.
Digital traffic. Digital traffic may precede, replace, or follow voice transmissions; inmany cases, it will reduce the need for and redundancy of voice traffic. Do not duplicate
digital traffic with voice messages if digital transmissions precede or can replace voicetraffic in a timely manner. Because digital systems are not totally reliable, it may benecessary to verify the receipt of critical digital traffic.
Routine traffic. The PSG normally receives and consolidates A/L reports and otherroutine communications from the TCs and passes the reports to the platoon leader orhigher headquarters using the procedures prescribed in unit SOPs.
Initial contact. Any vehicle can alert the platoon to a threat. The section leader in contact(platoon leader or PSG) deploys and fights his section according to the platoon leader'sintent. The section leader not in contact forwards the report to higher headquarters. If theentire platoon is in contact, the platoon leader fights the platoon while the PSG reports
the contact to the commander.
Reporting. In keeping the platoon leader informed, TCs must avoid redundant voice anddigital reports. They monitor the platoon net so they can avoid reporting information theplatoon leader has already received from other TCs. The PSG pays close attention to thecompany net while the platoon net is active; he then relays critical information to theplatoon. This technique allows the platoon leader to concentrate on fighting the platoon.
Once the platoon leader begins to develop the situation, he is responsible for reporting the44

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platoon's tactical situation to the commander using spot reports (SPOTREP) and situation
reports (SITREP). Refer to FKSM 17-15-3 for information on report formats.
Radiotelephone procedure. Proper RTP is the cornerstone of effective command andcontrol in the tank platoon. Every platoon member must be an expert in communications
procedures. This ensures efficient communi cations within the platoon and allows
members of the platoon to communicate effectively with outside elements such as otherplatoons or the company or troop headquarters.
Depending on the enemy's electronic warfare capability, the company commander may
elect to use standardized call signs to simplify RTP. These call signs allow all users of a
net to instantly recognize the calling station. Examples would be the use of RED,
WHITE, and BLUE to designate 1st, 2d, and 3d platoons, respectively, and the use of
bumper numbers to identity tanks within a platoon.
Techniques of effective communications. The platoon leader and PSG must ensure thatevery member of the platoon understands and adheres to the following techniques andguidelines, which can contribute to more effective, more secure tactical communications.
Minimize duration. All messages sent within or from the tank platoon must be short andinformative. The longer the message, the greater the opportunity for enemy elements touse electronic detection to pinpoint the platoon's location. Message length can becontrolled in several ways:oWrite down the message and then eliminate all unnecessary words from the written
message before sending it.

oRead the message as written when sending it.

o

Use brevity codes that reduce the need to explain the tactical picture in detail.

o

Break long messages into several parts and send each part separately.

Minimize signature. When sending a message, every tanker must be conscious of the size and nature of
the electronic signature that he is emitting. To reduce the size of the signature, he can use terrain to mask
his transmissions from known or suspected enemy positions. He should set the transmitter to the lowest
possible power that will provide sufficient range.

Know the system. Each crewman must be an expert in the technical aspects of his voice
and digital communi cations systems. In particular, he must understand how to maintaineach system, how to place it into operation, and how to troubleshoot it whenever hesuspects it is not functioning properly.
FIRE DISTRIBUTION AND CONTROL
To maximize the effects of its fires, the platoon must know how to effectively focus,
distribute, and control them. Depending on the situation, fire distribution and control may
be ac complished by individual tanks, by section leaders' tanks and their wingmen, or by45

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the platoon as a whole. On many occasions, particularly in defensive operations, theplatoon leader will be in a position to direct the fires of the entire platoon. At other times,
especially during offensive operations, fire distribution and control may begin with the
PSG or a wingman; as the situation develops, the platoon leader then takes control of theplatoon fires and distributes them effectively. Refer to FM 17-12-1-1 and FM 17-12-1-2
for a complete discussion of target acquisition and destruction procedures during direct
fire engagements.
Focus
The platoon's ability to focus fires on the enemy is critical to combat survival. Proper
scanning techniques and the violent execution of battle drills (refer to the discussion in
Chapter 3) will initially orient the platoon toward the enemy. At that point, the platoon
leader must supplement the drills by using TRPs to mass the platoon's fires at one
location.
The platoon leader identifies and references each TRP using a terrain feature or by meansof a digital overlay. When TRPs are used to delineate the left and right planning limits forthe center of the sector. The center TRP roughly divides the left and right sectors inwhich each section will scan and engage targets. Each section should have the ability toengage targets in the other section's sector of fire from its primary, alternate, or
supplementary position. This allows the pla toon leader to distribute fires in response tochanges in the enemy situation.
One section will then scan for and engage targets to the left of the TRP while the othersection does the same to the right of the TRP. (NOTE: If he has M1A2 target-designation
capabil ity, each TC can lase in the vicinity of the TRP and orient his main gun on the
TRP using the commander's digital display.)
The outer limits of the sector of fire can be supplemented with TRPs identified by thesection leader or can be left to the discretion of individual TCs based on the tacticalsituation.
Distribution
The entire platoon must thoroughly understand the three basic fire patterns: frontal, cross,and depth. In most situations, these allow the platoon leader to distribute platoon fires
rapidly and effectively. Regard less of the fire pattern used, the goal is to engage near andflank targets first, then shift to far and center targets. Tanks should engage near to far
and most dangerous to least dangerous in their sector. A "most dangerous" threat is any
enemy antitank system preparing to engage the platoon. The platoon sector is defined by
TRPs, which are used to mass platoon fires at specific locations and to mark the left andright planning limits for platoon fires.

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Frontal pattern. The frontal pattern is used when all tanks within the platoon can fire to
their front (see Figure 2-10). Flank tanks engage targets to their front (right tank shoots
right target, left tank shoots left target) and shift fires toward the center as targets aredestroyed. The frontal fire engagement rule is "near to far, flank to center."
Cross pattern. The cross pattern is used when obstructions prevent some or all tanks
within the platoon from firing to the front or when the enemy's frontal armor protection
requires use of flank shots to achieve penetration. In this pattern, each tank engages
targets on the flank of its position. The right flank tank engages the left portion of thetarget area while the left flank tank en gages the right portion. As targets are destroyed,tanks shift fires inward. The cross fire engagement rule is "outside in, near to far." An
example of the cross pattern is shown in Figure 2-11.

Figure 2-10. Frontal fire pattern.

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Figure 2-11. Cross fire pattern.
Depth pattern. The depth fire pattern is used when targets are exposed in depth. Employment of depth fireis dependent on the position and formation of both the engaging platoon and the target. For example, theentire platoon may be required to fire on a column formation in depth; in other cases, individual tanks
engaging in their sector may have to fire in depth. If the whole platoon is firing, it may be possible for each12). The far left tank engages the far target and shifts fire toward the center of the formation as targets aredestroyed; the left center tank engages the center target and shifts fire toward the rear as targets aredestroyed. The right center tank engages the closest (front) target and shifts fire to the rear as targets aredestroyed; the far right tank engages the center target and shifts fire to the front as targets are destroyed.

48

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Figure 2-12. Depth fire pattern.

Controlning and fire commands. He decides how to control fires based on the factors of METTT.
Fire planning. The more thoroughly the platoon leader can plan an operation, the more
effective the platoon's fires are likely to be. The amount of time available for fireplanning, however, depends almost entirely on the collective factors of METT-T. For
example, some defensive operations may allow the platoon leader hours or days to
conduct fire planning. Intelligence assets may be able to acquire, track, and report enemy
elements as they move toward the platoon. The platoon leader can then initi ate fires witha platoon fire command or a predetermined event (such as the enemy crossing a triggerline). In other situations, especially during offensive operations, a member of the platoon
may acquire and engage a "most dangerous" target before the platoon leader has anopportunity to initiate a fire command. Offensive and defensive fire planning is discussed
in detail in Chapters 3 and 4.
In the absence of adequate planning time, the platoon leader must initially rely on
preestablished, well-rehearsed SOPs to distribute and control fires and ensure fast,
predictable engagement by all tanks. No matter what kind of situation it expects to face,
the platoon must learn and rehearse target acquisition responsibilities, use of TRPs and49

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fire patterns, and procedures for initiating, shifting, and stopping fires. Its survival
depends on it.
Platoon fire commands. The battlefield situation and/or platoon SOP dictate the numberof elements used in a fire command. The standard platoon fire command includes up to
six elements, transmitted in the following order:o

Alert.

oWeapon or ammunition (optional).

oTarget description.

oOrientation.

oControl (optional).

o

Execution.

Alert. The alert element addresses the tanks that are being directed to fire; it does not require the individual
initiating the fire command to identify himself. (NOTE: Wingman tanks or sections not designated toengage should sense the target effects and be prepared to engage targets as necessary.)

Platoon or company SOP code words may be used to standardize the alert element, as in
the following example:oRED--Entire platoon prepare to fire.

o

ALPHA--Platoon leader and his wingman prepare to fire.

o

BRAVO--PSG and his wingman prepare to fire.

Weapon or ammunition (optional). The weapon is not announced unless specific control measures are
required. Ammunition is not announced unless a specific type is dictated by the situation. The TC selects
ammunition based on the platoon SOP, the number and type of enemy targets, and the supply status ofammunition (how much of each type is on hand).

Target description. This element briefly describes the target in terms of number, type,and activity ("THREE TANKS MOVING EAST TO WEST").
Orientation. Target location is described using one of two methods:oReference point or terrain feature. This method is used for most defensive engagements
and can also be applied to of fensive situations. If the platoon leader designates separate
targets for each section, he assigns responsibility and clarifies target location in theorientation element. For example: "ALPHA - TWO TANKS - TRP 3126 - BRAVO BMPs AND TROOPS - ROAD JUNCTION."o

Direction of target. This method is used most often in the offense when no TRP or
definitive terrain feature is near the target. Direction is indicated from the projected lineof movement (LOM) of the platoon in the of fense or from the center of sector (COS) in
the defense (for example, "LEFT FRONT" or "RIGHT FLANK"). The clock option50

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indicates direction starting with the LOM or COS at 12 o'clock (examples: "TWO
O'CLOCK"; "NINE O'CLOCK"). The
cardinal direction may also be used ("NORTHWEST" or "SOUTHWEST"). When using thedirection method, the pla toon leader will announce a range to help his TCs locate the targets, forexample, "RIGHT FRONT - ONE EIGHT HUNDRED" or "TEN O'CLOCK - TWO FOUR
HUNDRED."
Control (optional). The control element tells the platoon what type of fire pattern (frontal, cross, or depth)
the platoon leader has selected based on his plan for fire distribution. If the control element is omitted, theplatoon engages targets using the frontal pattern. All tanks normally engage simultaneously. If the platoon
leader wishes to designate a firing tank or section, he specifies which tanks will fire in the alert element of
the fire command. Additionally, the platoon leader may designate the amount or type of ammunition or
weapons to be fired. For example, he might direct four bursts from the coax machine gun for every two
main gun rounds fired.

Execution. The execution element indicates when firing will begin. Normally, this issimply the command "FIRE." If simultaneous fire is desired or if the platoon's fire is tobe coordinated with other direct or indirect fires, the execution element "AT MY
COMMAND" is given first. The resulting delay allows the coordination of all fires to becompleted; the individual crews select their targets, issue their own fire commands, andprepare to engage. The platoon leader must remember that tanks have to occupy hulldown positions before firing. A proword can be used to signal this move.
During execution, the platoon leader controls fires by issuing subsequent fire commands
or individual elements of the fire command; this serves to focus and distribute the fires ofindividual tanks, a section, or the entire platoon. The engagement is terminated when all
targets are "CEASE FIRE." Figure 2-13 illustrates an example of a platoon firecommand; note that the weapon/ammunition element has been omitted.
Alert "REDTarget description THREE TANKSOrientation VICINITY TRP ZERO ZERO SIXControl (optional) CROSSExecution AT MY COMMAND-FIRE"

Figure 2-13. Example platoon fire command.

BACK TO TABLE OF CONTENT

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CHAPTER 3

OFFENSIVE OPERATIONSOffense is the decisive form of war. While tactical considerations may call for theplatoon to execute defensive operations for a period of time, defeat of the enemy requiresa shift to offensive operations. To ensure the success of the attack, the tank platoon leader
must understand the fundamentals of offense and apply troop-leading procedures during
the planning and preparation phases of the operation.
CONTENTSSECTION I. Fundamentals of the Offense
SECTION II. Planning
SECTION III. Preparation
SECTION IV. Execution - Tactical Movement
SECTION V. Execution - Actions on Contact
SECTION VI. Execution-Platoon Tactical Tasks
SECTION VII. Execution - Consolidation and Reorganization

Section I. FUNDAMENTALS OF THE OFFENSE
Purposes of the Offense
The main purpose of the offense is to defeat, destroy, or neutralize an enemy force.
Additionally, offensive operations are undertaken to secure key terrain, to gain
information, to deprive the enemy of resources, to deceive and divert him, to hold him in
position, to disrupt his attack, and to set the conditions for successful future operations.
Characteristics of the Offense
FM 100-5 describes the common characteristics of all offensive operations: surprise,
concentration, tempo, and audacity. To maximize the value of these characteristics, tankplatoons must apply the following considerations:
Surprise. Platoons achieve surprise by following operations security (OPSEC) procedures and making thebest possible use of vehicle speed and covered and concealed routes during tactical movement.

Concentration. Platoons achieve concentration by massing the effects of their weapon
systems without necessarily massing platoon vehicles at a single location. Modern
navigation and position location/reporting systems allow the platoon leader to disperse
his vehicles while retaining the ability to quickly mass the effects of the platoon's weapon
systems whenever necessary. In addition, these advanced systems allow him to maintaincommand, control, and OPSEC at all times. The platoon leader must remember that it ismore important to move using covered and concealed routes to positions from which theplatoon can mass fires and engage the enemy than it is to maintain precise formations andpredetermined speeds.
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Tempo. Tempo, the rate of speed of military action, can range from fast to slow. While afast tempo is preferred, the platoon leader must remember that synchronization sets thestage for successful platoon operations; to support the commander's intent, he mustensure that his platoon's movement is synchronized with the company team's movement
and that of the other platoons. If the platoon is forced to slow down because of terrain or
enemy resistance, mander can alter the tempo of company movement to maintainsynchronization.
Audacity. At the platoon level, audacity is marked by violent initiative. Knowledge ofthe commander's intent two levels up allows the platoon leader to take advantage ofbattlefield opportunities whenever they present themselves, enhancing the effectivenessof the platoon's support for the entire offensive operation.
Forms of Offense

The four general forms of tactical offense described in FM 100-5 are movement tocontact, attack, exploitation, and pur suit. Company teams can execute movements tocontact and either hasty or deliberate attacks on their own; the nature of these operations
depends largely on the amount of time and enemy information available during theplanning and preparation phases. Company teams execute an exploitation or pursuit aspart of a larger force.
Role of the Tank Platoon
The tank platoon is an integral part of company team maneuver. The platoon conducts
tactical movement, actions on contact, consolidation, and reorganization in support ofcompany operations. It can destroy, fix, or bypass an enemy as required by thecommander's intent, the tactical situation, and the rules of engagement (ROE).

Section II. PLANNING
The planning phase begins when the platoon receives the higher WO or OPORD andends when the platoon leader issues his own OPORD or FRAGO. During this phase, theplatoon leader conducts troop-leading procedures as outlined in Chapter 2. After heissues the WO, he may initiate rehearsals of tactical movement, battle drills, or breachingactions. These generic rehearsals allow the platoon to begin preparing for the mission.
Once the platoon leader completes his plan, the generic rehearsals are matched to theactual terrain and anticipated actions on enemy contact. In developing his OPORD or
FRAGO, the platoon leader pays close attention to the following considerations
applicable to the battlefield operating sys tems (BOS). Arranged in order, BOSs roughly
follow the five-paragraph OPORD process, allowing the platoon leader to logicallyorganize his thoughts to cover the mission. BOS elements are the following:oCommand and control.

oIntelligence.

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____________________________________________________________________________________________________________________________________________________________________________oManeuver.

oFire support.

oMobility and survivability.

o

ADA.

o

CSS.

Command and control

The platoon leader's key function in this BOS is conducting troop-leading procedures.
Immediately after the company order is issued or during the company rehearsal, heshould coordinate unresolved issues with the other platoon leaders, the XO, and thecompany commander. The coordination should specify routes, intervals, movement
speed, orientations, fire control measures, and signals between platoons.
Intelligence
Enemy

Most analysis of the enemy situation and probable courses of action is done at thebattalion and company level; however, it is the platoon leader's responsibility tounderstand how the enemy's disposition and possible courses of action may affectthe platoon's battle space and the accomplishment of its mission. The platoon
leader identifies and plots on his overlay all known and suspected enemy
positions that affect his battle space and identifies indirect and direct fire range
fans of enemy weapon systems. The enemy overlay for IVIS or appliqué digitalsystems should also be updated to include the latest enemy information.
The platoon leader then identifies terrain features or determines the standoff
distance of friendly weapon systems that will negate the effects of threat weapons.
Next, he determines the enemy's most probable course of action. Using
information from his own analysis and from higher headquar ters, he identifies
anticipated contact situations. This process includes estimating whether the enemy
will defend in place, delay, or counterattack upon con tact; when and wherecontact is most likely to be made; and what type and size of enemy force theplatoon will face. Finally, the platoon leader must develop specific plans for theplatoon's actions against the enemy. Refer to the discussion of enemy analysis on
pages 2-4 and 2-5.
Terrain

The platoon leader conducts a map reconnaissance and uses the factors of OAKOC, as discussed in Chapter 2, to system atically analyze the terrain in his battle
space. He pays close attention to key terrain that could support positions offering
unobstructed observation and fields of fire. These are danger areas that can beused by enemy or friendly forces when contact is made during the execution of54

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the mission. This analysis is followed by a ground reconnaissance, conductedwith the commander as far forward as possible and as extensively as time andsecurity considerations permit. The ground reconnaissance covers the platoon's
movement routes to the LD, routes to the objective, and the objective itself. The
platoon leader should check and record the time-distance factors to any SPs or to
the LD.
Maneuver
Movement

The platoon leader develops the platoon maneuver plan so that it matches thecommander's intent and specific instructions and supports the company maineffort. He determines the platoon's route, movement technique, and formation
based on his battle space (including terrain factors), the company scheme ofmaneuver, and the likelihood of enemy contact. He pays particular attention to
fields of observation and fire; these factors can help him to define poten tial
enemy engagement areas. The platoon leader war-games anticipated actions on
contact and execution of essential tasks. He also addresses actions on theobjective (consolidation and reorganization).
Direct Fires

The platoon leader identifies attack by fire and support by fire positions fromwhich the platoon can engage known or sus pected enemy positions. He
designates TRPs and assigns sectors of fire, observation, and weapons orientation.
He specifies platoon fire patterns (if different from those identified by SOP) andaddresses restrictions on direct fire imposed by the rules of engagement (ROE) in
effect for the operation.
Fire Support
Most fire support planning is conducted at company level and higher. The platoon leader
reviews the plan to ensure that responsibilities for initiating, lifting, and shifting indirect
fires are designated. As necessary, he identifies additional indirect fire targets on known
or suspected enemy positions and submits recommendations to the company FIST. The
platoon leader evaluates and recommends the use of smoke to help conceal or obscure
move ment and suppress likely enemy positions while the platoon is moving throughdanger areas; in addition, he evaluates the need for illumination or smoke rounds formarking and/or to assist in navigation. See the discussion of navigation in Chapter 2.
Mobility and Survivability
Obstacle Types

The platoon will encounter two types of obstacles, existing and reinforcing. The
enemy will employ both types in its defensive plan.

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Existing obstacles are those that are present on the battlefield but were not
emplaced through military effort. They may be natural (such as streams, lakes,
thick forests, and mountains) or cultural (towns or railroad embankments).
Reinforcing obstacles are placed on the battlefield through military effort to slow,
stop, turn, or canalize the enemy. Examples include minefields, wire, road craters,
log cribs, and tank ditches.
Breach Planning

The commander will designate his platoons to be part of the support force, thebreach force, or the assault force. The sup port force usually leads the company
during movement and identifies the obstacle. It then suppresses any enemy
elements overwatching the obstacle to give the breach force the opportu nity topenetrate the obstacle. A tank platoon can conduct breach force operations only if
it is equipped with the assets required to breach the type of obstacle encountered;such assets include demolitions, grappling hooks, rakes, mine plows, and minerollers. The breach force is responsible for creating, proofing, and marking a lane
through the obstacle and for securing the far side. It then suppresses remaining
enemy forces as the assault force moves through the breach to continue the attack.
(See Chapter 5 for more information on breaching operations.)
NOTE: NBC defensive operations are a critical consideration within the mobility
and survivability BOS. These are discussed in detail in Section V of this chapter(as part of the execution of battle drills) and in Appendix D.
Air defense artillery
Refer to Chapter 6 for a discussion of ADA planning considerations.
Combat Service Support
The platoon leader ensures that soldiers are familiar with maintenance and medical
evacuation (MEDEVAC) procedures as outlined in paragraph 4 of the platoon OPORD orin the unit SOP. See Chapter 7 for more details concerning logistics operations.

Section III. PREPARATION
The preparation phase ends when the platoon crosses the LD and deploys for the attack.
The platoon leader takes into account the following BOS considerations.
Command and Control
During the preparation phase, the platoon leader contin ues with his troop-leading
procedures and conducts rehearsals and inspections to ensure the platoon is ready for theupcoming operation. Near the end of the phase, the platoon leader conducts a precombat56

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inspection (PCI) of his soldiers and equipment. The soldier inspection includes checking
each crewman's personal knowledge of the opera tion as well as the readiness of his
equipment. As a rule, TCs must understand the company scheme of maneuver; othercrewmen must understand the platoon scheme of maneuver. The equipment inspection
consists of checking each tank crew's ability to move, shoot, and communicate. The
inspection should be as thorough as time permits; for a detailed PCI checklist, see FKSM
17-15-3. Rehearsals and inspections are discussed in detail in Chapter 2.
Intelligence
During this phase, the platoon leader will receive updated SPOTREPs listing known andsuspected enemy locations as well as the latest friendly actions. He should plot the
updated enemy and friendly locations on his overlay and on the enemy overlay (digitalsystems); based on his terrain reconnaissance, he adjusts the maneuver plan accordingly.
Manuever
Following the last company rehearsal, the platoon should conduct a final rehearsal of its
own to incorporate any adjustments to the company scheme of maneuver. The platoon rehearsal should follow the procedures outlined in Chapter 2. It should cover the following
subjects:oMovement from current positions.

oRoutes.

o

Platoon and company formations and movement techniques.

oVehicle positions within the platoon formation.

oWeapons orientation and fire control.

oDecision points.

oActions on contact.

oActions on the objective (consolidation and reorganization.)oReporting procedures.

oSignals.

Fire Support

During the rehearsal, the platoon leader should address responsibility for targets in theplatoon battle space. He should cover any scheduled indirect fires and the effects ofsmoke on the bat tlefield. In addition, he should discuss the direct fire plan, withemphasis on platoon responsibilities, known and suspected enemy locations, friendly unit
locations, and applicable ROE.

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Mobility and Survivability
Actions at obstacles should be rehearsed during the preparation phase. Breachingequipment should be checked during the PCI.
Air Defense Artillery
ADA preparations during this phase should include a rehearsal of the react to air attack
drill, which is outlined in Section V of this chapter.
Combat Service Support
During the preparation phase, tank crews conduct resupply operations to replenish their
combat loads. They also perform preventive maintenance checks and services (PMCS) on
their vehicles and equipment.
Rehearsals should cover aspects of the logistical plan that will support the upcoming
operation, including emergency resupply and personnel and vehicle evacuation
procedures. For more information on logistics, refer to Chapter 7.

SECTION IV. EXECUTION-TACTICAL MOVEMENT
The company OPORD will normally specify company and platoon formations andtechniques of movement. This allows the commander to position his elements where they
will optimize the company's battle space and facilitate execution of his scheme ofmaneuver. The platoon leader has the responsibility to recommend a different formationor technique of movement if a change will allow the platoon to more effectively
contribute to the accomplishment of the company mission and protection of the force. If
no formation or technique of movement is given in the order, the platoon leader selects
the one that will make the most efficient use of his battle space and will best support thecompany scheme of maneuver.
While moving, the platoon uses terrain to provide cover and concealment, employing thefollowing rules:o

Do not move forward from an overwatch position or BP. Back away from your position
and go around on the low ground.

oStay on low ground as much as possible. Moving on top of ridgelines and over hilltops
will silhouette (skyline) platoon vehicles.

oScan the ground for disturbed earth, out-of-place features, and surface-laid mines. These
are indicators of an obstacle or mine field.

oSelect the formation and movement technique that maximizes the platoon's battle space
while minimizing gaps and dead space.

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______________________________________________________________________________________o

If your move is being covered by an overwatch element, remember that the overwatch
element cannot cover all of the platoon's gaps and dead space.

o

If the move is being overwatched, also keep in mind that the distance of each move (orbound) must not exceed the direct fire range of the overwatch element.

oAlways plan actions at danger areas. If necessary, direct the TC or loader to dismount andeither observe around blind spots or check the trafficability of a route or defile before thetank moves over or through these locations.

Techniques of Movement

The commander or platoon leader selects a technique of movement based on several
battlefield factors:oThe likelihood of enemy contact.

o

The availability of another element to provide overwatch for the moving element.

oThe terrain over which the moving element will pass.

In open terrain, such as deserts, one company will normally overwatch the movement of another company.
In close terrain, such as rolling hills or countryside, platoons will normally overwatch other platoons. In
restrictive terrain, such as mountains, forests, or urban areas, a tank sec tion will rely on another tanksection or dismounted infantry to overwatch movement.

The tank platoon must be able to employ any of the following techniques of movement:oTraveling. Characterized by continuous movement of all elements, traveling is best
suited to situations in which enemy contact is unlikely and speed is important.
§

Traveling overwatch. Traveling overwatch is an extended form of travelingthat provides additional security when contact is possible but speed is desirable.
The lead ele ment moves continuously. The trail element moves at various
speeds and may halt periodically to overwatch the movement of the leadelement. The trail element maintains dispersion based on its ability to provide
immediate suppressive fires in support of the lead element. The intent is tomaintain depth, provide flexibility, and sustain movement in case the leadelement is engaged.

§

Bounding Overwatch. Bounding overwatch is used when contact is expected. It
is the most secure, but slowest, movement technique. There are two methods ofbounding:- Alternate bounds. Covered by the rear element, the lead element
moves forward, halts, and assumes over-watch positions. The rearelement advances past the lead element and takes up overwatch
positions. The initial lead element then advances past the initial
rear element and takes up overwatch positions. Only one element
moves at a time. This method is usually more rapid than successive
bounds. (Refer to Figure 3-1, page 3-12.)59

____________________________________________________________________________________________________________________________________________________________________________

Successive bounds. In this method, the lead element, covered by
the rear element, advances and takes up an overwatch position. The
rear element advances to an overwatch position abreast of the leadelement and halts. The lead element then moves to the next
position, and so on. Only one element moves at a time, and the rearelement avoids advancing beyond the lead element. This method iseasier to control and more secure than the alternate bounding
method, but it is slower (Refer to Figure 3-2, page 3-12.)oFigure 3-1. Movement by alternate bounds.

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______________________________________________________________________________________ooFigure 3-2. Movement by successive bounds.

o

FORMATIONSoFormations are used to establish tank positions and sectors of
responsibility during tactical operations. They facilitate control, alleviate
confusion, and increase protection, speed, and the effectiveness of fires.

oFormations are not intended to be rigid, with vehicles remaining a specificdistance apart at every moment. The position of each tank in the formation
depends on the terrain and the ability of the wingman driver to maintainsituational aware ness in relation to the lead tank. At the same time,
individual tanks should always occupy the same relative position within aformation. This will ensure that the members of each crew know who isbeside them, understand when and where to move, and are aware of when
and where they will be expected to observe and direct fires. Weapons
orientation for all tanks should be adjusted to ensure optimum security
based on the position of the platoon in the company formation.

o

The following paragraphs and illustrations describe the six basic
movement formations the platoon will use. (NOTE: In these examples,vehicle numbers are used to illustrate the wing man concept. In the field,
the location and sequence of vehicles in the formation will be prescribedin the platoon SOP and/or the orders for the operation. The tacticalsituation will also influence vehicle location.)61

____________________________________________________________________________________________________________________________________________________________________________oColumno

The column provides excellent control and fire to the flanks, but permits
less fire to the front. It is used when speed is critical, when the platoon ismoving through restrictive terrain on a specific route, and/or when enemy
contact is not likely. (See Figure 3-3, page 3-14.)oStaggered ColumnoThe staggered column is a modified column formation with one section
leading and one section trailing behind to pro vide overwatch. The
staggered column permits good fire to the front and flanks. It is used when
speed is critical, when there is a limited area for lateral dispersion, and/or
when enemy contact is possible. (See Figure 3-4.)oFigure 3-3. Column formation. Figure 3-4. Staggered column
formation.
o

Wedge

o

The wedge permits excellent firepower to the front and good firepower tothe flanks. It is employed when the platoon is provided with overwatch byanother element and is moving in open or rolling terrain. Depending on
the platoon location within the company formation, the platoon leader and
PSG (with wingmen) can switch sides of the formation. When the platoon
leader's tank is slightly forward, one flank has more firepower. (See Figure
3-5.)

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______________________________________________________________________________________oEchelono

The echelon formation permits excellent firepower to the front and to one
flank. It is used to screen an exposed flank of the platoon or of a larger
moving force. (See Figure 3-6.)ooFigure 3-5. Wedge formation.

oFigure 3-6. Echelon formation.

o
o

Vee

o

The vee formation provides excellent protection and con-trol, but limits
fires to the front. This formation is used when terrain restricts movement
or when overwatch within the platoon is required. (See Figure 3-7.)

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____________________________________________________________________________________________________________________________________________________________________________ooFigure 3-7. Vee formation.

o

Line

o

The line formation provides maximum firepower forward. It is used when
the platoon crosses danger areas and is provided with overwatch byanother element or when the platoon assaults en-emy positions. (SeeFigure 3-8.)ooFigure 3-8. Line formation.

oCoil and HerringboneoThese formations are employed when the platoon is stationary and 360degree security is essential. Figure 3-9 illustrates the coil and herringbone.

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______________________________________________________________________________________oCoil. When it is operating independently, the platoon uses the coilformation to establish a perimeter defense during extended halts or lulls incombat. The lead vehicle, normally the platoon leader, will halt his vehicle
in the direction of travel (12 o'clock) while the other vehicles position
themselves to form a circular formation covering all suspected enemy
avenues of approach.

oHerringbone. The herringbone formation is used when the platoon must
assume a hasty defense with 360-degree security while remaining postured
to resume movement in the direction of travel. It is normally employedduring scheduled or unscheduled halts in a road march. If terrain permits,
vehicles should move off the road and stop at a 45-degree angle, allowing
passage of vehicles through the center of the formation.

ooFigure 3-9. Coil and herringbone formations.

oOverwatchoOverwatch is the tactical mission in which an element observes andprovides direct fire support for a friendly moving element. Situationalawareness is a crucial factor in all overwatch missions, whose objective isto prevent the enemy from surprising and engaging the moving unit. The
overwatch force must maintain communication with the moving force andprovide early warning of enemy elements that could affect the moving
force. It also scans gaps and dead space within the moving element's
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formations. If the overwatch is unable to scan dead space and engage theenemy, it must alert the moving element of the lapse in coverage. The
overwatch must also be able to support the moving force with immediate
direct and indi rect fires. The overwatch element can be either stationary
or on the move. Figure 3-10 illustrates what to look for and where to lookduring an overwatch mission. (NOTE: While the main function of
overwatch is to provide early warning and/or timely supporting fires for amoving element, overwatch crews must also maintain 360-degree
observation and security for themselves.)oStationary Overwatcho

The section or platoon occupies hull-down firing positions that provide
effective cover and concealment, unobstructed observation, and clear
fields of fire. (NOTE: Firing positions are discussed in Chapter 4.)o

The section or platoon leader assigns sectors of fire. Individual crews
aggressively scan their sectors using applicable search techniques to
identify enemy positions. They employ all available sights, including thethermal channel (using various polarities) and daylight channel of thegunner's primary sight, binoculars, PVS-7s, and commander's independent
thermal viewer (CITV). (See FM 17-12-1-1 for search techniques.) The
overwatch element scans the battle space of the moving element, paying
close attention to gaps and dead space. If contact is made, the overwatch
element initiates a high volume of direct and indirect suppressive fires; itmoves as necessary between primary and alternate positions to avoid
being decisively engaged.

oOverwatch on the Moveo

The trail section or platoon maintains a designated location in theformation. It continuously scans the lead element's battle space, closely
monitoring gaps and dead space. The trail element maintains an interval
dictated by the capabilities of its weapon systems and the effects ofterrain. As needed, it can execute a short halt on key terrain to provide
more effective overwatch.

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______________________________________________________________________________________ooFigure 3-10. Overwatch locations and techniques.

oSection V. EXECUTION - ACTIONS ON CONTACTo

In both offensive and defensive operations, contact occurs when any
member of the platoon observes enemy personnel or vehicles, observes or
receives direct or indirect fire, or encounters any situation that requires anactive or passive response to the enemy. This includes reports of enemy
contact through the chain of command or from an adjacent friendly
element. The platoon initiates actions on contact when it recognizes one ofthe defined contact situations or on order from higher headquarters.
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____________________________________________________________________________________________________________________________________________________________________________oAs discussed in Section II of this chapter, the platoon leader should use theplanning process to anticipate the actions on contact that the platoon may
be required to execute based on the enemy situation. The platoon can thenrehearse these potential actions during the preparation phase of theoperation.

o

The commander's OPORD will assist the platoon leader in two ways.
First, the commander's scheme of maneuver will direct the platoon leader
in planning how to kill the templated or anticipated enemy force. The
scheme of maneuver will define the platoon's role in maneuver and direct
fire as part of the company or task force plan. Second, the commander'scoordinating instructions should specify for the platoon leader the actions
on contact that, based on the size and activity of the anticipated enemy
force, are related to the maneuver plan. These specific instructions may
include engagement criteria, bypass criteria, displacement criteria, and thecourse of action the commander expects to employ. By learning andplanning for these details in advance, the platoon leader will be able todevelop contact situations rapidly and determine the most effective courseof action.

o

THE FOUR STEPS OF ACTIONS ON CONTACTo

The following four steps allow the platoon leader to execute actions on
contact using a logical, well-organized decision-making process:§Deploy and report.

§

Evaluate/develop the situation.

§

Choose a course of action.

§

Recommend/execute a course of action.

The four-step process is not a rigid, lockstep response to the enemy contact. Rather, thegoal is to provide an orderly framework that enables the platoon to survive the initial
contact, then apply sound decision-making and timely actions to complete the operation.
In simplest terms, the platoon must react instinctively and instantly to the contact, and theplatoon leader must decide, with equal dispatch, whether to execute a preplanned battle
drill or course of action or to recommend and execute an alternate drill or action.

At times, the platoon leader, and the platoon, will have to execute severalof the steps simultaneously. This makes thorough preparation an absolute
require ment in contact situations. To ensure the platoon functions as ateam, reacting correctly and yet instinctively, the platoon leader must
establish SOPs and conduct comprehensive training and rehearsals
covering each step.

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Deploy and Report
The platoon leader deploys the platoon when he recognizes one of thegeneral categories of initial contact or receives a report of enemy contact.
Contact situations include (but are not limited to) the following:§

Visual contact (friendly elements may or may not be observed by theenemy).

§

Physical contact with a superior, inferior, or unknown enemy.

§

Indirect fire contact.

§

Contact with obstacles of enemy or unknown origin.

§

Contact with enemy or unknown aircraft.

§

Situations involving NBC conditions.

§

Situations involving electronic warfare tactics (such as jamming,
interference, and imitative deception).

When the platoon makes contact with the enemy, it responds according to thecircumstances of the situation. The tank that makes initial contact must react as
appropriate. This covers a range of actions that correspond to the nature of the contact.
Most critically, if the contact entails enemy antitank fire, the tank returns fire
immediately. In all cases, it alerts the rest of the platoon with a contact report (see FKSM
17-15-3 for report formats).

The platoon leader has several choices in deploying the platoon. In manycases, he will initiate one of the seven battle drills. This usually will be acontact or action drill, with the platoon attempting to acquire and engage
the enemy. (NOTE: Refer to the discussion and illustrations of the battle
drills on pages 3-31 through 3-44.) The platoon leader can also order histanks to immediately seek the best available covered and concealed
position. The position should afford unobstructed observation and fields offire and allow the platoon to maintain flank security. Tank crews will alsoseek cover and concealment in the absence of a deployment order from theplatoon leader.
This step concludes with the platoon leader or PSG sending a contact
report to the commander, followed as soon as possible by a SPOTREP.
Evaluate/Develop the Situation
While the platoon deploys by executing a battle drill or occupying acovered and concealed position, the platoon leader must begin to evaluate
the situation and, as necessary, develop it. His primary focus is on
determining and/or confirming the size (inferior or superior), composition69

____________________________________________________________________________________________________________________________________________________________________________(available weapon systems), activity, and orientation of the enemy force.
He analyzes how obstacles and terrain in the area of operations will affectenemy and friendly capabilities and possible courses of action. The
platoon leader uses SPOTREPs from the TCs, other platoon leaders, theXO, and the company commander to make his evaluation. (NOTE:
Because the tank platoon usually operates as part of a company team or
cavalry troop, additional infantry, scout, or tank platoons will be available
to assist the commander and platoon leader in developing and confirming
the enemy situation.)
There are no hard and fast rules for determining the su periority or
inferiority of an enemy; the result is dependent on the situation. An
inferior force is defined as an enemy element that the platoon can destroy
while remaining postured to conduct further operations. A superior force
is one that can be destroyed only through a combined effort of companyor battalion-level combat and CS assets.
The platoon leader bases his evaluation on the enemy's capabilities,
especially the number of lethal weapon systems the enemy force is known
to have, and on the enemy's current activity. Lethality varies; the enemy
may employ rapid-fire antitank weaponry, slow-firing wire-guided
systems, or dismounted soldiers with automatic weapons. Likewise,
enemy activity can range from an entrenched force using prepared fighting
positions to a unit conducting refueling operations with little security.
After making contact and evaluating the situation, the platoon leader may
discover that he does not have enough information to determine thesuperiority or inferiority of the enemy force. To make this determination,
he can further develop the situation using a combination of techniques,
including fire and maneuver, indirect fire, reconnaissance by fire, anddismounted surveillance. In such a situation, however, the platoon leader
must exercise caution, ensuring that his actions support the commander'sintent. Mission accomplishment and the survivability of the platoon are
crucial considerations. Once he determines what the platoon is up against,
the platoon leader sends an updated SPOTREP to the commander.
Once the platoon leader develops the situation and determines that he hasenough information to make a decision, he selects a course of action thatboth meets the requirements of the commander's intent and is within theplatoon's capabilities. He has several options in determining the course ofaction:§Direct the platoon to execute the original plan. The platoon leader
selects the course of action specified by the commander in the OPORD.

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______________________________________________________________________________________§

Based on the situation, issue FRAGOs to refine the plan, ensuring it
supports the company commander's intent.

§

Report the situation and recommend an alternative course of action
based on known information in response to an unforeseen enemy orbattle field situation.

§

Direct the platoon to execute tactical movement (employing bounding
overwatch and support by fire within the platoon) and reconnaissanceby fire to further develop the situation and gain the information heneeds to clarify a vague battlefield picture.

Considerations in choosing a course of action. Because he will have little time
for analysis at this point, the platoon leader should already have developed aclear understanding of the available courses of action. As noted earlier in thissection, he first analyzes the commander's OPORD to determine how it willaffect his choice of a course of action. In most cases, the commander will haveidentified the criteria for anticipated actions on contact in terms of the enemy's
capabilities (that is, whether the enemy is a superior or inferior force). He also
will have specified criteria for destroying, fixing, and bypassing the enemy aswell as the applicable disengagement criteria. The platoon leader can thenevaluate various responses to possible enemy actions during the planning phase,in the company rehearsal, and in informal war-gaming and rehearsals with theplatoon.

Refinements to the original plan or development of a new courseof action may change the scheme of maneuver. In most situations,the intent of maneuver is to gain positions of advantage over theenemy, forcing him to fight in two directions. One element moves
to the position of advantage while another element overwatches
and supports.
If necessary, the platoon leader should issue a revised set ofgraphic control measures as part of the FRAGO. Examples include
waypoints to assist in navigation along desired routes to a positionof advan tage and TRPs to help the platoon orient weapons andfires.
Use of platoon tasks as courses of action. During execution ofactions on contact, the platoon collective tasks described in Section
VI of this chapter are available as courses of action. These include
destroy an inferior force; attack by fire; overwatch/support by fire;assault; bypass; reconnaissance by fire; hasty defense; andhasty/in-stride breach. If the commander's plan has alreadyaddressed the situation adequately, the platoon leader directs theplatoon to execute the specified task or course of action. If thesituation dictates adjustments to the plan, he can recommend analternative course of action to the commander.

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Recommend/Execute a Course of Action
Once he has chosen a course of action, the platoon leader continues his
evaluation of the situation by determining whether or not the course ofaction is the same one ordered by the commander in the OPORD or during
the rehearsal. If it is, he orders the platoon to execute it and reports his
intentions to the commander.
If the situation dictates a change to the course of action specified in theoriginal plan, however, the platoon leader must recommend a new courseof action to the commander. He then directs the platoon to execute thecourse of action selected by the commander, who may or may not follow
the recommendation. The platoon leader cross-talks with other platoon
leaders as necessary to obtain support in accordance with the commander'sintent.
More information will become available as the platoon executes the courseof action. The platoon leader or PSG keeps the company commander
abreast of the situation with SPOTREPs and SITREPs; accuracy of thesereports is critical because the task force commander and S2 use them toconfirm or deny the situational template.
Key information the commander needs includes the number, type, andlocation of enemy elements the platoon has observed, engaged,
destroyed, or bypassed. Additionally, the platoon leader must inform thecommander of the platoon's current location (or that he is moving to or set
at a particular location). Finally, he must inform the commander of any
changes in the platoon's combat power or logistical status.
Based on details of the enemy situation, the platoon leader may have toalter his course of action during execution. For example, as the platoon
maneuvers to destroy what appears to be a lone enemy tank, it discovers
six more tanks in prepared fighting positions; in this situation, the platoon
leader would inform the commander and recommend an alternate courseof ac tion, such as an attack by fire against the enemy tank company.
(Figures 3-12A through 3-12D, pages 3-29 and 3-30, illustrate a similar
situation in which changes to the course of action become necessary.)
The platoon continues to execute the selected or refined course of action
until it accomplishes the original mission, receive s a FRAGO from thecommander changing the mission or course of action, or is ordered to
execute consolidation and reorganization on the objective.
EXAMPLES OF ACTIONS ON CONTACT
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The following examples illustrate actions on contact for two potential
situations. The illustrations are organized to show the four-step process for
executing actions on contact.
Actions on Contact with an Anticipated Inferior Force

Figures 3-11A through 3-11C, pages 3-26 through 3-28, show actions on
contact when the platoon encounters an inferior enemy element. In thiscase, the commander and platoon leader have anticipated contact withsuch a force and have planned for actions on contact by including possible
courses of action in their OPORDs and/or rehearsals.

Figure 3-11A. Platoon makes initial contact,
deploys using action drill, and reports.

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Figure 3-11B. Platoon develops the situation.

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Figure 3-11C. Platoon leader chooses course of action;
platoon executes the assault.
Actions on Contact with an Unanticipated Superior Force

Figures 3-12A through 3-12D, pages 3-29 and 3-30, show actions on
contact when the platoon unexpectedly encounters a superior enemy force.

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Figure 3-12A. Platoon makes initial contact, deploys, and reports.

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Figure 3-12B. Platoon executes battle drill; platoon leader evaluates the situation as
drill is executed.

Figure 3-12C. Platoon develops the situation and identifies superior enemy force.

Figure 3-12D. Platoon leader chooses and recommends alternate course of action;
platoon executes new course of action.

BATTLE DRILLSWhen the tank platoon makes contact with the enemy, the platoon leader
usually initiates a battle drill. Drills can be initiated following reports orobservation of enemy activity, but are most commonly or dered uponreceipt of enemy fires.

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Battle drills provide virtually automatic responses to situations in which
the immediate and, as appropriate, violent execution of an action is vital tothe platoon's safety or to its success in combat. They allow the platoon
leader to protect the platoon from the effects of enemy fires, to quickly
mass the platoon's combat power and fires, or to move the platoon to a
position of advantage over the enemy.
Drills are standardized collective actions, executed by each tank crew withminimal instruction and without application of a deliberate thoughtprocess. They can be carried out under almost any type of battlefield
conditions and from any formation or technique of movement, although
execution can be affected by the factors of METT-T. (NOTE: Platoon
leaders should note that the use of battle drills does not relieve them of therequirement for logical, timely decision-making when critical situations
arise on the battlefield.)
The platoon can expect to execute any of the following standard battle
drills: change of formation drill, contact drill, action drill, react to indirect
fire drill, react to air attack drill, react to a nuclear attack drill, and react toa chemical/biological attack drill. Commanders and leaders at all levels
must be ready to augment or adjust these seven basic drills based on thethreat, terrain, and ROE. In addition, they must ensure their platoons
rehearse battle drills until they are able to execute the drills perfectly nomatter what command and control problems arise.
NOTE: In the figures that accompany the following discussion of the seven battle drills,
vehicle numbers are used to illustrate the wingman concept. In the field, the location andsequence of vehicles during the drill will be prescribed in the platoon SOP and/or theorders for the operation. The tactical situation will also influence vehicle location.
Change of Formation Drill

This drill is executed to accomplish a rapid change of formation in
response to a change in terrain or enemy situation. The platoon leader
must ensure that each TC knows the new for mation and the relative
position of each tank in the new formation. He uses visual signals and/or
the radio to initiate the drill. Figure 3-13 illustrates the movement of
individual tanks during a change of formation from column to wedge to
line.

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Figure 3-13. Change of formation drill.
Contact Drill

The contact drill enables the platoon to orient weapon systems and engage
an enemy without changing its direc tion or speed of movement along theaxis of advance. This drill is used when contact is made with small arms
fire or when the platoon sights the enemy without being engaged and does
not want to stop or slow its movement. The platoon leader initiates thecontact drill using vis ual signals and/or the radio. Over the radio, he uses
the contact report format and adds the execution element "FIRE" as a
platoon fire command.
Figure 3-14 illustrates a contact drill from a wedge formation. Note themain gun orientation for wingman Tank 2. If a tank's weapon systems aremasked by another tank, the masked tank maintains weapons orientationand flank security as prescribed in the OPORD; this helps to prevent
fratricide.

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____________________________________________________________________________________________________________________________________________________________________________

Figure 3-14. Contact drill.
Action Drill

The action drill permits the entire platoon to change di rection rapidly inresponse to terrain conditions, obstacles, FRAGOs from the commander,
or enemy contact. The platoon leader uses visual signals or the radio toorder the action drill, which can be initiated with or without enemy
contact.
Action drill without enemy contact. The platoon leader can execute an
action drill to avoid a danger area or obstacle or to respond to FRAGOs
from the commander. When the platoon leader initiates the action drill,tanks come on line and continue to move in the prescribed direction unlessthe platoon leader di rects a change of formation. Figures 3-15A and 315B illustrate tanks' relative positions during various action drills without
contact.

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Figure 3-15A. Action drill without enemy contact.

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Figure 3-15B. Action drill without enemy contact (continued).
Action drill with enemy contact. Following a contact re port alerting the platoon thatenemy contact involves antitank weapon systems, the platoon leader can direct an action
drill to orient his platoon's frontal armor toward the antitank fire while moving to coverand concealment. If the platoon cannot reach a covered and concealed position or achieve
weapon standoff, the platoon leader directs 36 through 3-38, illustrate examples of action
drills in reaction to enemy contact.

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Figure 3-16A. Action drill with enemy contact.

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Figure 3-16B. Action drill with enemy contact (continued).

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Figure 3-16C. Action drill with enemy contact (continued).

Figure 3-16D. Action drill with enemy contact (continued).
React to Indirect Fire Drill

When the platoon receives unexpected indirect fire, it moves out of the
impact area unless it is also engaged in direct fire contact or is directed toremain stationary. TCs place their hatches in the open protected position;other crewmen close their hatches. Crews also close ballistic doors (M1A2
crews stow the CITV). They mask based on the automatic masking crite
ria established in the OPORD or if they suspect the use of chemical
agents. The platoon leader sends a SPOTREP to the commander.
If the platoon is moving when it receives suppressive artillery fire, it
executes an action drill to avoid the impact area or continues to move toclear the impact area and continue the mission (see Figure 3-17). If it isstationary, the platoon should attempt to clear the impact area. (NOTE:
Several factors, such as the commander's orders or the enemy situation,
may prevent the platoon from moving during direct fire engagements or
defensive operations. For example, the commander may require theplatoon to occupy hide or turret-down positions while continuing themission. In such a case, the platoon leader must request permission fromthe commander before clearing the impact area.) Once the platoon clears
the artillery impact area, individual crews place their hatches in theappropriate position, open ballistic doors (M1A2 crews turn on the CITV),
check antennas, and return to positions or continue the mission.

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The commander should address the platoon's reaction to anticipatedindirect fires in the actions on contact subparagraph of the OPORD. Whenthe platoon receives anticipated indirect fires, it reacts according to thecommander's guidance, which it should already have analyzed andrehearsed. If the platoon needs to execute a course of action different fromthat directed by the commander, the platoon leader should request
permission from the commander before executing the alternate action.

Figure 3-17. React to indirect fire drill.
React to Air Attack Drill

When the platoon observes high-performance aircraft, helicopters, or
unmanned aerial vehicles (UAV) that could influence its mission, it
initially takes passive air defense measures unless the situation requires
immediate active measures. In a passive air defense, the platoon takes
actions (such as dispersing or stopping) to avoid detection altogether
and/or to minimize the aircraft's target acquisition capability. The platoon
also prepares for active air defense measures. (NOTE: When the platoon
is operating as part of a company team or troop, tank crews must be
familiar with required actions in the company-level battle drill.) Passive
air defense involves three steps:
Step 1. Alert the platoon with a contact report.

Step 2. Deploy or take the appropriate actions. If the platoon is not in the
direct path of an attacking aircraft, the platoon leader orders tanks to seek
cover and con cealment and halt with at least a 100-meter interval between
vehicles; the platoon also may be ordered to continue moving as part ofthe company.
Step 3. Prepare to engage. TCs and loaders get ready to engage the aircraftwith machine gun or main gun fire on order of the platoon leader.

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If the platoon leader determines that the platoon is in the direct path of an attacking
aircraft, he initiates the active react to air attack drill, which entails these actions:
Step 1. The platoon initiates fire. The primary intent is to force air craft to take selfdefense measures that alter their attack profile and reduce their effectiveness. The platoon
leader may use a burst of tracers to designate an aim point for platoon machine gun
antiaircraft fires (see Figure 3-18). Vol ume is the key to effectiveness of these fires;tanks throw up a "wall of steel" through which aircraft must fly. The main gun iseffective against hovering attack helicopters. The platoon leader may also direct somevehicles to engage high-performance aircraft with MPAT main gun rounds.

Step 2. Tanks create a nonlinear target by moving as fast as possible at a
45-degree angle away from the path of flight and toward attacking aircraft(see Figure 3-19, page 3-42). The platoon maintains an interval of at least
100 meters between tanks, forcing aircraft to make several passes toengage the entire platoon.
Step 3. Tanks move quickly to covered and concealed positions and freeze
their movement for at least 60 seconds after the last flight of aircraft has
passed.
Step 4. The platoon leader sends a SPOTREP to update the commander.

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Figure 3-18. Machine gun aim points.

Figure 3-19. Evading enemy aircraft.
React to a Nuclear Attack Drill

When the platoon observes a brilliant flash of light and a mushroomshaped cloud, crewmembers must act quickly to minimize the effects of a
nuclear detonation. This drill involves four steps:
Step 1. Take immediate protective actions, including the following:§If mounted, button up and close the breech and ballistic doors (M1A2 crews
stow the CITV). If time permits, position the vehicle behind a protective terrain
feature and turn off the master power until the effects of the blast have passed.

§

Dismounted crewmen drop to the ground and cover exposed skin until blast
effects have passed.

Step 2. Implement SOPs and accomplish related actions in the following areas:§

Reestablish communications.

§Prepare and forward an NBC-1 report.

§

Implement continuous monitoring.

§

Submit a SITREP to the commander.

Step 3. Reorganize the platoon:§

Evacuate casualties and fatalities.

§

Redistribute personnel as needed.

§

Conduct essential maintenance.

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Step 4. Continue the mission.
React to a Chemical/Biological Attack Drill

The platoon initiates this drill during an operation whenever an automatic
masking event occurs, the chemical agent alarm sounds, M8 detection
paper indi cates the presence of chemical agents, or a soldier suspects thepresence of chemical or biological agents. (See Appendix D for more
information on NBC operations.) This drill involves four steps:
Step 1. Crewmen recognize and react to the hazard:§

Put on protective mask (and hood) within 15 seconds.

§

Alert remainder of the platoon and company.

§

Within 8 minutes, assume MOPP 4 (refer to the discussion in Appendix D), thenbutton up and/or activate the tank overpressurization system.

Step 2. Implement SOPs in these areas:§

Administer self-aid and buddy-aid to platoon members with symptoms ofchemical/biological agent poisoning (see Appendix D).

§

Ensure individuals decontaminate their skin.

§

Conduct operator's spraydown and decontamination of equipment as necessary.

§

Initiate continuous monitoring with M256 detection kits; submit NBC-1 andfollow-up reports as needed.

Step 3. Continue the mission.

Step 4. Monitor for chemical/biological agents; as the situation warrants,
initiate actions to reduce MOPP levels and discontinue agent monitoring.
(See Appendix D for additional information.)
NOTE: If the M256 detection kit records a negative reading inside an overpressurized
M1A2 tank, the crew can initiate unmasking procedures.

Section VI. EXECUTION - PLATOON TACTICAL TASKSThe commander may direct the platoon to execute the collective tacticaltasks described in this section as part of the company's planned scheme ofmaneuver. He will cover employment of the tasks in the company
OPORD. In addition, the platoon can use the tactical tasks as courses ofaction when it executes actions on contact (refer to the discussion in
Section V).
Destroy an inferior force
To maintain the tempo of an attack, the commander may order the platoon
to destroy an inferior force, based either on his original plan or on
recommendation of the platoon leader. The platoon leader usually employs90

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maneuver techniques (fire and tactical movement) in executing this task orcourse of action. When the platoon is in contact with the enemy, hedesignates one section to overwatch or support by fire to suppress and/or
destroy the enemy while the other section moves.
The moving element uses appropriate movement techniques as well as
covered and concealed routes to move to a position of advantage over theenemy. This position may offer dominating terrain that allows the platoon
to attack enemy positions by direct fire, or it may provide covered routes
that enable the section to close with and assault the enemy.
After the platoon leader designates the route to the next possible
overwatch position, the overwatch leader identifies graphic control
measures and assigns responsibility for suppression of identified enemy
positions. Cross-talk among sections and vehicles is important in ensuring
mutual support while the overwatch is providing supporting fires during
the other section's movement to the position of advantage.
After successfully destroying the inferior enemy force, the platoon
positions itself where it can most effectively prepare for subsequentactions. Figure 3-20 illustrates three potential situations in which a platoon
is ordered to destroy an inferior force.

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Figure 3-20. Scenarios for destruction of an inferior enemy force.
Attack by fire

The commander may order the platoon to execute this task, either as
specified in his original plan or on recommendation of the platoon leader.
The purpose is to destroy the enemy using long-range fires fromdominating terrain or using standoff of the main gun. The platoon can use
an attack by fire to destroy inferior forces when the platoon leader does
not desire to close with the enemy or when the platoon is part of acompany-level effort. In addition, the platoon may occupy an attack byfire position as part of a company-level hasty defense with the goal ofdestroying a superior force.
In executing this task, the platoon uses tactical movement to move to a
position that allows it to employ weapon standoff or that offers cover for
hull-down firing positions. It also must be ready to move to alternate firing
positions for protection from the effects of enemy direct and indirect fires.

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As time permits, the platoon leader designates TRPs and as signs sectorsof fire and tentative firing positions for individual tanks. He issues aplatoon fire command specifying the method of fire, firing pattern, andrate of fire the platoon must sustain to accomplish the task in support ofthe company.
A successful attack by fire destroys the enemy force. Figures 3-21A and 321B illustrate attack by fire situations.

Figure 3-21A. Company employs attack by fire against convoy.

Figure 3-21B. Platoon uses attack by fire against enemy
reconnaissance platoon as part of a hasty defense.
Overwatch/support by fire

Either as specified in his original plan or on recommendation of theplatoon leader, the commander may order the platoon to provide93

____________________________________________________________________________________________________________________________________________________________________________

overwatch or support by fire during the movement of a friendly force. The
purpose is to suppress the enemy using long-range direct and indirect fires
from a dominat ing piece of terrain or using the standoff of the main gun.
This support sets the conditions that allow moving (supported) friendly
elements to engage and destroy the enemy.
The techniques involved in occupying an overwatch or support by fire
position and in focusing and controlling fires are similar to those for an
attack by fire. Some specific considerations exist, however. As noted, theoverwatch/support by fire task is always tied directly to the movement
and/or tactical execution of other friendly forces. In executing overwatch
or support by fire, the platoon must maintain a high level of situationalawareness relative to the supported force so it can lift and shift direct andindirect fires as required to prevent fratricide. Throughout this type ofoperation, the supporting platoon maintains cross-talk with the moving
force on the company net. In addition to reducing fratricide risk, cross-talkallows the platoon to provide early warning of enemy positions it has
identified and to report battle damage inflicted on the enemy force.
A successful overwatch/support by fire operation suppresses the enemy,permitting the moving (supported) force to conduct tactical movement,
breaching opera tions, or an assault. Figure 3-22 illustrates a support byfire situation in support of an assault.

Figure 3-22. Platoon supports by fire to suppress an enemy
element during a company assault.
Assault

The commander may direct the platoon to execute an assault, either on its
own or as part of a larger assault force. The purpose of the assault is toseize key terrain or to close with and destroy the enemy while seizing an

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enemy-held position. Designation of the platoon as the assault force may
be made as part of the commander's original plan or on recommendationof the platoon leader.
The platoon usually assaults the enemy while receiving supporting fires
from an overwatch element. If supporting fire is not available, the platoon
con ducts tactical movement to a position of advantage over the enemy,
then conducts the assault. A successful assault destroys the enemy
elements or forces them to withdraw from the objective.
To prepare for the assault, the assault force occupies or moves through anassault position. This should be a predetermined covered and concealed
position that provides weapon standoff from the enemy. The pla toon
leader receives updated enemy information from support by fire elements.
He assigns targets or weapons orientations and confirms the axis andlimits of advance for the assault. On order, the platoon assaults on line,
moving and firing as quickly as possible to destroy the enemy and seize
the objective. The assault must be extremely violent. If the platoon
assaults buttoned up, machine gun fire from the support force or wingman
tanks can provide close-in protection against dismounted enemy elementson the objective. If tanks are unbuttoned, the TCs and loaders use personal
weapons, hand grenades, and machine guns to provide close-in protection.
Following a successful assault, the assault force occupies a defensible
position, either on the objective or on the far side of it, and begins
consolida tion and reorganization procedures. Figures 3-23A and 3-23B(pages 3-49 and 3-50) illustrate two assault situations.

Figure 3-23A. Tank section assaults an inferior force95

____________________________________________________________________________________________________________________________________________________________________________as another section supports by fire.

Figure 3-23B. Platoon executes an assault as two otherplatoons support by fire.
BypassAs part of his original plan or on recommendation of the platoon leader,the commander may order the platoon to bypass the enemy to maintain thetempo of the attack. This course of ac tion can be taken against either aninferior or superior force. The commander may designate one platoon to
suppress the enemy, allowing the other platoons to use covered andconcealed routes, weapon standoff, and ob scuration to bypass known
enemy locations. (NOTE: Units may have to execute contact drills while
executing the bypass.)
Once clear of the enemy, the supporting platoon hands the enemy over toanother force, breaks contact, and rejoins the company. If necessary, theplatoon leader can employ tactical movement to break contact with theenemy and continue the mission; he can also request supporting direct andindirect fires and smoke to suppress and obscure the enemy as the platoon
safely breaks contact. See Figures 3-24A and 3-24B, pages 3-51 and 3-52,
for an example of a bypass.

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____________________________________________________________________________________________________________________________________________________________________________

Figure 3-24A. Bypass.

Figure 3-24B. Bypass (continued).
Reconnaissance by fire

Based on his original plan or a recommendation from the platoon leader,the commander may direct the platoon to execute reconnaissance by fire
when enemy contact is expected or when contact has oc curred but theenemy situation is vague. The platoon then conducts tactical movement,
occupying successive overwatch positions until it makes contact with theenemy or reaches the objective.
At each overwatch position, the platoon leader may designate TRPs. He
then either requests indirect fires or employs direct fires on likely enemy
locations to cause the enemy force to return direct fire or to move, thus
compromising its positions. He directs individual tanks or sections to fire
their caliber .50 and/or coax machine guns into targeted areas. (NOTE: In
some circumstances, main gun fire can also be used.)
Individual tanks and sections not designated to reconnoiter by fire observe
the effects of the firing tanks and engage enemy forces as they are
identified. Focus of the reconnaissance by fire is on the key terrain that
dominates danger areas, on built-up areas that dominate the surrounding
terrain, and on uncleared wooded areas. (NOTE: A disciplined enemy
force may not return fire or move if it determines that the pattern or typeof fires employed will be nonlethal. The platoon leader must analyze thesituation and direct the use of appropriate fires on suspected positions. For
example, he would use small arms fire against suspected dismounted98

______________________________________________________________________________________

elements but employ main guns to engage bunkers or other fortified
positions.)
Hasty occupation of a platoon BP (hasty defense)
The platoon may use this task if it is fixed or suppressed by enemy fireand no longer has the ability to move forward or bypass. It may also set up
a hasty defense when the enemy executes a hasty attack. The platoon
maintains contact or fixes the enemy in place until additional combat
elements arrive or until it is ordered to move. When the platoon must
conduct a hasty defense, the commander has responsibility for continuing
to develop the situation.
Hasty/in-stride breach
When they expect to make contact with enemy obstacles, the commander
and platoon leader must plan and rehearse actions at an obstacle, tailoring
their preparations to templated locations for the expected obstacles. They
must ensure the platoon knows how to accomplish early detection of both
anticipated and unexpected obstacles and how to react instinctively whencontact is made.
A critical consideration is that the tank platoon has only limited ability todeal independently with an obstacle or restriction. If it is equipped withmine plows or other breaching assets, the platoon can create track-width
lanes through most wire, mine, and other reinforcing obstacles. The
commander and platoon leader must keep in mind, however, that theplatoon cannot internally accomplish all of the SOSR elements of thebreach (suppress the enemy; obscure the breach; create the lane andsecure the far side; reduce the obstacle). Refer to the discussion ofbreaching operations, including SOSR procedures, in Chapter 5.
When tanks encounter an unexpected obstacle, crewmembers must assume
that the enemy is covering the obstacle with observation and fire. They
must immediately seek cover and establish an overwatch to evaluate thesituation. The overwatch tanks scan for evidence of enemy forces in andaround the obstacle and on dominant terrain on the far side of the obstacle.
They attempt to locate a bypass so the operation can continue without
delay. If no bypass is found, the overwatch determines the dimensions of
the obstacle and sends a report to the commander so he can designate acourse of action. (NOTE: It is critical that the tank platoon initiallyremain under cover while evaluating the situation. The platoon must
NEVER attempt to approach the obstacle area or breach the obstacle99

____________________________________________________________________________________________________________________________________________________________________________

without first killing or obscuring enemy elements overwatching the
obstacle.)
If he needs to develop the situation further, the commander ideally will
use scouts or infantry to reconnoiter the obstacle, with the tanks
continuing to provide overwatch. This usually requires him to move
mounted or dismounted elements to the far side. If this reconnaissancelocates a bypass route, the commander often will order the unit to executea bypass as the preferred course of action. If a bypass is not possible, he
may order a breaching operation, with the tanks either executing a hasty
breach within their capabilities or supporting a deliberate breach.

Section VII. EXECUTION - CONSOLIDATION AND
REORGANIZATION
The platoon executes consolidation and reorganization on the objective toensure that it is prepared to destroy an enemy counterattack or is prepared
to resume the attack as soon as possible.
Consolidation
Consolidation consists of actions taken to secure an objective and to
defend against an enemy counterattack. The company commander
designates platoon positions and weapons orientations. The platoon takesthese steps:§

Eliminate remaining enemy resistance and secure enemy prisoners ofwar (EPW).

§

Occupy positions on defensible terrain as designated in the OPORD or
FRAGO. Tanks move to hull-down positions, and the platoon leader
assigns sectors of fire. If the location designated in the
OPORD/FRAGO is not defensible, the platoon leader notifies thecommander and searches for terrain that is defensible and supports thecommander's intent. The platoon leader informs the commander of the
new location.

§

Establish OPSEC and coordinate mutual support with adjacentplatoons.

§

4 for details on hasty defense).

Reorganization

Reorganization, the process of preparing for continued fighting, isnormally accomplished by SOP. Responsibilities during reorganization
include the following:100

______________________________________________________________________________________§

TCs take these actions:§

Reload machine guns and redistribute main gun ammunition to readyareas.

§

Move crewmen wounded in action (WIA) to a covered position andprovide first aid.

§

Send a SITREP to the PSG reporting casualties and supply status ofequipment, ammunition, and fuel.

§Conduct essential maintenance.

§

The PSG takes these actions:§

Compile SITREPs from TCs and, as required by unit SOP, submit acon solidated report to the platoon leader or first sergeant (1SG).

§

Direct cross-leveling of supplies within the platoon.

§Oversee evacuation of casualties.

§

Coordinate the movement of EPWs to the EPW collection point.

§

The platoon leader takes these actions:§

Forward a consolidated SITREP to the commander.

§

Redistribute personnel as necessary to maintain combat readiness.

§

Oversee consolidation of soldiers killed in action (KIA).

§

Reestablish communications with elements that are out of contact.

NOTE: SITREPs are sent using voice or digital format (or a combination). Refer to
FKSM 17-15-1, FKSM 17-15-3, and unit SOPs for additional information.

BACK TO TABLE OF CONTENT

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CHAPTER 4

DEFENSIVE OPERATIONS
The immediate purpose of any defensive operation is to defeat an enemy attack. Militaryforces defend until they gain sufficient strength to attack. Additionally, defensive
operations are undertaken to gain time, to hold key terrain, to preoccupy the enemy in
one area so friendly forces can attack elsewhere, and to erode enemy resources at a rapid
rate while reinforcing friendly operations.
CONTENTSSECTION I. Fundamentals of the Defense
SECTION II. Planning
SECTION III. Preparation
SECTION IV. Execution

Section I. FUNDAMENTALS OF THE DEFENSE
CHARACTERISTICS OF THE DEFENSE
FM 100-5 describes several characteristics of an effective defense: preparation; security;
disruption, mass, and concentration; and flexibility. To optimize these characteristics inthe defense, the tank platoon leader must consider the following factors.
Preparation
The critical element affecting preparation is time management, begin ning with receipt of
the WO, OPORD, or FRAGO. Effective use of the available time allows the platoon
leader to conduct a thorough reconnaissance of engagement areas, BPs, displacement
routes, and the axis for possible counterattacks. Section III of this chapter describes
preparation at the platoon level in detail.
Security
The OPSEC measures discussed in Appendix C will assist the platoon leader inmaintaining security during the planning, preparation, and execution of the defense. The
platoon leader must integrate his security plan with that of the company. He enhances theplatoon's early warning capability by identifying potential mounted and dismounted
avenues of approach and then positioning early warning devices and OPs to cover theseavenues.

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Disruption, Mass, and Concentration
Augmenting the platoon's direct fires with reinforcing obstacles and indirect fires is a key
step in disrupting enemy operations. Platoons achieve mass and concentration by
maximizing the number of tanks that can fire into an engagement area or that can movefrom primary positions to alternate and supplementary positions to concentrate fires on
the enemy.
Flexibility
The platoon leader contributes to the flexibility of company operations by developing athorough understanding of the company plan, including on-order and be-preparedmissions. He must be alert to any possible contingencies that have not been addressed by
the commander. During
the preparation phase of the defense, the platoon increases flexibility
by conducting thorough reconnaissance and mounted rehearsals of all possible plans. A
crucial indicator of the platoon's flexibility is its ability to move quickly, and under all
battlefield conditions, between primary, alternate, and supplementary fighting positions
as well as subsequent and supplementary BPs.
DEFENSIVE PATTERNSThe two patterns described in FM 100-5 are mobile and area defenses. A mobile defense
is executed to destroy the attacking force by permitting the enemy to advance into a
position that exposes him to counterattack by a mobile reserve. The focus of area
defenses is on retention of terrain; defending units engage the enemy from aninterlocking series of positions and destroy him, largely by direct fires. In support ofmobile and area defensive operations, a company team may be tasked to execute one ormore of the following missions and tasks: defend BPs, defend in sector, defend astrongpoint, counterattack, screen, delay, execute a reserve mission, and withdraw.
ROLE OF THE TANK PLATOON

Section II. PLANNING
The planning phase of a defensive operation is a continuous process that begins when theplatoon leader receives the higher order (WO, FRAGO, or OPORD). It ends when theplatoon leader issues his own OPORD or FRAGO. Planning may continue into the
preparation phase as the platoon gains more information through the higher headquarters
plan and from further reconnaissance and rehearsals.
Ideally, the platoon leader takes part in two reconnaissance operations during theplanning phase. He is normally part of the commander'sreconnaissance, along with the XO, other platoon leaders, the FIST, and the 1SG. The103

____________________________________________________________________________________________________________________________________________________________________________

platoon leader's own reconnaissance includes his TCs and PSG. To save time, thecommander and platoon leader attempt to issue their OPORDs or, as a minimum, adetailed WO during the respective ground reconnaissance operations.
During the commander's reconnaissance, the platoon leader must identify, record, andmark the tentative TRPs, decision points, fighting positions, and routes he thinks theplatoon will use in executing the defense. It is important for him to have sufficient day
and night marking materials such as engineer stakes and tape, chem lights, or thermal
paper. He records the eight-digit grid coordinates of each position; this will allow him toprovide precise locations that the platoon can use in navigation or orientation. Ideally, theplatoon leader can record positions electronically using a hand-held GPS or the POSNAV
system; if neither is available, he must rely on his map-reading skills to manually identify
and record accurate position locations.
As planning progresses, it is important that the platoon leader make a careful evaluationof the following considerations based on the BOSs.
INTELLIGENCE
Security decisions are based on enemy capabilities. Platoons use OPs to provide early
warning of the enemy's actions; their REDCON status and other OPSEC preparations
then enable them to respond in a timely manner. See Appendix C for more information
on OPSEC measures.
OPSEC is especially critical during the platoon leader's ground reconnaissance. The
platoon leader ensures that he provides security for the reconnaissance based on thecommander's guidance. Because it is probable that enemy elements are already in thearea, he must ensure that platoon reconnaissance elements have the capability to protect
themselves effectively.
As he conducts the reconnaissance, the platoon leader orients his map and referencesgraphic control measures to the terrain. He conducts a terrain analysis, using the results inconjunction with his knowledge of possible enemy courses of action to identify key
terrain that may define potential enemy objectives. He identifies mounted anddismounted avenues of approach and determines the probable formations the enemy will
use when occupying support by fire positions or when assaulting the platoon's position.
Based on his analysis and available fields of observation and fire, the platoon leader
confirms vehicle positions that will allow the platoon to mass fires into the company
engagement area.
The platoon leader should complete his reconnaissance by conducting initial coordination
with adjacent platoons to establish mutual support and to cover dead space between theplatoons. At the conclusion of the reconnaissance, he may leave an OP to report enemy
activity in the area of operations.
104

______________________________________________________________________________________COMMAND AND CONTROL & MANEUVER
The platoon leader must understand the company plan and decision points; he develops
his plan based on these factors as well as the commander's intent. The commander
normally determines operational considerations such as OPSEC, occupation of firing
positions, initiation of direct fires, primary and supplementary platoon sectors of fire, anddisengagement criteria; however, he may allow the platoon leader to make decisions
covering some or all of these areas.
The primary concern in selecting fighting positions is the platoon's ability to concentrate
and mass lethal fires into its sectors of fire. Whenever possible, primary and alternate
fighting positions should allow engagement of the enemy in the flank and from two
directions. Supplementary fighting positions should always be planned to allow theplatoon to defend against enemy forces that penetrate adjacent platoon positions or thatmove along additional avenues of approach for which the commander has assumed risk.
Dispersion among fighting positions reduces vulnerability of platoon vehicles to enemy
fires; however, dispersion increases the demands for local security in the area between
vehicles.
Ideally, the platoon will occupy hull-down firing positions as the enemy crosses the direct
fire trigger line. The trigger line should optimize weapon standoff, while the firing
positions and the designated firing pattern should be selected to create the opportunity for
flank engagements.
NOTE:• 360-360
Figure 4-1. Fighting positions.

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Figure 4-2. Battle positions.
Disengagement criteria and the resulting disengagement plan should identify a break point and provide forinternal overwatch if it is not provided by another platoon (see Figures 4-3A and 4-3B). The plan should
designate covered routes to alternate, supplementary, and subsequent fighting positions and BPs.

As the planning phase progresses, individual TCs, under the direction of the PSG, should
begin executing priorities of work to prepare their vehicles and soldiers based on
guidance contained in the platoon WO. In addition, crews may conduct rehearsals ofstandard actions, such as berm drills and ammunition transfer.

• 72

Figure 4-3A.
Displacement by platoon.

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______________________________________________________________________________________• 72

Figure 4-3B.
Displacement by section.

FIRE SUPPORTThe platoon leader posts targets on his overlays (in both traditional and digital format).
Although most fire support planning is done by the company FIST, the platoon leadercan, if necessary, provide the FIST with nominations for additional targets for inclusionin the battalion fire support plan. As these targets are approved, he plots them on his
overlays. If a target is disapproved, the platoon leader notes its grid coordinates so he can,if needed, submit a speedy call for fire using the grid method. See Chapter 6 for methodsof transmitting calls for fire.
The platoon leader should plan and request artillery targets on potential avenues ofapproach, at choke points along the avenues of approach, at possible enemy support byfire positions, at obstacles, and in dead space within the platoon's battle space. He should
also be prepared to request a mix of smoke and DPICM rounds in front of his BP to breakan enemy assault or behind his BP to help the platoon disengage from the enemy.
Each artillery target should have a decision point overwatched by at least a crew or
section. The decision point triggers the call for fire on a target to ensure that the impact of
the rounds coincides with the enemy's arrival. The platoon's laser range finders or targetdesignation capabilities (on digitally equipped tanks) enhance its effectiveness intriggering artillery fires using decision points (see FKSM 17-15-1 for additional
information). The location of the decision point is based on the enemy's expected rate ofadvance over the terrain, the time of flight of the rounds, and the priority of fires. The
company FIST should assist in determining all decision points.
The platoon leader should plan and coordinate mortar targets on dismounted avenues ofapproach. In addition, because mortar smoke is generally more responsive than smokedelivered by field artillery (FA), he may be able to gain a tactical advantage by
employing mortar support in certain situations. (See Appendix D for information on
smoke operations.)107

____________________________________________________________________________________________________________________________________________________________________________MOBILITY AND SURVIVABILITY
The platoon leader may be responsible for supervising engineer efforts. He shouldincorporate plans for linkup, supervision, and handoff of engineer assets into his timeline.
The platoon leader's key considerations in countermobility planning are a thoroughunderstanding of the commander's intent for each planned obstacle and knowledge of thetime and personnel he must allocate to supervise or assist emplacement of the obstacle.
He must keep in mind that both the platoon and the company have only limited ability totransport and emplace obstacles. This means that in most situations the platoon will haveto depend on the task force for obstacle planning and transport and on engineers for
emplacement.
The commander's intent will guide the emplacement of obstacles based on the following
principles and characteristics:o

Obstacles are integrated with and reinforce the scheme of maneuver and the direct fire
plan.

o

They are integrated with existing obstacles.

oThey are employed in depth and positioned where they will surprise enemy forces.

oThey should be covered by direct and indirect fires at all times.

In general, obstacles are used to disrupt, turn, fix, and block the enemy based on the factors of METT-T.
Figure 4-4, page 4-10, illustrates considera tions for obstacle employment in relation to platoon BPs. If thecommander does not specify an intent for obstacles, the platoon leader should analyze the situation andplan hasty or engineer-emplaced obstacles to meet these purposes:oTo block the final assault of an enemy force to the front of the platoon (the circled
number "1" in Figure 4-4).

oTo block the seams between vehicles or between adjacent platoons (the circled "2").

oTo disrupt enemy forces that are assaulting on the flanks of the platoon (the circled "3").

o

To shape the engagement area by forcing enemy elements to turn, slow down, stop, or
flank themselves at known ranges in the engagement area (the circled "4").

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Figure 4-4. Considerations for obstacle employment.
The platoon leader must plan the priority of survivability efforts. His plan should specify the sequence (firstthrough fourth) in which his tanks will receive digging assets. When designating priorities, he considers thesurvivabil ity of unimproved positions and the relative importance of each firing position within the BP.
The engineer platoon leader, section leader, or dozer operator can estimate how much time it will take toimprove firing positions. These estimates will range from 45 minutes to 2 hours depending on soil and light
conditions and the type and amount of engineer equipment available. Figure 4-5 illustrates dug-in positions
and lists considerations for their construction and use.

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Figure 4-5. Dugin firing positions.

AIR DEFENSE ARTILLERY
See Chapter 6 for a discussion of ADA planning and employment.
COMBAT SERVICE SUPPORTThe platoon leader conducts resupply operations to replenish basic loads in accordancewith the company plan. Ammunition may be pre-positioned on the battlefield to facilitate
resupply once the battle begins. The platoon leader determines prestock requirements
based on the commander's intent and scheme of maneuver. He discusses prestock
requests with the commander, identifying resupply locations, the types (usuallyammunition) and amounts of supplies involved, the time required to conduct resupply,
and any necessary security considerations.

Section III. PREPARATION
Preparation of a BP begins after the platoon leader has issued his order and ends at the"defend not later than" time specified in the OPORD. (Some preparation activities may
occur while the platoon leader is preparing his order or after the "defend NLT" time.) The
platoon leader designates these preparations as priorities of work and identifies them inthe platoon WO or OPORD. He must weigh competing demands of security, firing
position and obstacle preparation, rehearsals, and coordination against the amount of time
available for the preparation; this requirement places a premium on effective troopleading procedures and time management during the preparation process.

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The commander may designate the level of preparation for each BP. There are threelevels, listed here in descending order of thoroughness and time required:oOccupy. This is complete preparation of the position from which the platoon will initiallydefend. The position is fully reconnoitered, prepared, and occupied prior to the "defend
NLT" time in the OPORD.

o

Prepare. This level includes the steps conducted during the planning and preparation
phases for the deliberate occupation of a BP.

oReconnoiter. This level of preparation consists of the steps conducted during the groundreconnaissance of the planning phase.

The following discussion of the preparation phase is based on the organization of BOSs.

INTELLIGENCEOPSEC is critical during defensive preparations. The platoon should adhere to theprocedures outlined in Appendix C to limit the effectiveness of enemy reconnaissanceefforts.
Intelligence is constantly updated by higher headquarters as the battlefield situation
develops, such as when the enemy fights through a screening or covering force. The
platoon leader keeps the platoon informed with periodic intelligence updates. The
updated information may force him to reevaluate and adjust his timeline to ensure
preparations are as complete as possible. For example, the platoon leader may determinethat engineer assets only have time to dig hull-down firing positions rather than turretdown and hide positions; in another situation, he may direct the engineers to prepare
fighting positions for only one section because the other section has access to terrain thatprovides excellent natural hull-down firing positions.
During the preparation phase, the platoon leader may conduct reconnaissance ofsubsequent or supplementary BPs. This simultaneous planning of subsequent positions
during the preparation of initial positions is a critical component in effective time
management.
COMMAND AND CONTROL & MANEUVER
Based on the amount of time available and the results of the commander's reconnaissancewith the platoon leader, tank platoons occupy a BP by executing either a hasty occupation
or a deliberate occupation.
Hasty Occupation
Tank platoons conduct a hasty occupation under a variety of circumstances. During a
movement to contact, the platoon may prepare to destroy a moving enemy force byconducting a hasty occupation of BPs or attack by fire positions in defensible terrain.

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During defensive operations, hasty occupation may take place during counterattack
missions, after disengagement and movement to subsequent or supplementary BPs, or in
response to FRAGOs reflecting a change of mission.
A hasty occupation usually occurs in response to a prearranged signal or a FRAGO.
Often, only a minimum of planning time and information is available prior to execution,although in some situations, such as after disengagement, the platoon may occupy
prepared positions it has previously reconnoitered. As a minimum, the platoon leader
must have the following information when he orders a hasty occupation of a BP:o

Where the commander wants to kill the enemy. The commander designates company
TRPs that define the company engagement area and platoon sectors of fire or that identify
locations where the platoon will mass its fires.

o

The tentative location of the BP.

The platoon leader passes this information to the platoon. He may supplement it with tentative section
or vehicle fighting positions within the BP and platoon TRPs defining section sectors of fire, or he can electto use the company TRP alone to mass platoon fires to the left and to the right of the TRP. Depending on
the situation, the platoon leader issues the information in person, over the radio, or by digital overlay (ifavailable).

The platoon leader then directs the platoon to approach the position from the flankor rear. Based on terrain factors, the platoon assumes a modified line formation facing
the center of the engagement area. Vehicle dispersion is generally 100 to 250 meters
between tanks, again based on engagement area and terrain considerations. TCs
automatically move to turret-down positions; they execute a short halt and overwatch theengagement area.
The platoon leader continues to develop the situation. He identifies additional TRPs
defining the company engagement area and/or platoon or section sectors of fire; he also
designates tentative vehicle positions (as necessary), routes into and out of the BP, andthe location of subsequent BPs. As time permits, the platoon leader establishes thefollowing fire control measures: the trigger line and engagement criteria; the fire pattern
to be used; and disengagement criteria and the disengagement plan.
The platoon is now ready to move to hull-down firing positions to engage the enemy.
The platoon leader reports "ESTABLISHED" to the company commander. If theenemy has not reached the trigger line and time is available, the platoon leader initiates
the steps necessary for a deliberate occupation of the BP.
Deliberate Occupation
The tank platoon can conduct deliberate occupation of a BP when all of the following
conditions exist: time is available, the enemy is not expected or has not been locatedwithin direct fire range, and a friendly element is forward of the BP with the mission ofproviding security for the occupying force.
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______________________________________________________________________________________The platoon begins by occupying a hide position behind the BP. It assumes a formationthat will provide 360-degree security based on considerations of METT-T and OAK-OC.
TCs move to the platoon leader's vehicle and prepare to reconnoiter the position. The
platoon leader briefs his gunner on actions to take if the reconnaissance group does not
return by a specified time or if contact occurs.
The platoon leader, TCs, and a security element (usually the loaders from the wingman
tanks) dismount and move to the BP. If possible, platoon vehicles provide overwatch forthe reconnaissance group. Otherwise, the platoon leader positions dismounted OPs asnecessary. The reconnaissance group can then move mounted or dismounted around the
BP and engagement area.
NOTE: AGS-equipped platoons must use gunners to man dismounted OPs. A better option, whenavailable, is to use dismounted infantry.
If the platoon leader has already conducted a leader's reconnaissance with the commander, he uses his own
reconnaissance to acquaint his TCs with the BP, briefing his OPORD from an advantageous location within
the BP. If there has been no prior leader's reconnaissance, the platoon leader should, if possible, conduct acomplete ground reconnaissance with the TCs. This allows him to confirm his map reconnaissance andtentative plan before he issues the OPORD. (NOTE: If he is unable to issue the full OPORD during thereconnaissance, the platoon leader should, as a minimum, issue a detailed WO.)

Members of the reconnaissance party should use marking materials (for daylight andlimited visibility recognition) to indicate key locations. They should record the eight-digit
grid coordinates for these locations, either manually on their maps or by using electronicmeans such as the GPS or POSNAV system (if available).
To be most effective, the reconnaissance begins from the enemy's per-spective in theengagement area, with the party looking toward the BP. (The platoon leader must receive
permission from the commander to move in front of the BP.) The platoon leader should
explain the enemy situation, outlining probable courses of action and the effects of terrain
on enemy movement. He also identifies the enemy's potential support by fire positions aswell as assault avenues through the platoon's BP.
The platoon leader and TCs then mark the company engagement area with platoon andsection sectors of fire. Artillery TRPs, decision points, and tentative obstacle locations
may also be marked. As necessary, fire control measures may be designated and/or
marked using easily identifiable terrain features.
When reconnaissance of the engagement area is complete and all TCs are sure of where
the platoon leader wants to kill the enemy, the platoon leader and TCs move back to the
BP. They discuss details of the platoon fire plan, including the trigger line, engagement
criteria, fire pattern, disengagement criteria and disengagement plan, and routes tosupplementary or subsequent BPs. They also make plans to identify and mark primary
and alternate fighting positions.

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Prior to departing the BP, the platoon leader briefs the OPs on actions to take if theplatoon does not return on time or if contact is made with the enemy. He also must
coordinate with adjacent platoons to establish overlapping fields of fire and to eliminate
gaps and dead space between the platoons. More information on coordination is foundlater in this section.
After completing the reconnaissance and coordination, the platoon leader and TCs moveback to their vehicles. The TCs remount, start vehicles simultaneously, and move to hide
positions behind their primary fighting positions. On order, the platoon moves
simultaneously into turret-down firing positions (see Figure 4-6A). These positions allow
the tanks to fire only their caliber .50 or loader's M240 machine gun. Observation can be
executed using the CITV (if available); the gunner's primary sight also provides
observation capability.

Figure 4-6A. Turret-down positions.
The platoon leader checks with the OPs to ensure that the enemy situation has not changed, then orders
platoon vehicles to occupy their primary hull-down firing positions (see Figure 4-6B). Tank crews orient on
the engagement area and complete their sketch cards. Each crew sends its completed sector sketch to theplatoon leader, either by messenger or by digital transmission (IVIS or appliqué system, if available); thecrew retains a copy of the sketch card for its own reference. Tanks then move individually to their hide
positions and assume the appropriate REDCON status (see Appendix C for a discussion of OPSEC).

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Figure 4-6B. Hull-down positions.
Using the sector sketches and his knowledge of the situation, the platoon leader prepares the platoon fire
plan. He begins this process by plotting grids lines on a piece of acetate placed over a map of theengagement area and platoon BP. He then plots the following information:oIndividual tank positions.

oPlatoon sector or engagement area.

o

TRPs.

o

Range lines, trigger points, and break points (these may coincide).

oOPs (if used).

o

Obstacles (if used).

oIndirect fire targets, including final protective fires (FPF), if allocated.

oDead space.

The platoon leader completes the fire plan, entering all required marginal information. He reports"ESTABLISHED" to the commander and forwards the fire plan to him by runner or digital transmission; healso disseminates the plan within the platoon. Figure 4-7 illustrates a traditional handwritten platoon fire
plan. See FKSM 17-15-1 for information on digital platoon fire plans.

At this point, the platoon executes its defensive priorities of work. These priorities
include the following:o

Maintain platoon OPSEC and surveillance of the engagement area (see Appendix C for
more information).

oVerify each vehicle's location, orientation, and sector of fire.

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____________________________________________________________________________________________________________________________________________________________________________•oSupervise any allocated engineer assets.

o· Conduct rehearsals.

oOversee vehicle maintenance and prepare-to-fire checks.

oImprove the position by emplacing M8 alarms and hot loops and by upgrading
camouflage protection.

912-144
Figure 4-7. Example platoon fire plan.

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Coordination
Throughout the preparation phase, the platoon leader coordinates with adjacentplatoons and other elements to ensure that platoon sectors of fire overlap and that
CS and CSS requirements are met. Coordination is initiated from left to right andfrom higher to lower. The platoon leader, however, should initiate CS and CSS
coordination if he desires support not specified in the company OPORD.
Adjacent unit coordination. The information exchanged by adjacent platoons
includes the following:§

Locations of primary, alternate, and supplementary firing positions and locationsof flanks.

§

Overlapping fields of observation and direct fire.

§

Locations and types of obstacles.

§

Locations of any dead space between units and procedures for how dead space is
to be covered.

§Indirect fire targets and SOI information.

§

Locations of OPs and patrol routes.

§

Routes into and out of BPs and routes to subsequent and supplementary BPs.

Platoon coordination. Effective platoon coordination enhances the situational awareness of tankcrews and alerts them to the actions needed to prepare the defense. One method of ensuring
coordination within the platoon is dissemination of enemy and friendly information in the form ofintel-ligence updates, discussed earlier in this chapter. In addition, sector sketches and the platoon
fire plan allow coordination of fires before the fight begins.

Rehearsals are especially effective in helping the platoon to practice andcoordinate necessary tactical skills, including these:§

Occupation procedures.

§

Calls for fire.

§

Initiation, distribution, and control of direct and indirect fires.

§

Movement to alternate and supplementary firing positions.

§

Displacement to subsequent and supplementary BPs.

Rehearsals can begin as soon as the platoon receives the company WO, with individual crews
practicing berm drills, snake board exercises, and ammunition transfer drills. Initial walk-throughrehearsals on a sand table can focus on deliberate or hasty occupation procedures, fire distribution,and the disengagement plan. The platoon can then conduct mounted movement rehearsals andforce-on-force rehearsals, continually raising the level of difficulty by conducting the rehearsals at117

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night and at various MOPP levels. The platoon leader should integrate voice and digital radio
traffic as well as calls for fire during all rehearsals.

FIRE SUPPORTThe platoon leader should confirm locations of artillery and mortar targets, adjust
them as necessary, and mark them for daylight and limited visibility recognition.
He should also mark decision points that will be used to request artillery on
moving targets; these locations are based on the enemy's doctrinal rates of
movement, the terrain, the time of flight of artillery rounds (the company FIST
has this information), and the priority of the target. Marking of decision points
also may be necessary when readily identifiable terrain features are not available.
The platoon leader can use either of two methods to accurately mark decision
points and target locations. In one method, a member of the platoon moves to thelocations using the map, GPS, or POSNAV and marks the sites. In the second, amember of the platoon notes the impact location of rounds during artillery
registration and moves to and marks these target locations. In both methods,
markings must be visible under daylight and limited visibility conditions.
MOBILITY AND SURVIVABILITY
Because engineer assets are at a premium during defensive preparations, theyshould never be allowed to remain idle for any reason other than maintenancechecks and services. A member of the platoon, either the platoon leader or adesignated TC, must physically link up with the engineers as directed in theplatoon OPORD and escort them to each firing position. The escort provides local
security and instructions to the engineers.
Engineers improve the platoon's survivability by digging or improving hide,turret-down, or hull-down positions (see Figure 4-5, page 4-11). Each TC should
be responsible for the improvement of his firing position. He must ensure thelocation, orientation, and depth of the hole are correct before the engineer departs
for the next fighting position. He should also be aware of the importance of
selecting a site with a background that will break up the silhouette of his vehicle(see Figure 4-8); this helps to prevent skylining.
Several factors can help the platoon to significantly increase the number of kills it
achieves while executing the defense. Firing positions should maximize weapon
standoff and/or the platoon's ability to mass fires from survivable positions. As
discussed previously, firing positions and obstacles should be complementary.
The platoon leader must coordinate with engineers to ensure that the platoon's
direct fires can cover the entire area of any obstacle that the commander intends toemplace in the platoon's sector of fire. Additionally, the platoon should know the118

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exact location of the start point, end point, and turns of the obstacle. Thisknowledge contributes to the accuracy of calls for fire. The platoon leader canalso locate a TRP on the obstacle to ensure more accurate calls for fire.
In the defense, engineer mobility operations normally are of lower priority thansurvivability and countermobility. Engineers can improve routes from theplatoon's hide position to its primary, alternate, and supplementary fighting
positions as well as to subsequent and supplementary BPs. These efforts arelabor-intensive, however, and should be evaluated carefully based on thecommander's priority of work for the engineers.

Figure 4-8. Using background to prevent skylining.

COMBAT SERVICE SUPPORT
is authorized by the commander, the platoon leader determines the amount andtype of prestock (normally ammunition) that will be required for the operation.
For example, to calculate ammunition requirements, he evaluates the number andtype of enemy vehicles the platoon expects to engage and the amount of time
available to conduct resupply between engagements. He then directs the PSG to119

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select and prepare the prestock location and coordinate the delivery of theprestock supplies.
Prestock resupply can be accomplished successfully in virtually any location
where supplies can be hidden and protected, such as in or behind the primaryfighting position, along the displacement route, or in the firing positions of asubsequent BP. Preparation of the site includes providing cover, concealment, andprotection of platoon and delivery personnel and vehicles during the transfer
process. The site must also protect the supply materials from enemy observationand the effects of artillery and weather.
Once the supplies are delivered, the prestock site should be concealed; the platoon
should conduct periodic security checks or keep the site under constantsurveillance to ensure safekeeping of the prestock.

Section IV. EXECUTION
This section contains a "best case," chronological discussion of the procedures
and considerations that apply during the execution of a typical tank platoon
defensive mission.
HIDE POSITION
The platoon's hide positions are located behind its primary battle and/or fighting
positions. The platoon occupies hide positions in one of two ways: either as a unit,
using perimeter defense techniques discussed in Chapter 5 (this method is used
when hide positions are behind the BP), or with individual vehicles occupying
hide positions behind their primary fighting positions.
While in the hide position, the platoon employs all applicable OPSEC measures tolimit aerial, thermal, electronic, and visual detection. It deploys OPs as discussed
in Appendix C to provide surveillance of its sectors of fire and early warning forvehicles in the hide position. It also maintains the REDCON status prescribed in
the OPORD. The hide position should not be located on or near obvious artillery
targets.
NOTE: The platoon leader may decide to occupy turret-down positions rather than hide positions
based on terrain considerations, such as availability of cover and concealment, or if the enemy
situation is vague and observation of the engagement area is necessary.

OCCUPATION OF FIRING POSITIONS
The platoon leader monitors intelligence reports provided on the company net andupgrades the platoon's REDCON status as the enemy approaches or as directed.
When previously identified occupation criteria are met, he orders the platoon to
occupy its primary fighting positions. Based on reconnaissance, rehearsals, and120

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known time-distance factors, each TC moves to his position along a previously
reconnoitered route. If the GPS or POSNAV is available, TCs use waypoints toassist in controlling movement. Ideally, the platoon occupies turret-down
positions with enough time to orient weapon systems and acquire and track targets
before the enemy crosses the direct fire trigger line.
Because the observation range of OPs is usually limited to the engage ment area,
OP reports should not be the sole criterion triggering the platoon's occupation offighting positions. If the enemy situation becomes unclear, the platoon leader may
request permission to occupy turret-down positions for the purpose of scanningthe engagement area.
CALLS FOR FIREAs the enemy approaches the direct fire trigger line, the platoon leader keeps hiscrews updated on the situation being reported on the company net. He monitors
the SPOTREPs and calls for fire being sent on the company net and compares
these reports with the SPOTREPs from his platoon net. He reports any new
enemy information higher using the SPOTREP format (see FKSM 17-15-3). The
platoon leader employs available artillery to engage targets that are not being
requested by other platoon leaders or the company commander; he initiates calls
for fire on moving enemy elements using previously identified decision points
and the "AT MY COMMAND" method of control (calls for fire are discussed in
Chapter 6).
Crews of M1A2 tanks can track enemy vehicle movement toward a target locationby employing the "far target designate" capability; they can use this information
to initiate artillery fires. Additionally, they can use "far target designate" todetermine the location of stationary targets and to quickly process a TACFIRE or
IVIS call for fire message to attack unplanned targets.
DIRECT FIRES
The platoon leader initiates tank direct fires using a fire command as discussed in
Chapter 2. The fire command enables him to engage single targets (for example, areconnaissance vehicle) using a single section or an individual vehicle without
exposing the entire platoon. It also allows the platoon to maintain the element of
surprise by simultaneously engaging multiple targets with a lethal initial volley oftank fires. Sectors of fire and the preplanned fire pattern should be selected tohelp prevent target overkill and the resulting waste of ammunition.
The trigger line is a backup to the fire command. In the absence ofcommunications from the platoon leader, a preestablished direct fire trigger line
allows each TC to engage enemy vehicles in his sector of fire. The criteria for the121

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direct fire trigger line should specify the number of enemy vehicles that must passa designated location before the TC can engage without any instructions from theplatoon leader. Selection of the trigger line is dependent on METT-T factors.
Considerations might include the following:§

A maximum range or a point, such as an obstacle, at which the platoon will
initiate fires to support the company scheme of maneuver.

§

The survivability of enemy armor.

§

The fields of fire that the terrain allows.

§

The planning ranges for the platoon's weapon systems (planning range for the
105-mm main gun is 2,000 meters; for the 120-mm main gun, it is 2,500).

Individual TCs move from hull-down to turret-down firing positions within their primary andalternate positions based on two considerations: the necessity to maintain direct fire on the enemy
and the effectiveness of enemy fires. Influencing each TC's decision to move between firing
positions are such factors as enemy movement rates, the number of advancing enemy vehicles, theaccuracy with which the enemy is acquiring and engaging friendly fighting positions, and thelethality of enemy weapon systems.

During the direct fire fight, TCs describe the situation for the platoon leader, whoin turn describes what is happening for the commander. Contact reports,
SPOTREPs, and SITREPs are used as appropriate. In the defense, contact reports
are used to alert the platoon to previously unidentified enemy targets. SPOTREPs
and SITREPs are sent to list the number, types, and locations of enemy
vehicles observed, engaged, and/or destroyed and to provide the strength andstatus of friendly forces. Everyone involved in this process must avoid sending
redundant or inflated descriptions of the situation. Such reports not only are
confusing, but also may trigger unnecessary, and possibly dangerous, actions byhigher headquarters.
The platoon may expend main gun ammuni tion quickly in a direct fire fight.
Based on the terrain and expected enemy situation, the platoon leader must
develop and execute resupply procedures to maintain a constant supply of main
gun rounds. He must balance the necessity of maintaining direct fires on theenemy against the demands imposed on the platoon's crews by the ammunitiontransfer process and the retrieval of prestock supplies.
DISPLACEMENT
Displacement may become necessary in several types of situations. A numericallysuperior enemy may force the platoon to displace to a subse quent BP; apenetration or enemy advance on a secondary avenue of approach may require theplatoon or section to occupy supplementary BPs or firing positions.

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The company commander establishes disengagement criteria and develops thedisengagement plan to support the company scheme of maneuver. Disengagement
criteria are primarily based on a specified number and type of enemy vehicles
reaching a specified location (this is sometimes called the break point) to trigger
displacement. Other considerations, such as ammunition supplies and friendly
combat power, also influence the decision to displace. The platoon leader chooses
between two methods of displace ment depending on whether or not the move isoverwatched (covered) by an adjacent platoon.
If the displacement is covered, the entire platoon usually displaces as a whole andemploys smoke grenades and on-board smoke generators to screen thedisplacement. (NOTE: JP-8 fuel may restrict the use of on-board smoke
generators.)
In a covered displacement, the platoon leader issues instructions or uses a
prearranged signal to initiate movement. The platoon simultaneously backs down
to hide positions, keeping front hulls toward the enemy until adequate coverprotects each tank. Individual tanks orient weapon systems toward the enemy as
they move to the subsequent or supplementary positions along previously
identified and reconnoitered routes. (See Figure 4-9A.)

Figure 4-9A. Displacement covered (entire platoon moves at once with cover from anotherplatoon).
If the displacement is not covered, the platoon leader designates one section to overwatch thedisplacement of the other section. The overwatch section is responsible for providing suppressive
fires covering the entire platoon sector of fire. It also initiates artillery calls for fire, mixing smoke
overwatch is no longer necessary to cover the displacing section's movement, the overwatch
section may request one last artillery call for fire in front of its own position, then displace to thesubsequent/supplementary BP.
NOTE: In some instances, the platoon may have to use bounding overwatch to the rear during
tactical movement to the subsequent position. This may become necessary when such factors as
the distance to the subsequent position, the enemy's rate of advance, and terrain considerations(fields of fire) do not allow the original overwatch section to displace without the benefit of an
overwatch of its own (see Figure 4-9B).

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Figure 4-9B. Displacement uncovered (sections move using
bounding overwatch).
The displacement is complete when the platoon has occupied the subsequent BP and all vehicles
are prepared to continue the defense. If the platoon leader and TCs were able to reconnoiter andrehearse the disengagement and occupation, the occupation should go quickly. If reconnaissanceand rehearsals were not possible, the platoon leader must conduct the steps of a hasty occupation
outlined earlier.

COUNTERATTACKSThe platoon is capable of conducting limited counterattacks, either alone or as
part of a larger force (usually the company team), to accomplish the following:§

Complete the destruction of the enemy.

§

Regain key terrain.

§

Relieve pressure on an engaged unit.

§

Initiate offensive operations.

Two methods are available to the platoon: counterattack by fire and counterattack by fire andmovement. In both types, coordination and control are critical to the success of the counterattack.
Locations of routes and positions must be planned and disseminated to all units; this assists thecounterattack force and other elements in controlling indirect and direct fires. If adjustments toany route or position become necessary, the counterattack force must take immediate action toensure that other forces lift and shift fires; otherwise, fratricide becomes a distinct danger.

Counterattack by Fire
When the company team executes a counterattack by fire, one platoon conducts
tactical movement on a concealed route to a predetermined BP or attack by fire
position from which it can engage the enemy in the flank and/or rear. The
remaining platoons hold their positions and continue to engage the enemy (seeFigure 4-10). The intent of this method is to use weapon standoff and/or cover tofull advantage and destroy the enemy by direct fires.
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48-312-288

Figure 4-10.
Counterattack by fire.

Counterattack by Fire and Movement
The intent of this method is to close with and destroy the enemy. The
counterattack force uses tactical movement to gain a position of advantage fromwhich it attacks the enemy (from the flank, whenever possible). It conducts hasty
attacks and assaults based on the particular situation and the factors of METT-T(see Figure 4-11).

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•

72-72

Figure 4-11.
Counterattack by fire and movement.

CONSOLIDATION AND REORGANIZATION
Once an enemy assault is defeated, leaders must ensure their soldiers are ready tocontinue with defensive operations, to shift to the offense, or to displace. If theplatoon is directed to hold its current positions, it must consolidate and reorganize
quickly so it will be ready to destroy follow-on enemy forces and to execute anyother required tasks.
To consolidate a defensive position, the platoon takes these steps:§

Eliminate remaining enemy resistance by conducting a counterattack as directedby the commander.

§

Ensure positions are mutually supporting; check all sectors of fire to eliminate
gaps and dead space that result when tanks are disabled.

§

Secure EPWs.

§

Reestablish communications.

§

Reestablish OPSEC by emplacing OPs and early warning devices (such as M8
alarms) and recamouflaging positions.

§Replace or repair obstacles.

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______________________________________________________________________________________§

Improve positions in accordance with procedures for a deliberate defense andestablished priorities of work.

Reorganization, the process of preparing for continued fighting, is usually conducted by unit SOP.
Reorganization in the defense is accom-plished in the same manner as in the offense. See Chapter
3 for a detailed discussion.

BACK TO TABLE OF CONTENT

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CHAPTER 5

OTHER TACTICAL OPERATIONSThis chapter describes additional tasks the tank platoon may have to conduct tocomplement or support its primary operations of move, attack, and defend. The platoon
executes these additional tasks separately or as part of a larger force.
CONTENTSSECTION I. Tactical Road MarchSECTION II. Assembly Areas
SECTION III. Linkup
SECTION IV. Convoy Escort
SECTION V. Passage of Lines
SECTION VI. Breaching Operations
SECTION VII. Follow and Support
SECTION VIII. Perimeter Defense
SECTION IX. Screen
SECTION X. Delay
SECTION XI. Relief in Place
SECTION XII. Withdrawal

Section I. TACTICAL ROAD MARCH
Tank platoons conduct tactical road marches to move long distances and position
themselves for future operations. The main purpose of the road march is to relocate
rapidly, not to gain contact. It is conducted using fixed speeds and timed intervals. Road
marches are planned at the battalion and company levels. They are, however, executed by
platoons.
The success of a road march depends on thorough preparation and sound SOPs. Platoon
preparations should address movement to the SP, speed control, formations, intervals,
weapons orientation, actions at scheduled halts, and actions at the RP. SOPs should coveractions at unscheduled halts, actions in case a vehicle becomes lost, actions if a vehicle
becomes disabled, and actions on contact.
A road march is composed of three elements: the quartering party (or advance party), themain body, and the trail party. The tank platoon normally travels as a unit in the main
body. Before the march begins, the platoon may provide individual soldiers or a vehicle
and crew to assist with quartering party activities (see Section II of this chapter).

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______________________________________________________________________________________MARCH COLUMNS
There are three primary road march techniques. The commander bases his decision on theformation to be used during the march on which technique is employed. The road marchis usually executed in column or staggered column formation.
Open Column
The open column technique is normally used for daylight marches. It can be used at nightwith blackout lights or thermal vision equipment. The distance between vehicles varies,
normally from 50 meters to 200 meters depending on light and weather conditions.
Close Column
The close column technique is normally used for marches conducted during periods oflimited visibility. The distance between vehicles is based on the ability to see the vehicle
ahead; it is normally less than 50 meters.
Infiltration
The infiltration technique involves the movement of small groups of personnel orvehicles at irregular intervals. It is used when sufficient time andsuitable routes areavailable and when maximum security, deception, and dispersion are desired. It provides
the best possible passive defense against enemy observation and detection. (NOTE:
Infiltration is most commonly used by dismounted elements.)
CONTROL MEASURESThe following control measures assist the platoon leader in controlling his platoon during
the conduct of a road march.
Map with Overlay
As a minimum, the overlay must show the SP, the RP, and the route. The SP location
represents the beginning of the road march route. It should be located on easily
recognizable terrain. It is far enough away from the unit's initial position to allow theplatoon to organize into the march formation at the appropriate speed and interval. If time
is available, the platoon leader should determine the time-distance factor to the SP. This
will help the platoon to arrive at the SP at the time designated in the commander's
OPORD. The RP location is at the end of the route of march. It also is located on easily
recognizable terrain. Elements do not halt at the RP. They continue to their respective
positions with assistance from guides, waypoints, and graphic control measures. The
route is the path of travel connecting the start and release points.

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Digital Overlays
Digital overlays serve as a backup to maps with overlays. They display waypoints andinformation concerning unit locations along the route of march that can assist TCs innavigation and help them in maintaining situational awareness.
Critical Points
These are locations along the route of march where interference with movement mightoccur or where timing is critical. They are represented using checkpoints. The SP, RP,
and all checkpoints are considered critical points.
Strip Maps
A strip map can be used to assist in navigation. It must include the SP, RP, andcheckpoints and must list the distances between these points. Detailed blow-up sketches
should be used for scheduled halt locations and other places where confusion is likely tooccur. Strip maps are included as an annex to the movement order; if possible, a copy
should be provided to all vehicle drivers. See Figure 5-1 for an example of a strip map.

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______________________________________________________________________________________• 240-240

Figure 5-1.
Example strip map.

Visual Signals
Because radio silence is observed during most road marches, hand-and-arm signals
provide the primary means of passing messages between vehicles.
Traffic Control
Road guides and traffic signs may be posted at designated traffic control points by theheadquarters controlling the march. At critical points, guides assist in creating a smooth
flow of traffic along the march route. Military police, members of the battalion scout
platoon, or designated elements from the quartering party may serve as guides. They
should have equipment that will allow march elements to identify them during the hoursof darkness.

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____________________________________________________________________________________________________________________________________________________________________________ACTIONS DURING THE MARCH
Moving to the Start Point
The platoon must arrive at the SP at the time designated in the company OPORD. Somecompanies designate a staging or marshaling area that enables platoons to organize theirmarch columns and conduct final inspections and briefings before movement. Other units
require platoons to move directly to the column from their current positions. To avoid
confusion during the initial moveout, the platoon leader and TCs conduct a reconnaissance of the route to the SP, issue clear movement instructions, and conduct thoroughrehearsals, paying particular attention to signals and timing.
March Speed
An element's speed in a march column will vary as it encounters difficult routes and roadconditions. This can produce an undesirable accordion effect. The movement order
establishes the march speed and maximum catch-up speed. The lead vehicle must notexceed the fixed march speed. In addition, it should accelerate slowly out of turns or
choke points; this allows the majority of the platoon to gradually resume the march speed
after moving past the restriction.
Orientation
Each tank in the platoon has an assigned sector of gun tube orientation (see Figure 5-2).
TCs assign sectors of observation to crewmen both to cover their portion of the platoon
sector and to achieve 360-degree observation.

Figure 5-2. Sectors of gun tube orientation.

Halts
While taking part in a road march, the platoon must be prepared to conduct bothscheduled and unscheduled halts.
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Scheduled halts. These are conducted to permit maintenance, refueling, and personalrelief activities and to allow other traffic to pass. The time and duration of halts are
established in the movement order; unit SOP specifies actions to be taken during halts.
The first priority at a halt is to establish and maintain local security (see Appendix C). A
maintenance halt of 15 minutes is usually taken after the first hour of the march, with a
10-minute break every two hours thereafter.
During long marches, the unit may conduct a refuel on the move (ROM) operation.
Depending on OPSEC considerations and the company OPORD, the platoon may
conduct a ROM for all vehicles simultaneously or by section. The OPORD will specify
the amount of fuel or the amount of time at the pump for each vehicle. It will also give
instructions for OPSEC at the ROM site and at the staging area to which vehicles moveafter refueling.
Unscheduled halts. Unscheduled halts are conducted if the unit encounters obstacles orcontaminated areas or if a disabled vehicle blocks the route. Whenever an unscheduled
halt occurs, each TC sends a messenger to the vehicle to his front; the movement
commander must then take action to determine the cause of the halt. A disabled vehicle
must not be allowed to obstruct traffic. The crew should move the vehicle off the road
immediately, report its status, establish security, and post guides to direct traffic.
If possible, the crew repairs the vehicle and rejoins the rear of the column. Vehicles thatdrop out of the column should return to their original positions only when the column has
halted. Until then, they move at the rear just ahead of the trail element, which usuallycomprises the maintenance team with the M88 recovery vehicle and some type of
security (the XO will handle security if he is not part of the quartering party). If the crew
cannot repair the vehicle, the vehicle is recovered by the trail element.
Actions on Contact
If enemy contact occurs during the road march, the platoon executes actions on contact as
described in Chapter 3.
Actions at the Release Point
The platoon moves through the RP without stopping. The platoon leader picks up theassigned guide or follows the guide's signals to the assembly area. Depending on terrain
and the equipment available (GPS or POSNAV), guides and marking materials may beposted at or near exact vehicle locations (see assembly area procedures in the following
section).

Section II. ASSEMBLY AREAS
An assembly area is a site at which maneuver units prepare for future operations. A wellplanned assembly area will have the following characteristics:133

____________________________________________________________________________________________________________________________________________________________________________o

A location on defensible terrain.

oConcealment from enemy ground and air observation.

oGood drainage and a surface that will support tracked and wheeled vehicles.

oSuitable exits, entrances, and internal roads or trails.

oSufficient space for dispersion of vehicles and equipment.

Normally, a quartering party (also known as an advance party) assists the platoon in the occupation of anassembly area. Established in accordance with company SOP, the quartering party may consist of one or
two soldiers from each platoon or even one tank per platoon. It is led by the company XO or 1SG or by asenior NCO. The quartering party takes these actions in preparing the assembly area:oReconnoiter for enemy forces, NBC contamination, condition of the route to theassembly area, and suitability of the area (drainage, space, internal routes). If the area isunsatisfactory, the party contacts the commander and requests permission to find a newlocation for the site.

oOrganize the area based on the commander's guidance; designate and mark tentative
locations for the platoon, trains, and CP vehicles.

oImprove and mark entrances, exits, and internal routes.

oMark and/or remove obstacles (within the party's capabilities).

oMark tentative vehicle locations.

Once the assembly area has been prepared, the quartering party awaits the arrival of the company,
maintaining surveillance and providing security of the area within its capabilities. Quartering party
members guide their platoons from the RP to their locations in the assembly area. SOPs and prearranged
signals and markers (for day and night occupations) should assist the TCs in finding their positions. The
key consideration is to move quickly into position to clear the route for other units.

Once in position, 4. It establishes and maintains security (see the OPSEC discussionin Appendix C) and coordinates with adjacent units. These actions enable theplatoon to defend from the assembly area as necessary. The platoon can then prepare
for future operations by conducting troop-leading procedures and priorities of work inaccordance the company OPORD. Preparations include the following:o

Establish and maintain security (REDCON status).

oConduct troop-leading procedures.

oPerform maintenance on vehicles and communications equipment.

oVerify weapon system status; conduct boresighting, MRS updates, test-firing, and othernecessary preparations.

oConduct resupply, refueling, and rearming operations.

oConduct rehearsals and training for upcoming operations.

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______________________________________________________________________________________oConduct PCIs.

oEat, rest, and conduct personal hygiene activities.

Normally, the platoon occupies an assembly area as part of a company team. The company team may be
adjacent to or independent of the task force (see Figures 5-3A and 5-3B, page 5-10). The company
commander assigns a sector of responsibility and weapons orientations for each platoon. If the platoon
occupies an assembly area alone, it establishes a perimeter defense (explained later in this chapter).

In some cases, a company will occupy an assembly area without first sending out aquartering party. During this "occupation by force," the platoon leader orders a hasty
occupation of a BP at the platoon's designated location. He establishes local security,
directs adjacent unit coordination, begins troop-leading procedures, and establishes
priorities of work.

• 24-24

Figure 5-3A.
Assembly area adjacent to other company teams.

• 1248-1272

Figure 5-3B. Company team assemblyarea
independent of the task force.

Section III. LINKUP

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A linkup is the meeting of friendly ground forces. It may occur in, but is not limited to,the following situations:oAdvancing forces reaching an objective area previously secured by air assault or airborne
forces.

oUnits conducting coordination for a relief in place.

o

Cross-attached units moving to join their new organization.

oA tank platoon moving forward during a follow and support mission with dismounted
infantry or scouts.

oA unit moving to assist an encircled force.

Platoons conduct linkup activities independently or as part of a larger force. Within a larger unit, the tankplatoon may lead the linkup force. The linkup consists of three phases; the following actions are critical tothe execution of a speedy, safe operation:oPhase 1 - Far recognition signal. During this phase, the two units should establish
communications before they reach direct fire range. The lead element of the linkup force
shoul

o

Phase 2 - Coordination and movement to the linkup point. The forces coordinate thefollowing information: known enemy situation; type and number of friendly vehicles;
disposition of stationary forces (if either unit is stationary); routes to the linkup point; fire
control measures; near recognition signal; finalized location for the linkup point; and any
special coordination, such asoPhase 3 - Linkup. The units enforce strict fire control measures to help prevent fratricide.
If both units are moving, the controlling headquarters designates a location in theformation for the subordinate unit. If one unit is stationary, the moving unit moves
through the linkup point to a predetermined location.

Section IV. CONVOY ESCORTThis mission requires the tank platoon to provide the convoy with security and close-inprotection from direct fire while on the move. The platoon is well suited for this role
because of its vehicles' mobility, firepower, and armor protection against mines anddirect and indirect fires. Depending on a variety of factors (size of the convoy, escort
assets available, METT-T factors), the platoon may perform convoy escort either
independently or as part of a larger unit's convoy security mission.
BATTLE COMMAND
Battle command is especially critical because of the task organization of the convoy
escort mission. The relationship between the platoon and the convoy commander must
provide for unity of command and effort if combat operations are required during thecourse of the mission. In most cases, the tank platoon will execute the escort mission
under control of the security force commander, who is usually OPCON or attached to the
convoy commander. At times, however, the platoon will be OPCON or attached directly136

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to the convoy commander. This occurs when the platoon is providing security for tacticaloperations centers (TOC) or when it is operating independently with a small convoy.
The convoy commander should issue a complete OPORD to all vehicle commanders in
the convoy prior to execution of the mission. This is vital because the convoy may itself
be task organized from a variety of units and because some vehicles may not have tacticalradios. The order should follow the standard five-paragraph OPORD format, but special
emphasis should be placed on the following subjects:oRoute of march (to include a strip map for each vehicle commander).

o

Order of march.

o

Actions at halts.

oActions in case of vehicle breakdown.

oActions on contact.

o

Chain of command.

oCommunications and signal information.

TACTICAL DISPOSITION
During all escort missions, the convoy security commander and tank platoon leader must
establish and maintain security in all directions and throughout the length of the convoy.
They can adjust the disposition of the platoon, either as a unit or dispersed, to fit the
security requirements of each particular situation. As noted, several factors, including
convoy size and METT-T, affect this disposition. Perhaps the key consideration iswhether the platoon is operating as part of larger escort force or is executing the escort
mission independently.
Large-scale Escort Missions
When sufficient escort assets are available, the convoy commander will usually organize
the convoy into three distinct elements: advance guard, close-in protective group, andrear guard. Figure 5-4, page 5-14, shows a convoy in which the tank platoon is part of acompany team-size escort force.
The tank platoon will normally be task organized to operate within the close-in protective
group. This group provides immediate, close-in protection for the vehicle column, withescort vehicles positioned either within the column or on the flanks. The convoy
commander's vehicle is located within this group.
The advance guard reconnoiters and proofs the convoy route. It searches for signs ofenemy activity, such as ambushes and obstacles. Within its capabilities, it attempts to137

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clear the route and provides the convoy commander with early warning before the arrivalof the vehicle column. In some cases, an individual tank platoon vehicle, a section, or theentire platoon may be designated as part of the advance guard. The platoon leader may
also be required to attach a mine plow or mine roller to this element.
The rear guard follows the convoy. It provides security in the area behind the main bodyof the vehicle column, often moving with medical and recovery assets. Again, an
individual vehicle, a section, or the entire tank platoon may be part of this element.
NOTE: The convoy commander may also designate the tank platoon as part of a reserve (reaction) force
for additional firepower in the event of enemy contact. The reserve will either move with the convoy or belocated at a staging area close enough to provide immediate interdiction against the enemy.

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______________________________________________________________________________________• 120-120
Figure 5-4. Tank platoon as part of larger escort force.
When the platoon is deployed as a unit during a large-scale escort operation, it can provide forward, flank,or rear close-in security. In such situations, it executes tactical movement based on the factors of METT-T.
Figures 5-5A through 5-5C (pages 5-15 and 5-16) show the platoon using various formations while
performing escort duties as a unit.

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____________________________________________________________________________________________________________________________________________________________________________• 72-72-72-72
Figure 5-5A. Platoon performing forward security for a convoy.

• 480-480-288-528
Figure 5-5B. Platoon performing flank security for a convoy.

• 480-480-240-192
Figure 5-5C. Platoon performing rear security for a convoy.
Independent Escort Operations

When the tank platoon executes a convoy escort mission independently, the convoy
commander and platoon leader will disperse the tanks throughout the convoy formation
to provide forward, flank, and rear security. Whenever possible, wingman tanks should
maintain visual contact with their leaders. Tanks equipped with mine plows or minerollers (and engineer assets, if available) should be located near the front to respond to140

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obstacles. At times, these assets may be required to move ahead of the convoy, acting as
the reconnaissance element or moving with scouts to proof the convoy route. Figure 5-6
illustrates this kind of escort operation.

Figure 5-6. Platoon performing convoy escort independently.
In some independent escort missions, variations in terrain along the route may require the platoon tooperate using a modified traveling overwatch technique. Figure 5-7 illustrates such a situation. It shows one
section leading the convoy while the other trails the convoy. Dispersion between vehicles in each section is
sufficient to provide flank security. Depending on the terrain, the trail section may not be able to overwatch
the movement of the lead section.

• 600-600-48-192
Figure 5-7. Platoon escort using modified traveling overwatch.

ACTIONS ON CONTACT
As the convoy moves to its new location, the enemy may attempt to harass or destroy it.
This contact will usually occur in the form of an ambush, often with the use of a hastily
prepared obstacle. The safety of the convoy then rests on the speed and effectiveness withwhich escort elements can execute appropriate actions on contact.
Based on the factors of METT-T, portions of the convoy security force, such as the tankplatoon or a tank section, may be designated as a reaction force. The reaction force
performs its escort duties, conducts tactical movement, or occupies an assembly area as
required until enemy contact occurs; it then is given a reaction mission by the convoy
commander.
Actions at an Ambush
An ambush is one of the most effective ways to interdict a convoy. Conversely, reaction
to an ambush must be immediate, overwhelming, and decisive. Actions on contact must
be planned for and rehearsed so they can be executed as a drill by all escort and convoy
elements, with care taken to avoid fratricide.

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____________________________________________________________________________________________________________________________________________________________________________In almost all situations, the platoon will take several specific, instantaneous actions when
it must react to an ambush. These steps, illustrated in Figures 5-8A and 5-8B, include thefollowing:o

As soon as they acquire an enemy force, the escort vehicles action toward the enemy(Figure 5-8A). They seek covered positions between the convoy and the enemy andsuppress the enemy with the highest possible volume of fire permitted by the ROE.
Contact reports are submitted to higher headquarters as quickly as possible.

o

The convoy commander retains control of the convoy vehicles and continues to movethem along the route at the highest possible speed (Figure 5-8A).

oConvoy vehicles, if they are armed, may return fire only if the escort has not positioned
itself between the convoy and the enemy force.

o

The platoon leader or the convoy commander may request that any damaged or disabled
vehicles be abandoned and pushed off the route (Figure 5-8B).

o

The escort leader (in the example included here, this is the tank platoon leader) uses
SPOTREPs to keep the convoy security commander informed. If necessary, the escortleader or the convoy security commander can then request support from the reaction
force; he can also call for and adjust indirect fires.

• 168-144
Figure 5-8A. Convoy escort actions toward ambush.

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______________________________________________________________________________________• 144-144-216-144
Figure 5-8B. Convoy continues to move.
Once the convoy is clear of the kill zone, the escort element executes one of the following courses of action
based on the composition of the escort and reaction forces, the commander's intent, and the strength of theenemy force:oContinue to suppress the enemy as combat reaction forces move to support (see Figure 59A).

oAssault the enemy (see Figure 5-9B).

oBreak contact and move out of the kill zone (see Figure 5-9C).

In most situations, tanks will continue to suppress the enemy or execute an assault. Contact should be
broken only with the approval of the tank platoon's higher commander.

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____________________________________________________________________________________________________________________________________________________________________________• 72-72

Figure 5-9A. Escort
suppresses ambush forreaction force attack.

• 96

Figure 5-9B. Escort
assaults ambush.

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Figure 5-9C. Escort breaks contact.

Actions at an Obstacle
Obstacles are a major threat to convoys. The purpose of the route reconnaissance aheadof a convoy is to identify obstacles and either breach them or find bypasses. In somecases, however, the enemy or its obstacles may avoid detection by the reconnaissanceelement. If this happens, the convoy must take actions to reduce or bypass the obstacle.
Obstacles can be used to harass the convoy by delaying it; if the terrain is favorable, theobstacle may be able to stop the convoy altogether. In addition, obstacles may canalize orstop the convoy to set up an enemy ambush. When an obstacle is identified, the convoy
escort faces two problems: reducing or bypassing the obstacle and maintaining protection
for the convoy. Security becomes critical, and actions at the obstacle must be
accomplished very quickly. The convoy commander must assume that the obstacle isoverwatched and covered by the enemy.
To reduce the time the convoy is halted and thus to reduce its vulnerability, the following
actions should occur when the convoy escort encounters a point-type obstacle:o

The lead element identifies the obstacle and directs the convoy to make a short halt andestablish security. The convoy escort overwatches the obstacle (see Figure 5-10) andrequests that the breach force move forward.

o

The convoy escort maintains 360-degree security of the convoy and provides overwatch
as the breach force reconnoiters the obstacle in search of a bypass.

o- Bypass the obstacle.

oBreach the obstacle with the assets on hand.

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____________________________________________________________________________________________________________________________________________________________________________oBreach the obstacle with reinforcing assets.

o

The convoy security commander relays a SPOTREP higher and requests support bycombat reaction forces, engineer assets (if they are not part of the convoy), and aerial
reconnaissance elements.

oArtillery units are alerted to be prepared to provide fire support.

• 72-48
Figure 5-10. Convoy escort overwatches an obstacle.
Tanks equipped with mine plows are ideal for breaching most obstacles encountered during convoy escort
missions. If the convoy escort is required to breach limited obstacles using plow tanks, the platoon leader
must maintain the security of the convoy, ensuring that adequate support forces are in place to overwatch
the breach operation.

ACTIONS DURING HALTS
During a short halt, the convoy escort remains at REDCON-1 regardless of what actions
the convoy vehicles are taking (refer to Appendix C for more information on REDCON
levels). If the halt is for any reason other than an obstacle, the following actions should betaken:o· If possible, escort vehicles are positioned up to 100 meters beyond the convoy vehicles,
which are just clear of the route (see Figure 5-11A). Escort vehicles remain at REDCON1 but establish local security based on the factors of METT-T.

oWhen the order is given to move out, convoy vehicles reestablish the movement
formation, leaving space for escort vehicles (see Figure 5-11B). Once the convoy is in146

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column, local security elements (if used) return to their vehicles, and the escort vehicles
rejoin the column (refer to Figure 5-11C).
oWhen all elements are in column, the convoy resumes movement.

• 240-240-144-144
Figure 5-11A. Convoy assumes herringbone formation.

• 312-240-24

Figure 5-11B.
Convoy moves back into column formation.

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____________________________________________________________________________________________________________________________________________________________________________• 475-245

Figure 5-11C.
Convoy escort vehicles rejoin column.

Section V. PASSAGE OF LINES
The tank platoon participates in a passage of lines, in which one unit moves through thestationary positions of another, as part of a larger force. If it is part of the stationary force,the platoon occupies defensive positions and assists the passing unit. If it is part of apassing unit, the platoon executes tactical movement through the stationary unit. A
passage may be forward or rearward.
Units are highly vulnerable during a passage of lines. Vehicles may be concentrated, andfires may be masked. The passing unit may not be able to maneuver and react to enemy
contact.
Detailed reconnaissance and coordination are critical in overcoming these potential
problems and ensuring the passage of lines is conducted quickly and smoothly. The
commander normally conducts all necessary reconnaissance and coordination for thepassage. At times, he may designate the XO, 1SG, or a platoon leader to conduct liaison
duties for reconnaissance and coordination. The following items of information are
coordinated (an asterisk indicates items that should be confirmed by reconnaissance):o

Unit designation and composition; type and number of passing vehicles.

oPassing unit arrival time(s).

oLocation of attack positions or assembly areas. *oCurrent enemy situation.

oStationary unit's mission and plan (to include OP, patrol, and obstacle locations). *oLocation of contact points, passage points, and passage lanes. (NOTE: The use of
GPS/POSNAV waypoints will simplify this process and, as a result, speed the passage.) *oGuide requirements.
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______________________________________________________________________________________oOrder of march.

o

Anticipated and possible actions on enemy contact.

oSupporting direct and indirect fires, including location of the restrictive fire line (RFL). *o

NBC conditions.

oAvailable CS and CSS assets and their locations. *oCommunications information (to include frequencies, digital data, and near and far
recognition signals).

oChain of command, including location of the battle handover line (BHL).

o

Additional procedures for the passage.

FORWARD PASSAGE OF LINES
During the forward passage, the passing unit first moves to an assembly area or an attack
position behind the stationary unit. Designated liaison personnel move forward to link up
with guides and confirm coordination information with the stationary unit. Guides thenlead the passing elements through the passage lane.
The tank platoon conducts tactical movement to maximize its battle space within thelimitations of the passage lane. Radio traffic is kept to a minimum. Disabled vehicles are
bypassed. The platoon holds its fire until it passes the RFL. Once clear of passage lane
restrictions, the platoon conducts tactical movement in accordance with its orders.
REARWARD PASSAGE OF LINES
Because of the increased chance of fratricide during a rearward passage, coordination ofrecognition signals and direct fire restrictions is critical. The passing unit contacts thestationary unit while it is still beyond direct fire range and conducts coordination as
discussed previously. RFLs and near recognition signals are emphasized.
The passing unit then continues tactical movement toward the passage lane. Gun tubes
are oriented on the enemy, and the passing unit is responsible for its own security until it
passes the RFL. If guides are provided by the stationary unit, the passing unit may
conduct a short halt to link up and coordinate with them. The passing unit moves quickly
through the passage lane to a designated location behind the stationary unit.
ASSISTING A PASSAGE OF LINES
As noted, the platoon provides this assistance while it is in stationary defensive positions.
This can occur after the platoon has consolidated on an objective or has occupied a BP.
Coordinating instructions may be in the form of a company OPORD or a FRAGO issued149

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over the radio. The platoon leader may or may not have coordinated directly with thepassing unit.
The platoon leader ensures that the platoon understands the points of coordination listed
previously in this section. If the platoon is to provide guides to assist the passing unit, heselects the personnel and briefs them on the points of coordination. The guides are
responsible for linking up with and guiding the passing unit through the passage lane andfor closing obstacles as necessary.
Control of direct fires is a critical role for the element that is assisting the passage oflines. In a forward passage, the stationary unit engages known enemy targets until thepassing unit moves past the RFL (sometimes designated as the BHL). During a rearward
passage, the passing unit contacts the stationary unit by radio at a point beyond the direct
fire range of weapon systems. The stationary unit then holds all fires until the passing
unit reaches the RFL.

Section VI. BREACHING OPERATIONSOBSTACLES
Obstacles are any obstructions that stop, delay, divert, or restrict movement. They areusually covered by observation and enhanced by direct or indirect fires. There are twocategories of obstacles.
Existing Obstacles
These are already present on the battlefield and are not emplaced through military effort.
They may be natural or man-made. Examples of natural obstacles include the following:ravines, gullies, gaps, or ditches over 3 meters wide; streams, rivers, or canals over 1
meter deep; mountains or hills with a slope in excess of 60 percent (30 degrees); lakes,
swamps and marshes over 1 meter deep; tree stumps and large rocks over 18 inches high;and forests or jungles with trees 8 inches or more in diameter and with less than 4 metersof space between trees on a slope. Man-made obstacles include built-up areas such as
towns, cities, or railroad embankments.
Reinforcing Obstacles
Placed on the battlefield through military effort, these are designed to slow, stop, or
canalize the enemy. Whenever possible, both friendly and enemy forces will enhance theeffectiveness of their reinforcing obstacles by tying them in with existing obstacles.
Examples of reinforcing obstacles are examined in the following paragraphs.
The minefield is the most common reinforcing obstacle the platoon will encounter on thebattlefield. It is easier and quicker to emplace than other obstacles and can be very
effective in destroying vehicles. The minefield may be emplaced in several ways: by150

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hand, by air or artillery delivery using the family of scatterable mines (FASCAM), or bymechanical means (the Volcano system). It can be used separately or in conjunction withother obstacles (refer to Figure 5-12, pages 5-30 and 5-31, for possible minefield
locations).

Figure 5-12. Potential minefield locations.

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Figure 5-12. Potential minefield locations (continued).
The antitank ditch, illustrated in Figure 5-13, may be reinforced with wire and/or mines to make it more
complex and more difficult for the attacker to overcome. In addition, soil from the ditch can be built up intoa berm on the emplacing unit side.

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Figure 5-13. Antitank ditch.
Road craters can be rapidly emplaced and are especially effective where restrictive terrain on the sides of aroad or trail prevents a bypass (refer to Figure 5-14). Craters are at least 1.5 meters in depth and 6 meters indiameter and are usually supplemented with mines and/or wire.

Figure 5-14. Road craters.
An abatis provides an effective barrier against vehicle movement. Trees are felled either by sawing or byuse of explosives; the cut is made at least 1.5 meters above the ground, with the main trunks crisscrossed
and pointed toward the enemy at approximately a 45-degree angle. The abatis is usually about 75 meters in
depth and ideally is located on trails where there is no bypass; the trunk of each tree should remain attachedto the stump to form an obstacle on the flanks of the abatis (see Figure 5-15). Abatises are usually mined or
booby-trapped.

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Figure 5-15. Abatis.
A log crib is a framework of tree trunks or beams filled with dirt and rock (see Figure 5-16, page 5-34).
They are used to block roads or paths in wooded and mountainous terrain.

Wire obstacles are an effective and flexible antipersonnel barrier; they are frequently
employed on dismounted avenues of approach in the form of tanglefoot, double- or triplestrand concertina, and four-strand fences. Employed in depth or in conjunction withmines, wire obstacles are also very effective against tanks and similar vehicles (seeFigure 5-17). A single wire obstacle, however, will have little effect on armored vehicles;
the sprocket of M1-series tanks is designed to cut wire.

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Figure 5-16. Log cribs.

Figure 5-17. Wire obstacle in depth.
A tank wall or tank berm is constructed of dirt and rock to slow or canalize enemy tanks; it also gives thedefender "belly" shots while the attacker is unable to engage (see Figure 5-18).

Figure 5-18. Belly shot created by tank berm.

BREACHING PROCEDURES
Breaching operations entail the coordinated efforts of three task organized elements: thesupport force, the breach force, and the assault force. The discussion in this section155

____________________________________________________________________________________________________________________________________________________________________________

covers the actions and responsibilities of these elements as well as the tank platoon's rolein the operation.
The following actions, known by the abbreviation SOSR, occur during a breaching
operation:oSufficient support elements are employed to suppress enemy elements that are
overwatching the obstacle. The support force uses direct and indirect fires to accomplish
its mission.

oThe support force requests immediate or preplanned smoke to obscure breach force
operations.

oThe breach force creates and proofs a lane through the obstacle, allowing the assault
force to secure the far side of the obstacle.

oActions taken to further mark and reduce the obstacle allow follow-on forces to continue
the attack.

Support ForceThe support force usually leads movement of the breach elements. After identifying the
obstacle, it moves to covered and concealed areas and establishes support by fire
positions. The support force leader sends a voice or digital SPOTREP to the commander.
This report must describe the location and complexity of the obstacle, the composition ofenemy forces that are overwatching the obstacle, and the location of possible bypasses.
The commander decides whether to maneuver to a bypass or to breach the obstacle.
(NOTE: He must keep in mind that a bypass may lead to an enemy kill zone.)
In either case, the support force suppresses any enemy elements that are overwatching the
obstacle to allow the breach force to breach or bypass the obstacle. The support force
should be in position to request suppressive artillery fires and smoke for obscuration. As
the breach and assault forces execute their missions, the support force lifts and shifts
supporting fires. Because the enemy is likely to engage the support force with artillery,
the support force must be prepared to move to alternate positions while maintaining
suppressive fires.
Breach ForceThe breach force receives the location of the obstacle or bypass by means of a voice ordigital SPOTREP. It then must organize internally to perform these responsibilities:oProvide local security for the breach site as necessary.

oConduct the actual breach, creating, proofing, and marking a lane through the obstacle orbypass.

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______________________________________________________________________________________oMove through the lane to provide security for the assault force on the far side of the
obstacle. In some instances, the breach force may move to hull-down firing positions thatallow it to suppress enemy elements overwatching the obstacle. At other times, it may
assault the enemy, with suppressive fires provided by the support force.

A tank platoon can create a lane by itself if it is equipped with the assets required to breach the type of
obstacle encountered. If the platoon does not have this capability, it may be required to provide close-inprotection for attached engineers with breaching assets. Three breaching methods are available to theplatoon:oMechanical breaching, usually with mine plows or mine rakes.

oExplosive breaching, employing such means as the mine-clearing line charge (MICLIC),
M173 line charge, or 1/4-pound blocks of TNT.

oManual breaching, with soldiers probing by hand or using such items as grappling hooks,
shovels, picks, axes, and chain saws. Manual breaching is the least preferred method forthe tank platoon.

NOTE: In extreme cases, the commander may order the platoon to force through an obstacle. This
technique requires the breach force to move in column formation through the obstacle location. If available,
a disabled vehicle can be pushed ahead of the lead breach vehicle in an attempt to detonate mines.
The mine plow is the breaching device most commonly employed by the tank platoon. The battalion orcompany commander may allocate one to three plows per platoon. When properly equipped and supported,
the platoon can create up to two lanes through an obstacle.

Plow tanks lead the breach force. Immediately following them are vehicles that proof thelane; these are usually tanks equipped with mine rollers. This process ensures that thelane is clear. (NOTE: If the location and/or dimensions of the obstacle are unknown, theplatoon leader may choose to lead with tanks equipped with mine rollers to identify the
beginning of the obstacle.)
If the platoon is allocated one plow, the PSG's wingman normally serves as the breachtank. The PSG follows immediately behind to proof the lane and provide overwatch. The
platoon leader's section follows the PSG.
If the platoon has two or more plows, it can create multiple lanes, usually 75 to 100
meters apart. The wingman tanks are normally equipped with the plows, with the section
leaders' tanks following to proof the lanes and provide overwatch (see Figure 5-19A).

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Figure 5-19A. Plow tanks create multiple lanes while the section leaders' tanks provide overwatch.
To create a wider lane, two plow tanks can stagger their movement along a single lane (see Figure 5-19B).
An alternative method is for a plow tank to complete its initial pass through the obstacle, then to turnaround and move back toward the friendly side to widen the lane or create a new lane.

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Figure 5-19B. Plow tanks use staggered movement
to create a wider lane.
After the lane is created and proofed, it can then be marked to ensure safe movement by vehicles andpersonnel; this is critical for follow-on forces that may not know the exact location of the cleared lane.
Distinctive markers must show where the lane begins and ends. A visible line down the center is effective.
Another technique is to mark both sides of the breached lane. Figure 5-20, page 5-40, shows a sample
marking method. To minimize the necessary breaching time, the proofing vehicle may simultaneously markthe lane. Unit SOPs will dictate marking methods and materials, which commonly include the following:o

Cleared lane mechanical marking system (CLAMMS).

o

Pathfinder system.

oEngineer stakes with tape.

oGuides.

oChem lights.

oExpended shell casings.

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Figure 5-20. Sample technique for obstacle lane marking.
Throughout the operation, the platoon leader provides continuous updates of the breach force's progress tohigher headquarters and other elements involved in the breach. He also coordinates with the support force
for suppressive fires.

After marking is complete, the platoon leader uses voice and digital systems to report thelocation of the lane and the method of marking to expedite the movement of the assault
force. Digital overlays enable units to move quickly to the breach lanes using the
POSNAV or GPS. (NOTE: The assault force will often move behind the breach force
and closely follow the breach vehicles through the new lane.)
Assault Force
While the breach is in progress, the assault force assists the support force or follows thebreach force while maintaining cover and dispersion. Once a lane is cleared through the160

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obstacle, the assault force moves through the breach. It secures the far side of the obstacleby physical occupation and/or continues the attack in accordance with the commander'sintent. Tank units are ideally suited for assault force operations against mobile enemy
defenses in open terrain. Tanks also work well with mechanized infantry as an assault
force attacking dug-in enemy positions in close terrain.

Section VII. FOLLOW AND SUPPORTThe tank platoon conducts follow and support missions when the enemy situation isextremely fluid or unknown. Normally, it executes the mission in support of dismounted
infantry or scout platoons. On rare occasions, the platoon will follow and support othertank platoons or mechanized forces.
During the follow phase of the mission, the platoon conducts tactical movement or
occupies hasty BPs while the lead (supported) element moves. There is no requirement to
overwatch the movement of the lead element. In fact, this could be counterproductive; forexample, the noise of a tank platoon that is following too closely could alert the enemy tothe presence of the supported scout platoon or dismounted infantry. The tank platoon
does, however, maintain a high degree of situational awareness. It maintains
communications with the lead element, either by transmitting on a higher net or bymonitoring the supported unit's net.
When the lead element makes contact with an enemy force it cannot destroy or bypass, it
requests the support of the tank platoon to destroy or suppress the enemy. Based on therequest, the platoon conducts linkup and coordination, then executes an offensive courseof action as discussed in Chapter 3 of this manual. Appendix B contains additional
information on light/heavy operations involving the tank platoon and dismounted (light)
infantry.

Section VIII. PERIMETER DEFENSE
The perimeter defense is conducted in the same manner as a defense from a BP (hasty ordeliberate) except that it orients on a full 360-degree sector, normally through use of thecoil formation (see Chapter 3). The purpose of the perimeter defense is to protect theforce or hold key terrain when the force is not tied in with adjacent units. Common
situations for the use of the perimeter defense include the following:oDefense of assembly areas.

oDefense of specific installations or equipment (such as a TOC, downed aircraft, bridge, or
roadblock).

oDefense of key terrain (such as a bridge, hilltop, pickup zone, or landing zone).

o

When a unit has been isolated or bypassed by the enemy.

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____________________________________________________________________________________________________________________________________________________________________________oAs part of a larger force's perimeter defense; examples include the defense of lodgement
areas, airfields, or assembly areas.

The tank platoon will normally execute a perimeter defense while attached to company- or battalion-size
dismounted infantry units. The platoon may also establish a perimeter defense when it is operating alone
and requires 360-degree security, such as during screen missions or while occupying platoon hide
positions. Considerations for the execution of a perimeter defense include the following:oOne section or the entire platoon orients on the most likely mounted avenues of approach.

oA section or the entire platoon may occupy an assembly area within the perimeter as areserve or reaction force. Missions of this force include moving to BPs that blockpotential areas of enemy penetration, conducting counterattacks to destroy an enemy
penetration, and moving to BPs that add firepower to a portion of the defense.

o

To avoid disrupting other fighting positions, the platoon must carefully coordinate,reconnoiter, and conduct rehearsals on mounted movement routes to positions within theperimeter.

oTanks must never fire over the heads of unprotected personnel. The concussion of themain gun as well as discarded sabot petals can endanger these troops.

o.

Section IX. SCREEN
The screen is a common security mission for cavalry troops and company teams. Cavalry
troops conduct stationary or moving flank screens. Company teams usually establish
screen lines (for counterreconnaissance purposes) in front of a task force as part of adefense. Purposes of the screen include the following:oProvide early warning of enemy approach.

oProvide real-time information, reaction time, and maneuver space to the protected force.

o

Impede and harass the enemy.

oFacilitate counterreconnaissance operations, allowing the screening force, within its
capability, to destroy enemy reconnaissance elements.

During stationary screens, the tank platoon will normally occupy a hide position or a hasty defensive
position in depth behind OPs. The OPs are provided by scout or mechanized infantry platoons. When theOPs identify the enemy, the commander issues FRAGOs for the tank platoon to conduct tactical movement
and occupy a hasty defensive position or an attack by fire position; the platoon also may conduct a hasty
attack to destroy the enemy. At times, the tank platoon may occupy a hasty BP as part of the screen line,
acquiring and killing the enemy forward of the position. During the conduct of a stationary screen, the tankplatoon may be required to break contact or conduct a withdrawal and then execute a passage of lines.
These tasks are discussed in other sections of this chapter.

In a moving flank screen (platoons normally execute this as a follow and support
operation, discussed earlier in this chapter), the tank platoon conducts tactical movement
to the rear of scout platoons. It may periodically occupy hasty BPs. When the scouts
identify enemy elements, the commander issues a FRAGO for the tank platoon to occupy162

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a hasty defensive position or attack by fire position or to conduct a hasty attack to destroy
the enemy.
It is critical that the tank platoon leader keep these considerations in mind during all
screen operations:o

OPSEC requirements. During screen missions, the platoon may be required to operateapart from other units.

oLocation and identification of friendly forces. The platoon leader should know all
patrol routes and OP locations within the platoon's battle space. The platoon should
maintain voice and digital (if available) communications with the OPs.

oEngagement criteria. To reduce the potential for fratricide, engagement criteria should
be as specific as possible when friendly units operate to the front and flanks of the tankplatoon as it executes a screen mission.

Section X. DELAY
The delay is a continuous series of defensive actions over successive positions in depth.
The purpose is to trade the enemy space for time while retaining freedom of action. Tank
teams involved in a delay operation maximize the use of terrain and obstacles,
maintaining contact with the enemy but avoiding decisive engagement. In someinstances, local counterattacks are used to assist units during a disengagement or to takeadvantage of battlefield opportunities.
The tank platoon conducts the delay as part of a company team. In some cases, it will
occupy either a hasty or deliberate BP; it will then disengage and occupy subsequent BPs
in depth as part of the delaying force. The platoon may also be required to conduct local
counterattacks or to support the movement of other platoons during the delay. The
considerations involved in planning and executing a delay at platoon level are the same asfor offensive operations (refer to Chapter 3) and defensive operations (refer to Chapter 4).

Section XI. RELIEF IN PLACE
A relief in place occurs when one unit assumes the mission of another unit. It may be
accomplished during either offensive or defensive operations, preferably during periodsof limited visibility.
A relief requires detailed planning. OPSEC is critical. When time is available and thesituation permits, the incoming platoon leader coordinates with the in-place platoon
leader and conducts a reconnaissance to confirm details of the relief. The two leaders
should coordinate and exchange the following information:o

The enemy situation and other pertinent intelligence.

o

The platoons' maneuver and fire support plans.

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____________________________________________________________________________________________________________________________________________________________________________oThe location of weapons and fighting positions.

oSketch cards and fire plans (this includes grid locations for input into digital systems).

oDetails of the relief, to include the sequence, the use of recognition signals and guides,
and the time of change of responsibility for the area.

o

The transfer of excess ammunition, POL, wire lines, and other materiel to the incoming
unit.

o

Command and signal information.

Reconnaissance of the position is the same as for any BP. The incoming platoon leader should note thefollowing:o

The engagement area, to include decision points, trigger lines, TRPs, obstacles, and thebreak point.

oPrimary, alternate, and supplemental fighting positions.

oRoutes to and within the BP.

o

Hide positions.

oLocation of guides.

After reconnaissance and coordination are complete, the platoon leaders continue with their troop-leading
procedures and prepare to execute the relief. There are two methods by which to conduct a relief in place:o

Simultaneous. All elements are relieved simultaneously.

oSequential. The relief takes place one element at a time (by individual vehicle or by
section).

Initially, the relieving unit moves to an assembly area behind the unit to be relieved. Final coordination isconducted, and information is exchanged between the two units. The relieving unit links up with guides orfinalizes linkup procedures. Individual vehicles then relieve forward positions using one of threetechniques:o

The relieving vehicles occupy primary positions after the relieved unit has moved toalternate positions. Once OPs are in place, the relieved unit can withdraw.

oThe relieving vehicles occupy alternate positions while the relieved unit remains inprimary positions. Once OPs are in place, the relieved unit withdraws. The platoon leader
then orders the relieving unit to occupy primary positions as necessary.

oThe relieving unit occupies a hide position while the relieved unit occupies hide, primary,or alternate positions. Once OPs are in place, the relieved unit withdraws.

As noted, OPSEC is critical in preventing enemy reconnaissance and intelligence assets from identifying
the weaknesses and vulnerabilities that occur during the relief. Net discipline is the key to an effective, andsecure, relief operation. Before beginning the relief, the relieving unit changes to the outgoing unit's
frequency, and the two units operate on the same net throughout the relief. The incoming unit observes
radio listening silence while the outgoing unit maintains normal radio traffic.

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By monitoring the same frequency and maintaining digital links, leaders at all levels havethe ability to contact other units involved in the relief to warn of emergency situations,such as enemy contact. Because of the proximity of the relieved and relieving elements,
however, leaders must remember that the net will be crowded, with many stations anddigital links competing for limited availability of "air time."
Once the relief is complete, there are two methods for returning to separate unit
frequencies. One technique is to have the incoming unit switch back to its original
frequency. The other is to have the outgoing unit switch to an alternate frequency. There
are several advantages for the latter technique:o

The relieving unit establishes voice and digital communications and is prepared to defend
immediately upon the exit of the relieved unit.

o

The relieving unit never loses the digital link (if applicable) as it assumes the new
mission. Once the relief is complete, the relieved unit simply logs off the digital net andswitches to an alternate FM frequency; it can then reestablish a digital link after leaving
the relief site.

o

Maintaining radio traffic on the same frequency before, during, and after the operation
will help deceive the enemy as to whether a relief has occurred.

Section XII. WITHDRAWAL
The purpose of this retrograde operation is to free a force in contact with the enemy so it
can execute a new mission. Conducting a withdrawal at platoon level is identical todisengagement (see Chapter 4). The withdrawal may be conducted under pressure (withdirect or indirect fire enemy contact) or with no pressure.

BACK TO TABLE OF CONTENT

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CHAPTER 6

Combat Support
The tank platoon must take full advantage of available CS assets to accomplish its
mission and to reduce its vulnerability on the battlefield. CS may be provided by mortars,
FA, combat engineers, ADA, and aviation assets. These assets are not organic to the tankplatoon, but they may be available to the platoon through its parent battalion, company,
or cavalry troop. The platoon leader must understand the capabilities and limitations ofeach CS asset.
CONTENTS
Section 1 Indirect Fire Support
Section 2 Army Aviation
Section 3 Combat Engineers
Section 4 Air Defense
Section 5 Air Support

SECTION 1 - INDIRECT FIRE SUPPORTMortars and FA are the primary means of indirect fire support available to tank platoons.
In addition to understanding the capabilities and limitations of these assets, platoon
leaders and their TCs must know what fire request channels to use to request fires. They
must also understand how to work with the FIST at company team/troop level to plan andcoordinate indirect fires. FM 6-30 explains how to call for and adjust fires.
MORTAR SUPPORTMortars afford indirect fire support that is immediately responsive to the tank platoon’s
needs. A 120-mm mortar platoon of six tubes is organic to armor and mechanizedinfantry battalions. A 120-mm mortar section is organic to the armored cavalry troop(two tubes) and divisional cavalry troop (two tubes).
Capabilities
With a maximum effective range of 7,200 meters, 120-mm mortars can provide a heavy
volume of accurate, sustained fires. They are ideal weapons for attacking a variety oftargets, including the following:166

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Infantry in the open.

•

Targets on reverse slopes.

•

Targets in narrow ravines or trenches.

•

Targets in forests, towns, and other areas that are difficult to strike with low-angle fires.

In addition to these highly flexible targeting options, mortars have the following
capabilities and advantages:•

They offer fast response time.

•

They are effective against low-density targets.

•

Mortar rounds afford highly destructive target effects.

Limitations
Mortars are limited in the following ways:•

Their maximum range is limited in comparison to the indirect fire support
capability of FA elements.

•

They cannot be used against targets inside their minimum effective range (770 meters from themortar tube position).

•

Only limited types of ammunition are available.

•

Mortar elements carry limited amounts of ammunition.

•

Their fire direction center (FDC) and tubes are not linked to the tactical fire direction system(TACFIRE).

Employment considerations
Mortars can be extremely effective when used for the purposes outlined in the following
discussion.
Destruction. High explosive (HE) rounds, mounted with variable-timed (VT) fuzes, canbe used to destroy or disperse dismounted infantry and vehicles that are in the open. HE
mortar rounds have the capability to destroy or disable some armored vehicles.
Suppression. HE rounds can be used to force the enemy to button up or move to lessadvantageous positions.
Smoke. Mortar smoke builds up more rapidly than artillery smoke. White phosphorus(WP) rounds are used for obscuration and screening. See Appendix E of this manual for
detailed information on the use of smoke.

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Illumination. Illumination rounds are used to light an area or enemy position during
periods of limited visibility. Illumination can increase the effectiveness of the tankplatoon’s image intensification devices (passive sights). This helps the platoon ingathering information, adjusting artillery fire, and engaging enemy targets. Ground-burst
illumination can also be used to mark enemy positions and to provide a thermal TRP for
control of fires.

Units must be careful, however, not to illuminate friendly positions. Also, because US
night vision devices are superior to those of most potential adversaries, illuminating thebattlefield may be unnecessary or even counterproductive.
FIELD ARTILLERY SUPPORTTank platoon leaders must fully understand how to use artillery support to their best
advantage. It is often their primary means of impeding and disrupting enemy formations
and suppressing enemy positions. FA can provide immediate, responsive, accurate fires
with a wide variety of munitions.
FA support is normally provided by an artillery battalion in direct support (DS) of acommitted maneuver brigade. Each ground squadron in the armored cavalry regiment(ACR) has its own organic howitzer battery to provide dedicated indirect fire support.
The platoon generally receives FA support through its attached company or troop FIST.
Capabilities
In support of the tank platoon, FA elements can accomplish the following tasks:•

They can be employed to provide immediate suppression on unplanned targets.

•Through careful positioning and timely displacement, they can provide continuous fire support onplanned targets in all weather conditions and types of terrain.

•

They allow commanders and platoon leaders to shift and mass fires rapidly.

•

They offer a variety of conventional shell and fuze combinations.

•

They can provide obscuration smoke to conceal movement.

•

They can fire battlefield illumination rounds as necessary.

Limitations
FA support has the following limitations:•

It has only limited capability against moving targets.

•

It has limited capability to destroy point targets without considerable ammunition expenditure.

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Because of its firing signature, it is highly vulnerable to detection by enemy target acquisition
systems.

Employment considerations for FA munitions
FA elements employ several types of munitions. These can be tailored for theengagement of different types of targets, as well as for other missions such as smoke andillumination. The following discussion outlines uses of FA munitions.
High explosive. HE munitions are used against personnel, field fortifications, andvehicles.
White phosphorus. WP is used for obscuration, screening, and burning.
Illumination. Employment of FA illumination rounds is similar to that for mortar rounds.
Refer to the discussion of mortar employment earlier in this section.
Cannon-launched guided projectiles (Copperhead). These rounds are employed against

high-priority point targets.
Improved conventional munitions and dual-purpose improved conventional munitions.

Improve conventional munitions (ICM) are designed for antipersonnel (AP) use. DPICM
are employed against personnel and light armored vehicles in the open. The danger tofriendly troops in areas where AP munitions are fired must be considered. The dud rate of
ICM makes maneuver in the area of an ICM field hazardous.
Scatterable mines. These include area denial munitions (ADAM) for use against
personnel and remote antiarmor mines (RAAM) for use against armored vehicles. A
mission involving scatterable mines requires the support of FA assets up to battery-size;
it must be planned and requested with significantly more lead time than is needed forother FA-delivered munitions.

FIRE TEAM SUPPORTThe FIST is attached to companies or troops for combat operations. It may be pushedforward with a security force in support of operations when on-target designation isrequired for special munitions engagements. The FIST, however, is a valuable resource
because of its command and control link with the artillery; it should not be exposed todirect fire except when absolutely necessary.
Support considerations
FISTs are organized, equipped, and trained to provide the following personnel andsupport to the company or troop:•

A fire support advisor and coordinator.

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A communications link to all available indirect fire support assets.

•On-the-spot support for infantry companies (10-man team) or for armor companies and cavalry
troops (4-man team).

Communications
The armor or mechanized infantry FIST normally monitors the following radio nets:•

Attached unit command net (battalion, company team, or troop).

•

Battalion mortar fire direction net.

•

DS battalion fire direction net (digital).

•

Battalion fire support net (voice).

The armored cavalry troop FIST normally monitors these radio nets:•

Troop command net.

•

Troop fire support net.

•

Supporting artillery fire direction net (digital and voice).

•

Squadron fire support net.

The FIST serves as the net control station (NCS) on the troop fire support net, while thefire support element (FSE) serves as the NCS on the maneuver battalion fire support net.
The FIST relays calls for fire to supporting artillery on a digital net (TACFIRE) or sends
the fire mission to the mortar platoon or section. The command net allows the FIST tomonitor operations and links the FIST to the commander and platoon leaders for planningand coordination.
FIST vehicle
The FIST usually rides in and operates from the M981, known as the FIST-V. Refer toFigure 6-1 for an illustration.

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Figure 6-1. Fire support team vehicle.

FIRE REQUEST CHANNELS
In a tank company, all requests for indirect fire support are normally sent through the
FIST on the company or troop command net. The commander approves the request using
a prearranged method (oral approval or silence). The FIST selects the best available fire
support asset to engage the target. Adjustments of the fire mission normally are also sent
to the FIST, which then relays the message to the artillery unit on a digital fire direction
net or to the battalion mortars on the fire support net. In cavalry troops, the FIST may
pass the fire mission to the troop mortars; all adjustments are sent directly to the mortars.
Besides specific requests sent to the FIST, the platoon can obtain fire support in several
other ways:•

Calls for fire can result from SPOTREPs sent on the company or troop command
net; the company FIST eavesdrops on the net and requests fires on targets ofopportunity and on targets approved by the commander.

•

Requests for fire can be "tagged" onto preformatted SPOTREPs and contact reports sent via IVISor FBCB2. The TC presses the button for "request fire," "immediate suppression," or "immediatesmoke" when sending an IVIS or FBCB2 report (see Figures 6-2 and 6-3).

•

Requests for fire support can be entered directly into the TACFIRE system using IVIS or FBCB2.
Using the digital system, the platoon leader can exit a communications net and link into the
TACFIRE system. Once the request is complete, the platoon leader exits the TACFIRE system
and reenters the unit’s net. Unit SOP will dictate the use of this TACFIRE capability; see FKSM
17-15-3 for details.

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Figure 6-2. IVIS SPOTREP (immediate suppression request).

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Figure 6-3. FBCB2 SPOTREP (immediate suppression request).

CALL FOR FIRE
The call for fire is the primary means by which a unit requests indirect fire support. The
following discussion of the call for fire process covers three phases of the indirect fire
mission:•

The initial call for fire, which encompasses six elements and is sent in a standard
three-transmission format.

•

Subsequent adjustments to the indirect fire support.

•

The refinement and surveillance actions necessary to complete the mission.

Initial call for fire
As noted, the standard call for fire consists of three basic transmissions, which in turncomprise six elements:•

Observer identification and warning order (first transmission).
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Target location (second transmission).

•Target description, method of engagement, and method of fire and control (third transmission).

Observer identification and warning order (first transmission). Observer identification tells

the FDC who is calling. It also clears the net for the duration of the call. The warning
order tells the FDC the type of mission and the method of locating the target. The typesof indirect fire missions are the following:•

Adjust fire. This is used when the observer is uncertain of the exact target
location. The observer says, "ADJUST FIRE."•

Fire for effect. The observer should always attempt first-round fire for effect if he is sure histarget location is correct. He should also be sure the rounds of the first volley will have the desired
effect on the target so little or no adjustment will be required. The observer announces, "FIRE
FOR EFFECT." (NOTE: On IVIS- or FBCB2-equipped vehicles, properly updated POSNAV data
and an accurate lase to the target provide extremely accurate target designation capability. This
enables observers to call "FIRE FOR EFFECT" on the first transmission.)•

Suppression. The word "SUPPRESS" is used to quickly bring fire on a preplanned target. This isa simplified call for fire and is sent in one transmission. Example: "G24 – THIS IS G59 –SUPPRESS AF2401 – OVER." Target description is not announced.

•

Immediate suppression. This is used to bring fire quickly on a planned target or a target ofopportunity that is firing at a friendly unit or aircraft. As an example, the observer says, "G24 –THIS IS G57 – IMMEDIATE SUPPRESSION AF2402 – OVER." Target description is notannounced.

•

Immediate smoke. This is used to place smoke quickly on a planned target or a target ofopportunity that is firing at a friendly unit. Sample transmission: "G24 – THIS IS G54 –IMMEDIATE SMOKE AF2405 – OVER."

Target location (second transmission). Following the type of mission, the method oftarget location is announced; this prepares the FDC to receive the data sent by theobserver and apply it to locate the target. The three methods for locating targets are grid,polar plot, and shift from a known point. The polar and shift methods are announced to
the FDC. If the observer does not specify either polar or shift, the FDC knows the grid
method is being used; the word "grid" is not announced. Example: "H24 – THIS IS H67– FIRE FOR EFFECT – POLAR – OVER."
Grid method. In the grid method, the target location normally consists of a two-letter gridzone identifier with six digits (example: "AB180739"). The direction from the observerto the target (in mils, if possible) must be given to the FDC after the call for fire, but
before the first adjusting rounds are shot.
Polar plot method. This method requires that the observer and the FDC know theobserver’s exact location. The observer determines the direction (to the nearest 10 mils)of the observer-target (OT) line and the distance (to the nearest 100 meters) from his
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position to the target (seeFigure 6-4).

Figure 6-4. Polar plot method of target location
Shift from a known point method. This method can be used if the observer and the FDC

have a common known point (see Figure 6-5). Normally, this point is an artillery target.
To locate the target, the observer must first determine the direction to the known point to
the nearest 10 mils. If the observer has no compass, he can determine the direction byusing a map and protractor or by using his binocular reticle pattern and a known direction
to the known point. He then determines direction to the target using the RALS rule (rightadd, left subtract).

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Figure 6-5. Shift from a known point method
using direction (in mils).

The observer then determines the lateral and range shifts (see Figure 6-6). Lateral shifts
are left or right from the known point to the OT line and are given to the nearest 10
meters. Range shifts are given as "ADD" (when the target is beyond the known point) or"DROP" (when the target is closer than the known point). Range shifts are given to thenearest 100 meters. FM 6-30 explains in detail how to determine lateral and range shifts.

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Figure 6-6. Lateral and range shifts from a known point.
Target description, method of engagement, and method of fire and control (third
transmission). The observer includes these elements in his call for fire using theguidelines discussed in the following paragraphs.
Target description. The observer describes the target to the FDC; see Figure 6-7 forexamples. The FDC then determines the type and amount of ammunition needed. The
target description should be brief but accurate. This is the last required element in the callfor fire.

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Figure 6-7. Target description.
Method of engagement. The observer tells how he wants to attack the target (including
type of ammunition, fuze, and distance from friendly troops). The FDC may change theammunition type and fuze based on availability or other constraints. If the target is within
600 meters of friendly troops, the observer announces "DANGER CLOSE" to supporting
mortars and artillery.
Method of fire and control. The observer states who will give the command for fire to

begin. If the observer wants to control the time of firing, he will say, "AT MY
COMMAND." The FDC will tell the observer when the unit is ready to fire. At the178

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proper time, the observer will say, "FIRE." If the observer does not say, "AT MY
COMMAND," the FDC will fire as soon as the platoon or battery is ready.
Adjusting indirect fireOnce the call for fire has been made, the observer’s next concern is to get the fire on thetarget. If he can locate the target accurately, he will request fire for effect in his initial callfor fire. When the observer cannot accurately locate the target for any reason (such as
deceptive terrain, lack of identifiable terrain features, or poor visibility), he must execute
an adjustment to get the fire on target. Normally, one artillery piece or mortar is used inadjustment.
The observer must first pick an adjusting point. For a destruction mission (precision fire),
the target is the adjusting point. For an area target (area fire), the observer must pick awell-defined adjusting point at the center of the area or close to it. The observer must spot
the first adjusting round and each successive round and send range and deviation
corrections, as required, back to the FDC until fire hits the target. The observer spots byrelating the burst or group of bursts to the adjusting point. For a further discussion ofadjusting mortar and artillery fire, see FM 6-30.
Deviation spotting. As applied to deviation (left or right), spotting involves measuring thehorizontal angle (in mils) between the burst and the adjusting point (see Figure 6-8). A
burst to the right (or left) of the target is spotted as "(number) MILS RIGHT (LEFT)."An angle-measuring device or technique, such as the mil scale on military binoculars or
the hand-and-fingers method, is required to determine deviation. The reticle in binoculars
is shown in Figure 6-9. The horizontal scale, divided into 10-mil increments, is used formeasuring horizontal angles. The vertical scales, in 5-mil increments in the center and on
the left side of the reticle, are used for measuring vertical angles. The scale on the right, if
present, is no longer used. The hand-and-fingers technique may be used as shown in
Figure 6-10.

Figure 6-8. Deviation spotting.

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Figure 6-9. Mil scale in binocular reticle.

Figure 6-10. Use of hand and fingers method
to determine deviation.

A burst on the OT line is spotted as "ON LINE." Deviation to the left or right should bemeasured to the nearest 5 mils for area targets, with measurements taken from the centerof the burst. Deviation for a destruction mission (precision fire) is estimated to the nearest
mil. Figure 6-11 shows the adjusting point at the center of the binoculars’ horizontal
scale.

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Figure 6-11. Deviation spotting with binoculars.
Deviation correction. Once he determines the observed deviation (in mils), the observermust convert it into a deviation correction (in meters). Deviation correction is the
distance in meters the burst must be moved to be on line between observer and target. It
is sent, with the range correction, to the FDC for the next adjusting round or when callingfor fire for effect.
The first step in determining deviation correction is to calculate the OT factor, thedistance from the observer to the target in kilometers. The observer calculates the
distance to the target in meters and divides by 1,000; see Figure 6-12 for examples of thisprocess. The precise correction is determined by multiplying the observed deviation by
the OT factor; it is expressed to the nearest 10 meters (see Figure 6-13).

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Figure 6-12. Determining the OT factor.

Figure 6-13. Converting mil deviation to deviation correction.

The observer’s goal in making the correction is to move the adjusting rounds closeenough to the OT line so that range spotting can be made accurately. Minor deviation
corrections (10 to 20 meters) are necessary in adjustment of precision fire. In adjustmentof area fire, however, small deviation corrections (20 meters or less) should be ignored
except when such a small change is necessary to determine a definite range spotting.
Range spotting. Range spotting is the second type of adjustment required to get fire on

the target (see Figure 6-14). Any range spotting other than "DOUBTFUL" or "LOST" isdefinite. Usually, an adjusting round’s burst that is on or near the OT line will give adefinite range spotting.

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Figure 6-14. Range spotting.

The observer can sometimes make a definite range spotting even when the burst is not onor near the OT line. He uses his knowledge of the terrain or wind and observes debris
scattered by the explosion. If the observer is not sure ("DOUBTFUL"), the correction hesends to the FDC should be for deviation ("LEFT" or "RIGHT") only. He does this tobring the burst on line so he can get a definite range spotting ("OVER," "SHORT," or"TARGET").
Range correction. The observer gives range corrections so that, with each successive

correction, the adjusting round intentionally lands over or short of the adjusting point,
closing on the target.
Bracketing. In the bracketing technique, fire for effect is called for when a range

correction would bring the next round within 50 meters of the adjusting point. See Figure
6-15. (NOTE: This technique is also called successive bracketing, as opposed to the183

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faster and less involved technique of hasty bracketing, which is covered later in this
discussion.)

Figure 6-15. Bracketing.

Bracketing is an effective technique in that it is sure to bring fire on the target. Time isimportant, especially when targets are moving or may move to seek cover when they findfire coming their way. Accurate initial location data allow the adjustment to be mademore quickly and make the requested fire more effective. To shorten adjustment time, theobserver should try to bracket the target quickly (in the first two or three adjustingrounds), then adjust on the target using as few subsequent rounds as possible.
Hasty bracketing. Experience has shown that effectiveness on the target decreases as thenumber of rounds used in adjustment increases. An alternative to successive bracketing ishasty bracketing. While successive bracketing mathematically ensures that the fire-foreffect rounds will strike within 50 meters of the adjusting point, it is a relatively slow andunresponsive technique. Therefore, if the nature of the target dictates that effective fires
are needed faster than successive bracketing can provide them, hasty bracketing should
be used.

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______________________________________________________________________________________The success of hasty bracketing depends on a thorough terrain analysis that gives theobserver an accurate initial target location. The observer obtains a bracket on his firstcorrection in a manner similar to that used for successive bracketing. Once the observer
has this initial bracket, he uses it as a yardstick to determine his subsequent correction.
He then sends the correction to the FDC so it can adjust the rounds to the target andemploy fire for effect (see Figure 6-16).
Hasty bracketing improves as the observer gains experience and judgment. Everyobserver must strive to improve his abilities and increase his responsiveness on thebattlefield.

Figure 6-16. Hasty bracketing.

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Creeping. The creeping method of adjustment is used in "DANGER CLOSE" situations.
The initial round is fired beyond the target. Adjusting rounds are moved closer to thetarget, 50 meters or less at a time, until the target is engaged (see Figure 6-17). Thismethod is slow and tends to use more ammunition than other adjustments; therefore, it
should be used only when soldier safety is a major concern.

Figure 6-17. Creeping method of adjustment.

Refinement and surveillance
The observer notes the results of the fire for effect and then takes whatever action isnecessary to complete the mission. Figure 6-18 illustrates various alternatives available tothe observer after fire-for-effect rounds have been fired.
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Figure 6-18. Observer’s actions after fire for effect.

TANK PLATOON FIRE SUPPORT PLANNING
The fire support plan is developed along with the scheme of maneuver, which it supports
and complements. It discusses the use of all available indirect and direct fires. The goal is
to destroy as many enemy elements as possible and to suppress any others to keep themfrom firing on friendly forces. The company commander and FSO plan indirect fires;
however, the platoon leader may plan and request more targets if needed.
After receiving the company offensive fire plan, the platoon leader checks it to ensurethat targets are planned on all known or suspected enemy positions in front of, on,
behind, and to the flanks of the objective. The company defensive fire plan should list
planned targets in front of, on, behind, and to the flanks of BPs; likely areas for thesetargets include observed choke points, avenues of approach, obstacles, and likely support
by fire positions. If more targets are necessary for either the offensive or defensive plan,
the platoon leader coordinates them with the commander and the FIST.

SECTION 2 - ARMY AVIATION
Army aviation assets are important participants on today’s battlefield. Their flexibility
enables them to perform a variety of roles: reconnaissance, security, attack,187

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transportation, and resupply. Army aviation is a divisional asset that may be attached orplaced OPCON to brigades, but rarely to lower-level units.
AIR CAVALRY
Air cavalry, found in division and regimental cavalry units, is organized, equipped, andtrained to conduct reconnaissance and security missions. The primary aircraft in air
cavalry units is the OH-58D. This helicopter provides substantial limited-visibility andall-weather acquisition capability. The aircraft features a stabilized mast mounted sight(MMS) with a low-light TV camera, TIS, and laser range finder/designator. It can acquire
armored vehicle targets at night at ranges up to 10 kilometers. It can be armed with awide assortment of weapons and thus can be configured for a variety of threat situations(see Figure 6-19).

Figure 6-19. OH-58D armed helicopter.

ATTACK HELICOPTERS
Attack helicopter units operate either as separate elements within a division or as part of
the air cavalry. Attack helicopter companies are maneuver units and are normally
integrated into the ground scheme of maneuver. When working with ground maneuver188

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units, the attack helicopter unit may be placed OPCON to the ground force. Normally, it
is OPCON to a maneuver brigade or regiment; on rare occasions, it can be OPCON to abattalion or squadron.
Aeroscouts usually arrive before attack aircraft, establish communications with groundforces, and coordinate the situation and mission with the commander. The aeroscouts
identify targets, choose general BPs, and control attack helicopter fires.
The attack helicopter is primarily employed as an antiarmor weapon system. Figure 6-20
shows two types of attack aircraft in the Army’s inventory, the AH-64 Apache and theAH-1 Cobra. (NOTE: The Army is scheduled to field a new helicopter, the RAH-66
Comanche, which will feature both attack and reconnaissance capabilities.)

Figure 6-20. Army attack helicopters.

SECTION 3 - COMBAT ENGINEERS
Brigade/regiment and battalion/squadron commanders decide how best to employ theirengineer assets: as a distinct unit, attached to their subordinate elements, or in DS of the189

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subordinate elements. In fast-moving offensive operations, one technique is to placeengineers OPCON to the lead company team or troop to support breaching operations. In
the defense, commanders generally keep engineer units intact to construct major
obstacles and execute survivability operations, designating the priority of work to beaccomplished. Engineers are trained to fight as infantry as a secondary mission; however,they are employed as infantry only if absolutely necessary.
CAPABILITIESThe combat engineer platoon is organized, trained, and equipped to conduct mobility,
countermobility, and survivability missions in support of ground operations. The
engineers’ specific tasks and responsibilities in these three roles are determined by thehigher unit commander.
Organization and equipment
Organization. The combat engineer platoon consists of three squads mounted in M113s(see Figure 6-21). Each squad has a demolition set, chain saw, and two mine detectors.
The platoon headquarters is authorized one M9 ACE, which is highly mobile, armored,
and amphibious (see Figure 6-22).

Figure 6-21. Combat engineer platoon organization.

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Figure 6-22. M9 armored combat earthmover.
Equipment. The platoon may also be supplemented with equipment from the engineer

company, including the items covered in the following discussion.
Armored vehicle launched bridge (AVLB) or Wolverine. The AVLB uses an M48 or M60

tank chassis to transport, launch, and retrieve a 60-foot bridge. The bridge is capable ofsupporting military load class (MLC) 70 tracked vehicles across a 15-meter gap (seeFigure 6-23). The Wolverine, which will replace the AVLB, is based on an M1 chassis. It
will be able to support
MLC 70 traffic across gaps of up to 24 meters.
MICLIC launcher. The MICLIC system employs a rope-like demolition charge to create
lanes for combat vehicles during minefield breaching operations. The charge, containing
nearly a ton of composition C4 explosive, can clear a lane up to 100 meters long and 14
meters wide. The MICLIC launcher can be mounted either on a towed trailer or on an
M60A1 chassis (this vehicle is called the armored vehicle launched MICLIC, or AVLM).
It fires a 5-inch rocket motor that tows the MICLIC over the target minefield (see Figure6-24). The system, designed for deployment in virtually all types of terrain and weather
conditions, can be reloaded with a new charge and rocket motor in about 30 minutes.

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Figure 6-23. Armored vehicle launched bridge.

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Figure 6-24. Mine-clearing line charge system.

Operational considerations
In mobility operations, the engineer platoon can provide the following support:193

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Obstacle reduction. The engineers can reduce or negate the effects of obstacles,
thereby improving their supported unit’s maneuver capability.

•

Route construction. The engineers can construct, improve, and maintain roads, bridges, andfords.

In a countermobility role, engineers can assist with obstacle construction to obstruct theenemy’s scheme of maneuver. They can reinforce terrain and existing obstacles to
disrupt, fix, turn, or block the enemy force.
Engineers can improve survivability by constructing dug-in positions and overheadprotection to reduce the effectiveness of enemy weapons.
ENGINEER SUPPORT TO THE TANK PLATOON
Combat engineers normally support the company team as a platoon under the direction of
the company team commander. During planning for mobility, countermobility, andsurvivability work, the engineers can advise the commander on construction time andmaterials needed; the company normally must order much of the material throughbattalion supply channels.
The tank platoon leader frequently will be tasked to provide security while the engineer
platoon conducts its missions. To speed up the construction process, the engineers mayneed the help of armor crewmen. Additional details on engineer support and employment
are in Chapters 3, 4, and 5 of this manual.

SECTION 4 - AIR DEFENSE
Air defense assets are scarce; maneuver units cannot always count on receiving dedicated
air defense protection. As a result, the tank platoon must be able to protect itself fromenemy air attacks during all combat operations. Air defense measures include actions to
avoid enemy air attack, actions to limit the damage if an attack occurs, and (as necessary)
actions required to fight back.
AIR DEFENSE WARNINGS
Local air defense warnings are used to indicate the air threat. They are used inconjunction with the weapon control status (discussed in the active air defense portion ofthis section) to provide early warning of and planned responses to enemy aircraft. There
are three local air defense warning levels:•

DYNAMITE. Aircraft are inbound or attacking locally now.

•

LOOKOUT. Aircraft are in the area of interest but are not threatening. They may be inbound, butthere is time to react.

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SNOWMAN. There are no aircraft posing a threat at this time.

NOTE: Air defense warnings of RED, YELLOW, and WHITE are established at levels
higher than division. These roughly parallel the local warning levels, but they cover alarger area of operations, such as a theater.
PASSIVE AIR DEFENSE
Passive air defense is the tank platoon’s first line of defense against enemy air attack. It
includes all measures, other than active defense, taken to minimize the effects of hostile
air action. There are two types of passive air defense: attack avoidance and damagelimiting measures.
Attack avoidance
If an enemy pilot cannot find friendly elements, he cannot attack them. The platoon
should use concealment, camouflage, deception, communications security, and any othernecessary action to prevent enemy detection. Refer to the discussion of OPSEC in
Appendix D of this manual.
Whenever possible, static positions must provide effective overhead concealment. Whenconcealment is not available, vehicles must be camouflaged to blend into the natural
surroundings. Track marks leading into the position must be obliterated. All shiny objects
that could reflect light and attract attention must be covered.
Damage-limiting measures
Dispersion. Dispersion is one of the most effective ways to reduce the effects of enemy

air attack. It is essential when a unit is occupying static positions such as assembly areas
or is preparing to cross a water obstacle or pass through a breached obstacle. When theplatoon is on the move and air guards identify an enemy air attack, vehicles disperse
quickly, move to covered and concealed positions if possible, and stop (a stationary
vehicle is more difficult to see than a moving vehicle). Refer to the discussion of the react
to air attack battle drill in Chapter 3 of this manual. An early warning system that
includes both visual and audible signals can help to limit damage by enabling the platoon
to begin dispersion at the earliest possible moment.
Cover. Another damage-limiting measure is the use of natural or man-made cover toreduce the effects of enemy munitions. Folds in the earth, depressions, buildings, andsandbagged positions can provide this protection.
ACTIVE AIR DEFENSE
Although passive measures are the first line of defense against air attack, the tank platoon
must be prepared to engage enemy aircraft. The decision to fight back against an air

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threat is based on the situation and the capabilities of organic weapon systems. All
platoon members must understand that they can defend against a direct attack but cannot
engage aircraft that are not attacking them unless the weapon control status allows it.
Weapon control status
The weapon control status describes the relative degree of control in effect for air defense
fires. It applies to all weapon systems. The platoon leader receives the status from thecompany or troop commander. The three control statuses are the following:•

WEAPONS FREE. Crews can fire at any air target not positively identified as
friendly. This is the least restrictive weapon control status.

•

WEAPONS TIGHT. Crews can fire only at air targets positively identified as hostile according
to the prevailing hostile criteria.

•

WEAPONS HOLD. Crews are prohibited from firing except in self-defense or in response to aformal order. This is the most restrictive control status.

Platoon air defense fires
When it must fight back, the platoon can use the tank’s main gun and machine guns
against attacking aircraft.
Machine gun fires. Engaging aircraft with volume fire is the key to effective use of themachine guns. These fires must be coordinated to be effective. Delivered on the platoon
leader’s command, they are directed at an aim point; gunners do not attempt to track thetarget with machine guns. Figures 6-25 and 6-26 illustrate guidelines and procedures forselecting machine gun aim points. These rules are simple and logical; everyone in theplatoon must learn and retain them.
Main gun fires. Several types of main gun ammunition are effective against helicopters,

including MPAT, high explosive antitank (HEAT), and armor-piercing discarding sabot(APDS) rounds. The main gun aim point is always center of mass.
NOTE: Refer to the battle drill for reaction to air attack in Chapter 3 of this manual. For
further information on MPAT ammunition, refer to FM 17-12-1-1.

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Figure 6-25. Machine gun aim points against helicopters.

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Figure 6-26. Machine gun aim points against
high-performance aircraft.

AIR DEFENSE ARTILLERY SYSTEMSThe mission of the ADA is to protect friendly forces and selected geo-political assets
from aerial attack, missile attack, and surveillance. The air defense commander employs
several types of systems, at various operational levels, to provide low- to high-altitude air
defense coverage.
Corps level and higher
At corps level and higher, the primary ADA systems are the Avenger and the Patriot (seeFigure 6-27).

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Figure 6-27. Air defense systems at corps level and above.

Tactical level (division and below)
At the tactical level, low- to medium-altitude air defense is accomplished by the air
defense battalion organic to the division. The battalion or squadron uses the systems
described in the following paragraphs to complement and support the maneuver force.
Stinger. This is the primary air defense weapon system for the battalion or squadron,

employing short-range, shoulder-fired, heat-seeking guided missiles (see Figure 6-28).
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____________________________________________________________________________________________________________________________________________________________________________The Stinger is designed to counter high-speed, low-level ground attack aircraft. It is also
a lethal weapon against helicopters, observation and transport aircraft, and UAVs. The
missile has a range in excess of 5 kilometers.
The Stinger can be employed as a man-portable air defense system (MANPADS). The
two-man Stinger team, consisting of an operator and a crew chief, is transported in a
HMMWV or in the Bradley Stinger fighting vehicle (BSFV) or Bradley Linebacker
vehicle. (NOTE: The BSFV and Bradley Linebacker are discussed later in this section.)

Figure 6-28. Stinger air defense system.
Bradley Stinger fighting vehicle. The BSFV, which replaces the Vulcan air defense

system, provides the air defender with armor protection and gives him the ability tomaneuver with the supported force and position the Stinger system forward on thebattlefield (see Figure 6-29). The Stinger team must dismount to fire the missiles.

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______________________________________________________________________________________The BSFV carries a basic load of six Stinger missiles as its primary air defense weapon;
the Bradley’s 25-mm chain gun can be used to augment the Stinger and cover dead space
to a range of 2,000 meters. The vehicle also carries five TOW missiles. Future versions of
the BSFV will include the Stinger vehicle-mounted launcher (SVML) in place of the
TOW system. The SVML will provide the vehicle with fire-on-the-move capability.

Figure 6-29. Bradley Stinger fighting vehicle.
Bradley Linebacker. This vehicle replaces the BSFV’s TOW system with four ready-to-fire Stinger missiles, housed in the Stinger vehicle mounted launcher (SVML). The
Bradley Linebacker, with its ability to shoot on the move, is designed specifically toprovide air defense on the battlefield.

SECTION 5 - AIR SUPPORTCLOSE AIR SUPPORTClose air support (CAS), provided by the Air Force, can be employed to destroy large
enemy armor formations. CAS strikes can be either preplanned (at brigade, battalion, or
squadron level) or requested on an immediate-need basis through the battalion forward203

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air controller (FAC). The FAC on the ground or in the air acts as a link between the
ground element and the CAS aircraft.
Army air cavalry is best equipped to coordinate with Air Force assets in joint air attack
team (JAAT) and attack helicopter operations. The air cavalry can see the battlefield andthe target better than ground forces can, and it has the radio equipment needed to talk to
Air Force aircraft. The attack aircraft organic to air cavalry units can assist CAS aircraftin suppressing the enemy ADA threat.
MARKING FRIENDLY POSITIONSWhenever possible, friendly positions should be marked during close air strikes,
especially when friendly troops are within 300 meters of the target. Resources formarking positions include the following:•

Smoke. The smoke grenade is the most commonly used marker, but it has
limitations. Wind may cause smoke to drift above trees, and some colors can
blend with the background. Violet or white smoke shows up well against mostbackground colors.

•

Flares. Rocket or 40-mm flares are useful for attracting attention at night; they can sometimes be
employed effectively during the day.

•Mirrors and signal panels. Signal mirrors are probably the best ground-to-air devices for
attracting attention. If the sun is shining and the operator is skillful, pilots can see a mirror flash
miles away. VS-17 signal panels are also good visual references for pilots.

•

Lights. Pocket-size, battery-powered strobe lights produce brilliant white or blue flashes at about
1 1/2-second intervals. The flash is visible at night for 1 to 3 miles. Vehicle lights, such as an
unshielded red taillight, are visible to a pilot for several miles at night. Chemical glow lights canalso be used to mark friendly positions. One technique that can be used at night is to tie an infrared(IR) or green chem light on a 10-foot string. When aircraft are in the area, a crewman can swing
the light in a circular motion to mark the location.

CHAPTER 6

Combat Support
The tank platoon must take full advantage of available CS assets to accomplish its
mission and to reduce its vulnerability on the battlefield. CS may be provided by mortars,
FA, combat engineers, ADA, and aviation assets. These assets are not organic to the tankplatoon, but they may be available to the platoon through its parent battalion, company,

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______________________________________________________________________________________or cavalry troop. The platoon leader must understand the capabilities and limitations ofeach CS asset.
CONTENTS
Section 1 Indirect Fire Support
Section 2 Army Aviation
Section 3 Combat Engineers
Section 4 Air Defense
Section 5 Air Support

SECTION 1 - INDIRECT FIRE SUPPORTMortars and FA are the primary means of indirect fire support available to tank platoons.
In addition to understanding the capabilities and limitations of these assets, platoon
leaders and their TCs must know what fire request channels to use to request fires. They
must also understand how to work with the FIST at company team/troop level to plan andcoordinate indirect fires. FM 6-30 explains how to call for and adjust fires.
MORTAR SUPPORTMortars afford indirect fire support that is immediately responsive to the tank platoon’s
needs. A 120-mm mortar platoon of six tubes is organic to armor and mechanizedinfantry battalions. A 120-mm mortar section is organic to the armored cavalry troop(two tubes) and divisional cavalry troop (two tubes).
Capabilities
With a maximum effective range of 7,200 meters, 120-mm mortars can provide a heavy
volume of accurate, sustained fires. They are ideal weapons for attacking a variety oftargets, including the following:•

Infantry in the open.

•

Targets on reverse slopes.

•

Targets in narrow ravines or trenches.

•

Targets in forests, towns, and other areas that are difficult to strike with low-angle fires.

In addition to these highly flexible targeting options, mortars have the following
capabilities and advantages:•

They offer fast response time.
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They are effective against low-density targets.

•

Mortar rounds afford highly destructive target effects.

Limitations
Mortars are limited in the following ways:•

Their maximum range is limited in comparison to the indirect fire support
capability of FA elements.

•

They cannot be used against targets inside their minimum effective range (770 meters from themortar tube position).

•

Only limited types of ammunition are available.

•

Mortar elements carry limited amounts of ammunition.

•

Their fire direction center (FDC) and tubes are not linked to the tactical fire direction system(TACFIRE).

Employment considerations
Mortars can be extremely effective when used for the purposes outlined in the following
discussion.
Destruction. High explosive (HE) rounds, mounted with variable-timed (VT) fuzes, canbe used to destroy or disperse dismounted infantry and vehicles that are in the open. HE
mortar rounds have the capability to destroy or disable some armored vehicles.
Suppression. HE rounds can be used to force the enemy to button up or move to lessadvantageous positions.
Smoke. Mortar smoke builds up more rapidly than artillery smoke. White phosphorus(WP) rounds are used for obscuration and screening. See Appendix E of this manual for
detailed information on the use of smoke.
Illumination. Illumination rounds are used to light an area or enemy position during
periods of limited visibility. Illumination can increase the effectiveness of the tankplatoon’s image intensification devices (passive sights). This helps the platoon ingathering information, adjusting artillery fire, and engaging enemy targets. Ground-burst
illumination can also be used to mark enemy positions and to provide a thermal TRP for
control of fires.

Units must be careful, however, not to illuminate friendly positions. Also, because US
night vision devices are superior to those of most potential adversaries, illuminating thebattlefield may be unnecessary or even counterproductive.

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______________________________________________________________________________________FIELD ARTILLERY SUPPORTTank platoon leaders must fully understand how to use artillery support to their best
advantage. It is often their primary means of impeding and disrupting enemy formations
and suppressing enemy positions. FA can provide immediate, responsive, accurate fires
with a wide variety of munitions.
FA support is normally provided by an artillery battalion in direct support (DS) of acommitted maneuver brigade. Each ground squadron in the armored cavalry regiment(ACR) has its own organic howitzer battery to provide dedicated indirect fire support.
The platoon generally receives FA support through its attached company or troop FIST.
Capabilities
In support of the tank platoon, FA elements can accomplish the following tasks:•

They can be employed to provide immediate suppression on unplanned targets.

•Through careful positioning and timely displacement, they can provide continuous fire support onplanned targets in all weather conditions and types of terrain.

•

They allow commanders and platoon leaders to shift and mass fires rapidly.

•

They offer a variety of conventional shell and fuze combinations.

•

They can provide obscuration smoke to conceal movement.

•

They can fire battlefield illumination rounds as necessary.

Limitations
FA support has the following limitations:•

It has only limited capability against moving targets.

•

It has limited capability to destroy point targets without considerable ammunition expenditure.

•

Because of its firing signature, it is highly vulnerable to detection by enemy target acquisition
systems.

Employment considerations for FA munitions
FA elements employ several types of munitions. These can be tailored for theengagement of different types of targets, as well as for other missions such as smoke andillumination. The following discussion outlines uses of FA munitions.
High explosive. HE munitions are used against personnel, field fortifications, andvehicles.

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____________________________________________________________________________________________________________________________________________________________________________White phosphorus. WP is used for obscuration, screening, and burning.
Illumination. Employment of FA illumination rounds is similar to that for mortar rounds.
Refer to the discussion of mortar employment earlier in this section.
Cannon-launched guided projectiles (Copperhead). These rounds are employed against

high-priority point targets.
Improved conventional munitions and dual-purpose improved conventional munitions.

Improve conventional munitions (ICM) are designed for antipersonnel (AP) use. DPICM
are employed against personnel and light armored vehicles in the open. The danger tofriendly troops in areas where AP munitions are fired must be considered. The dud rate of
ICM makes maneuver in the area of an ICM field hazardous.
Scatterable mines. These include area denial munitions (ADAM) for use against
personnel and remote antiarmor mines (RAAM) for use against armored vehicles. A
mission involving scatterable mines requires the support of FA assets up to battery-size;
it must be planned and requested with significantly more lead time than is needed forother FA-delivered munitions.

FIRE TEAM SUPPORTThe FIST is attached to companies or troops for combat operations. It may be pushedforward with a security force in support of operations when on-target designation isrequired for special munitions engagements. The FIST, however, is a valuable resource
because of its command and control link with the artillery; it should not be exposed todirect fire except when absolutely necessary.
Support considerations
FISTs are organized, equipped, and trained to provide the following personnel andsupport to the company or troop:•

A fire support advisor and coordinator.

•

A communications link to all available indirect fire support assets.

•On-the-spot support for infantry companies (10-man team) or for armor companies and cavalry
troops (4-man team).

Communications
The armor or mechanized infantry FIST normally monitors the following radio nets:•

Attached unit command net (battalion, company team, or troop).

•

Battalion mortar fire direction net.

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DS battalion fire direction net (digital).

•

Battalion fire support net (voice).

The armored cavalry troop FIST normally monitors these radio nets:•

Troop command net.

•

Troop fire support net.

•

Supporting artillery fire direction net (digital and voice).

•

Squadron fire support net.

The FIST serves as the net control station (NCS) on the troop fire support net, while thefire support element (FSE) serves as the NCS on the maneuver battalion fire support net.
The FIST relays calls for fire to supporting artillery on a digital net (TACFIRE) or sends
the fire mission to the mortar platoon or section. The command net allows the FIST tomonitor operations and links the FIST to the commander and platoon leaders for planningand coordination.
FIST vehicle
The FIST usually rides in and operates from the M981, known as the FIST-V. Refer toFigure 6-1 for an illustration.

Figure 6-1. Fire support team vehicle.

FIRE REQUEST CHANNELS
In a tank company, all requests for indirect fire support are normally sent through the
FIST on the company or troop command net. The commander approves the request using
a prearranged method (oral approval or silence). The FIST selects the best available fire
support asset to engage the target. Adjustments of the fire mission normally are also sent
to the FIST, which then relays the message to the artillery unit on a digital fire direction
net or to the battalion mortars on the fire support net. In cavalry troops, the FIST may
pass the fire mission to the troop mortars; all adjustments are sent directly to the mortars.

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Besides specific requests sent to the FIST, the platoon can obtain fire support in several
other ways:•

Calls for fire can result from SPOTREPs sent on the company or troop command
net; the company FIST eavesdrops on the net and requests fires on targets ofopportunity and on targets approved by the commander.

•

Requests for fire can be "tagged" onto preformatted SPOTREPs and contact reports sent via IVISor FBCB2. The TC presses the button for "request fire," "immediate suppression," or "immediatesmoke" when sending an IVIS or FBCB2 report (see Figures 6-2 and 6-3).

•

Requests for fire support can be entered directly into the TACFIRE system using IVIS or FBCB2.
Using the digital system, the platoon leader can exit a communications net and link into the
TACFIRE system. Once the request is complete, the platoon leader exits the TACFIRE system
and reenters the unit’s net. Unit SOP will dictate the use of this TACFIRE capability; see FKSM
17-15-3 for details.

Figure 6-2. IVIS SPOTREP (immediate suppression request).

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Figure 6-3. FBCB2 SPOTREP (immediate suppression request).

CALL FOR FIRE
The call for fire is the primary means by which a unit requests indirect fire support. The
following discussion of the call for fire process covers three phases of the indirect fire
mission:•

The initial call for fire, which encompasses six elements and is sent in a standard
three-transmission format.

•

Subsequent adjustments to the indirect fire support.

•

The refinement and surveillance actions necessary to complete the mission.

Initial call for fire
As noted, the standard call for fire consists of three basic transmissions, which in turncomprise six elements:•

Observer identification and warning order (first transmission).
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Target location (second transmission).

•Target description, method of engagement, and method of fire and control (third transmission).

Observer identification and warning order (first transmission). Observer identification tells

the FDC who is calling. It also clears the net for the duration of the call. The warning
order tells the FDC the type of mission and the method of locating the target. The typesof indirect fire missions are the following:•

Adjust fire. This is used when the observer is uncertain of the exact target
location. The observer says, "ADJUST FIRE."•

Fire for effect. The observer should always attempt first-round fire for effect if he is sure histarget location is correct. He should also be sure the rounds of the first volley will have the desired
effect on the target so little or no adjustment will be required. The observer announces, "FIRE
FOR EFFECT." (NOTE: On IVIS- or FBCB2-equipped vehicles, properly updated POSNAV data
and an accurate lase to the target provide extremely accurate target designation capability. This
enables observers to call "FIRE FOR EFFECT" on the first transmission.)•

Suppression. The word "SUPPRESS" is used to quickly bring fire on a preplanned target. This isa simplified call for fire and is sent in one transmission. Example: "G24 – THIS IS G59 –SUPPRESS AF2401 – OVER." Target description is not announced.

•

Immediate suppression. This is used to bring fire quickly on a planned target or a target ofopportunity that is firing at a friendly unit or aircraft. As an example, the observer says, "G24 –THIS IS G57 – IMMEDIATE SUPPRESSION AF2402 – OVER." Target description is notannounced.

•

Immediate smoke. This is used to place smoke quickly on a planned target or a target ofopportunity that is firing at a friendly unit. Sample transmission: "G24 – THIS IS G54 –IMMEDIATE SMOKE AF2405 – OVER."

Target location (second transmission). Following the type of mission, the method oftarget location is announced; this prepares the FDC to receive the data sent by theobserver and apply it to locate the target. The three methods for locating targets are grid,polar plot, and shift from a known point. The polar and shift methods are announced to
the FDC. If the observer does not specify either polar or shift, the FDC knows the grid
method is being used; the word "grid" is not announced. Example: "H24 – THIS IS H67– FIRE FOR EFFECT – POLAR – OVER."
Grid method. In the grid method, the target location normally consists of a two-letter gridzone identifier with six digits (example: "AB180739"). The direction from the observerto the target (in mils, if possible) must be given to the FDC after the call for fire, but
before the first adjusting rounds are shot.
Polar plot method. This method requires that the observer and the FDC know theobserver’s exact location. The observer determines the direction (to the nearest 10 mils)of the observer-target (OT) line and the distance (to the nearest 100 meters) from his212

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position to the target (seeFigure 6-4).

Figure 6-4. Polar plot method of target location
Shift from a known point method. This method can be used if the observer and the FDC

have a common known point (see Figure 6-5). Normally, this point is an artillery target.
To locate the target, the observer must first determine the direction to the known point to
the nearest 10 mils. If the observer has no compass, he can determine the direction byusing a map and protractor or by using his binocular reticle pattern and a known direction
to the known point. He then determines direction to the target using the RALS rule (rightadd, left subtract).

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Figure 6-5. Shift from a known point method
using direction (in mils).

The observer then determines the lateral and range shifts (see Figure 6-6). Lateral shifts
are left or right from the known point to the OT line and are given to the nearest 10
meters. Range shifts are given as "ADD" (when the target is beyond the known point) or"DROP" (when the target is closer than the known point). Range shifts are given to thenearest 100 meters. FM 6-30 explains in detail how to determine lateral and range shifts.

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Figure 6-6. Lateral and range shifts from a known point.
Target description, method of engagement, and method of fire and control (third
transmission). The observer includes these elements in his call for fire using theguidelines discussed in the following paragraphs.
Target description. The observer describes the target to the FDC; see Figure 6-7 forexamples. The FDC then determines the type and amount of ammunition needed. The
target description should be brief but accurate. This is the last required element in the callfor fire.

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Figure 6-7. Target description.
Method of engagement. The observer tells how he wants to attack the target (including
type of ammunition, fuze, and distance from friendly troops). The FDC may change theammunition type and fuze based on availability or other constraints. If the target is within
600 meters of friendly troops, the observer announces "DANGER CLOSE" to supporting
mortars and artillery.
Method of fire and control. The observer states who will give the command for fire to

begin. If the observer wants to control the time of firing, he will say, "AT MY
COMMAND." The FDC will tell the observer when the unit is ready to fire. At the216

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proper time, the observer will say, "FIRE." If the observer does not say, "AT MY
COMMAND," the FDC will fire as soon as the platoon or battery is ready.
Adjusting indirect fireOnce the call for fire has been made, the observer’s next concern is to get the fire on thetarget. If he can locate the target accurately, he will request fire for effect in his initial callfor fire. When the observer cannot accurately locate the target for any reason (such as
deceptive terrain, lack of identifiable terrain features, or poor visibility), he must execute
an adjustment to get the fire on target. Normally, one artillery piece or mortar is used inadjustment.
The observer must first pick an adjusting point. For a destruction mission (precision fire),
the target is the adjusting point. For an area target (area fire), the observer must pick awell-defined adjusting point at the center of the area or close to it. The observer must spot
the first adjusting round and each successive round and send range and deviation
corrections, as required, back to the FDC until fire hits the target. The observer spots byrelating the burst or group of bursts to the adjusting point. For a further discussion ofadjusting mortar and artillery fire, see FM 6-30.
Deviation spotting. As applied to deviation (left or right), spotting involves measuring thehorizontal angle (in mils) between the burst and the adjusting point (see Figure 6-8). A
burst to the right (or left) of the target is spotted as "(number) MILS RIGHT (LEFT)."An angle-measuring device or technique, such as the mil scale on military binoculars or
the hand-and-fingers method, is required to determine deviation. The reticle in binoculars
is shown in Figure 6-9. The horizontal scale, divided into 10-mil increments, is used formeasuring horizontal angles. The vertical scales, in 5-mil increments in the center and on
the left side of the reticle, are used for measuring vertical angles. The scale on the right, if
present, is no longer used. The hand-and-fingers technique may be used as shown in
Figure 6-10.

Figure 6-8. Deviation spotting.

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Figure 6-9. Mil scale in binocular reticle.

Figure 6-10. Use of hand and fingers method
to determine deviation.

A burst on the OT line is spotted as "ON LINE." Deviation to the left or right should bemeasured to the nearest 5 mils for area targets, with measurements taken from the centerof the burst. Deviation for a destruction mission (precision fire) is estimated to the nearest
mil. Figure 6-11 shows the adjusting point at the center of the binoculars’ horizontal
scale.

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Figure 6-11. Deviation spotting with binoculars.
Deviation correction. Once he determines the observed deviation (in mils), the observermust convert it into a deviation correction (in meters). Deviation correction is the
distance in meters the burst must be moved to be on line between observer and target. It
is sent, with the range correction, to the FDC for the next adjusting round or when callingfor fire for effect.
The first step in determining deviation correction is to calculate the OT factor, thedistance from the observer to the target in kilometers. The observer calculates the
distance to the target in meters and divides by 1,000; see Figure 6-12 for examples of thisprocess. The precise correction is determined by multiplying the observed deviation by
the OT factor; it is expressed to the nearest 10 meters (see Figure 6-13).

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Figure 6-12. Determining the OT factor.

Figure 6-13. Converting mil deviation to deviation correction.

The observer’s goal in making the correction is to move the adjusting rounds closeenough to the OT line so that range spotting can be made accurately. Minor deviation
corrections (10 to 20 meters) are necessary in adjustment of precision fire. In adjustmentof area fire, however, small deviation corrections (20 meters or less) should be ignored
except when such a small change is necessary to determine a definite range spotting.
Range spotting. Range spotting is the second type of adjustment required to get fire on

the target (see Figure 6-14). Any range spotting other than "DOUBTFUL" or "LOST" isdefinite. Usually, an adjusting round’s burst that is on or near the OT line will give adefinite range spotting.

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Figure 6-14. Range spotting.

The observer can sometimes make a definite range spotting even when the burst is not onor near the OT line. He uses his knowledge of the terrain or wind and observes debris
scattered by the explosion. If the observer is not sure ("DOUBTFUL"), the correction hesends to the FDC should be for deviation ("LEFT" or "RIGHT") only. He does this tobring the burst on line so he can get a definite range spotting ("OVER," "SHORT," or"TARGET").
Range correction. The observer gives range corrections so that, with each successive

correction, the adjusting round intentionally lands over or short of the adjusting point,
closing on the target.
Bracketing. In the bracketing technique, fire for effect is called for when a range

correction would bring the next round within 50 meters of the adjusting point. See Figure
6-15. (NOTE: This technique is also called successive bracketing, as opposed to the221

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faster and less involved technique of hasty bracketing, which is covered later in this
discussion.)

Figure 6-15. Bracketing.

Bracketing is an effective technique in that it is sure to bring fire on the target. Time isimportant, especially when targets are moving or may move to seek cover when they findfire coming their way. Accurate initial location data allow the adjustment to be mademore quickly and make the requested fire more effective. To shorten adjustment time, theobserver should try to bracket the target quickly (in the first two or three adjustingrounds), then adjust on the target using as few subsequent rounds as possible.
Hasty bracketing. Experience has shown that effectiveness on the target decreases as thenumber of rounds used in adjustment increases. An alternative to successive bracketing ishasty bracketing. While successive bracketing mathematically ensures that the fire-foreffect rounds will strike within 50 meters of the adjusting point, it is a relatively slow andunresponsive technique. Therefore, if the nature of the target dictates that effective fires
are needed faster than successive bracketing can provide them, hasty bracketing should
be used.

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______________________________________________________________________________________The success of hasty bracketing depends on a thorough terrain analysis that gives theobserver an accurate initial target location. The observer obtains a bracket on his firstcorrection in a manner similar to that used for successive bracketing. Once the observer
has this initial bracket, he uses it as a yardstick to determine his subsequent correction.
He then sends the correction to the FDC so it can adjust the rounds to the target andemploy fire for effect (see Figure 6-16).
Hasty bracketing improves as the observer gains experience and judgment. Everyobserver must strive to improve his abilities and increase his responsiveness on thebattlefield.

Figure 6-16. Hasty bracketing.

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Creeping. The creeping method of adjustment is used in "DANGER CLOSE" situations.
The initial round is fired beyond the target. Adjusting rounds are moved closer to thetarget, 50 meters or less at a time, until the target is engaged (see Figure 6-17). Thismethod is slow and tends to use more ammunition than other adjustments; therefore, it
should be used only when soldier safety is a major concern.

Figure 6-17. Creeping method of adjustment.

Refinement and surveillance
The observer notes the results of the fire for effect and then takes whatever action isnecessary to complete the mission. Figure 6-18 illustrates various alternatives available tothe observer after fire-for-effect rounds have been fired.
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Figure 6-18. Observer’s actions after fire for effect.

TANK PLATOON FIRE SUPPORT PLANNING
The fire support plan is developed along with the scheme of maneuver, which it supports
and complements. It discusses the use of all available indirect and direct fires. The goal is
to destroy as many enemy elements as possible and to suppress any others to keep themfrom firing on friendly forces. The company commander and FSO plan indirect fires;
however, the platoon leader may plan and request more targets if needed.
After receiving the company offensive fire plan, the platoon leader checks it to ensurethat targets are planned on all known or suspected enemy positions in front of, on,
behind, and to the flanks of the objective. The company defensive fire plan should list
planned targets in front of, on, behind, and to the flanks of BPs; likely areas for thesetargets include observed choke points, avenues of approach, obstacles, and likely support
by fire positions. If more targets are necessary for either the offensive or defensive plan,
the platoon leader coordinates them with the commander and the FIST.

SECTION 2 - ARMY AVIATION
Army aviation assets are important participants on today’s battlefield. Their flexibility
enables them to perform a variety of roles: reconnaissance, security, attack,225

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transportation, and resupply. Army aviation is a divisional asset that may be attached orplaced OPCON to brigades, but rarely to lower-level units.
AIR CAVALRY
Air cavalry, found in division and regimental cavalry units, is organized, equipped, andtrained to conduct reconnaissance and security missions. The primary aircraft in air
cavalry units is the OH-58D. This helicopter provides substantial limited-visibility andall-weather acquisition capability. The aircraft features a stabilized mast mounted sight(MMS) with a low-light TV camera, TIS, and laser range finder/designator. It can acquire
armored vehicle targets at night at ranges up to 10 kilometers. It can be armed with awide assortment of weapons and thus can be configured for a variety of threat situations(see Figure 6-19).

Figure 6-19. OH-58D armed helicopter.

ATTACK HELICOPTERS
Attack helicopter units operate either as separate elements within a division or as part of
the air cavalry. Attack helicopter companies are maneuver units and are normally
integrated into the ground scheme of maneuver. When working with ground maneuver226

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units, the attack helicopter unit may be placed OPCON to the ground force. Normally, it
is OPCON to a maneuver brigade or regiment; on rare occasions, it can be OPCON to abattalion or squadron.
Aeroscouts usually arrive before attack aircraft, establish communications with groundforces, and coordinate the situation and mission with the commander. The aeroscouts
identify targets, choose general BPs, and control attack helicopter fires.
The attack helicopter is primarily employed as an antiarmor weapon system. Figure 6-20
shows two types of attack aircraft in the Army’s inventory, the AH-64 Apache and theAH-1 Cobra. (NOTE: The Army is scheduled to field a new helicopter, the RAH-66
Comanche, which will feature both attack and reconnaissance capabilities.)

Figure 6-20. Army attack helicopters.

SECTION 3 - COMBAT ENGINEERS
Brigade/regiment and battalion/squadron commanders decide how best to employ theirengineer assets: as a distinct unit, attached to their subordinate elements, or in DS of the227

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subordinate elements. In fast-moving offensive operations, one technique is to placeengineers OPCON to the lead company team or troop to support breaching operations. In
the defense, commanders generally keep engineer units intact to construct major
obstacles and execute survivability operations, designating the priority of work to beaccomplished. Engineers are trained to fight as infantry as a secondary mission; however,they are employed as infantry only if absolutely necessary.
CAPABILITIESThe combat engineer platoon is organized, trained, and equipped to conduct mobility,
countermobility, and survivability missions in support of ground operations. The
engineers’ specific tasks and responsibilities in these three roles are determined by thehigher unit commander.
Organization and equipment
Organization. The combat engineer platoon consists of three squads mounted in M113s(see Figure 6-21). Each squad has a demolition set, chain saw, and two mine detectors.
The platoon headquarters is authorized one M9 ACE, which is highly mobile, armored,
and amphibious (see Figure 6-22).

Figure 6-21. Combat engineer platoon organization.

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Figure 6-22. M9 armored combat earthmover.
Equipment. The platoon may also be supplemented with equipment from the engineer

company, including the items covered in the following discussion.
Armored vehicle launched bridge (AVLB) or Wolverine. The AVLB uses an M48 or M60

tank chassis to transport, launch, and retrieve a 60-foot bridge. The bridge is capable ofsupporting military load class (MLC) 70 tracked vehicles across a 15-meter gap (seeFigure 6-23). The Wolverine, which will replace the AVLB, is based on an M1 chassis. It
will be able to support
MLC 70 traffic across gaps of up to 24 meters.
MICLIC launcher. The MICLIC system employs a rope-like demolition charge to create
lanes for combat vehicles during minefield breaching operations. The charge, containing
nearly a ton of composition C4 explosive, can clear a lane up to 100 meters long and 14
meters wide. The MICLIC launcher can be mounted either on a towed trailer or on an
M60A1 chassis (this vehicle is called the armored vehicle launched MICLIC, or AVLM).
It fires a 5-inch rocket motor that tows the MICLIC over the target minefield (see Figure6-24). The system, designed for deployment in virtually all types of terrain and weather
conditions, can be reloaded with a new charge and rocket motor in about 30 minutes.

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Figure 6-23. Armored vehicle launched bridge.

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Figure 6-24. Mine-clearing line charge system.

Operational considerations
In mobility operations, the engineer platoon can provide the following support:

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Obstacle reduction. The engineers can reduce or negate the effects of obstacles,
thereby improving their supported unit’s maneuver capability.

•

Route construction. The engineers can construct, improve, and maintain roads, bridges, andfords.

In a countermobility role, engineers can assist with obstacle construction to obstruct theenemy’s scheme of maneuver. They can reinforce terrain and existing obstacles to
disrupt, fix, turn, or block the enemy force.
Engineers can improve survivability by constructing dug-in positions and overheadprotection to reduce the effectiveness of enemy weapons.
ENGINEER SUPPORT TO THE TANK PLATOON
Combat engineers normally support the company team as a platoon under the direction of
the company team commander. During planning for mobility, countermobility, andsurvivability work, the engineers can advise the commander on construction time andmaterials needed; the company normally must order much of the material throughbattalion supply channels.
The tank platoon leader frequently will be tasked to provide security while the engineer
platoon conducts its missions. To speed up the construction process, the engineers mayneed the help of armor crewmen. Additional details on engineer support and employment
are in Chapters 3, 4, and 5 of this manual.

SECTION 4 - AIR DEFENSE
Air defense assets are scarce; maneuver units cannot always count on receiving dedicated
air defense protection. As a result, the tank platoon must be able to protect itself fromenemy air attacks during all combat operations. Air defense measures include actions to
avoid enemy air attack, actions to limit the damage if an attack occurs, and (as necessary)
actions required to fight back.
AIR DEFENSE WARNINGS
Local air defense warnings are used to indicate the air threat. They are used inconjunction with the weapon control status (discussed in the active air defense portion ofthis section) to provide early warning of and planned responses to enemy aircraft. There
are three local air defense warning levels:•

DYNAMITE. Aircraft are inbound or attacking locally now.

•

LOOKOUT. Aircraft are in the area of interest but are not threatening. They may be inbound, butthere is time to react.

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SNOWMAN. There are no aircraft posing a threat at this time.

NOTE: Air defense warnings of RED, YELLOW, and WHITE are established at levels
higher than division. These roughly parallel the local warning levels, but they cover alarger area of operations, such as a theater.
PASSIVE AIR DEFENSE
Passive air defense is the tank platoon’s first line of defense against enemy air attack. It
includes all measures, other than active defense, taken to minimize the effects of hostile
air action. There are two types of passive air defense: attack avoidance and damagelimiting measures.
Attack avoidance
If an enemy pilot cannot find friendly elements, he cannot attack them. The platoon
should use concealment, camouflage, deception, communications security, and any othernecessary action to prevent enemy detection. Refer to the discussion of OPSEC in
Appendix D of this manual.
Whenever possible, static positions must provide effective overhead concealment. Whenconcealment is not available, vehicles must be camouflaged to blend into the natural
surroundings. Track marks leading into the position must be obliterated. All shiny objects
that could reflect light and attract attention must be covered.
Damage-limiting measures
Dispersion. Dispersion is one of the most effective ways to reduce the effects of enemy

air attack. It is essential when a unit is occupying static positions such as assembly areas
or is preparing to cross a water obstacle or pass through a breached obstacle. When theplatoon is on the move and air guards identify an enemy air attack, vehicles disperse
quickly, move to covered and concealed positions if possible, and stop (a stationary
vehicle is more difficult to see than a moving vehicle). Refer to the discussion of the react
to air attack battle drill in Chapter 3 of this manual. An early warning system that
includes both visual and audible signals can help to limit damage by enabling the platoon
to begin dispersion at the earliest possible moment.
Cover. Another damage-limiting measure is the use of natural or man-made cover toreduce the effects of enemy munitions. Folds in the earth, depressions, buildings, andsandbagged positions can provide this protection.
ACTIVE AIR DEFENSE
Although passive measures are the first line of defense against air attack, the tank platoon
must be prepared to engage enemy aircraft. The decision to fight back against an air

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threat is based on the situation and the capabilities of organic weapon systems. All
platoon members must understand that they can defend against a direct attack but cannot
engage aircraft that are not attacking them unless the weapon control status allows it.
Weapon control status
The weapon control status describes the relative degree of control in effect for air defense
fires. It applies to all weapon systems. The platoon leader receives the status from thecompany or troop commander. The three control statuses are the following:•

WEAPONS FREE. Crews can fire at any air target not positively identified as
friendly. This is the least restrictive weapon control status.

•

WEAPONS TIGHT. Crews can fire only at air targets positively identified as hostile according
to the prevailing hostile criteria.

•

WEAPONS HOLD. Crews are prohibited from firing except in self-defense or in response to aformal order. This is the most restrictive control status.

Platoon air defense fires
When it must fight back, the platoon can use the tank’s main gun and machine guns
against attacking aircraft.
Machine gun fires. Engaging aircraft with volume fire is the key to effective use of themachine guns. These fires must be coordinated to be effective. Delivered on the platoon
leader’s command, they are directed at an aim point; gunners do not attempt to track thetarget with machine guns. Figures 6-25 and 6-26 illustrate guidelines and procedures forselecting machine gun aim points. These rules are simple and logical; everyone in theplatoon must learn and retain them.
Main gun fires. Several types of main gun ammunition are effective against helicopters,

including MPAT, high explosive antitank (HEAT), and armor-piercing discarding sabot(APDS) rounds. The main gun aim point is always center of mass.
NOTE: Refer to the battle drill for reaction to air attack in Chapter 3 of this manual. For
further information on MPAT ammunition, refer to FM 17-12-1-1.

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Figure 6-25. Machine gun aim points against helicopters.

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Figure 6-26. Machine gun aim points against
high-performance aircraft.

AIR DEFENSE ARTILLERY SYSTEMSThe mission of the ADA is to protect friendly forces and selected geo-political assets
from aerial attack, missile attack, and surveillance. The air defense commander employs
several types of systems, at various operational levels, to provide low- to high-altitude air
defense coverage.
Corps level and higher
At corps level and higher, the primary ADA systems are the Avenger and the Patriot (seeFigure 6-27).

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Figure 6-27. Air defense systems at corps level and above.

Tactical level (division and below)
At the tactical level, low- to medium-altitude air defense is accomplished by the air
defense battalion organic to the division. The battalion or squadron uses the systems
described in the following paragraphs to complement and support the maneuver force.
Stinger. This is the primary air defense weapon system for the battalion or squadron,

employing short-range, shoulder-fired, heat-seeking guided missiles (see Figure 6-28).
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____________________________________________________________________________________________________________________________________________________________________________The Stinger is designed to counter high-speed, low-level ground attack aircraft. It is also
a lethal weapon against helicopters, observation and transport aircraft, and UAVs. The
missile has a range in excess of 5 kilometers.
The Stinger can be employed as a man-portable air defense system (MANPADS). The
two-man Stinger team, consisting of an operator and a crew chief, is transported in a
HMMWV or in the Bradley Stinger fighting vehicle (BSFV) or Bradley Linebacker
vehicle. (NOTE: The BSFV and Bradley Linebacker are discussed later in this section.)

Figure 6-28. Stinger air defense system.
Bradley Stinger fighting vehicle. The BSFV, which replaces the Vulcan air defense

system, provides the air defender with armor protection and gives him the ability tomaneuver with the supported force and position the Stinger system forward on thebattlefield (see Figure 6-29). The Stinger team must dismount to fire the missiles.

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______________________________________________________________________________________The BSFV carries a basic load of six Stinger missiles as its primary air defense weapon;
the Bradley’s 25-mm chain gun can be used to augment the Stinger and cover dead space
to a range of 2,000 meters. The vehicle also carries five TOW missiles. Future versions of
the BSFV will include the Stinger vehicle-mounted launcher (SVML) in place of the
TOW system. The SVML will provide the vehicle with fire-on-the-move capability.

Figure 6-29. Bradley Stinger fighting vehicle.
Bradley Linebacker. This vehicle replaces the BSFV’s TOW system with four ready-to-fire Stinger missiles, housed in the Stinger vehicle mounted launcher (SVML). The
Bradley Linebacker, with its ability to shoot on the move, is designed specifically toprovide air defense on the battlefield.

SECTION 5 - AIR SUPPORTCLOSE AIR SUPPORTClose air support (CAS), provided by the Air Force, can be employed to destroy large
enemy armor formations. CAS strikes can be either preplanned (at brigade, battalion, or
squadron level) or requested on an immediate-need basis through the battalion forward241

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air controller (FAC). The FAC on the ground or in the air acts as a link between the
ground element and the CAS aircraft.
Army air cavalry is best equipped to coordinate with Air Force assets in joint air attack
team (JAAT) and attack helicopter operations. The air cavalry can see the battlefield andthe target better than ground forces can, and it has the radio equipment needed to talk to
Air Force aircraft. The attack aircraft organic to air cavalry units can assist CAS aircraftin suppressing the enemy ADA threat.
MARKING FRIENDLY POSITIONSWhenever possible, friendly positions should be marked during close air strikes,
especially when friendly troops are within 300 meters of the target. Resources formarking positions include the following:•

Smoke. The smoke grenade is the most commonly used marker, but it has
limitations. Wind may cause smoke to drift above trees, and some colors can
blend with the background. Violet or white smoke shows up well against mostbackground colors.

•

Flares. Rocket or 40-mm flares are useful for attracting attention at night; they can sometimes be
employed effectively during the day.

•Mirrors and signal panels. Signal mirrors are probably the best ground-to-air devices for
attracting attention. If the sun is shining and the operator is skillful, pilots can see a mirror flash
miles away. VS-17 signal panels are also good visual references for pilots.

•

Lights. Pocket-size, battery-powered strobe lights produce brilliant white or blue flashes at about
1 1/2-second intervals. The flash is visible at night for 1 to 3 miles. Vehicle lights, such as an
unshielded red taillight, are visible to a pilot for several miles at night. Chemical glow lights canalso be used to mark friendly positions. One technique that can be used at night is to tie an infrared(IR) or green chem light on a 10-foot string. When aircraft are in the area, a crewman can swing
the light in a circular motion to mark the location.

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CHAPTER 7

COMBAT SERVICE SUPPORTCSS elements arm, fuel, fix, feed, clothe, and provide transportation and personnel for theplatoon. The platoon leader is responsible for supervising CSS within the platoon. The
PSG is the CSS operator for the platoon, as the 1SG is for the company and troop. The
PSG advises the platoon leader of logistical requirements during preparation for combat
operations. He also keeps the platoon leader informed of the platoon's status. During
combat operations, the PSG coordinates directly with the 1SG, informing him of theplatoon's supply, maintenance, and personnel requirements and problems. The PSG is
assisted by the other TCs and the gunners on the platoon leader's and PSG's vehicles.
CONTENTSSECTION I. Organization
SECTION II. Supply Operations
SECTION III. Maintenance Operations
SECTION IV. Personnel Operations
SECTION V. Medical Treatment and Evacuation
SECTION VI. Prisoners

Section I. ORGANIZATION
The platoon has no organic CSS assets. The PSG coordinates directly with his supporting
1SG for all CSS. The PSG is also the primary recipient of all maintenance, supply, andpersonnel reports within the platoon. He is assisted by the TCs, but it is his responsibility
to keep the platoon leader informed of the current status of the platoon.
Most routine CSS functions are accomplished by SOP. These procedures and services
include the following:oAccountability, maintenance, and safeguarding of assigned equipment.

oReporting of the status of personnel, equipment, and classes of supply.

oRequests for resupply.

oTurn-in of equipment for repair.

o

Evacuation of personnel (WIA, KIA, EPW).

o

Evacuation of equipment and vehicles for replacement and/or repair.

Section II. SUPPLY OPERATIONS

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Each platoon has a large amount of equipment and requires frequent resupply toaccomplish its mission. All leaders must make periodic checks to ensure that theplatoon's equipment, especially high-use items, is accounted for and ready to use. They
must anticipate expenditures and request supplies before an operation begins.
The company delivers supplies to the platoon. Priorities for delivery are established by
the company commander. The PSG distributes supplies within the platoon.
BASIC LOAD
For supply classes other than ammunition, basic loads are supplies kept by units for use
in combat. The quantity of each item of supply in a basic load is based on the number ofdays the combat unit may have to sustain itself without resupply. For ammunition, thebasic load is the quantity of ammunition required to be on hand to meet combat needs
until resupply can be accomplished. The basic ammunition load is specified by the theaterarmy and is expressed in rounds, units, or units of weight, as appropriate.
CLASSES OF SUPPLYClass IThis class includes subsistence items and gratuitous-issue health and welfare items. MRE
rations, usually a three- to five-day supply, are stocked on each vehicle. Hot meals arebrought forward when possible, if only to supplement MREs. Potable water should be
replenished daily, either by refilling from the water trailer or by rotating 5-gallon canswith the 1SG or supply sergeant. Each combat vehicle should maintain a minimum of 10
gallons of potable water, more during operations in arid climates or in MOPP gear. The
platoon should also maintain a minimum amount of nonpotable water for vehicle andequipment maintenance; one technique is to recycle water previously used for personal
hygiene.
All meals should be eaten in shifts, and they should never be served at one centralized
location. The platoon leader and PSG must make sure not only that the platoon is fed, butalso that their soldiers eat nutritious meals to maintain the energy levels required incombat. During continuous or cold-weather operations, soldiers will eat more than threemeals per day. This extra allowance must be planned for and requested.
Class II
This class includes items of equipment, other than principal items, that are prescribed inauthorization and allowance tables. Individual tools and tool sets, individual equipment
and clothing items, chem lights, batteries, engineer tape, tentage, and housekeeping
supplies are requested through the supply sergeant.

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______________________________________________________________________________________Class III and Class V
Class III comprises all types of POL products. Class V is ammunition, to include smallarms, artillery and tank rounds, mines and demolitions, fuzes, missiles, and bombs.
Rearming and refueling or optimum security, they should be executed
The platoon leader must control redistribution of supplies when fuel and ammunition
cannot be delivered or when only limited supplies are available. The PSG continuallymonitors the platoon's supply status through logistical reports and, on digitally equipped
vehicles, automated SITREPs. Refer to FKSM 17-15-3 for report formats. The PSG
notifies the platoon leader before a specific vehicle or the platoon as a whole is criticallyshort of these major classes of supply. He should take steps to ensure ammunition isequally distrib uted throughout the platoon before the start of any tactical operation, after
direct fire contact with the enemy, and during consolidation on an objective.
In planning for refueling operations, the platoon leader should balance the range and fuelcapacity of his vehicles against the requirements of future operations. The platoon must
top off vehicles whenever the tactical situation permits. When time is limited, however,the platoon leader must choose between topping off vehicles that need the most fuel firstor giving limited amounts to each. Each vehicle crew needs to maintain a stock of oil,grease, and hydraulic fluid, replenishing these POL products every time refueling takes
place.
Class IV
This class includes construction and barrier materials used by the platoon to construct
OPs and obstacles and to improve fighting positions. Barrier materials include lumber,sandbags, concertina or barbed wire, and pickets. Based on unit SOP, some Class IV
materials may be part of the tank load plan; other materials are requested through thecompany headquarters.
Class VI
This class covers personal demand items. Tobacco products, candy, and toiletry articles
are normally sold through the exchange system during peacetime or for units not in acombat environment. In a combat environment, these items are sent with Class I as
sundry packs.
Class VII
This class includes major end items. These are major pieces of equipment, assembled andready for intended use, such as combat vehicles, missile launchers, at are destroyed arereported immediately by reports will be replaced by the parent unit as they are reported
and as available.
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____________________________________________________________________________________________________________________________________________________________________________Class VIIIThis class includes medical supplies, which are provided through the battalion orsquadron medical platoon and ordered through the MEDEVAC team supporting theplatoon or company. Included are individual medical supplies such as first-aid dressings,
refills for first-aid kits, water purification tablets, and foot powder.
Class IXThis class comprises repair parts carried by the maintenance team. These basic load
supplies are part of the prescribed load list (PLL). PLL items carried by the platoon
usually include spare track, road wheels, assorted bolts, machine gun parts, and lightbulbs. Class IX supplies are requisitioned through the company or troop maintenancesection.
METHODS OF RESUPPLYThe tank platoon uses three methods in conducting supply operations: pre-positioning,routine resupply, and emergency resupply. The method to be used is determined after ananalysis of the factors of METT-T.
Pre-positioning
Pre-positioning of supplies, also known as prestock, may be required in some defensive
operations. Normally, only Class V items will be prestocked, but Class I and Class III
supplies may be included in some situations. The location and amount of a prestock must
be carefully planned and then verified through reconnaissance and rehearsals. Each TC
must be informed of prestock locations. The following considerations influence selectionof prestock sites and execution of the resupply operation:oAvailability of overhead cover for the prestock location.

oCover and concealment for the location and routes that vehicles will take to reach it.

oSecurity procedures required to safeguard the resupply operation.

oProcedures for protecting friendly personnel and vehicles in the event prestockammunition is ignited.

There are several techniques for accomplishing prestock resupply in the defense. Normally, Class V(ammunition) is positioned next to or within a vehicle's fighting position. This enables the tank crew toresupply during an engagement without displacing. Another technique is to locate Class V sup-plies enroute to or within a subsequent BP. Use of this method requires consideration of security procedures tosafeguard the prestock. Resupply of Class III (specifically fuel) is usually accomplished behind a unit's
current BP or en route to a subsequent BP. In the defense, the platoon leader directs the PSG to rotate
vehicles or sections through prestock positions based on the enemy situation and shortages within theplatoon.

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Routine Resupply
These operations include regular resupply of items in Classes I, III, V, and IX and of any
other items requested by the company or troop. Routine resupply is planned at battalionlevel and normally takes place at every opportunity. The company LOGPAC is a mixtureof company and battalion assets that transport supplies to the company (see Figure 7-1).
The company supply sergeant assembles his LOGPAC in the battalion field trains area
under the supervision of the support platoon leader. Replace ments and hospital returnees
travel to company locations on LOGPAC vehicles as required. Once the LOGPAC isprepared for movement, the supply sergeant moves the vehicles forward from the fieldtrains as part of the task force resupply convoy to the logistic release point (LRP). The
company 1SG or his representative meets the LOGPAC and guides it to the company
resupply point. The company then executes tailgate or service station resupply; refer tothe disscussion of these resupply techniques later in this section.

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Figure 7-1. Company LOGPAC.

Emergency Resupply
Emergency resupply, normally involving Classes III and V, is executed when the platoon
has such an urgent need for resupply that it cannot wait for the routine LOGPAC.
Emergency resupply procedures start with immediate redistribution of ammunition in
individual vehicles, followed by cross-leveling of ammunition
Once requested through the commander or 1SG, emergency supplies are brought forward
by the battalion support platoon. Based on the enemy situation, the platoon may have to
conduct resupply while in contact with the enemy. Two techniques are used to resupply
platoons in contact:oLimited supplies are brought forward to the closest concealed position, where the tailgate
technique of resupply is used.

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______________________________________________________________________________________oIndividual vehicles or sections disengage and move to a resupply point, obtain their
supplies, and then return to the fight. This is a version of the service station technique.

TECHNIQUES OF RESUPPLYThe tactical situation will dictate which technique of resupply the platoon will use:tailgate, service station, a variation of one type, or a combination of both types. The
situation will also dictate when to resupply. Generally, the platoon should attempt to
avoid resupply during the execution of offensive operations; resupply should be done
during mission transition. Resupply is unavoidable during defensive missions of long
duration.
In the tailgate technique, fuel and ammunition are brought to individual tanks by the PSG
or another responsible individual who is assisting him (see Figure 7-2). This method isused when routes leading to vehicle positions are available and the unit is not under direct
enemy observation and fire. It is time-consuming, but it is useful in maintaining stealthduring defensive missions because tanks do not have to move

Figure 7-2. Tailgate resupply technique.
In the service station technique, vehicles move to a centrally located point for rearming and refueling,either10). Service station resupply is inherently faster than the tailgate method; because vehicles must moveand concentrate, however, it can create security problems. During defensive missions, the platoon must be
careful not to compromise the location of fighting positions.

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A platoon leader can vary the specifics of the two basic techniques, or he can use them incombination. During a defensive mission, for example, he may use the tailgate techniquefor a mounted forward OP and the service station method for the remainder of the platoon
located in hide positions (see Figure 7-4, page 7-11).

Figure 7-3. Service station resupply technique.

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Figure 7-4. Combination of resupply techniques.

Section III. MAINTENANCE OPERATIONS
Proper maintenance keeps equipment and materiel in serviceable condition. It includes
PMCS, as well as the functions of inspecting, testing, servicing, repairing, requisitioning,recovering, and evacuating equipment and materiel whenever necessary.

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Maintenance tasks are divided into four levels: unit (which includes both operator andorganizational maintenance), direct support (DS), general support (GS), and depot. The
platoon leader is concerned primarily with supervising operator maintenance, ensuringscheduled services are performed as part of organizational maintenance, and providing
support for DS maintenance elements when equipment must be evacuated.
Repair and recovery are accomplished as far forward as possible. When equipment
cannot be repaired on site within two hours, it is moved to the rear (but only as far asnecessary for repair) to a unit maintenance collection point (UMCP).
LEADER RESPONSIBILITIES
Platoon Leader
The platoon leader has ultimate responsibility for the condition and performance of theplatoon's equipment and materiel. In that role, his duties include the following:oEnsuring that all platoon vehicles, weapon systems, and equipment such as night vision
devices, mine detectors, and communications equipment are combat-ready at all times,
within the platoon's maintenance capabilities. The platoon leader also ensures that
equipment that cannot be repaired at platoon level is reported to organizational
maintenance as soon as possible using DA Form 2404 or DA Form 5988E.

oKnowing the status of current platoon maintenance activities, including corrective actions
for equipment faults, job orders to DS maintenance elements, and requisition of repair
parts. The platoon leader keeps his commander informed of the platoon's maintenancestatus.

oCoordinating with the maintenance officer in planning, directing, and supervising unit
maintenance for the platoon.

oDeveloping and supervising an ongoing maintenance training program.

oEnsuring crews have appropriate technical manuals and are trained and supervised tocomplete operator maintenance properly.

oEnsuring unit-level PMCS are performed on all assigned equipment in accordance withappropriate operator's manuals.

oEnsuring that drivers are trained and licensed to operate platoon vehicles and equipment.

oPlanning and rehearsing a maintenance evacuation plan for every mission.

Platoon Sergeant
The PSG has primary responsibility for most of the platoon's maintenance activities. His
duties include the following:252

______________________________________________________________________________________oDirecting and supervising unit maintenance of platoon equipment, vehicles, and weapon
systems.

o

Helping the platoon leader to comply with his responsibilities and assuming these
responsibilities in his absence.

o

Coordinating with the 1SG to arrange organizational or DS maintenance.

oSupervising and accounting for platoon personnel during maintenance periods.

oEnsuring repair parts are used or stored in a timely fashion as they are received.

oCollecting reports of the platoon's maintenance status in the field and sending theappropriate consolidated reports to maintenance personnel.

oEnsuring that vehicles are always topped off with fuel in garrison and that they receive
fuel in the field.

oKeeping the platoon leader informed of the platoon's maintenance and logistics status.

Tank Commanders/Gunner
The TCs and the gunner from the platoon leader's tank are the platoon's first-line
maintenance supervisors. In large part, the platoon's maintenance status, and thus its
combat readiness, depends on their commitment to proper maintenance procedures. Theirduties in this area include the following:oEnsuring that the equipment inspection and maintenance worksheet is filled out
accurately and updated in accordance with DA Pam 738-750.

oEnsuring that dispatch records are completed accurately and turned in on schedule.

oEnsuring that the crew is properly trained in PMCS procedures and that PMCS are
performed on the vehicle in accordance with the appropriate technical manuals.

oEnsuring that, as a minimum, the assigned driver is properly trained and licensed. In
preparing for continuous operations, the TC must ensure that all crewmembers are trained
and licensed as drivers.

o

Ensuring repair parts are installed upon receipt or are stored in authorized locations.

oEnsuring that all tools and basic issue items (BII) are properly marked, stored,
maintained, and accounted for.

o

Ensuring that the vehicle is always topped off in garrison and that it receives as much fuelas possible at every opportunity in the field.

oConstantly updating the PSG on the maintenance and logistics status of the vehicle.

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____________________________________________________________________________________________________________________________________________________________________________UNIT MAINTENANCE - OPERATOR
Operator maintenance includes proper care, use, and maintenance of assigned vehicles
and crew equipment such as weapons, NBC equipment, and night vision devices. The
driver and other crewmembers perform daily services on the vehicle and equipment, toinclude inspecting, servicing, tightening, performing minor lubrication, cleaning,preserving, and adjusting. The driver and gunner are required to record the checks andservices, as well as all equipment faults that they cannot immediately correct, on theequipment inspection and maintenance worksheet. The worksheet is the primary meansof reporting equipment faults through the TC to the PSG and platoon leader andultimately to organizational maintenance personnel.
The M1A2 and the M8-AGS are equipped with embedded nonintrusive and intrusive
diagnostic test capabilities (BIT/FIT). These tests enable crews to identify and isolate
many system and component failures prior to the arrival of organizational mechanics.
Unit SOP should specify how to report the results of these tests as well as identify theduties of organizational mechanics.
Checks and services prescribed for the automotive system, weapon systems, and turretare divided into three groups:
oBefore-operation.

oDuring-operation.

oAfter-operation.

These checks and services are explained in every operator's manual and should be conducted as stated in
the manual. Although operators must learn to operate equipment without referring to the manual,
maintenance must be performed using the appropriate technical manual--not from memory!

UNIT MAINTENANCE - ORGANIZATIONAL's design allows rapid modular replacement of parts, many faults can be corrected, andthe vehicle returned to the platoon, with minimum delay.
When the operator identifies a problem that is beyond his level of maintenance capability,
he notifies his chain of command so the problem can be isolated and corrected. The
company or troop maintenance team has trained mechanics who are authorized toperform unit maintenance tasks as prescribed in the technical manuals for the vehicle.
When company, troop, battalion, or squadron maintenance teams are not authorized tomake a particular repair, they will arrange to have it done by DS maintenance assets.
The built-in diagnostic tests on the M1A2 and the AGS facilitate replace ment ofdefective components and systems. When the crew isolates a problem using these tests,254

______________________________________________________________________________________

the organizational mechanic can verify the fault as soon as he arrives on site and replace
the component without further diagnostic testing.
DIRECT SUPPORT MAINTENANCE
This level is performed by personnel from the DS maintenance company, which normallysupports a brigade or regiment. It consists of repair and/or replacement of parts,
assemblies, and components. Maintenance support teams from DS units are usually
located forward with the squadron or battalion field trains. These support teams may go
forward to fix disabled equipment on site, but they are limited in what they can fix andwhere they can go.
EVACUATION
Evacuation is necessary when a damaged vehicle cannot be repaired on site within twohours or when evacuation is the only means (besides friendly destruction) available toprevent capture or destruction by the enemy. When a vehicle needs to be evacuated, theplatoon leader or PSG reports its exact location, the vehicle type, and the extent ofdamage, if known, on the company net to personnel designated in the unit SOP. The crew
should remain with the vehicle to assist in evacuation and repair, to provide security, andto return the repaired vehicle to the platoon as soon as possible.
A recovery vehicle from the company, troop, or battalion maintenance team will evacuate
the damaged vehicle. The vehicle is evacuated to an LRP, the main supply route (MSR),or the UMCP as necessary.
The recovery team normally employs an M88A1 recovery vehicle. This vehicle travels
with the company maintenance team under the direction of the 1SG. The location of thecompany maintenance team during operations is designated in the company OPORD.
If a recovery vehicle is not available or if time is critical, other platoon vehicles canevacuate the damaged vehicle for short distances. The decision to do this rests with theplatoon leader. Towing procedures are listed in the operator's manual. Self-evacuation by
the platoon is a last resort that should be considered only to prevent losing the damaged
vehicle to the enemy.
If the damaged vehicle will be lost for an extended period, the platoon can replace othervehicles' damaged equipment (such as weapons and radios) with properly functioning
items from the damaged vehicle. Damaged equipment can then be repaired or replaced
while the vehicle is being repaired.
DESTRUCTION
When damaged or inoperable equipment cannot be evacuated and it becomes apparent
that enemy capture is imminent, the equipment must be destroyed. Platoon leaders must255

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ensure crews are trained to destroy their vehicles rather than allow them to fall into
enemy hands. Instructions for destroying equipment are included in the operator's manualfor each item.
The platoon leader should get the commander's permission before destroying any
equipment. When communications fail, however, the platoon leader must use his
judgment to decide whether or not evacuation is possible. Every reasonable effort must
be made to evacuate secure equipment, classified materials, and all weapons.

Section IV. PERSONNEL OPERATIONSPERSONNEL SERVICES
Personnel services include clothing exchange and showers, awards and decorations,leaves and passes, command information, mail, religious services, financial services,
legal assistance, welfare, rest and relaxation, and any other service designed to maintainthe health, welfare, and morale of the soldier. Many of these are provided automaticallyby higher-level support elements; nonetheless, the platoon leader is ultimately
responsible for coordinating personnel services and providing them to his platoon.
PERSONNEL MANAGEMENT
Personnel management includes classification, assignment, promotions, andreenlistments. Although the platoon leader requests these actions through the company or
troop, they are normally performed by the battalion or squadron staff or by a divisionlevel organization. The platoon leader must submit accurate strength reports to ensurethat positions in which critical shortages exist, such as TCs and gunners, are filled withqualified personnel.

Section V. MEDICAL TREATMENT AND
EVACUATIONHEALTH AND HYGIENE
Leaders must emphasize high standards of health and hygiene. Soldiers must shave daily
so their protective masks will seal; bathing and changing clothes regularly are essential inpreventing disease. Each crewman should carry shaving equipment, soap, a towel, and achange of clothing in a waterproof bag inside his pack.
During cold weather, soldiers must check their hands and feet regularly to prevent
frostbite, trench foot, and immersion foot. They must also learn that the effects ofwindchill on exposed skin are equal to those of temperatures much lower than thethermometer shows. A moving vehicle will cause a windchill effect even if the air is
calm.
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______________________________________________________________________________________SOLDIERS WOUNDED IN ACTION
It is the TC's responsibility to make sure that WIA crewmen receive immediate first aid
and that the platoon leader or PSG is notified of all casualties. The use of crewmen who
are trained as combat lifesavers is absolutely critical. As a minimum, one member of eachtank crew must be a trained combat lifesaver. If wounded crewmen require evacuation,
the platoon leader or PSG takes one of these steps:oCoordinate with the 1SG or company team aidman for ground evacuation.

oCoordinate with the company commander for self-evacuation using organic platoon
assets.

oCoordinate with the 1SG or company commander for aerial evacuation.

Aerial evacuation, if it is available, is preferred because of its speed. The platoon leader or PSG coordinateswith higher headquarters and then switches to the designated frequency to coordinate directly with the
MEDEVAC aircraft. He must pick a relatively flat, open, and covered and concealed position for theaircraft's landing zone. The location should be given to the aircraft by radio and marked with coloredsmoke as the aircraft approaches the area. The tank platoon provides local security of the landing zone until
the evacuation is complete.

Regardless of the method of evacuation, all TCs must have the necessary CSS graphics
available, to include company and battalion casualty collection points. Evacuation
procedures must be included in the platoon plan and should be rehearsed as part ofmission preparation.
After evacuation is complete, the PSG compiles and submits casualty feeder reports inaccordance with unit SOP. The platoon leader redistributes crewmen and directs TCs toorganize for three-man crews as necessary. It is extremely difficult for platoons equippedwith main battle tanks to sustain continuous operations with three-man crews; AGSequipped platoons are unable to conduct continuous operations after the evacuation ofcrewmembers.
A wounded crewman's individual weapon becomes the responsibility of the TC. Personal
effects, weapons, and equipment are turned in to the company or troop supply sergeant at
the earliest opportunity. The crewman's protective mask stays with him at all times. All
sensitive items, such as maps, overlays, and SOPs, remain with the vehicle.
SOLDIERS KILLED IN ACTION
The company or troop commander will designate a location for collection of KIA
personnel. The remains of each KIA soldier are placed in a body bag or sleeping bag orrolled in a poncho and are evacuated by the PSG or 1SG. The lower dog tag is removed
and retained by the PSG or 1SG. The personal effects of the KIA soldier remain with the
body. The soldier's weapon, equipment, and issue items become the responsibility of the
TC until they can be turned over to the supply sergeant or 1SG.
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____________________________________________________________________________________________________________________________________________________________________________As a rule, the bodies of KIA soldiers should not be placed on the same vehicle aswounded soldiers. If evacuation cannot be expedited by the PSG or 1SG, however, avehicle may have to carry dead and wounded personnel together to its next stop. In theattack, this may be the objective. In the defense, it may be the next BP.

Section VI. PRISONERS
If enemy soldiers want to surrender, it is the tank crew's responsibility to take them into
custody and control them until they can be evacuated. EPWs are excellent sources ofcombat intelligence; however, this information will be of tactical value only if theprisoners are processed and evacuated to the rear quickly.
The platoon leader directs crewmen to take the EPWs to an area designated by thecommander. The prisoners are then evacuated to the rear for interrogation. If an EPW iswounded and cannot be evacuated through medical channels, the platoon leader notifies
the XO or 1SG. The EPW will be escorted to the company or troop trains, or the 1SG will
come forward with guards to evacuate him.
HANDLING PRISONERS OF WAR
The basic principles for handling EPWs are covered by the "five-S" procedures: search,
segregate, silence, speed, and safeguard. See Figure 7-5 for an outline. The unit SOP orcompany OPORD should designate specific EPW handling procedures, such as collection
points, responsibilities for safeguarding prisoners, and procedures for movement ofprisoners.
The rights of EPWs have been established by international law, and the United States has
agreed to obey these laws. Once an enemy soldier shows he wants to surrender, he mustbe treated humanely. It is a court-martial offense to physically or mentally harm or
mistreat a EPW or to needlessly expose him to fire. In addition, mistreated EPWs or
those who receive special favors are not good interrogation subjects.
Never approach an enemy soldier. He may have a weapon hidden nearby, or he may bebooby-trapped. Gesture for him to come forward, then wait until it is clear that he ishonestly surrendering and not trying to lure friendly troops into an ambush. Use a thermalsight to locate possible ambushes. When searching the prisoner, always have anotherfriendly soldier cover him with a weapon. Do not move between the enemy and thesoldier covering him.

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Figure 7-5. The "five-S" principles for handling EPWs.
The senior officer or NCO on the scene is legally responsible for the care of EPWs. If the unit cannot
evacuate a prisoner within a reasonable time, he must be provided with food, water, and medical treatment.

Before evacuating the EPW, attach a tag to him listing all pertinent information andprocedures. Tags may be obtained through supply channels or made from materials
available on the battlefield. An example is illustrated in Figures22 and 7-23.

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Figure 7-6A. Sample standardized EPW tag (front).

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Figure 7-6B. Sample standardized EPW tag (back).

CAPTURED ENEMY DOCUMENTS AND EQUIPMENT
Captured enemy documents (such as maps, orders, records, and photographs) andequipment are excellent sources of intelligence information. If captured items are nothandled properly, however, the information in them may be lost or delayed until it isuseless. These items must be evacuated to the next level of command as rapidly as
possible.

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____________________________________________________________________________________________________________________________________________________________________________The platoon should tag each captured item (see Figure 7-7 for an example). If the item isfound in the EPW's possession, include the prisoner's name on the tag and give the item
to the guard. The guard delivers the item with the EPW to the next higher headquarters.

Figure 7-7. Sample tag for captured documents and equipment.

CIVILIANS
Civilians who are captured as the result of curfew violations or suspicious activities aretreated the same as EPWs. The platoon evacuates them quickly to higher headquarters
using the "five-S" principles discussed earlier in this section.

BACK TO TABLE OF CONTENT

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APPENDIX AORDERS AND REPORTS
Orders and reports are the means by which the tank platoon receives and transmits
information, from the earliest notification that an operation will occur through the final
phases of execution. They are absolutely critical to mission success. In a tacticalsituation, the platoon leader and PSG work with these vital tools on a daily basis;
obviously, they must have precise knowledge of orders formats and reporting procedures.
At the same time, they must ensure that every member of the platoon understands how toreceive and respond to the various types of orders and how to compile and submit
accurate, timely reports.
CONTENTSSECTION I. Orders
SECTION II. Reports

Section I. ORDERS
The tank platoon leader must be familiar with the formats of WOs, OPORDs, and
FRAGOs. He must be able to convert these into concise, yet thorough, orders for theplatoon.
Before the commander issues the OPORD, the platoon leader may receive one or more
WOs. He analyzes all information in these orders and transmits important details to theplatoon as soon as possible.
When the higher headquarters issues a complete five-paragraph OPORD, analysis of theorder is a fairly simple, straightforward process for the platoon leader. Commanders,
however, do not always have the time to issue a full OPORD; instead, they may have toissue a FRAGO.
The tank platoon leader normally issues instructions to his platoon in the OPORD format.
He derives much of the content from the higher order he received during execution of his
troop-leading procedures. He should always plan to issue his own five-paragraph orderwhen time permits. When time is short, he still issues as complete an order as possible,
but he does so using a FRAGO.
Once an operation begins, FRAGOs become the normal method of issuing orders. Digitalsystems allow commanders and leaders to supplement oral orders with overlays and alimited text capability; these items can enhance their subordinates' understanding of the
FRAGOs.

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____________________________________________________________________________________________________________________________________________________________________________WARNING ORDERS
During the planning phase of an operation, commanders and leaders use WOs as ashorthand method of alerting their units and individual soldiers. The company
commander usually sends a series of WOs to his platoon leaders. These orders help
subordinates prepare for new missions by providing directions and guidelines forplatoon-level planning and preparation. Each platoon leader immediately analyzes theinformation, then issues a WO of his own to alert the platoon to the upcoming operation.
WOs generally follow the five-paragraph OPORD format (illustrated in Figure A-2,
pages A-5 through A-9). The key consideration is that they should be as brief as possible
while giving units and soldiers the information they need to begin preparing for theoperation. A company-level WO normally includes these elements:oEnemy situation.

oHigher headquarters' mission.

oCommander's intent (if available).

oEarliest time of movement.

oSpecific instructions for preliminary actions (including security, reconnaissance,
rehearsals, training, maintenance, resupply, rest, movement, and coordination
requirements).

oTime and place at which the company OPORD will be issued.

Before he issues his own WO, the platoon leader should send graphics to the TCs, either by traditional
overlay or using digital systems (if available). The order is almost always given orally and in person, but it
may be issued by radio or, on digitally equipped tanks, using the free-text message capability. As aminimum, the platoon WO includes the following information:oUpdated enemy situation.

oCompany and platoon mission statement.

oCompany commander's intent (if available).

oA tentative timeline to include the following:o

Earliest time of movement.

oSpecific instructions for preliminary actions (including security, reconnaissance,
rehearsals, training, mainte nance, resupply, rest, movement, and coordination
requirements).

oTime and location at which the platoon OPORD will be issued.

If he knows other times, events, or details related to the operation, the platoon leader may include theinformation in the WO. Figure A-1 shows an example of a platoon WO.

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______________________________________________________________________________________"REFERENCE OPERATIONS ONE OVERLAY: AN ENEMY BMP PLATOON HAS SET UP A
HASTY DEFENSE ON OBJECTIVE DOG. AT 2300 HOURS, THE COMPANY ATTACKSALONG AXIS THUNDER TO SEIZE OBJECTIVE DOG. WE WILL LEAD THE COMPANY
FORMATION AND SUPPORT BY FIRE ASSAULTS BY BLUE AND WHITE."
Figure A-1. Sample platoon warning order.

OPERATION ORDERS
When time and information are available, the company commander will normally issue acomplete OPORD as part of his troop-leading procedures. The OPORD provides platoon
leaders with the essential information required to conduct the operation and to carry out
the company commander's intent. The commander should distribute graphics (traditionaland digital) before issuing the OPORD.
Five-paragraph OPORD Format
Whenever possible, the OPORD is issued orally in the five-paragraph format. This helps
to ensure that required information is presented in a logical manner. Although the fiveparagraph format is straightforward, every commander will develop techniques that allow
him to make a clearer, more concise OPORD presentation. The platoon leader should
request a copy of his commander's OPORD format to facilitate note-taking. See FM 71-1
for more information concerning company OPORDs. Figure A-2 (pages A-5 through A9) illustrates a sample platoon OPORD format.
Issuing the Platoon OPORD
Issuing the OPORD is, in effect, a type of drill, with contents and delivery procedures
covered by SOPs and other guidelines. The platoon leader must understand, however,that simply reading off the five paragraphs word for word is usually ineffective. His
number-one consid eration is effective communication. He must fully understand all
aspects of the operation and know how to describe and discuss them. He must integrate
the friendly and enemy situations and the effects of terrain and weather into the platoon
maneuver plan. To make the order even more understandable, the platoon leader should
use visual aids to illustrate key points. These premade and field-expedient materials may
include the operation map and accompanying overlays; terrain models or impromptu sandtables; and sketches on dry-erase boards, MRE boxes, butcher paper, or the back of amap.
As far as possible, the platoon leader must establish optimum physical conditions thatwill allow effective presentation of the OPORD. For example, the site at which theplatoon order will be issued should afford adequate security and minimum distractions.
At night, this may require gathering the TCs in one tank or under a tarp supported by gun
tubes. The platoon leader must ensure that the TCs post correct graphics on their overlays
and/or digital displays. TCs should arrive at the OPORD site early to study maps and to265

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post graphics. Units with digital capability should already have posted the graphics ontheir vehicle displays before the platoon leader issues the order.
TASK ORGANIZATION (company).
1. SITUATION
a. Weather and light data.
(1) Light conditions: BMNT:_____; Sunrise:_____;
Sunset:_____; EENT:_____;
Moonrise:_____; Moonset:_____;
Percent Illumination:_____.
(2) Weather forecast for the operation.
(3) Effects of weather and light conditions on the operation.
(a) Trafficability.
(b) Visibility.
(c) Effect on lasers/thermals.
b. Terrain.
(1) Obstacles, hills, valleys, road types and conditions,streams, rivers, bridges, built-up areas.
(2) Avenues of approach.
(a) Size unit that can be supported.
(b) Start and end point.
(c) Objective.
(3) Key terrain (discuss how friendly and/or enemy forces may
attempt to use it to their advantage).
(4) Observation and fields of fire.
(5) Cover and concealment.
(6) Engagement areas.
(7) Overall effect of terrain on the operation.
c. Enemy forces.
(1) Identification.
(2) Activity.
(3) Location.
(4) Disposition.

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______________________________________________________________________________________(5) Strength.
Figure A-2. Sample platoon OPORD format.
(6) Composition, to include type and capabilities of equipment.
(7) Other enemy information critical to the upcoming operation,
to include the following:(a) Chemical and nuclear capabilities.
(b) Air defense artillery (ADA).
(c) Aviation, including helicopters.
(d) Electronic warfare.
(8) Enemy courses of action (discussion should focus on
identifying enemy's most probable courses of action).
d. Friendly forces (include the following items as applicable).
(1) Mission of higher headquarters (company team/troop),
including commander's intent and scheme of maneuver.
(This may include a review of the task force orsquadron scheme of maneuver or commander's intent.)(2) ID/mission of adjacent units (left, right, front, rear).
(3) ID/mission of reserves in higher headquarters.
(4) ID/mission of supporting units with a direct support/
reinforcing (DS/R) role to higher headquarters (fieldartillery, engineer, ADA).
(5) Which higher headquarters element has priority of fires.
(6) Close air support (CAS) allocated to higher
headquarters, including number of sorties available.
e. Attachments and detachments to the platoon and higher.
2. Mission. This is the WHO, WHAT, WHEN, WHERE, and WHY. State essential task(s) to beaccomplished by the entire unit, to include on-order missions. Clearly define the platoon's objective.
3. Execution.
Intent. Using the commander's intent as a guideline, the platoon leader may issue his own intent to define
the purpose, method, and end state of the operation. The purpose is the WHY of the operation. The methodtells how the platoon leader visualizes achieving success with respect to the company/troop mission as awhole and outlines, in general terms, use of combat multipliers. The end state specifies final disposition offorces and explains how the end state will facilitate future operations.
a. Concept of the operation. This paragraph further explains and expands on the platoon leader's (and/or
commander's) intent, particularly his vision of HOW he will conduct the operation and WHO he will assign
to execute it. The platoon leader uses a concept statement when he feels more detail is necessary to ensure
subordinates will take the appropriate actions in the absence of additional communications or further
orders. The sequence of subparagraphs is as follows:(1) Scheme of maneuver. This is how the platoon will maneuver to kill the enemy or to accomplish its
mission. It conforms with the commander's intent. In offensive operations, it specifies the platoon's
formation, movement technique, routes or avenues of advance, and plans for direct fire and overwatch. In
defensive operations, it specifies the platoon engagement plan, battle positions, orientation of weapons, andthe plan for movement to subsequent positions.

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____________________________________________________________________________________________________________________________________________________________________________(2) Fires.
(a) Purpose for field artillery and mortar fires (how fires will
be used to support the maneuver).
(b) Priority of fires within the platoon/company.
(c) Allocation of final protective fires (FPF).
(d) Preparation starting time and duration of fires.
(e) Triggers (trigger line/point or event).
(f) Description of enemy fires in the area of operations.
(g) Special fire allocation/use (smoke, illumination, CAS).
(h) Restrictions.
(3) Engineer support (obstacles, mines, and fortifications).
(a) Priority of engineer effort (mobility, countermobility,
survivability).
(b) Priority of engineer support.
(c) Obstacle overlay.
(d) Obstacle list.
(e) Logistical constraints.
(f) On-order missions.
b. Specific instructions. List specific missions, in "battle sequence," for each tank, including attachedelements. Include movement techniques, flank coordination requirements, other details, and be-preparedmissions.
c. Coordinating instructions.
(1) Time schedule for critical events.
(a) Rehearsals.
(b) Confirmation briefings (back-briefs).
(c) Precombat inspection.
(d) First movement.
(e) Arrival of any attachments/detachments.
(f) Boresighting.
(2) Movement instructions.
(3) Passage of lines.
(a) Contact points.
(b) Passage points.
(c) Lanes, to include identification/markings.
(4) Actions at danger areas.
(5) Actions on expected contact.
(6) Rally points.
(7) Rules of engagement (ROE).

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______________________________________________________________________________________(8) Intelligence requirements (IR), to include priority
intelligence requirements (PIR).
(9) Air defense warning and weapons control status.
(10) MOPP level and OEG data.
(11) Any changes regarding battlesight and battlecarry ranges.
(12) Be-prepared tasks or other general information not provided in concept of the operation or specific instructions.
4. Service Support.
a. Location and movement plan of the company/troop trains (initial and subsequent grids).
b. Material and services.
(1) Supply.
(a) Priorities of supply.
(b) Resupply points and prestock sites.
(c) Ration cycle.
(d) Location of task force trains.
(2) Transportation.
(a) Supply routes.
(b) LRPs.
(c) Priorities established on MSRs.
(3) Services. Handling of KIAs.
(4) Maintenance.
(a) Maintenance procedures.
(b) Vehicle evacuation.
(c) Task force UMCP location.
c. Medical evacuation and treatment.
(1) Location of company/troop medics.
(2) Location of battalion/squadron aid station.
(3) Procedures for treatment and evacuation of WIAs.
(4) Aeromedical evacuation information.
(5) Location of ambulance exchange points.
(6) Handling of contaminated WIAs.
d. Personnel.

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____________________________________________________________________________________________________________________________________________________________________________(1) Handling and disposition instructions for enemy prisonersof war (EPW).
(2) EPW guard instructions.
(3) Location of EPW collection point.
(4) Instructions for interaction with local civil populace (ROE).
(5) Number of expected replacements.
(6) Cross-leveling procedures.
e. Miscellaneous.
5. Command and Signal.
a. Command.
(1) Location of commander, XO, TOC, and/or TAC CP.
(2) Succession of command.
b. Signal.
(1) SOI index and edition in effect.
(a) Key frequencies.
(b) Key call signs.
(c) Current item number identifier.
(2) KY-57 fill and changeover data.
(3) Listening silence instructions.
(4) Challenge and password.
(5) Special signals, to include use of pyrotechnics.
(6) Code words.
(7) Digital traffic instructions (IVIS and digital systems only).
(8) Actions to counteract jamming or "hot mike" situations.
TIME CHECK (for synchronization).
Figure A-2. Sample platoon OPORD format (continued).

FRAGMENTARY ORDERS
The FRAGO is a brief oral or written order that can serve any of the following purposes:

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______________________________________________________________________________________oImplement timely changes to existing orders.

oProvide pertinent extracts from more detailed orders.

oProvide instructions until a detailed order is developed.

oProvide specific instructions to subordinates who do not require a complete order.

There is no specific format for a FRAGO. For simplicity and complete clarity, it normally follows the fiveparagraph OPORD structure; however, it includes only the information required for subordinates to accom
plish their mission. To enhance understanding of voice FRAGOs, digitally equipped units can quickly
develop hasty graphics and transmit digital overlays.

The platoon FRAGO normally includes the following information:oUpdated enemy or friendly situation.

oMission (ensure platoon tasks and purpose are clear).

o

Scheme of maneuver.

oSpecific instructions as necessary.

Figure A-3 illustrates a platoon FRAGO transmitted by voice over a secure net.
"RED, THIS IS RED ONE. FRAGO FOLLOWS.""WHITE IS IN CONTACT AND SUPPRESSING 2 T80s VICINITY NK77368900.
BLUE IS MOVING TO CHECKPOINT 26 TO SUPPRESS THE T80s.""OUR MISSION IS TO ASSAULT AND DESTROY THE T80s TO ALLOWBRAVO COMPANY TO CONTINUE THE ATTACK NORTH.""WE WILL MOVE IN A PLATOON WEDGE THROUGH WAYPOINTS 2 AND
5, GET ON THE FLANK OF THE T80s, AND ASSAULT FROM EAST TO
WEST.""RED 4, ENSURE THAT BLUE AND WHITE SHIFT FIRES WEST AS WE
BEGIN OUR ASSAULT, OVER."
Figure A-3. Sample platoon FRAGO.

Section II. REPORTS
Reports are the primary means of providing information for plans and decisions. They
must be accurate, timely, and complete.
Procedures for preparing, transmitting, and safeguarding reports will vary from unit tounit and from situation to situation. Among the factors influencing report procedures are
the preferences and requirements of the chain of command, the tactical environment inwhich the platoon is operating, available equipment, terrain, and the electronic warfare
situation. Digital systems, for example, enable the transmission of accurate preformatted
reports.

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One factor, however, remains constant for leaders at all levels: the importance ofcompiling timely, accurate information and of relaying that information by the clearest,
quickest, and most secure method possible. Every platoon leader can save time, ensurecompleteness, and reduce confusion in this process by developing and implementing
thorough SOPs covering report procedures.
FKSM 17-15-1 and FKSM 17-15-3 provide additional information, including line-by-line
descriptions of voice and digital report formats used by the tank platoon.

BACK TO TABLE OF CONTENT

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APPENDIX B

LIGHT/HEAVY OPERATIONS
Tanks never fight alone. Open terrain such as desert, plains, and flat countryside isconducive to the employment of massed armor formations. In such terrain, mechanizedinfantry supports the forward movement of the armor units by providing local security,
retaining key terrain, clearing dug-in enemy positions, and enhancing direct fires withorganic small arms and antitank fires. On the other hand, restrictive terrain (such as builtup areas, forests, and jungles) increases the vulnerability of armor units. In such terrain, it
is more advantageous for tanks to take a supporting role in the forward movement of theinfantry. Armor provides close-in direct fire support against hard and soft targets that
could slow the infantry's advance.
Regardless of terrain, infantry and armor units fight as part of a com bined arms team tomaximize their respective capabilities and minimize their limitations. The principles ofoffense, defense, and movement discussed in Chapters 3, 4, and 5 are applicable. This
chapter examines in detail how the tank platoon is employed to support the advance ofdismounted infantry.
CONTENTSPage
SECTION I. Task Organization
SECTION II. Liaison
SECTION III. Operational Considerations
SECTION IV. Transporting Infantry

Section I. TASK ORGANIZATION
When an armor unit is task organized to support infantry, the mix of units is referred to aslight/heavy. For example, light battalion/heavy platoon refers to a light infantry battalion
supported by a tank or AGS platoon; this is the most common type of light/heavy taskorganization. Light company/heavy section refers to a light infantry company supported
by a tank or AGS section. (NOTE: Conversely, a heavy/light operation is one in which
the controlling headquarters is a heavy unit, either armor or mechanized infantry, withlight infantry in support.)
Task organized to support a light infantry battalion task force, armor platoons generally
perform in one of several ways: as the primary maneuver element (main effort); in a
direct fire support role when infantry is the primary maneuver element; or as part of thetask force reserve, often with a reactive role in an antiarmor defense (AAD) mission. The
commander bases his decision on which method to use on METT-T factors. (NOTE: In
some situations, the armor platoon also may be used as a separate special platoon, or it
may be attached to one of the infantry companies for direct support.)273

____________________________________________________________________________________________________________________________________________________________________________The platoon is the lowest level at which the armor leader must be trained to interact witha controlling headquarters. The platoon leader must act as the armor force advisor to thebattalion commander. He must rely on the infantry staff for immediate CS and CSS. If
the platoon's parent company is in the vicinity, he may be able to coordinate someassistance through the company commander or XO; however, this support may not be
available.
It is important that the armor platoon leader understand the infantry unit he supports; thisgenerally will be a light infantry, air assault, or airborne battalion. Characteristics of thesebattalions vary by the composition and mission of the forces involved, as discussed in thefollowing paragraphs.
LIGHT INFANTRY BATTALION
This is the most austere conventional combat battalion. The light infantry battalion has
only three rifle companies and a headquarters and headquarters company (HHC). Of thethree types of infantry units described in this section, the organization of the light infantry
battalion differs most from that of the armor battalion.
There are also differences among this battalion and the air assault and airborne battalions,the greatest being the organization of support and logis tics. The light infantry battalion
has no trucks larger than its 27 cargo HMMWVs. There is only one mechanic in theentire battalion; repairs are handled at brigade level. The battalion has only 18 long-range
radios. It has limited antiarmor capability: 4 HMMWV-mounted TOW systems in one
platoon at battalion level and 6 Dragon (Javelin) launchers at company level.
AIR ASSAULT BATTALION AND AIRBORNE BATTALION
The air assault battalion and airborne battalion are similarly organized, with three rifle
companies, an antiarmor company (with five AT platoons of four vehicles each), and aheadquarters company. Tactical movement for both is usually accomplished by a
combination of air insertion and foot marches. A major difference is in the number andtypes of wheeled vehicles available in each type of battalion.
The air assault battalion has six 5-ton cargo trucks and 45 HMMWVs. There is a messsection and a 17-person maintenance platoon. Communi-cations are served by 29 longrange radios. In the line companies, AT capability is provided by a Javelin- or Dragonequipped section within the company headquarters.
Once inserted, the airborne battalion performs tactically much like a light infantry
battalion; walking is the principal means of transportation. The battalion does have 10 21/2-ton trucks and 36 cargo HMMWVs, allowing it to execute nontactical movement bytruck. It has a mess section and a 16-member maintenance platoon. The airborne battalion
has 30 long-range radios. Its rifle squads also have antiarmor capability.
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Section II. LIAISONLight/heavy operations demand effective coordination between the armor platoon and theinfantry unit it is supporting. The tank platoon leader's first responsibility is to have athorough tactical and technical knowledge of his tank's systems and its logistical needs;
he must understand 's capabilities as well as its limitations (see Chapter 1). Based onthese factors, he then works with the infantry commander and S3 to formulate plans to
support the infantry. They maximize use of the tank's capabilities for lethal firepower,
enhanced target acquisition (including night sights), and effective armor protection; themost common limitations they must overcome are the tank's relative lack of mobility andthe need for close-in security in restrictive terrain situations and OOTW environments.
Besides understanding the capabilities and limitations of his tanks, the armor platoon
leader must appreciate the tactical assets and liabilities of the infantry. He must realizethat infantry moves much more slowly than tanks over certain types of terrain; at thesame time, he will learn that infantry can use terrain extremely well to gain a positional
advantage over the enemy and that terrain has a direct impact on survivability for the
infantryman. The tank platoon leader must ensure the controlling infantry headquarters
understands that considerations for positioning and control of the tank's crew-served
direct fire weapon systems are the same as those for the infantry's crew-served and AT
weapons. In addition, he must be able to anticipate the effects of his weapon systems on
both friendly and enemy forces; for example, he must remember that SABOT
ammunition cannot be fired over the heads or flanks of unprotected infantry because of
the danger created by the discarding sabot petals and the concussion of the main gun.
Finally, light/heavy liaison must emphasize the need for combined arms training. Armorand infantry must train together, or they will not be able to execute combined arms
operations smoothly in combat. Ideally, this training is conducted prior to deployment; toenhance coordination and execution, however, light/heavy forces must take advantage ofevery training opportunity that arises.

Section III. OPERATIONAL CONSIDERATIONS
The following considerations apply when the tank platoon operates in support ofdismounted infantry.
COMMAND AND CONTROLAs previously discussed, the armor platoon leader becomes the principal advisor to theinfantry battalion commander regarding the employment of his tanks. They may
consolidate the platoon to provide a larger antiarmor force; in some instances, the platoon
or a section may be placed OPCON to support a company. (NOTE: A section should
normally be OPCON to a company for only a limited time to accomplish a specific direct275

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fire support mission. In longer-duration operations, the logistical demands of the armor
section would overwhelm the separate infantry company's CSS capabilities.)
The tank platoon leader and PSG maintain communications with the controlling infantry
battalion headquarters. When attached at lower levels, the platoon leader or PSG gains
and maintains contact with the company commander and talks to other platoon leaders on
the company net. Individual tanks and dismounted infantry communicate with each otherusing one of these techniques:oVisual signals. Visual signals, either prescribed by SOP or coordinated during the linkup,
will facilitate some simple communications.

oWire. M60A3 and M8-AGS crews have telephone boxes on the rear of their vehicles forcommunicating with dismounted infantrymen. M1-series crewmen can route WD-1 wirefrom the AM-1780 through the loader's hatch or vision block and attach it to a fieldphone on the back of the tank.

oHand-held radios. Infantry squad radios or other short-range hand-held radios can be
distributed during the linkup to provide a reliable means of communications between
infantry and supporting TCs. These radios allow the infantry to use terrain more
effectively in providing close-in protection for the tank; infantrymen can watch forenemy elements while limiting exposure to enemy fires directed against the tank.

oFM radio. The infantry platoon leader uses his SOI infor-mation and contacts the
supporting tank on the tank platoon frequency. This is a fast, reliable method ofcommunications that does not require any additional assets.

INTELLIGENCE
The platoon leader must obtain information from the battalion S2 on enemy capabilities,
especially those of antiarmor assets. He should focus not only on direct fire capabilities,
but also on the capacity of the enemy's mines, artillery, and mortar fires to disable his
vehicles.
Terrain analysis is another area of supreme importance in which the platoon leader must
work closely with the S2. They determine trafficability of the terrain, examining theeffects of weather, obstacles, and limited visibility on the speed and mobility of armoredvehicles. Following this detailed analysis, TCs and section leaders conduct a groundreconnaissance of the area of operations. The reconnaissance confirms the trafficability ofroutes and aids in the effective positioning of weapon systems. The terrain analysis andsubsequent reconnaissance also confirm whether the platoon needs to employ groundguides who are knowledgeable of the terrain
MANEUVER
When operating with infantry, the tank platoon may execute missions "pure," either on its
own or as part of a tank company. In such a situation, the platoon executes276

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reserve/reaction force missions, attacks separate objectives, or supports the advance ofinfantry with close-in direct fires. Either the tanks or the infantry can lead. The following
discussion of moving with infantry covers a situation in which terrain andIn situations when the infantry leads, the tank platoon can be employed in one of threeways:oIt can remain stationary at the battalion or company CP until called forward.

o

It can follow and support the infantry, staying close enough to provide direct fire support
when requested.

oDuring company-level tactical movement, it can overwatch the forward movement of theinfantry from stationary positions.

Infantrymen conduct tactical movement until they identify an enemy force that halts their progress (seeFigure B-1). They deploy into position, suppress enemy AT weapons with direct and indirect fires, andrequest tank support to destroy the enemy. The tanks move forward and link up with the infantry (seeFigure B-2). At the linkup point, the tank platoon or section leader (depending on the size of the supporting
armor element) dismounts and coordinates the following information with the infantry leader:oEnemy disposition.

oFriendly disposition.

o

The tentative maneuver plan.

oAny additional tactical information not already covered in the OPORD or maneuver plan,
including the use of guides, control of direct and indirect fires, close-in protection for thetank, and communications and signal information.

Figure B-1. Infantry leads while tank platoon remains stationary.

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Figure B-2. Tanks move forward to link up with infantry.

The armor leader conducts a ground reconnaissance of the route to the final firing position and finalizes theplan with the infantry leader. He then returns to the platoon or section and briefs the plan to his crewmen.

Depending on task organization and terrain factors, the platoon or section moves forward
to the firing position, using guides provided by the infantry (see Figure B-3). If the entire
platoon is involved, one section overwatches the movement of the lead section to thefiring position. If a single section is used, the trail vehicle must overwatch the movementof the lead vehicle to the firing position.
Depending on the amount of suppressive fires received, the firing tank may move to theposition buttoned up, with the ballistic doors closed (M1A2 crews may stow the CITV).
This provides better protection for the crew and helps to prevent damage to the gunner's
sights; at the same time, however, it degrades the tank's target acquisition capability andmakes it easier for dismounted enemy forces to attack the tank with small arms or
machine gun fires.

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Figure B-3. Infantry guides tanks to firing position.

If tank crews cannot immediately identify targets when they reach the firing position, the infantry
designates each target using tracers, smoke grenades, or grenades fired from the M203 grenade launcher.
TCs open the ballistic doors as necessary to acquire and lase to their targets; tanks then suppress or destroy
targets using main gun or machine gun fire. When targets are destroyed, the infantry signals the tanks tocease fire (see Figure B-4).

Figure B-4. Tanks destroy enemy targets.
Certain situations may require that tanks lead the infantry; this is, however, the least preferred method oflight/heavy employment. Tanks must move very slowly when they lead infantrymen (approximately 2 1/2
miles per hour). This hinders their ability to use speed as a survivability tool.

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____________________________________________________________________________________________________________________________________________________________________________In addition, restrictive terrain severely limits the mobility of the tank platoon. It further
increases the platoon's vulnerability by limiting visibility for tank crews. Without the aidof infantrymen serving as guides and providing security, tanks have a much greater
chance of becoming stuck in close terrain or of being the target of enemy fires. In thesesituations, the infantry must provide close-in protection and early warning against
dismounted and mounted threats.
When tanks lead, the infantry's antitank assets should stay close enough to overwatch
them during tactical movement. Tank crews maintain constant communication with theinfantry so they do not outrun the ground force. The infantry maintains a standoff
distance to prevent injury from the "splash" and ricochet of enemy AT weapons andsmall arms fire aimed at the tanks. Additionally, the light/heavy force can expect tanks toattract the attention of mortar and artillery gunners. The enemy will use indirect fires tostrip away supporting infantry and to force tank crews to button up, further reducing theirability to acquire targets. All armor and infantry leaders must plan actions to counter theeffects of these fires.
FIRE SUPPORTThe use and control of indirect and direct fires are critical to the effective employment ofarmor with infantry.
Indirect fires are used to suppress enemy AT weapons and dismounted infantry in thearea of operations. The tank platoon uses its optics to detect targets and its
communications systems to initiate calls for fire in support of infantry. In addition, thenoise of mortar and artillery fires, combined with the use of smoke, helps to conceal the
movement of tanks moving forward, adding the element of surprise to the operation.
One of the primary assets of armor in working with infantry is its ability to provide
accurate, lethal direct fires from a mobile, survivable platform. The weapon systems oneach tank in the Army inventory (including the AGS) offer unique capabilities andlimitations that must be considered in relation to infantry support; these characteristics
are discussed in the "bullets" on the following page. The TC's caliber .50 machine gun iseffective against both personnel and materiel. The coax machine gun is an effective
antipersonnel weapon. The capabilities of the main gun vary depending on the vehicle.
All current tanks fire SABOT and HEAT rounds. These have great penetrating power
against armored vehicles, but may not have the destructive capability necessary todestroy prepared fighting positions or penetrate walls in built-up areas. Not all tanks canfire WP, high explosive plastic (HEP), and beehive rounds. WP is an effective
antipersonnel, antimateriel, and antibunker weapon because of the "splash" of phosphoruson the target. Additionally, the round is effective in marking targets for CAS. HEP has
enough destructive power to destroy most prepared positions and to create large holes inwalls. The beehive is an antipersonnel round that is extremely effective for area280

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suppression.
The Army's tanks have the following firepower capabilities and limitations:o

M60A3. This vehicle fires all main gun ammunition dis-cussed in the preceding
paragraph. Its capabilities are enhanced by the large onboard storage capacity of main
gun rounds (63). The M85 caliber .50 caliber machine gun can be fired by the TC while
buttoned up. The M60A3 1). Major limitations of this vehicle are its large silhouette andlack of mobility in terrain that does not support heavy tracked vehicles.

oM1. errain that does not support heavy tracked vehicles.

o

M1A1 and M1A2. Both vehicles are limited in ammunition storage capacity (40 rounds
in the M1A1, 42 in the M1A2). They can fire SABOT, HEAT, and MPAT ammunition;
however, rounds that are more effective for infantry support, such as HEP, WP, andbeehive, are not available. The M1A1 TC can fire the M2 caliber .50 without exposing
himself; the M1A2 TC must expose himself to fire the M2. Both vehicles consume fuel at
a high rate, and their mobility is limited in terrain that does not support heavyoM8-AGS. A key capability of this vehicle is that it fires all types of main gun
ammunition. The AGS is smaller and lighter than the other tanks. This gives it a lower
fuel consumption rate and makes it more mobile in terrain that does not support larger,
heavier tracked vehicles. On the other hand, the AGS is limited in the number of main
gun rounds it can carry (30), and the TC must expose himself to fire the caliber .50. In
addition, the AGS provides less armor protection than do other tanks.

MOBILITY AND SURVIVABILITY
Although the mobility and survivability of the tank are well known, these capabilities
suffer significantly when tanks are employed by themselves in close terrain. The
following paragraphs list techniques the tank platoon can use to operate more safely andeffectively under these conditions.
The following factors can help enhance the tank's mobility in restrictive terrain:oInformation from the S2. As previously discussed, the S2 must provide mobility
information to the platoon leader.

oGround reconnaissance. Ground reconnaissance by a knowledgeable individual(preferably the section leader or TC) will confirm or deny the S2's estimate.

oGround guides. In restrictive terrain, the use of ground guides is critical in leading tanks
to their firing positions, especially during periods of limited visibility. The ground guidecan be either an infantryman or the section leader who conducted the reconnaissance.

oKnowledge of vehicle capabilities. The tank has an awesome ability to bull or force
through walls, small trees (up to 12 inches in diameter), wire obstacles, and other hasty
barricades such as cars or trucks blocking a road or trail. The addition of a mine plowenhances the tank's breaching capability, but also hinders movement in rough terrain.

oEngineer support. Engineers can enhance tank mobility by spanning unfordable rivers or
gaps, reducing obsta cles, and cutting down larger trees to construct hasty tank trails.
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____________________________________________________________________________________________________________________________________________________________________________The survivability of the Army's tanks differs by system. They offer varying degrees of protection against
small arms fire, time-fuzed artillery, and AT weapons, with the M60A3 at the low end of the survivability
scale. The M8-AGS provides effective protection against small arms and time-fuzed artillery; various
levels of protection, in the form of appliqué armor, can be added to the vehicle to increase survivability
against light AT weapons. The tank platoon can enhance the survivability of the various systems using
these techniques:oTerrain driving. The old maxim still holds true: "What can be seen can be hit; what canbe hit can be killed." Every potential enemy has the ability to employ weapons that candisable or destroy any tank. Terrain driving techniques, discussed in Chapter 3, are still
extremely important for the tank platoon.

oSuppression. Suppression of enemy AT and dismounted infantry forces by artillery andclose infantry support is critical.

oOverwatch. Wingman tanks or sections scan not only their sector of fire, but also the areaaround moving vehicles. This enables overwatch vehicles to fire their coax machine guns
to protect the moving vehicles if they are attacked by dismounted forces.

oMoving into the attack by fire position buttoned up. When tanks move into an attackby fire position to engage a prepared enemy position, they will face intense small arms,
artillery, mortar, sniper, or AT fires. In addition to the factors listed previously, thesurvivability of the crew depends on its ability to take full advantage of the armor
protection of the vehicle.

oHaving individual weapons ready. Crewmembers must be ready to use their M16A2
and 9-mm personal weapons, as well as grenades, to repulse close-in dismounted attacks.

AIR DEFENSE ARTILLERY
ADA capabilities and employment considerations are discussed in Chapter 6.
COMBAT SERVICE SUPPORTWhen attached to infantry, the tank platoon must prepare to operate under austereconditions. The key to effective logistics support in this situation is to maintain a constantflow of reports updating the platoon's supply status and requirements. In an infantry task
force, the tank platoon leader and PSG will do much of their logistical coordination
directly through the battalion staff. They coordinate reporting procedures within theplatoon and notify the staff when classes of supply fall below the levels of 80 percent(identified by the code word AMBER), 70 percent (RED), and 60 percent (BLACK).
When a class of supply falls below 70 percent, the platoon leader or PSG requests
resupply.
Fuel, ammunition, recovery, and maintenance are the primary concerns of the attachedplatoon. Other logistical needs are usually handled through the normal CSS functions of
the battalion. These considerations apply:282

______________________________________________________________________________________oFuel. Fuel conservation must be a priority at all times. Engines should be shut down
whenever possible. REDCON status should be used to help regulate engine start-up
requirements and to assist in operational preparations. The tank platoon can normallysupport infantry operations for 24 hours before refueling.

o

Ammunition. The tank platoon's ammunition requirements present a unique challenge forthe infantry battal ion. The type of rounds requested should be based on the S2's analysis
to fit the needs for direct fire support of the light/heavy mission. A basic load of ammuni
tion should be on hand to provide for emergency resupply during periods of heavy
contact.

oRecovery and maintenance. When a tank is disabled, the platoon should first attemptself-recovery. If this is not possible, the crew makes the necessary coordination to secure
the vehicle until recovery and maintenance personnel reach it. Infantry personnel can be
employed to provide local security during recovery operations or to protect the vehicle as
the attack progresses. Recovery and maintenance assets may be part of the infantry
battalion's attached slice within the brigade forward support battalion, or they may be on
call from the tank platoon's parent company headquarters.

Section IV. TRANSPORTING INFANTRY
At times, the platoon leader may be required to transport infantrymen on his tanks (asillustrated in Figure B-5, page B-17). This is done only when contact is not expected. If
the platoon is moving as part of a larger force and is tasked to provide security for the
move, the lead section or element should not carry infantry.
Infantry and armor leaders must observe the following procedures, precautions, andconsiderations when infantrymen ride on tanks:oInfantry teams should thoroughly practice mounting and dismounting procedures andactions on contact.

oPassengers must always alert the TC before mounting or dismounting.

oThey must follow the commands of the TC.

oInfantry platoons should be broken down into squad-size groups, similar to air assault
chalks, with the infantry platoon leader on the armor platoon leader's vehicle and theinfantry PSG on the armor PSG's vehicle.

oPlatoon leaders, PSGs, and team leaders should position themselves near the TC's hatch,using the external phone (if available) to talk to the TC and relay signals to the unit.

oTank crewmen must remember that the vehicle cannot return fire effectively with infantry
on board.

oWhenever possible, passengers mount and dismount over the left front slope of thevehicle. This ensures that the driver can see the infantrymen and that the infantrymen do
not pass in front of the coax machine gun.

oPassengers must always have three points of contact with the vehicle; they must watch
for low-hanging objects like tree branches.

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____________________________________________________________________________________________________________________________________________________________________________oPassengers must ensure that they remain behind the vehicle's smoke grenade launchers.
This will automatically keep them clear of all weapon systems.

oAll passengers should wear hearing protection.

oInfantrymen should not ride with anything more than their battle gear. Rucksacks and Bbags should be transported by other means.

oPassengers should be prepared to take the following actions on contact:oWait for the vehicle to stop.

oAt the TC's command, dismount IMMEDIATELY (one fire team on each side). DO
NOT move forward of the turret.

oMove at least 5 meters to the sides of the vehicle. DO NOT move behind or forward of
the vehicle.

o

If possible, the lead vehicle should not carry infantrymen. Riders restrict turret movement
and are more likely to be injured or killed on initial contact.

oInfantrymen should scan in all directions. They may be able to spot a target the vehicle
crew does not see.

oPassengers on the M8-AGS must stay clear of the vehicle's canister ejection device.
Canisters ejected from the main gun can cause serious injury or death.

o

DO NOT move in front of vehicles unless ordered to do so.

oDO NOT dismount a vehicle unless ordered or given permission to do so.

oDO NOT dangle arms or legs, equipment, or anything else off the side of a vehicle; they
could get caught in the tracks, causing death, injury, or damage to the equipment orvehicle.

o

DO NOT carry too many riders on the vehicle. Falls, burns, and clogged air intakes canresult.

o

DO NOT fall asleep when riding. The warm engine may induce drowsiness; a fall could
be fatal.

o

DO NOT smoke when mounted on a vehicle.

o

DO NOT stand near vehicles during refueling and rearming.

o

DO NOT stand near a moving or turning vehicle at any time. Tanks have a deceptively
short turning radius.

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Figure B-5. Sample positions for infantry riding on a tank.

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APPENDIX CCONTINUOUS OPERATIONS
US forces execute continuous operations to maintain constant pressure on the enemy
without regard to visibility, terrain, and weather conditions. The ability to effectively
sustain this pressure is often a key to success on the battlefield. It is also the most difficult
challenge that Army units face, placing enormous stress on soldiers, vehicles, andequipment alike. Continuous operations demand that units conduct planning, preparation,and execution activities around the clock, at the same time maintaining OPSEC.
Numerous factors, which will vary with each situation, influence the actions andrequirements of friendly forces during continuous operations. The tempo will range fromslow to fast. Some units may remain in constant enemy contact, or under the threat ofcontact, for several days. Other units will operate in low-threat areas with only a remotepossibility of contact. Throughout the area of operations, enemy forces will, at any given
moment, be attempting to acquire intelligence information and gain the tacticaladvantage.
Tank platoon leaders must understand the demands of continuous operations under all
possible conditions. They then must provide their soldiers with the training andleadership they will need to meet the challenges of the battlefield.
CONTENTSSECTION I. Planning and Preparation
SECTION II. Operations Security
SECTION III. Limited Visibility Operations

Section I. PLANNING AND PREPARATIONTime management is the key to success in continuous operations. During the planningand preparation phases of an operation, the commander dictates priorities of work, rest,and security (OPSEC is discussed in Section II of this chapter). These priorities, inconjunction with REDCON levels, enable the platoon leader to develop his internal
platoon timeline. He then uses troop-leading procedures (discussed in Chapter 2) tooutline time requirements and disseminate them to the platoon.
REDCON levels allow quick responses to changing situations and ensure completion ofnecessary work and rest plans. The commander uses the REDCON status as astandardized way to adjust the unit's readiness to move and fight (see Figure C-1).

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REDCON-1. Full alert; unit ready to move and fight.
•

NBC alarms and hot loop equipment stowed; OPs pulled in.

•

All personnel alert and mounted on vehicles; weapons manned.

•

Engines started.

•

Platoon is ready to move immediately.

NOTE: A variant of REDCON-1 is REDCON-1(-); the same conditions apply
except that the vehicles are not started in REDCON-1(-).

REDCON-2. Full alert; unit ready to fight.
•

Equipment stowed (except hot loop and NBC alarms).

•

Precombat checks complete.

•

All personnel alert and mounted in vehicles; weapons manned.

(NOTE: Depending on the tactical situation and orders from thecommander, dismounted OPs may remain in place.)•All (100 percent) digital and FM communications links operational.

•

Status reports submitted in accordance with company SOP.

•

Platoon is ready to move within 15 minutes of notification.

REDCON-3. Reduced alert.
•

Fifty percent of the platoon executes work and rest plans.

•Remainder of the platoon executes security plan. Based on thecommander's guidance and the enemy situation, some personnel
executing the security plan may execute portions of the work plan.
oPlatoon is ready to move within 30 minutes of notification.

REDCON-4. Minimum alert.
oradio and man turret weapons.
§

Digital and FM links with company and other platoons maintained.

§

Platoon is ready to move within one hour of notification.
Figure C-1. REDCON levels.

WORK PLAN
The work plan enables TCs and crewmen to focus their efforts in
preparing vehicles, equipment, and themselves for operations. Activities
designated in the timeline include, but are not limited to, the following:§

Reconnaissance, as required and within capabilities.

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____________________________________________________________________________________________________________________________________________________________________________§

Orders at crew and platoon level.

§

Crew- and platoon-level training and rehearsals.

§

Vehicle maintenance.

§

Vehicle preparation (camouflage, stowage, boresighting,communications checks).

§

Individual soldier preparation (training, orders, rehearsals).

§

Resupply (Classes I, III, and V).

§

Preparation of fighting positions.

§Obstacle emplacement.

§

Crew- and platoon-level PCIs.

REST PLAN
The rest plan allows some soldiers to sleep while other crewmen conduct
priorities of work and maintain security. To be effective in sustained
combat, a soldier should get a minimum of 4 to 6 hours of uninterrupted
sleep every 24 hours. Less than 4 hours of sleep can significantly degrade
combat performance.
Planning and decision-making are among the skills that suffer mostdramatically when soldiers cannot get enough sleep. The platoon SOP
must provide for an adequate division of duties to allow leaders to getsleep. This may require the platoon leader, PSG, and one or both of theother TCs to share duties. When soldiers are tired, confirmation briefings(back-briefs) become critical whenever orders are issued, even for themost simple task.
Whenever possible, the tank platoon leader should coordinate with thecommander to use infantrymen to assist with security. This coordination
may enable the platoon leader to rest more soldiers for longer periods oftime as the infantry mans OPs and conducts dismounted patrols to
augment the security of the platoon. Because of the reduced capability ofcrews of AGS-equipped platoons to sustain continuous operations, it iscritical that these platoons augment their security plans with infantry
support.

Section II. OPERATIONS SECURITY

288

______________________________________________________________________________________OPSEC entails all measures taken to deny the enemy information about
the actions and intentions of friendly forces. OPSEC measures consist of
countersurveillance, information security, signal security, and physicalsecurity.
COUNTERSURVEILLANCE
The following considerations and procedures will assist the tank platoon in
executing countersurveillance operations:§

Enforce noise and light discipline. Follow these procedures:§

Turn off the circuit breaker for the brake lights.

§

Dim or cover all sources of light in the turret. Use a passive nightobservation device (NOD) to check vehi cles for light leaks before
operations begin.

§

Move only when necessary.

§

Use headsets or the combat vehicle crewman (CVC) helmet tomonitor the radio; do not use the radio's external speakers.

§

Do not slam hatches.

§

Use short-count procedures to start engines simultaneously.

§

Use terrain to mask resupply and maintenance areas.

§

Use hand-and-arm signals and digital communications wheneverpossible.

§

Do not allow smoking outdoors at night.

§

Use camouflage to best advantage. Follow these procedures:§"profile."§

Drape camouflage nets over gun tubes and turrets.

§- Cover all headlights and optics whenever possible.

§- Minimize track, tire, and foot trails that could be detected fromthe

air or from enemy positions.
§- In heavily used areas such as CPs and trains, ensure vehicles
travelon existing tracks or roadways.
§

Maintain effective concealment. Follow these procedures:289

____________________________________________________________________________________________________________________________________________________________________________§

Disperse vehicles and personnel under foliage or inside structures
whenever possible.

§

Conceal vehicles and personnel behind objects that block thethermal"line of sight" of enemy devices.
§

Ensure vehicles in hide positions protect against aerial observationbyminimizing or eliminating their thermal signatures.
§

Use challenge and password.

INFORMATION SECURITY
Information security is the protection of all materials, both classified andunclassified, that may be of intelligence value to the enemy. These proce
dures will assist the platoon in maintaining information security:§mander's name; and information on combat losses or morale.

§

Before leaving an area, police it to make sure items of intel-ligencevalue are not left behind.

SIGNAL SECURITY
The discussion of communications in Chapter 2 outlines considerations
and procedures for establishing and maintaining signal security.
PHYSICAL SECURITY
Physical security is the protection of materiel and equipment. The
following considerations and procedures can help the platoon maintainphysical security:§

When stationary, employ antiintrusion devices, such as the platoon
early warning system (PEWS), trip flares, and concertina wire.

§

Maintain the prescribed REDCON status. The platoon should assume
REDCON-2 each morning and evening to ensure that all crewmen are
ready for action and to allow them to adjust to the changing light
conditions. As a minimum, the platoon goes to REDCON-2 from 30
minutes before BMNT until 30 minutes after BMNT and again for asimilar period at EENT.

§

Do not allow foreign nationals and unauthorized observers in or near
the unit's area or positions during operations. Establish proce dures (inaccordance with ROE and the company commander's intent) forhandling civilian intruders.

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______________________________________________________________________________________§

Employ OPs to maintain surveillance on avenues of approach into theplatoon's battle space.

OBSERVATION POSTS
OPs are especially important in maintaining the platoon's OPSEC andenhancing its battle space. They help to protect the platoon when longrange observation from current positions is not possible; this can occur
when the platoon is in a hide position or when close terrain offers con
cealed avenues of approach to the platoon's position. OPs can be
employed either mounted or dismounted.
Selection of the OP Site
Before deploying an OP, the platoon leader analyzes the terrain in his
sector; he also coordinates with adjacent platoons to discover ways toenhance his own battle space and eliminate gaps in battle space between
units. Next, he decides on the type of OP necessary to observe the avenueof approach based on requirements for early warning and platoon security.
The platoon leader must consider the platoon's reaction time based on the
REDCON status. An OP should have the following characteristics:§

Clear observation of the assigned area or sector. Ideally, the fields ofobservation of adjacent OPs and/or units will overlap to ensure fullcoverage of the sector.

§

Effective cover and concealment. Positions with natural cover andconcealment help to reduce the OPs' vulnerability to enemy observation
and attack.

§Covered and concealed routes to and from the OP. Soldiers must beable to enter and leave their OPs without being seen by the enemy.

§

A location that will not attract enemy attention. OPs should not bein sites that would logically be the target of enemy observation or thatwould serve as artillery TRPs.

§

A location that does not skyline observers. Avoid hilltops. Position
OPs farther down the slope of the hill.

§

A location that is within range of platoon small arms fire. This
enables the platoon to cover the OP if withdrawal becomes necessary.

Mounted OPs
Mounted OPs are used when the platoon has access to hull-down or turretdown positions that afford unobstructed surveillance of mounted avenuesof approach in the platoon sector. They allow the platoon leader to take291

____________________________________________________________________________________________________________________________________________________________________________

advantage of his vehicles' capabilities: magnified thermal and daylight
optics, sophisticated communications, lethal weapon systems, andsurvivability. The CITV on the M1A2 is especially valuable in themounted OP. The M1A2 can occupy a turret-down position and use the
CITV to scan the designated sector without moving its turret. All othertypes of vehicles must occupy turret-down or hull-down positions thatallow them to move their turrets when scanning the sector.
A common mounted OP technique is to position one vehicle to observe an
engagement area or obstacle while the remainder of the platoon occupies
hide positions. Even when the mounted OP has clear fields of observation,
it is advisable to dismount one or two members of the crew to provide
close-in local security for the vehicle. The dismounted crewmen occupy
positions far enough away that sounds from the vehicle do not prevent
them from hearing an approaching enemy. Local security can also beenhanced by coordinating with infantry elements, which can conduct
patrols and occupy dismounted OPs in accordance with the company
commander's OPSEC plan.
Dismounted OPs
Dismounted OPs provide local security along dismounted avenues ofapproach whenever the platoon must halt and occupy vehicle positions
from which the terrain impedes observation or early warning of enemy
activities. They also augment or replace mounted OPs based on thecommander's OPSEC plan. The tank platoon uses the following steps to
occupy, man, and improve a dismounted OP:§

The platoon leader or PSG determines the need for the OP and
identifies the location based on the physical characteristics outlined
previously in this section.

§

The platoon leader or PSG assembles OP personnel at his vehicle.
OP personnel are designated in the unit SOP, but are normally theloaders from wingman tanks. They must be trained in reporting
procedures and individual camouflage techniques. In two-man
OPs, one crewman observes the sector while the other provides
local security. Some short-duration OPs may consist of one
crewman providing local security for individual vehicles in close
terrain. OP personnel should have the following equipment (plusany additional items designated in the unit SOP):§

Individual weapons and M16A1 rifle.

§

Communications equipment (wire, flag set, flashlight, radio).

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______________________________________________________________________________________§

Seasonal uniform with load-bearing equipment (LBE) andappropriate MOPP gear.

§

Binoculars and NODs.

§

Paper and pen/pencil for making a sector sketch.

§

The platoon leader or PSG leads OP personnel to the OP site andbriefs them on the following information:§

When and how to report.

§

When and how to withdraw. The withdrawal criteria should bespecific; examples include withdrawal when an NBC attack is
detected, when an enemy tank sec tion crosses a phase line, or whenenemy dismounted infantrymen approach to within 300 meters of
the OP.

§

Challenge and password.

§

When they will be replaced. OP personnel should be replaced every
2 hours. During cold weather, this rota-tion may be done more
frequently.

§

Once in place, OP personnel take these steps to improve theposition:§

Establish communications.

§

Camouflage the position and egress routes.

§

Prepare a sector sketch based on the platoon fire plan (see Chapter
4).

§

Dig in to provide protection from indirect and direct fires. A goodrule of thumb is to dig when dismounted infantry dig. If possible,
emplace hasty obstacles for additional protection.

Section III. LIMITED VISIBILITY OPERATIONS
Darkness obviously limits visibility on the battlefield, but there are otherconditions that restrict visibility: dust, smoke, and other obscuration
factors caused by weapon firing and movement of soldiers and equipment,
as well as rain, snow, fog, sandstorms, and other weather conditions. If it
is to use its superior technology and basic combat skills to sustain
continuous operations and destroy the enemy, the tank platoon must train
to fight effectively in all types of visibility conditions. The platoon mustfirst master the execution of tasks under optimum visibility conditions andthen continue its training in progressively more difficult situations.

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____________________________________________________________________________________________________________________________________________________________________________EQUIPMENTThe tank platoon is equipped with the following types of equipment for
use under limited visibility conditions:§

Driver's night vision viewer. This sight is either passive (the VVS-2)or thermal (the DTV). It enhances the driver's ability to move the tankand enables him to assist in target acquisition and to observe rounds indarkness or other limited visibility conditions.

§

PVS-7. This passive vision device enables the TC to observe from his
opened hatch to control movement and provide close-in security. There
are normally two PVS-7s per tank.

§Gunner's primary sight and commander's extension. This integrated
thermal sight gives the gunner and TC the capability to see and engage
targets under almost any visibility condition.

§

CITV. This is a fully integrated, full-target engagement sight on the
M1A2. It provides the TC with a redundant target acquisition andsurveillance capability equivalent to that of the gunner's primary sightand the thermal imaging system (TIS). The CITV extends the TC's fieldof view, giving him 360-degree observation capability independent of
the gunner's primary sight.

Figure C-2 lists the comparative characteristics, capabilities, and limitations of passive
and thermal sights.
PASSIVE SIGHTSTHERMAL SIGHTS
1. Limited by the amount of available 1. Not affected by light conditions.
light.
2. Can be "washed out" by bright
flashes of light.

2. Not affected by flashes of light.

3. Narrow field of view.

3. Choice of narrow or wide field ofview.

4. Poor depth perception.

4. Poor depth perception.

5. Excellent capability for identifying 5. Unable to detect sources of light.
sources of light (including IR).
6. Adverse weather conditions (heavy
rain, dense fog, sandstorms, snow)
limit the range of the sight and may
render it useless.

6. Adverse weather conditions limit therange of the sight. On the other
hand, the target acquisition capabilityof the sight may exceed thecapability of the LRF to receive areturn and compute an automaticballistic solution.

Figure C-2. Comparison of passive and thermal sights.

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NAVIGATION
The platoon leader uses the GPS and/or POSNAV (if available), terrain
association, and the compass and odometer method to navigate in limited
visibility conditions. When they are fired to create a ground-burst effect,
artillery or mortar illumination rounds can be helpful in confirming
locations. Refer to Chapter 2 for a detailed discussion of navigation
techniques.
VEHICLE IDENTIFICATION
The problem of vehicle identification is compounded in limited visibility
conditions. TCs must be able to distinguish vehicles of their platoon andcompany/troop and of other friendly elements from those of the enemy.
Most unit SOPs cover vehicle marking and identification procedures. In
addition, the platoon can use the following techniques to enhancecommand and control and to help prevent fratricide:§

Attach color-coded lights or chemical lights to the rear of the turretor the hull.

§

Replace the brake light cover with color-coded plastic. Cover theheadlights.

§

Use luminous or thermal tape to "outline" vehicles or to makebattle boards.

§

Use radio and digital systems (if available) to provide the platoon
with frequent updates of friendly unit locations.

TACTICAL MOVEMENT AND ATTACKSThe fundamentals for executing tactical movement and attacks discussed
elsewhere in this manual are applicable during periods of limited
visibility. The following paragraphs cover additional considerations forthe planning, preparation, and execution of these operations when
visibility is restricted.
During the planning phase, the platoon leader must pay particular attention
to routes, formations, and navigational aids. He must conduct a thoroughroute reconnaissance to identify locations where the platoon could become
misoriented. The route reconnaissance must also focus on finding rough or
restrictive terrain that will be even more difficult to negotiate with limited
visibility. Such terrain may require a change in formation or movement
technique or employment of dismounted ground guides.

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____________________________________________________________________________________________________________________________________________________________________________In the preparation phase, the platoon leader conducts rehearsals in as many
types of adverse conditions as possible to prepare the platoon for potentialcommand and control problems. He must stress light discipline. During
the PCI, the platoon leader or PSG views each tank using a passive sightto ensure that sources of light have been dimmed or covered so they are
not visible to the enemy. During confirmation briefings and rehearsals, theplatoon leader must ensure that all personnel understand the platoon's
projected actions during each phase of the operation. One technique is todesignate waypoints or phase lines as trigger points for platoon actions.
During the execution phase, TCs use the PVS-7 and the CITV (ifavailable) to assist their drivers with navigation and to enhance situationalawareness. The platoon leader must assume that the enemy possesses thesame limited visibility observation capabilities as friendly units. Use ofterrain to mask movement and deployment remains critical since limited
visibility may create a false sense of protection from observation. During
movement, the distance between platoon vehicles is reduced to allow
vehicles to observe each other and to decrease the time necessary to react
to enemy contact.
When the platoon encounters enemy elements, an effective technique is tohave the vehicle that makes contact fire a steady burst of machine gun firein the direction of the enemy to orient the rest of the platoon. The platoon
must adhere strictly to applicable control measures, especially those
covering the employment of direct fires.
LIMITED VISIBILITY DEFENSE
The defensive fundamentals covered previously are applicable in limited
visibility situations; additional considerations for planning, preparation,and execution of the defense in limited visibility are covered in thefollowing paragraphs.
During the planning phase, the commander, the platoon leader, and theTCs conduct a thorough reconnaissance, usually during daylight hours, tomark positions and routes. They must keep in mind that obscurants that
limit visibility may also degrade the effectiveness of their thermal sights
and laser range finders. This may force them to designate engagement
areas that are closer than anticipated to the unit's BPs. In marking theirpositions, they use materials that will facilitate occupation either indaylight or under limited visibility conditions.
During the preparation phase, the platoon leader ensures that decision
points, TRPs, and artillery targets are "thermalized" to allow for positive296

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identification during limited visibility. Used with a sector sketch during
direct fire engagements, thermalized TRPs also help TCs to moreaccurately estimate the range to their targets when smoke or other factors
inhibit the use of the laser range finder. Ideally, rehearsals of occupationand displacement are conducted in limited visibility conditions; the same
applies to preparation and occupation of fighting positions and to any
necessary repositioning.
OPSEC is strictly enforced during all phases of defensive preparation. OPs
are critical in providing security and early warning of enemy activities.
The platoon leader emplaces mounted OPs to take advantage of thecapabilities of his vehicles' thermal sights in scanning the engagement area
and the platoon's assigned sector. Dismounted OPs provide local security
and augment mounted OPs with shorter-range observation and the ability
to listen for approaching enemy elements.
As the platoon enters the execution phase, the platoon leader must ensurethat all crewmen thoroughly understand the occupation and displacement
criteria and that TCs strictly enforce all fire control measures. TCs use
sketch cards and the CITV (if available) to estimate target range when
visibility factors prevent use of the laser range finder.

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APPENDIX D

NUCLEAR, BIOLOGICAL, CHEMICAL,AND SMOKE OPERATIONS
Because many potential adversaries have the capability to employ nuclear, biological,
and chemical weapons, the tank platoon must prepare to fight in an NBC environment.
Collecting, processing, and disseminating needed NBC hazard information are also vitalfunctions. To survive and remain effective on the integrated battlefield, the tank platoon
must be proficient in the three fundamentals of NBC defense: contamination avoidance,
NBC protection, and decontamination.
Additional-duty NBC personnel should be designated by the platoon SOP for operationsin an NBC environment. Selected crews should be designated and trained as chemical
agent detection and radiological survey and monitoring teams.
Smoke has a variety of uses on the battlefield; it is used extensively by enemy andfriendly elements in both offensive and defensive operations. The effectiveness of smoke
depends on the type that is used and the weather at the time it is employed. The tankplatoon's success on the battlefield may depend on how well crewmen understand theeffects of smoke on enemy and friendly acquisition systems in various weather
conditions.
CONTENTSSECTION I. Contamination Avoidance
SECTION II. NBC Protection
SECTION III. Decontamination
SECTION IV. Movement in an NBC Environment
SECTION V. Smoke Operations

Section I. CONTAMINATION AVOIDANCE
Avoidance is the most important fundamental element of NBC defense because the best
way to survive is to avoid being the object of a chemical or nuclear attack. Avoiding
contaminated areas minimizes the risk of additional casualties; it also prevents thedegradation of combat power that results when a unit must operate in MOPP level 3 or 4
for extended periods of time. In addition, the unit is not required to spend the time andresources needed for decontamination. Contamination avoidance measures include using
passive avoidance techniques, locating contaminated areas, identifying NBC agents,
warning other members of the platoon as well as other units, and reporting NBC threats
to higher headquarters.

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Passive avoidance measures can decrease the possibility of NBC attack or reduce theeffects of an attack already under way. Effective use of concealment, dispersion, preparedpositions, OPSEC, and signal security reduces the chances of being acquired as a target.
The tank platoon should continually analyze its vulnerability to chemical or nuclear
attack and take appropriate protective measures.
Attacks and contamination must be detected quickly and reported to adjacent units andheadquarters elements. The tank platoon must have an effective method of quickly giving
the alarm in the event of an NBC attack. Alarms can be passed by radio, audible signals,
or hand-and-arm signals. The unit SOP should specify criteria and automatic proceduresfor employing detection teams and submitting the required NBC reports following an
NBC attack or when contamination is encountered.
Whenever possible, all movement routes and future positions should be reconnoitered fornuclear and chemical contamination. Quartering party personnel should be prepared to
conduct monitoring operations; if they detect contaminated areas, they identify, report,
and mark them. The quartering party can then evaluate the location and type of hazard(nuclear radiation or chemical agent) to determine the best plan for bypassing, crossing,or operating in the contaminated area. Based on the situation, the platoon leader andcompany commander must be able to implement protective measures specified in the
SOP to minimize personnel losses and limit the spread of contamination.
BIOLOGICAL DEFENSEThe key protective measure against a biological attack is maintaining a high order ofhealth, personal hygiene, and sanitation discipline. Biological attacks are difficult to
detect. If an attack occurs, the chances of survival are better if crewmembers are healthy
and physically fit and maintain good personal hygiene. Keeping the body clean helps toprevent ingestion of biological agents. Small cuts or scratches should be covered and kept
germ-free by means of soap, water, and first-aid measures. Since insects may carrybiological agents, soldiers should prevent insect bites by keeping clothes buttoned andskin covered.
After an attack, you must assume that all surfaces have been exposed to germs. Do noteat food or drink water that may be contaminated. Eat or drink only food or water that has
been stored in sealed containers; consume it only after you have washed and cleaned theoutside of the container. All water must be boiled for at least 15 minutes.
NOTE: Refer to the battle drill for reaction to a chemical/biological attack in Chapter 3.

DEFENSE BEFORE A NUCLEAR ATTACK
The best defense against a nuclear attack is to dig in. Unit defensive positions, whichrange from individual foxholes to full-scale improved fighting positions, should be
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weapons, equipment, clothing, and other issue items in their vehicles. Inside the vehicle,
equipment and any loose items must be secured because the blast wave can turnunsecured objects into lethal missiles. Supplies, explosives, and flammable materials
should be dispersed and protected.
Reverse slopes of hills and mountains give some nuclear protection. The initial radiationand the heat and light from the fireball of a nuclear blast tend to be absorbed by hills andmountains. The use of gullies, ravines, ditches, natural depressions, fallen trees, andcaves can also reduce nuclear casualties.
DEFENSE BEFORE A CHEMICAL ATTACK
Make sure all personnel have their protective masks available, and make sure each maskfits and functions properly. All personnel should wear the proper protective clothing inaccordance with the MOPP level des ignated by the commander. Inform everyone toremain alert and to be constantly aware of the chemical threat. Protect all equipment andsupplies from liquid chemical contamination by keeping them organized and covered.
The automatic alarm system is the primary means of detecting an upwind chemical
attack. The system provides two essential elements of survival: detection of a toxic agent
cloud and early warning to troops in the monitored position.
The platoon leader decides where to place the chemical alarm. In stationary operations,
he first determines the wind direction, then places available detector units upwind of thenearest position to be protected. The detector unit should be no more than 400 meters
upwind from the alarm unit. The optimum distance is 150 meters. Operation of the alarm
can be affected by blowing sand or dust, rain, sleet, snow, tropical conditions, andtemperatures below 40 degrees Fahrenheit (4.5 degrees Celsius).
Space the available detector units approximately 300 meters apart, and make sure eachdetector unit is connected to each alarm unit by telephone cable (WD-1). Position thealarm units near radiotelephone communications; this makes it easy to alert the unit to an
attack.

Section II. NBC PROTECTION
Soldiers on the integrated battlefield face a combination of nuclear, biological, chemical,
and conventional attacks. If the tank platoon cannot avoid an NBC hazard, it must be
prepared to protect personnel and equipment from the effects of exposure. The type anddegree of protection required will be based on the unit's mission and the hazard. Note thatthe line between contamination avoidance and protection is not distinct. Many actions
contribute to both areas of NBC defense.

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______________________________________________________________________________________The key to effective protection in an NBC environment is the tank platoon's proficiency
in automatically and correctly implementing NBC defense SOPs. Individual and unit
protection against chemical attack or contamination hinges on effective use of the MOPP
and on individualproficiency in basic NBC skills. The five levels of MOPP, illustrated in
Figure D-1, should be listed in the SOP.

Figure D-1. MOPP levels.

DEFENSE DURING A NUCLEAR ATTACK
Dismounted Defensive Actions
Never run for cover! Immediately drop flat on the ground (face down) or to the bottomof a foxhole, facing away from the fireball. Cover as much exposed skin as possible.
Close your eyes. Remain down until the blast wave has passed and debris has stopped
falling. Stay calm, check for injury, check weapons and equipment for damage, andprepare to continue the mission.
Mounted Defensive Actions
If time permits, take the following actions:oPosition your vehicle behind the best available cover with the front of the vehicle toward
the blast.

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____________________________________________________________________________________________________________________________________________________________________________oPoint the gun away from the blast.

oLock the brakes.

oSecure loose equipment inside the vehicle to prevent injuries and equipment damage.

oSecure all exterior components that could be damaged by the blast (such as water cans,duffel bags, and antennas) inside the vehicle.

oTurn off all radios as well as turret and master power.

oClose and lock all hatches, including ballistic shields.

oWear your helmet and protect your eyes.

NOTE: Refer to the battle drill for reaction to a nuclear attack in Chapter 3 of this manual.

DEFENSE AFTER A NUCLEAR ATTACK
Once the attack has ended, forward an NBC-1 nuclear report, organize survivors, secureand organize equipment, repair and reinforce the BP, assist casualties, improve protection
against possible fallout, and begin continuous monitoring. If the radiation dose rate
reaches a hazardous level after fallout has ended, be prepared to move, on order, to a lesshazardous area.
When operating in or crossing radiologically contaminated areas, vehicles should beclosed tightly. Crewmen cover their faces with a handkerchief or cloth; cargoes should becovered by tarps or tenting. Mission permitting, vehicles should keep their speed down toprevent dust and should maintain adequate following distance to stay out of the dust
raised by preceding vehicles. After the unit exits a contaminated area, personnel,
equipment, and cargo should be checked for contamination and decon-taminated, if
necessary. Dose rates should be monitored closely to ensure compliance with operational
exposure guidance (OEG). Radiation exposure status (RES) should be updated, if
appropriate.
Fallout Warning
The first person to detect the arrival of fallout is usually a member of the radiologicalsurvey and monitoring team. As soon as the recorded dose rate reaches 1 centigray perhour (cGy/hr or rad per hour) or higher, issue a fallout warning. All personnel hearing thewarning relay it to others. If the mission allows, soldiers should get into a shelter withoverhead cover and stay there until given an "ALL CLEAR" signal or until otherwise
directed to move. If the mission does not allow the unit to take cover, decontamination
becomes more important and, in many cases, more difficult.

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Supervision of Radiological Monitoring
Designate a point in your area where readings will be taken, and note the grid coordinatesof that point. Check the monitor operator to make sure that he takes readings at least once
each hour from this point, that he zeroes the radiacmeter before taking each reading, andthat he uses the device properly. Ensure the operator immediately reports all readings
showing the presence of radiation, as well as the time of these readings. Use thisinformation and the location of the readings to prepare an NBC-4 report. Have theoperator monitor continuously if any of the following conditions occur:oA reading of 1 cGy/hr or more is obtained.

oA fallout warning is received.

o

A nuclear burst is seen, heard, or reported.

oAn order to monitor is received.

o

The unit begins to move.

Continue these operations until monitoring shows a dose rate of less than 1 cGy/hr or until directed to stop.

Supervision of Tactical Dosimetry Operations
A tank platoon will normally be issued two dosimeters. Select two soldiers, one from thevehicle of each section leader, to wear them. Before the operation begins, check all
dosimeters; any that do not read zero should be turned in for recharging. If a charger is
not available, note the original reading on the dosimeter and adjust subsequent readings
accordingly. Make sure dosimeter readings are reported accurately. Collect readings at
least once daily. Average these readings, round to the nearest 10, and report this average
to higher headquarters.
DEFENSE DURING A CHEMICAL ATTACK
Give the alarm. Have all unmasked soldiers put on their protective masks and other
MOPP gear. All personnel should move inside their tanks; in most cases, they should
place their hatches in the closed position to protect against gross contamination. Direct
the crews of vehicles that are equipped with NBC overpressurization to turn the system
on. Use M256 chemical agent detector kits to determine the type of agent, and forward an
NBC-1 chemical report. Continue the mission.
NOTE: Tactical and safety considerations (such as observation of the terrain, enemy disposition, and theamount of gross contamination that may be spread inside the vehicle) may outweigh the need to keep thetank's hatches closed. Depending on the tactical situation and unit SOP, platoon members may be required
to keep their hatches in the open or open-protected position.

NOTE: Refer to the battle drill for reaction to a chemical/biological attack in Chapter 3.

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DEFENSE AFTER A CHEMICAL ATTACKAs directed by unit SOPs, forward follow-up NBC-1 chemical reports, treat casualties,
perform immediate decontamination as required, and mark the contaminated area.
PASSING ALARMS AND SIGNALS
When an NBC attack is recognized, everyone must receive the warning and assume theappropriate MOPP level (see Figure D-1, page D-5). Soldiers in immediate danger needwarnings they can see or hear. The alarm or signal must be simple and unmistakable if it
is to produce a quick and correct reaction. Units that are not immediately affected need
the information as well, either to prepare for the hazard or to change plans. If an NBC
hazard is located, the contaminated area should be marked. The NBC warning andreporting system (NBCWRS) and standardized contamination markers contribute toorderly warning procedures.
Vocal Alarms
To give a vocal alarm for any chemical or biological hazard or attack, the person
detecting the hazard stops breathing, masks, and shouts "GAS!" as loudly as possible.
Everyone hearing this alarm must immediately mask, repeat the alarm, and take coverfrom agent contamination and fragmentation of munitions. It may also be necessary topass the alarm over the radio or telephone. Visual signals must supplement vocal alarms.
Automatic Alarms
If an M8 automatic chemical agent alarm sounds or flashes, the first person to hear or see
it stops breathing, masks, and yells "GAS!" This alarm is relayed throughout the unit byvocal and visual signals and radio.
Nonvocal Signals
One person yelling "GAS!" to warn unit personnel may be drowned out by the sounds ofthe battlefield; therefore, sound signals by means other than voice may be required. Thesesignals must produce noise that is louder than, and not easily confused with, other soundsof combat. The NBC hazard warning alarm will be specified in the unit SOP. Following
are some suggestions:oRapid and continuous beating together of any two metal objects to produce a loud noise.
Sample SOP entry: "The audible warning of a chemical attack is rapid and continuous
beating of metal on metal."o"While in convoy, five short blasts on a vehicle horn is the audible signal for a chemical
attack."304

______________________________________________________________________________________oAn intermittent warbling siren sound. Sample SOP entry: "The audible alarm for
impending chemical attack is the sounding of the installation siren as follows: 10 seconds
on, 5 seconds off; sequence repeated for 2 minutes."

Visual Signals
Visual signals may replace sound alarms when the sound may be lost amid battlefield
noises or when the situation does not permit the use of sound signals. The standard handand-arm signal for an NBC hazard is illustrated in Figure D-2. Signaling is done byextending both arms horizontally to the sides with the fists closed and facing up, thenrapidly moving the fists to the head and back to the horizontal position. This is repeateduntil other elements react. Colored smoke or flares may also be designated as visualsignals for an NBC hazard, but these must be specified in unit SOPs.

Figure D-2. Hand-and-arm signal for NBC hazard.

SYMPTOMS AND TREATMENT OF NBC CASUALTIES
Soldiers must be able to recognize NBC-related symptoms and conduct self-aid andbuddy-aid. The basic steps of first aid apply in any combat environment.
Nuclear Casualties
Blast injuries. Blast injuries can range from minor cuts and broken bones to severe
lacerations and critical damage to vital organs. The first-aid treatment will be the same asthat used for conventional combat casualties suffering similar injuries.
Thermal radiation injuries. The intense heat generated by a nuclear detonation can causeburn injuries. First-degree burns should heal with out special treatment, and there will be
no scar formation. Second-degree burns resemble a severe sunburn with blistering; theyshould be treated as a burn to prevent infection. In third-degree burns, the full thicknessof the skin is destroyed; the victim should be treated as a burn casualty and evacuated.
Biological Casualties
Casualties resulting from live biological agents or toxins require medical treatment as
quickly as possible. One indication of a live biological agent attack is large numbers of305

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soldiers developing an unexplained illness over a short period of time. Soldiers showing
symptoms of disease must be isolated to prevent infection from spreading to others.
A wide variety of toxins is available to potential adversaries for use on the modern
battlefield. These can be dispensed alone or with other carriers or agents. Symptoms
associated with some toxins mimic those of other types of illness or of exposure tochemical agents. Toxin symptoms may include any of the following:oDizziness, mental confusion, or double or blurred vision.

oFormation of rashes or blisters.

oCoughing.

oFever, aching muscles, and fatigue.

oDifficulty in swallowing.

o

Nausea, vomiting, and/or diarrhea.

oBleeding from body openings or blood in urine, stool, or sputum (spit).

oShock.

These symptoms may appear within minutes after the toxin attack, or they may be delayed several hours.
Appropriate self-aid and buddy-aid measures vary, depending on the agent. Soldiers should first mask toprevent inhaling or ingesting additional agents; then they should remove agents from exposed skin, either
by washing with soap and water or by using the M258A1/M291 kit. Soldiers use buddy-aid procedures tohelp each other clean exposed skin, to observe each other for early symptoms of toxic exposure, and torequest medical assistance.

Chemical Agent Casualties
Chemical agents fall into four major categories: nerve, blister, blood, and choking. Theirprimary routes of attack upon the body are through the respiratory system and the skin.
These agents create an especially dangerous situation because they can kill orincapacitate quickly. The first, and most important, step in dealing with them effectively
is to recognize symptoms so proper treatment can be administered.
Nerve agents. Nerve agent poisoning can lead to a quick death; recognizing its symptoms
is crucial. Immediate self-aid or buddy-aid is needed if most or all symptoms appear.
Early symptoms usually appear in the following progression:o

Runny nose.

oRedness and tearing of the eyes.

oSudden headache.

oExcessive flow of saliva (drooling).

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______________________________________________________________________________________oTightness in the chest, leading to breathing difficulty.

oImpaired vision.

oMuscular twitching in the area of exposed or contaminated skin.

oStomach cramps.

oNausea.

Severe nerve agent poisoning is likely when any of the early symptoms are accompanied by all or most of
the following symptoms:oStrange or confused behavior.

oGurgling sounds when breathing.

oSeverely pinpointed pupils.

oLoss of bladder and/or bowel control.

oVomiting.

oConvulsions.

oBreathing that becomes extremely labored or stops.

No effective drug exists to remedy the effects of nerve agents on vision. If soldiers experience any of theother mild symptoms of nerve agent poisoning, they must perform the following self-aid measures:
Step 1. Put on your protective mask.

Step 2. Remove a Mark I nerve agent autoinjector kit (NAAK) from your protective mask
carrier (see Figure D-3).
Step 3. Inject one thigh with the first injector from your kit (atropine in the small
autoinjector). Hold the injector against your thigh for at least 10 seconds. Remove theinjector.
Step 4. Immediately inject your thigh with the second injector (pralidoxime chloride in
the large injector). Hold the injector against your thigh for at least 10 seconds.
Step 5. Remove the injector and place each injector needle through the jacket pocket flapof your overgarment, bending each needle to form a hook.
Step 6. Massage the injection area, if time permits and your suit is not contaminated.
Step 7. If symptoms persist or recur, wait 10 to 15 minutes and repeat both injections.
Repeat again if needed. Allow 10 to 15 minutes between each set of injections. Do notadminister more than three NAAK sets. Medical support personnel must authorize theadministration of more than three sets.

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Figure D-3. Nerve agent autoinjector kit.
If a soldier experiences severe symptoms from nerve agent poisoning and is unable to administer self-aid,
another soldier must perform the following buddy-aid measures:
Step 1. Mask the casualty.

Step 2. Using the victim's NAAK, administer three sets immediately and in rapid
succession in the thigh muscle of either leg. Do not wait between injections.
Step 3. Administer the back-pressure armlift method of artificial respiration if thecasualty's breathing is labored or has stopped.
Step 4. Hook the expended autoinjectors to the casualty's overgarment jacket pocket flap.
Step 5. Obtain immediate medical attention for the victim.
Blister agents. Casualties resulting from blister agents may not be noticeable immediately. Symptoms may
take several hours or days to appear. They include the following:oRedness or inflammation of the eyes.

oTemporary blindness or, with severe poisoning, permanent blindness.

oItching, burning, or reddening of the skin.

oWelts or, in an advanced state, blisters on the skin.

o

Hoarseness.

o

Coughing.

oDifficult or labored breathing.

oStomach pain.

oNausea.

o

Vomiting.

oDiarrhea.

If a blister agent comes in contact with skin or eyes, remove it immedi-ately. To remove an agent from theeyes, flush repeatedly with plain water. Decontaminate the skin using the M258A1/M291 kit. If severe
blisters form, seek medical attention as soon as possible.

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Blood agents. A seemingly mild case of blood agent poisoning can progress to deathwithin 10 minutes. Symptoms include the following:o

Rapid or shallow respiration (panting).

oHeadache.

oDizziness or giddiness.

o

Red or pink color change in light-colored skin.

oConvulsions.

o

Coma.

There is no self-aid or buddy-aid treatment for blood agent poisoning. Victims must receive immediate
medical attention.

Choking agents. These agents produce casualties by means of inhaled vapors. They
damage blood vessels in the lung walls, causing body fluid to slowly fill the lung cavity.
Ordinary field concentrations do not cause death, but prolonged exposure to highconcentrations of the vapor and neglect or delay in masking can be fatal. Maximum
damage will occur between 12 and 24 hours after exposure. In most cases, the excess
fluid in the lungs will absorb back into the body. Slow recovery will begin approximately
48 hours after exposure.
During and immediately after exposure, symptoms may include the following:o

Coughing.

oChoking.

oTightness in the chest.

oNausea.

o

Headache.

oTearing of the eyes.

Following the early symptoms, a symptom-free period of 2 to 24 hours is likely. This will be followed bythese signs of fluid collecting in the lungs:oRapid, shallow breathing.

oPainful coughing.

oBlue lips and fingernails.

oIn severe cases, clammy skin and rapid heartbeat.

No self-aid or buddy-aid treatment exists for choking agent symptoms. If only minimum amounts wereinhaled, the soldier may continue with normal duties. If definite symptoms occur, the soldier should keep
warm and seek immediate medical attention and rapid evacuation to an aid station.
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____________________________________________________________________________________________________________________________________________________________________________MARKING CONTAMINATION
Contamination must be marked so unsuspecting personnel will not be exposed to it.
When platoon monitoring teams detect or suspect an NBC hazard, they mark all likely
entry points into the area and report the contami-nation to higher headquarters. The only
exception to this policy is if marking the area would help the enemy. If this exception ismade by the commander, the hazard must still be reported to protect friendly units.
Types of Markers
US forces use NATO standard markers (illustrated in Figure D-4) to make it easier forallies to recognize the hazards. These markers are in the standard NBC marking set. The
colors and inscriptions on a marker indicate the type of hazard. Additional information is
written on the front of the sign.
Marking Procedures
Markers face away from the contamination. For example, if markers are placed on theedge of a contaminated area to mark a radiological hot spot, they face away from thepoint of the highest contamination reading. Markers are placed along roads and trails andat other likely points of entry. When time and mission permit, additional markers shouldbe emplaced. The distance between signs varies. In open terrain, they can be placed
farther apart than in hilly or wooded areas. You should be able to stand in front of amarker and see the markers to the left and right of it.
Units discovering a marked contaminated area do not have to conduct elaborate, timeconsuming surveys. They simply check the extent of contamination and use theinformation to adjust their plans, if necessary. If the size of the hazard has changed, they
relocate the signs. If the hazard is gone, they remove the signs. Changes are reported tohigher headquarters.

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Figure D-4. NBC marking devices.

UNMASKING PROCEDURES
Soldiers should unmask as soon as possible except when a live biological or toxin attackis expected. Use the following procedures to determine if unmasking is safe.
With M256/M256A1 Kit
If an M256/M256A1 detector kit is available, use it to supplement the unmasking
procedures. The kit does not detect all agents; therefore, proper unmasking procedures,
which take approximately 15 minutes, must still be used. If all tests with the kit(including a check for liquid contamination) have been performed and the results arenegative, the senior person should select one or two soldiers to start the unmasking
procedures. If possible, they move to a shady place; bright, direct sunlight can cause
pupils in the eyes to constrict, giving a false symptom. The selected soldiers unmask for 5
minutes, reseal, and clear their masks. Observe them for 10 minutes. If no symptoms
appear, it is safe to give the "ALL CLEAR" signal and unmask. Continue to watch all311

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soldiers for possible delayed symptoms. Always have first-aid treatment immediately
available in case it is needed.
Without M256/M256A1 Kit
If an M256/M256A1 kit is not available, the unmasking procedures take approximately
35 minutes. When a reasonable amount of time has passed after the attack, find a shadyarea. Use M8 paper to check the area for possible liquid contamination. The senior person
should select one or two soldiers. They take a deep breath and break their mask seals,
keeping their eyes wide open. After 15 seconds, they clear and reseal their masks.
Observe them for 10 minutes. If no symptoms develop, they again break the seals, thistime taking two or three breaths; they then clear and reseal their masks. Again observe
them for 10 minutes. If no symptoms appear, the selected soldiers unmask for 5 minutes
and then remask. If no symptoms appear within 10 minutes after remasking, everyone
can unmask. Continue to observe the selected soldiers in case delayed symptoms develop.
ALL-CLEAR SIGNALThe all-clear signal is passed by word of mouth through the chain of command. It is
initiated by leaders after testing for contamination proves negative. The commander
designates the specific all-clear signal and includes it in the unit SOP or the OPORD. If
required, standard sound signals may be used, such as a continuous, sustained blast on asiren, vehicle horn, or similar device. When "ALL CLEAR" is announced on the radio,
the receiving unit must authenticate the transmission before complying.
WARNING AND REPORTING SYSTEMSThe NBCWRS is a rapid means of sending reports of an NBC attack. These reports
inform other affected units of clean areas and possible con tamination. They are also used
to provide this information up and down the chain of command and to adjacent units.
Each report has a specific purpose and uses standard codes to shorten and simplify thereporting process. The formats and letter codes for the standard NBC reports are in
FKSM 17-15-3.

Section III. DECONTAMINATION
During continuous operations in areas of nuclear or chemical contami-nation,
decontamination is essential in preventing casualties and severe combat degradation. The
tank platoon gains maximum benefit from the avail able time and decontamination
resources by observing these considerations:oThe platoon should execute decontamination as soon as possible and as far forward as
possible.

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______________________________________________________________________________________oDecontamination should be conducted only to the extent that is necessary to ensure theplatoon's safety and operational readiness.

oDecontamination priorities with regard to unit safety and mission accomplishment should
be strictly observed.

These principles are consistent with doctrine that places the burden of decontamination at battalion orcompany level. For this reason, the tank platoon must develop a thorough SOP covering decontamination
methods and priorities, using all available assets to the maximum extent possible.

Refer to FM 3-5 for a more detailed examination of NBC decontami-nation procedures.
IMMEDIATE DECONTAMINATION
Immediate decontamination is a basic soldier survival skill. Any contact between
chemical or toxic agents and bare skin should be treated as an emergency. Some agents
can kill if they remain on the skin for longer than a minute.
The best technique for removing or neutralizing these agents is to use the M258A1/M291
skin decontamination kit. Leaders must ensure that their soldiers are trained to execute
this technique automatically, without waiting for orders.
Personal wipedown should begin within 15 minutes of contamination. The wipedown
removes or neutralizes contamination on the hood, mask, gloves, and personal weapon.
For chemical and biological contamination, soldiers use packets from the M280
decontamination kit. For radiological contamination, soldiers wipe the contamination off
with a cloth or simply flush or shake it away.
Operator's spraydown of equipment should begin immediately after completion of
personal wipedown. The spraydown removes or neutralizes contamination on thesurfaces operators must touch frequently to perform their mission. For chemical andbiological contamination, operators can use on-board decontamination apparatuses likethe M11/M13. For radiological contamination, they brush or scrape the contamination
away with whatever is at hand or flush it with water and wipe it away.
OPERATIONAL DECONTAMINATION
Operational decontamination allows a force to continue fighting and sustain momentum
after being contaminated. It limits the hazard of transferring contamination by removing
most of the gross contamination on equipment and nearly all the contamination on
individual soldiers. This speeds the weathering process and allows clean areas (people,
equipment, and terrain) to stay clean. Following operational decontamination, soldiers
who have removed sources of vapor contamination from their clothing and equipment
can use hazard-free areas to unmask temporarily and eat, drink, and rest.
Operational decontamination is accomplished using assets of the parent unit. It makes useof two decontamination techniques: vehicle washdown and MOPP gear exchange. These313

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procedures can be performed separately from each other; both are best performed at crewlevel. Uncontaminated vehicles and personnel should not go through either technique.
's decontamination team. It is most effective if started within one hour after
contamination. There are two steps in vehicle washdown:
Step 1. Button up the vehicle and secure equipment.

Step 2. Wash down the vehicle and equipment with hot, soapy water for two to threeminutes.
Because speed is important, do not check vehicles for contamination after vehicle washdown. Remove only
gross contamination.
Step 1. Decontaminate gear and set it aside.

Step 2. Decontaminate hood and gloves, and roll up hood.
Step 3. Remove overgarment.
Step 4. Remove overboots and gloves.
Step 5. Put on new overgarment.
Step 6. Put on new overboots and gloves.
Step 7. Secure hood.
Step 8. Secure gear.
Step 1 is performed by both soldiers. Steps 2 through 7 are performed first by one soldier, then by the other.
Step 8 is performed by both soldiers.

THOROUGH DECONTAMINATION
Thorough decontamination operations restore the combat power of maneuver units byremoving nearly all contamination from soldiers and individual equipment. Executed
promptly and correctly, these detailed proce dures reduce the danger of contamination
exposure to negligible risk levels. Just as important, they allow soldiers to operate
equipment safely for extended periods at reduced MOPP levels.
Thorough decontamination is usually conducted as part of an extensive reconstitution
effort in brigade, division, and corps support areas; support sites at lower levels cannot
provide the quantities of decontamina tion resources (such as water, decontaminants, andtime) required for such an extensive process. In some cases, a contaminated unit canconduct a thorough decontamination operation with organic assets, but armor units
usually must depend on support from a chemical unit.
Contaminated units conduct detailed troop (individual) decontamination under thesupervision of the chemical unit. When equipment decontamination operations are314

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required, the chemical unit usually selects a site, sets it up, and performs detailed
procedures with assistance from the contaminated unit.
After completing thorough decontamination, the unit moves into an adjacent assemblyarea for reconstitution. Support elements from the brigade, division, or corps support area
replenish combat stocks, refit equipment, and replace personnel and equipment. The
newly reconstituted unit leaves the assembly area fully operational and fit to return tobattle. A small risk from residual contamination remains, so periodic contamination
checks must be made following this operation.
Thorough decontamination does the most complete job of getting rid of contamination
and related hazards, but as noted, it requires large quantities of valuable resources that
may not be immediately available. In addition, under a variety of tactical or operational
conditions, it will be impossible to execute such a major effort. The next best solution isto decontaminate only to the extent necessary to sustain the force and allow it to continue
the mission. This entails using a combination of immediate and operational
decontamination procedures.

Section IV. MOVEMENT IN AN NBC
ENVIRONMENT
As with other combat elements, one of the basic tactical requirements for the tank platoon
is to be able to move through and operate in a contaminated area. To do so safely, theplatoon should follow the procedures outlined in this section.
CROSSING A CHEMICALLY/BIOLOGICALLY CONTAMINATED AREA
Upon identifying a contaminated area, each tank crew makes preparations to cross. While
one section provides security, the other section, positioned in a covered and concealed
location, removes all externally stowed equipment. Crews mount and test M8A1 alarms
and M9 paper. They adopt MOPP level 4 or prepare the vehicle's overpressure system (ifit is available and METT-T factors permit). Once the section's preparations are complete,
it moves into an overwatch position; the other section moves to a covered and concealed
position and follows the same procedures.
When both sections have been prepared, they use standard tactical movement techniques(such as bounding overwatch) to cross the contaminated area. During this movement, thecrews continuously monitor the M8A1 and the M9 paper.
Drivers and TCs take precautions to avoid low ground, overhanging branches, and brushy
areas as much as possible. While the platoon is in the contaminated area, all personnel
observe each other for signs of chemical poisoning.

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Once the platoon has successfully crossed the contaminated area, it makes a temporarily
halt. During the halt, detection teams monitor for the presence of chemical agents. Eachcrew in turn executes operational decontami nation of its vehicle and, with higher
headquarters' approval, initiates unmasking procedures. Once these procedures arecomplete, the platoon continues its mission.
CROSSING A RADIOLOGICALLY CONTAMINATED AREA
The procedures involved in crossing a radiologically contaminated area are similar to
those for a chemically or biologically contaminated area, with the following additional
considerations:oVehicle preparation. Crews may store external equipment in the turret or cover it with atarp. This prevents contaminated dust particles from accumulating on the equipment.
Place wet sandbags or other materials on the turret floor to increase the amount ofradiation shielding. When available, turn on the turret overpressure system to protect thecrew compartment from contaminated dust.

oMovement. Vehicles should limit their speed to minimize dust. In addition, they must
maintain the correct dust interval.

oMonitoring. Ensure IM-93 dosimeters are zeroed. Conduct continuous monitoring andreport the results of dosimeter and radiacmeter surveys to higher headquarters andadjacent units.

oDecontamination. During decontamination, each crewman should cover his nose andmouth with a handkerchief or cloth to avoid breathing contaminated dust particles.

Section V. SMOKE OPERATIONS
One of the key features of the modern battlefield is the extensive use of smoke. Effective
smoke is a combat multiplier. It can be used for identification, signaling, obscuration,
deception, or screening. At the same time, employment of smoke must be carefullyplanned and coordinated to prevent interference with friendly units.
As it prepares for an operation, the tank platoon should plan to take advantage of smokefrom all available sources. Mission accomplishment, however, should never depend on
smoke for success; the platoon must develop alternative plans in case smoke delivery
systems are not available.
USES OF SMOKE
Smoke has four general uses on the battlefield:oIdentification and signaling. Smoke is used to identify (mark) targets, supply andevacuation points, and friendly positions during CAS operations. As a means ofprearranged battlefield communications, it can be employed to initiate such operations as
displacement.

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Obscuration. Smoke can be fired on enemy positions to degrade the vision of gunners andknown or suspected OPs, preventing them from seeing or tracking targets and thereby
reducing their effectiveness. Employed against an attacking force, nonthermal smoke cancause confusion and disorien-tation by degrading the enemy's command and control
capabilities; at the same time, friendly units retain the ability to engage the enemy using
thermal sights and range bands. In addition, enemy vehicles become silhouetted as they
emerge from the smoke. If smoke employment is planned and executed correctly, thiswill occur as the enemy reaches the trigger line (see Figure D-5, page D-26).

oDeception. Smoke can mislead the enemy regarding friendly intentions. For example, it
can be employed on several avenues of approach at once to deceive the enemy as to thedirection of the main attack. In the defense, smoke may be fired at a remote location forthe sole purpose of attracting attention and confusing the enemy.

oconducts a bypass, breach, or assault mission. Figures D-6 through D-8, pages D-26 andD-27, illustrate uses of screening smoke.

Figure D-5. Using smoke to confuse the enemy
and silhouette his vehicles.

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Figure D-6. Using screening smoke to conceal displacement.

Figure D-7. Using screening smoke to conceal a bypass.

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Figure D-8. Using screening smoke to conceal
a breaching operation.

SOURCES OF SMOKE
There are a number of sources of smoke on the battlefield, including the residual effectsof burning vehicles, equipment, and storage facilities. Depending on availability, the tankplatoon can employ the following smoke delivery systems during tactical operations.
Mortars
Mortar support, provided by the battalion task force mortar platoon or cavalry troop
mortar section, is the most rapid and responsive means of indirect smoke delivery. The
tank platoon leader coordinates the planning and execution of mortar smoke missions
with the commander and the company or troop FIST. Mortars use WP rounds, which candegrade the effectiveness of thermal sights.
Field Artillery
Cannons are used to place smoke on distant targets. Artillery-delivered smoke is not as
responsive as mortar smoke support and may not be available if it is not planned andcoordinated well in advance. Artillery smoke is made up of hexachloroethane (HC) andhas less effect on thermal sights than does WP smoke.
Smoke Pots
These produce a large volume of white or grayish-white smoke that lasts for extended
periods. The smoke has minimal effect on thermal sights. This is the only system that319

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floats on water and that can be delivered by hand or vehicle. The tank platoon will
normally employ smoke pots to screen displacement or breaching operations.
Hand-held Smoke Grenades
These can produce white or colored smoke. White smoke grenades are most often used toscreen individual vehicles. Colored smoke grenades are primarily used to signal
displacement and other critical events or to identify (mark) friendly unit positions andbreach and evacuation locations. Smoke from hand-held grenades has minimal effect onthermal sights.
Vehicle Smoke Grenade Launchers
Grenade launchers, which can produce a limited amount of smoke, are used as a selfdefense measure to screen or conceal the vehicle from enemy antitank gunners. They canalso be used to screen individual vehicle displace-ment. Smoke from vehicle-launched
grenades can degrade thermal sights.
Vehicle Engine Exhaust Smoke System
The VEESS injects diesel fuel into the engine exhaust to produce smoke. It serves
primarily as a self-defense measure for individual vehicles, but a tank crew can also
employ it to screen other friendly vehicles if wind condi tions and the direction of vehicle
movement allow. This system consumes fuel at the rate of 1 gallon per minute ofoperation. It can be used only with diesel fuel because other fuels, such as JP 8,
create a fire hazard.
105-mm Tank Main Gun WP Rounds
These can be employed as a marking device for CAS, as a means of marking TRP
locations to control direct fires, and as a means of igniting a fire. Most basic loads do notinclude WP rounds. WP smoke degrades thermal sights.
Tactical Smoke Generators
These wheel- or track-mounted devices are available through the division chemicalcompany. Their use is prescribed at brigade or battalion level. This type of smoke
normally does not affect thermal sights.
TACTICAL CONSIDERATIONS IN SMOKE OPERATIONS
Weather
The effectiveness of smoke in tactical situations (including the time required to build thecloud and cloud duration) depends in large measure on the weather. Wind direction, wind320

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speed, humidity, and cloud cover are important considerations. If the wind is strong or
blowing in the wrong direction, it may be impossible to establish an effective smoke
screen. Smoke clouds build up faster and last longer the higher the humidity and thegreater the cloud cover. The best time to use smoke is when the ground is cooler than theair.
Type of Smoke
Certain types of smoke will degrade visual, infrared, and thermal sights. Enemy
capabilities and the desired effect of the smoke (such as screening or obscuration) will
dictate what type is requested. (NOTE: Even types of smoke that do not affect thermalsights may prevent the tank's laser range finder from computing an accurate ballistic
solution. Under such conditions, crewmen must rely on such techniques as range bands,
range estimation, and battlesighting.)
Navigation
Navigational aids such as POSNAV, GPS, and thermal sights assist individual vehicles
during movement through smoke, while IVIS and other digital systems help the platoon
leader to maintain situational awareness and control of the platoon. The platoon leader
also decreases the interval between vehicles to further enhance control of the platoon.
Maneuver
Offense. A defending enemy may employ smoke to confuse and disorient the attacker.
Whenever the platoon is traveling through smoke, whether it is of friendly or enemy
origin, the platoon leader must remember that his tanks will be silhouetted as they emerge
from the smoke. The critical consideration is for all vehicles to emerge at the same time.
The navigational tools discussed previously enable the platoon to maintain command andcontrol during movement and to be postured, as it exits the smoke, to mass fires against
previously unidentified enemy vehicles.
During an assault, friendly smoke should be shifted in advance of the arrival of theassault element. The use of multispectral smoke for obscuration must be carefullyplanned. The duration of the effects of the smoke should be controlled based on thecapability of enemy and friendly units to acquire and engage targets through the smoke
and on the ability of friendly units to maintain situational awareness during movement.
Defense. An attacking enemy may employ smoke on the tank platoon's positions or in theplatoon's engagement area. As noted, this may not only "blind" thermal sights but also
prevent laser range finders from accurately computing ballistic data. One solution is tooccupy alternate BPs that conform with the commander's intent but that are not obscuredby smoke (see Figure D-9). If multispectral smoke does not disable thermal sights, theTC can use sector sketches with grid lines, range bands, and TRPs to estimate the target321

____________________________________________________________________________________________________________________________________________________________________________

range in the absence of a laser-computed range. On the M1A2, the choke sight of the
CITV enables the TC to estimate and input ranges for a ballistic solution.

Figure D-9. Platoon occupies alternate battle position
that is not obscured by enemy smoke.

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APPENDIX EOPERATIONS OTHER THAN WAR
The US Army organizes, trains, and equips to fight and win the nation's wars. Thisremains its primary mission. The leadership, organization, equipment, discipline, andskills gained in training for war, however, are also of value to the nation in operations
other than war (OOTW). These are military activities executed in the operational
environments of peace and conflict. In support of OOTW, the Army conducts force
projection operations unilaterally, as a member of an international force (UN or
coalition), or in cooperation with the involved countries or parties.
CONTENTSSECTION I. Operational Environments
SECTION II. The Tank Platoon in OOTWSECTION III. Sample OOTW Situations

Section I. OPERATIONAL ENVIRONMENTS
By definition, military participation in OOTW occurs in the peace and conflict states ofthe operational environment (the third state is war). Figure E-1, page E-2, illustrates therange of military operations and activities that can take place in the three states of theoperational environment, while the following paragraphs focus on the peace and conflict
environments.
STATESGOALSOF THEMILITARY
OPERATIONALOPERATIONSENVIRONMENTWARFight andwin

War

ACTIVITIES•

Large-scale combat

PREVIOUSOPERATIONS
DesertStorm

operations•

Attack•DefendCONFLICT
Deter warandresolveconflict

Other
than
war

•

Peace

RestoreHope

enforcement•

Peacekeeping323

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•

NEO

•

Support toinsurgency

PEACE

Promote
peace

Other
than
war

•

Antiterrorism•

Strikes and raids•

Counterdrug•

Disaster relief•

Civil support•

Peace-building•

Nation-building

HurricaneAndrew
Reliefassistance
Figure E-1. The range of military operations.

PEACE
Peace is characterized by the lack of active armed conflict between opposing groups. In this environment,
nations or groups employ a variety of activities to achieve their policy objectives; these include political,
economic, and informational measures and military actions short of offensive combat operations.

US forces may conduct military actions to demonstrate national resolve and support forcivilian authorities. Examples include providing security assistance to allies andconducting training exercises and demonstrations as a show of force. In addition,
specially trained and equipped US forces may perform nonmilitary functions, such as
disaster relief, nation-building activities, and humanitarian assistance.
Confrontations and tensions may escalate during peacetime to reach a point of transition
into a state of conflict. For example, such an escalation could occur when organized
insurgent or belligerent forces use violence to disrupt civil support or security assistance
operations.
CONFLICT
Conflict is characterized by limited combat operations, tempered by ROE and executed to secure specificobjectives. Examples of conflict situations include, but are not restricted to, armed clashes involving
territorial disputes; military actions to gain control of political leadership within a nation; and armed
clashes between nations or between organized parties within a nation to achieve economic, political, or
military objectives.

Conflicts are usually confined to a specific geographic area and often are limited in theweaponry and amount of violence involved. In this environ ment, US forces may respond324

______________________________________________________________________________________

to a threat directly, or they may act as part of a UN or coalition force. At platoon level,
involvement in a conflict situation closely resembles a conventional war environment.
Conflict approaches the environment of war with the escalation over time of the numberof nations and/or troops involved, the frequency of battles, and the amount of violence.

Section II. THE TANK PLATOON IN OOTWThe tank platoon has unique capabilities that make it an important asset to US andcombined forces executing missions in support of OOTW. Task organized to an armor ormechanized company team, a cavalry troop, or a light infantry company or battalion, theplatoon may be called upon to support a wide range of operations in various political andgeographical environments. Examples of these operations are included in Section III ofthis chapter.
Because of the relatively large slice of resources necessary to deploy, operate, and sustain
armored forces, tank platoons are usually used to execute OOTW activities that takemaximum advantage of their inherent capabilities of firepower, maneuver, shock effect,and survivability. They execute move, attack, and defend missions during OOTW using
procedures similar to those described throughout this manual.
On the other hand, the factors of METT-T and the operational considerations prevalent in
OOTW may modify the conditions for successful mission accomplishment. This means
the tank platoon occasionally may be assigned operations that are normally handled by
specially trained and equipped elements. For example, the platoon could be tasked forcrowd and riot control if a shortage of military police exists.
Several problems arise when armored forces are used in this type of role. To performwith complete effectiveness and efficiency, armor crewmen should receive special
equipment and training before executing such operations. In addition, dismounted
missions effectively negate the tank platoon's inherent advantages (lethality, mobility,
and survivability).
Disciplined, well-trained, combat-ready leaders and crewmen can adapt to the specialized
demands of OOTW. To achieve this degree of readiness, however, the platoon must be
thoroughly trained before deployment on such factors as the operational environment, theROE, force protection, and individual soldier responsibilities. A discussion of these
operational considerations begins on this page. The training must be updated
continuously after deployment.
Flexibility and situational awareness are paramount requirements, especially for platoon
leaders. The platoon's role and/or objectives in OOTW situations will not always be clear.
The platoon leader will sometimes be called upon to make on-the-spot decisions that
could have an immediate, dramatic effect on the strategic or operational situation. In thisuniquely tense setting, leaders who disregard the will of belligerent parties and the325

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lethality of these groups' weapons compromise the success of their mission and risk the
lives of their soldiers.
OPERATIONAL CONSIDERATIONSNOTE: The term "environment" in the following discussion is not equiva lent to the states of theoperational environment (peace, conflict, war) examined earlier in this appendix. As an operational
consideration in OOTW, the environment refers to the cultural, political, and military context in whichthese operations take place, as well as to the terrain and weather of the area of operations.

Environment
OOTW can take place in any part of the world. To deal effectively with the diverse situations they may
face, US forces must undergo orientation training on the complex conditions and factors at work in a
specific region. Each soldier must understand the political and economic situation, as well as the cultures,climates, and terrain of the region. He should understand the military situation, especially the doctrine,
tactics, and equipment that are employed by belligerent, guerrilla, and terrorist forces. Orientation training
should also clarify the following environmental conditions: the tempo of operations, local news media, theUS role in the operation, and requirements for peacekeeping and/or peace enforcement activities.

Tempo. Although extreme tension may underlie OOTW, the tempo of operations isgenerally slow. Nonetheless, the speed of military action can vary widely, from fast,violent tactical movement by a reaction force for the purpose of relieving encircled
friendly forces to the deliberate occupation of stationary defensive positions to provide
overwatch at traffic control points. Through out OOTW, the enemy can be expected to
execute both overt and covert operations to test friendly reaction times and security
procedures. Units that are predictable or that lack sound OPSEC leave themselves
susceptible to attack. For the tank platoon involved in OOTW, the key to a secureenvironment is not only to maintain the highest possible level of OPSEC, but also to vary
the techniques by which security procedures are executed.
Media. Soldiers must understand the implications of media coverage of OOTW. They
must be briefed on how to interact with the local media and on any information
restrictions imposed on the media. Soldiers must realize that their actions are subject toworldwide scrutiny and that actions that run counter to official US policy may damage
the nation's interests and international standing.
The US role in OOTW. Soldiers should be aware of the role US forces will play in theoverall mission; this is especially vital when Americans are part of a combined force that
requires constant interaction and coordina tion with the soldiers of foreign nations. In allcases, the commander's intent and his projected end state should be simplified andpresented in a way that gives soldiers the guidance they need to accomplish the mission.
Peacekeeping versus peace enforcement. OOTW training should also focus on the
distinction between peacekeeping and peace enforcement. Peacekeeping is a highly
visible activity; protection of armored forces is all the more difficult because they cannot
use cover and concealment in all situations. Peace enforcement operations are more likely326

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to involve the use of force, cover and concealment, and the tactical considerations of
OPSEC. Leaders at every level must understand the role of US forces based on thecommander's intent. If this role is not clear, they must seek clarification.
Rules of Engagement
ROE are restrictions on military operations imposed by higher military authorities based on the politicaland tactical situations. As an example, ROE could restrict the weapons or equipment friendly forces canuse to defuse a situation, deter aggression, or execute a mission. In another instance, these restrictions
might require that the forces involved restrain their use of firepower while operating in certain geographicalareas.

ROE must be considered during the planning and execution of all operations; leaders
may have to adjust their TTP based on each particular situation's ROE.
Understanding, adjusting for, and properly executing ROE are especially important tosuccess in OOTW. The restrictions may change whenever the political or militarysituation changes; this means ROE updates must be provided to soldiers continuously.
Each soldier must understand the ROE and be prepared to execute them properly
in every possible confrontation. This allows the soldier to work more effectively toward
the overall end state for the operation.
ROE violations have operational, strategic, and political consequences. The enemy will
exploit ROE and the limitations they impose on friendly forces. Leaders must be prepared
to repulse any attempt to take advantage of these restrictions, but they must not violate
the ROE in the process.
Force Protection
As with any operation, force protection is a primary goal for every leader involved in OOTW. Mission
accomplishment with minimum losses of personnel, equipment, and supplies is the standard. Risk
assessment should focus on an evaluation of enemy elements, belligerent forces, and civilians and of terrain
and weather considerations.

OPSEC, tempered by restrictions in the ROE, assists the platoon leader in accomplishing
his force protection goals. It should encompass the full range of antiterrorist activities forevery soldier and leader. Examples include proper RTP and strict noise and light
discipline, as well as effective use of cover and concealment, obstacles, OPs and early
warning devices, the protection afforded by armor vehicles, and safe locations for eating
and resting.
A final consideration in force protection is hygiene. Many OOTW missions take place inunderdeveloped nations; proper field sanitation and personal hygiene are mandatory if
soldiers are to stay healthy.
Soldier Responsibilities
As noted, the professionalism and discipline instilled in a well-trained, well-informed, effectively led
soldier are critical to the safe accomplishment of the OOTW mission. During OOTW, the soldier is on327

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display 24 hours a day. Whether he is interacting with civilians, assisting in negotiations with belligerent
forces, or fighting hostile troops, his actions are subject to immediate, worldwide media coverage. As aresult, his personal conduct has a significant impact on the opinions, and thus the support, of the local
population. Soldiers must understand that misconduct by US forces can damage rapport that the nation
seeks to establish with other nations and groups. They must treat local civilians and military personnel aspersonal and professional equals, affording them the appropriate customs and courtesies.

Every soldier must be updated continuously on changes to operational considerations(environment, ROE, and force protection). Such changes can have immediate impact on
his freedom to react to a given situation. Keeping the soldier informed of changes to theenvironment and ROE enhances his situational awareness and his ability to adapt tochanging conditions. Leaders must disseminate this information quickly and accurately.
Soldiers must also understand their role in intelligence-gathering. This continuous
process involves many sources, including friendly forces, enemy SPOTREPs, and the
local populace. From the friendly standpoint, each soldier must be familiar with local
intelligence requirements. At the same time, he must realize that belligerents can easily
blend into the civilian population in their constant pursuit of intelligence on US actions.
Because of this, soldiers must consciously use OPSEC procedures at all times.
The role of leaders is especially critical in OOTW because they must be prepared to make
immediate decisions in response to confrontations, often under confusing conditions.
When a leader is unclear on what to do, he should immediately report the situation tohigher headquarters. If guidance from headquarters seems vague or incorrect, he should
restate the situation and request further instructions to ensure he has not made errors inreporting. If lack of time or poor communications prevent him from obtaining higher
guidance, the leader on the ground must make the decision using common sense and his
knowledge of OOTW operational considerations (environment, ROE, force protection).
His most important consideration is to avoid any action that could cause an international
incident. At the same time, however, leaders and soldiers retain the right of self-defense
under all conditions.
To emphasize soldier responsibilities, leaders conduct PCIs that focus on each soldier's
knowledge of the environment and application of the ROE. PCIs should also identify
possible OPSEC violations and deficiencies that could place the soldier and his
equipment at risk. Leaders should stress that terrorists and thieves may attempt toinfiltrate positions or mount tanks either to steal equipment and supplies or to cause harm
to US forces or facilities.

Section III. SAMPLE OOTW SITUATIONS
The following paragraphs and accompanying figures examine several situations the tankplatoon may face during OOTW. The list is not all-inclusive; an assessment of METT-T
factors and operational considerations (environment, ROE, force protection, and soldier
responsibilities) in the area of operations may identify additional mission requirements.

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______________________________________________________________________________________The platoon leader must keep in mind that the relatively simple situations illustrated herecannot adequately portray the ever-changing, often confusing conditions of OOTW. As
noted, flexibility is a key to success (and survival) under such conditions. To the extent
possible, the platoon leader should attempt to shape the role or mission to match theplatoon's unique characteristics and capabilities. (NOTE: Appendix B covers informationthat may be especially critical during OOTW in helping the platoon to maintain
coordination and synchronization with dismounted forces.)
SITUATION A
The platoon establishes a BP or conducts a relief in place at a platoon BP as part of a company teamperimeter or strongpoint defense (the circled "A" in Figure E-2). See Chapter 4 for detailed information on
defensive operations. Dismounted infantry may or may not be integrated with the tank platoon.
Coordination with dismounted patrols and OPs outside the perimeter is critical for situational awareness.
Signs, in the local language, should be posted as necessary within the engagement area to identify
movement restrictions on the local populace.

SITUATION B
As the company team or task force reserve (sometimes referred to as the reaction force), the platoon
occupies an assembly area or sets up a perimeter defense (the circled "B" in Figure E-2). Potential missions
include linkup with and relief of encircled friendly forces (the circled "B1"); linkup and movement tosecure an objective in an operation to rescue a downed heli copter or stranded vehicle (the circled "B2");
and tactical movement to destroy enemy forces attacking a convoy (the circled "B3"). In all three scenarios,
the platoon conducts tactical movement and actions on contact. Tasks such as linkup, support by fire, attackby fire, assault, hasty attack, and consolidation and reorganization are also critical to the reaction
force/reserve mission. For more information on these operations, refer to Chapters 3 and 5.

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Figure E-2. Battle position and reaction force/reserve missions
in OOTW.

SITUATION C
The platoon (or section) overwatches an infantry or MP traffic control point (the circled "C" in Figure E-3).
In turn, the overwatch element must ensure its own local security; it usually does this by coordinating with
dismounted infantry for OPs and dismounted patrols. Overwatch is covered in Chapter 3, occupation of adefensive position in Chapter 4.

SITUATION D
The platoon (supported by infantry) occupies a perimeter defense to protect traffic and facilitate movement
through a choke point along the MSR (the circled "D" in Figure E-3). Infantry is integrated into theperimeter defense to augment the tank platoon's firepower and to provide early warning and OPSEC for the
defense by means of dismounted patrols and OPs. For detailed information on defensive operations, see
Chapter 4.

SITUATION E( "E" in Figure E-3). It coordinates with dismounted infantry for local security (OPs and dismounted
patrols). Positions are improved using procedures for deliberate occupation of a BP (see Chapter 4).

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______________________________________________________________________________________SITUATION F
The tank platoon conducts convoy escort duties (the circled "F" in Figure E-3) using procedures covered in
Chapter 5.

SITUATION G"G" in Figure E-3). Based on METT-T factors, the platoon may use tactical movement techniques toprovide overwatch for the proofing vehicle, which can be a tank (equipped with a mine roller, if available)or an engineer vehicle. If mines are detected, the platoon conducts breach force operations within its
capability; whenever possible, the platoon should be equipped with a mine plow and a breaching kit
containing wire and bolt cutters, grappling hooks, and demolitions. If the obstacle is not within theplatoon's breaching capability, engineers are called forward. At all times, the proofing and overwatch
vehicles should take notice of anything that is out of the ordinary, such as new construction, repairs todamaged buildings, plants or trees that seem new or out of place, and freshly dug earth. These conditions
may indicate the presence of newly emplaced or command-detonated mines. The platoon conducts tacticalmovement as outlined in Chapter 3 and breaching operations as discussed in Chapter 5.

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Figure E-3. Traffic control point, choke point, blockade,convoy escort, and route proofing missions in OOTW.

SITUATION H
During cordon and search operations, the tank platoon occupies overwatch and/or hasty defensive positions
to isolate a search area (see Figure E-4). Close coordination and communication with the search team are
critical, as is employment of OPs and patrols to maintain surveillance of dead space and gaps in thecordoned area. The tank platoon (or section) must be prepared to take immediate action if enemy elements
are identified by the search team or OPs. Enemy contact may require the platoon to execute tacticalmovement and linkup; it would then coordinate with other units to destroy the enemy using techniques
discussed in Chapter 3 and Appendix B.

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Figure E-4. Cordon and search operation during OOTW.

SITUATION I
The tank platoon (or section) overwatches and/or follows and supports dismounted infantry in built-up
areas or close terrain (see Figures E-5A and E-5B). Procedures for operating with infantry are discussed inAppendix B.

Figure E-5A. Tank section overwatches infantry movement.

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Figure E-5B. Tanks move forward (bounding overwatch)with infantry set.

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APPENDIX FFRATRICIDE PREVENTION
Fratricide is as old as warfare itself, a complex problem that defies simple solutions.
Fratricide can be broadly defined as the employment of friendly weapons and munitions,with the intent to kill the enemy or destroy his equipment or facilities, that results in
unforeseen and unintentional death or injury to friendly personnel. This appendix focuseson actions leaders can take with current resources to reduce the risk of fratricide.
CONTENTSSECTION I. Magnitude of the Problem
SECTION II. Stopping a Friendly Fire Incident
SECTION III. Risk Identification and Preventive Measures
SECTION IV. Risk Assessment
SECTION V. Fratricide Reduction Measures

Section I. MAGNITUDE OF THE PROBLEM
The modern battlefield is more lethal than any in history. The pace of operations is rapid,
and the nonlinear nature of the battlefield creates command and control challenges for allunit leaders.
The accuracy and lethality of modern weapons make it possible to engage and destroy
targets at extended acquisition ranges. At the same time, however, the ability of US
forces to acquire targets using thermal imagery and other sophisticated sighting systems
exceeds our ability to accurately identify these targets as friend or foe. As a result,friendly elements can be engaged unintentionally and destroyed in a matter of seconds.
Added to this is the problem of battlefield obscuration, which becomes a criticalconsideration whenever thermal sights are the primary source of target identification.
Rain, dust, fog, smoke, and snow degrade identification capability by reducing theintensity and clarity of thermal images.
On the battlefield, positive visual identification cannot be the sole engagement criteria at
ranges beyond 1,000 meters. Situational awareness is the key; it must be maintained
throughout an operation.

Section II. STOPPING A FRIENDLY FIRE
INCIDENT
The tank platoon may become involved in a friendly fire incident in one of several ways:
as the victim of the fire; as the firing element; or as an observer intervening in an attack335

____________________________________________________________________________________________________________________________________________________________________________of one friendly element on another. This section covers actions leaders and crewmenmust be prepared to take when they encounter such situations.
ACTIONS AS VICTIM OF FRIENDLY FIRE
The following are recommended actions at crew and leader level in the event the crew
falls victim to friendly fires:oReact to contact until you recognize friendly fire.

oCease fire.

oTake immediate actions to protect soldiers and vehicles.

o

Use a visual recognition signal directing the firing unit to cease fire.

oReport the following on the next higher unit net:oAnnounce that you are receiving friendly fire.

oRequest medical assistance as needed.

oGive the location and direction of the firing vehicles.

oWarn the higher unit not to return fire if you identify the firing unit as friendly.

ACTIONS AS FIRING ELEMENT
The following are recommended actions at crew and leader level when the crew has
engaged friendly forces:oCease fire.

oReport the following on the next higher net:oIdentification of the engaged friendly force (if the unit is unidentified, report number andtype of vehicles).

o

The location.

oDirection and distance to victims.

oThe type of fire.

o

The target effects.

ACTIONS AS OBSERVER OF FRIENDLY FIRE
The following are recommended actions at crew and leader level in the event the crew
observes a friendly fire incident:336

______________________________________________________________________________________oSeek Cover and Protect Yourself.

o

Use a visual recognition signal directing the firing unit to cease fire.

oReport the following on the next higher net:oIdentification of the engaged friendly force (if the unit is unidentified, report number andtype of vehicles).

o

The location of the incident.

oDirection and distance to the victim and the firing unit.

o

The type of fire.

o

The target effects.

oProvide assistance as needed (when safe to do so).

LEADER RESPONSIBILITIESIn all situations involving the risk of fratricide and friendly fire, leaders must be preparedto take immediate actions to prevent casualties as well as equipment damage ordestruction. Recommended actions in fratricide situations include the following:o

Identify the incident and order the parties involved to cease fire.

oConduct an in-stride risk assessment.

oIdentify and implement controls to prevent the incident from recurring.

Section III. RISK IDENTIFICATION AND
PREVENTIVE MEASURES
Reduction of fratricide risk begins during the planning phase of an operation andcontinues throughout preparation and execution. Risk identification must be conducted at
all levels during each phase; the results then should be clearly communicated up anddown the chain of command so that risk assessment can begin. This section covers
considerations that influence risk identification; it also focuses on measures the platoon
leader can implement both to make the identification process more effective and to help
prevent friendly fire incidents from occurring. Section IV of this appendix covers the risk
assessment process. Section V lists additional fratricide reduction measures andguidelines.
PLANNING PHASE
A plan that is thoroughly developed and understood helps to minimize fratricide risk. The
following considerations will give leaders an indication of the potential for fratricide in agiven operation:337

____________________________________________________________________________________________________________________________________________________________________________o

The clarity of the enemy situation.

o

The clarity of the friendly situation.

o

The clarity of the commander's intent.

o

The complexity of the operation.

o

The planning time available at each level.

Graphics are a basic tool that commanders at all levels use to clarify their intent, add precision to theirconcept, and communicate their plan to subordinates. As such, graphics can be a very useful tool in
reducing the risk of fratricide. Commanders at all levels must understand the definitions and purpose ofoperational graphics and the techniques of their employment. See FM 101-5-1 for the definitions of eachtype of graphic control measure.

PREPARATION PHASE
The following factors that may contribute to fratricide risk are the focus of risk
identification during the preparation process:oTraining and proficiency levels of units and individuals.

oThe habitual relationships between units conducting the operation.

o

The physical readiness (endurance) of the troops conducting the operation.

Confirmation briefings and rehearsals are primary tools in identifying and reducing fratricide risk during
the preparation phase. The following are some considerations for their use:o

Use confirmation briefings or rehearsals to ensure subor dinates know where fratricide
risks exist and what to do to reduce or eliminate the risk.

oConfirmation briefings ensure subordinates understand the commander's intent. They
often highlight areas of confusion, complexity, or planning errors.

oThe number and type of rehearsals that the unit conducts will determine what types ofrisks can be identified.

oRehearsals should extend to all levels of command and involve all key players.

EXECUTION PHASE
During execution, in-stride risk assessment and reaction are necessary to overcome
unforeseen fratricide risk situations. The following are factors to consider when assessing
fratricide risks once the operation has begun:oIntervisibility between adjacent units.

oAmount of battlefield obscuration.

oAbility or inability to positively identify targets.

338

______________________________________________________________________________________oSimilarities and differences in equipment, vehicles, and uniforms among friendly andenemy forces.

oVehicle density on the battlefield.

o

The tempo of the battle.

Maintaining situational awareness at all levels and at all times is another key to fratricide reduction as an
operation progresses. Units must develop and employ effective techniques and SOPs to aid leaders andcrewmen in this process. These measures can include the following:oEavesdropping on the next higher net.

oRadio cross-talk between units.

oAccurate position reporting and navigation.

oTraining and use/exchange of LOs.

Section IV. RISK ASSESSMENT
Risk assessment must be conducted whenever fratricide risks factors are identified. It
must take place at all levels during each phase of operations. As with risk identification,
the results of the assessment must be passed on to all levels of the chain of command sothat fratricide reduction measures can be developed and implemented. Refer to Section V
for a list of specific reduction measures.
Figure F-1 is a worksheet for evaluating fratricide risk in the context of mission
requirements. The worksheet lists six mission-accomplishment factors that affect the riskof fratricide, along with related considerations for each factor. Assess the potential risk ineach area as low, medium, or high, and assign a point value to each (one point for low
risk, two for medium risk, three for high risk). Add the point values for the overall
fratricide assessment score. Use the resulting score only as a guide. Your final assessment
must be based both on observable risk factors like those on the worksheet and on your"feel" for the intangible factors affecting the operation. Note that descriptive terms arelisted only in the low- and high-risk columns of the worksheet. Your assessment of eachfactor will determine whether the risk matches one of these extremes or lies somewhere
between them as a medium risk.

339

____________________________________________________________________________________________________________________________________________________________________________

Figure F-1. Fratricide risk assessment worksheet.

Section V. FRATRICIDE REDUCTION
MEASURES
The measures outlined in this section provide the platoon with a guide to actions it cantake to reduce fratricide risk. They are not directive in nature, nor are they intended to340

______________________________________________________________________________________

restrict initiative. Apply them as appropriate based on the specific situation and METT-T
factors. At the heart of fratricide reduction and prevention are five key principles:o· Maintain situational awareness, focusing on such areas as current intelligence; unit
locations/dispositions; denial areas (minefields/FASCAM); contaminated areas, such as
ICM and NBC; SITREPs; and METT-T factors.

oEnsure positive target identification. Review vehicle and weapons identification (ID)cards. Become familiar with the characteristics of potential friendly and enemy vehicles,
including their silhouettes and thermal signatures. Know at what ranges and under what
conditions positive identification of various vehicles and weapons is possible.

o

Maintain effective fire control. Ensure fire commands are accurate, concise, and clearlystated. Make it mandatory for crewmen to ask for clarification of any portion of the firecommand that they do not completely understand. Stress the importance of the chain ofcommand in the fire control process; ensure crewmen get in the habit of obtaining target
confirmation and permission to fire from their leaders before engaging targets they
assume are enemy elements.

o

Establish a command climate that emphasizes fratricide prevention. Enforce fratricide
prevention measures, placing special em phasis on the use of doctrinally sound TTP.
Ensure constant supervision in the execution of orders and in the performance of all tasks
and missions to standard.

Additional fratricide reduction guidelines and considerations include the following:o

Recognize the signs of battlefield stress. Maintain unit cohesion by taking quick,effective action to alleviate stress.

oConduct individual, leader, and collective (unit) training covering fratricide awareness,target identification and recognition, and fire discipline.

oDevelop a simple, decisive plan.

oGive complete and concise mission orders.

oTo simplify mission orders, use SOPs that are consistent with doctrine. Periodicallyreview and update SOPs as needed.

oStrive to provide maximum planning time for you and your subordinates.

o

Use common language/vocabulary and doctrinally correct standard terminology andcontrol measures, such as the fire support coordination line (FSCL), zone of engagement,
and restrictive fire line (RFL).

o

Ensure thorough coordination is conducted at all levels.

oPlan for and establish effective communications.

oPlan for collocation of CPs whenever it is appropriate to the mission, such as during a
passage of lines.

oDesignate and employ LOs as appropriate.

341

____________________________________________________________________________________________________________________________________________________________________________oMake sure ROE are clear.

oConduct rehearsals whenever the situation allows you the time to do so.

oBe in the right place at the right time. Use position location/navigation devices (GPS and
POSNAV); know your location and the locations of adjacent units (left, right, leading,and follow-on); and synchronize tactical movement. If you become lost or misoriented,
contact your higher headquarters immediately for instructions and assistance.

oInclude a discussion of fratricide incidents in all after-action reviews (AAR).

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342

______________________________________________________________________________________GLOSSARYA
AA avenue of approach; assembly area (illustration text)
AAD antiarmor defense
AAR after-action review
ABF attack by fire (position)
ACE armored combat earthmover
ACR armored cavalry regiment
ADA air defense artillery
ADAM area denial munitions
AGS armored gun system
A/L administrative/logistics
ammo ammunition
AP antipersonnel
APC armored personnel carrier
APDS armor-piercing, discarding-sabot (ammunition)
ARTEP Army Training and Evaluation Program
ASLT POS assault position (abbreviation on overlays)
AT antitank
ATAS air-to-air Stinger (missile)
ATGM antitank guided missile
ATK POS attack position (abbreviation on overlays)
AVLB armored vehicle launched bridge
B

BCIS battlefield combat identification systembde brigade
BFV Bradley (infantry) fighting vehicle
BHL battle handover line
BII basic issue items
BIT built-in test
BMNT beginning of morning nautical twilightbn battalion
BOS battlefield operating system
BP battle position
BSFV Bradley Stinger (missile) fighting vehicleC

cal caliber
CAM chemical agent monitor343

____________________________________________________________________________________________________________________________________________________________________________CAS close air support
cbt combat
CBU cluster bomb unit
cdr commander
CEV combat engineer vehicle
CFV cavalry fighting vehicle
cGy/hr centigray(s) per hourchem chemical
CITV commander's independent thermal viewer
CLAMMS cleared lane mechanical marking system
cm centimeter(s)cmd command
CMH US Army Center for Military History
cml chemical (illustration text)
CO commanding officer
co company
co tm; co/tm company teamcoax coaxially mounted (machine gun)
COLT combat observation lasing team
COS center of sector
CP command post; checkpoint (illustration text)
CS combat support
CSS combat service support
CTCP combat trains command post
CVC combat vehicle crewman
CWS commander's weapon stationD

DA Department of the ArmyDAP decontamination apparatus (illustration text)
DD Department of Defense
DOA direction of attack (abbreviation on overlays)
DP decision point
DPICM dual-purpose improved conventional munitions
DS direct support
DS/R direct support/reinforcing
DTG date-time group
DTV driver's thermal viewer
dvr driverE

EA engagement area
EENT end of evening nautical twilight344

______________________________________________________________________________________en enemyEPLRS enhanced position locating and reporting system
EPW enemy prisoner of war
etc et cetera (and so forth)F

1SG first sergeant
FA field artillery
FAAD forward area air defense
FAC forward air controller
FASCAM family of scatterable mines
FDC fire direction center
FEBA forward edge of the battle area
FIST fire support team
FIST-V fire support team vehicle
FIT fault isolation test
FKSM Fort Knox Supplemental Material
FLOT forward line of own troops
FM frequency modulation (radio); field manual
FMFM Fleet Marine Field Manual
FO forward observer
FPF final protective fires
FRAGO fragmentary orderFS fire support
FSCL fire support coordination line
FSE fire support element
FSO fire support officer
ft foot; feetG

gal gallon(s)gal/hr gallons per hourGEMSS ground-emplaced mine scattering system
GHz gigahertz
GIRS grid index reference system
GPS global positioning system; gunner's primary sight
GS general support
H

H hour (used for timeline designation)
HC hexachloroethane
HE high explosive
HEAT high explosive antitank (ammunition)
HEP high explosive plastic (ammunition)345

____________________________________________________________________________________________________________________________________________________________________________

HHC headquarters and headquarters company
HMMWV high-mobility multipurpose wheeled vehicle
hp horsepower
HQ headquarters
hr hour(s)I

IAW in accordance with
ICM improved conventional munitions
ID identification
IFF identification, friend or foe
IFV infantry fighting vehicle
in inch(es)inf infantry
info information
IPB intelligence preparation of the battlefield
IR infrared; intelligence requirements
IVIS intervehicular information system
J

JAAT joint air attack teamK

KIA killed in action
km kilometer(s)L

lb pound(s)LBE load-bearing equipment
LD line of departure
ldr leader
LO liaison officer
LOA limit of advance
LOGPAC logistics package
LOM line of movement
LRF laser range finder
LRP logistic release point
LT lieutenant
LTC lieutenant colonel
LTG lieutenant generalM346

______________________________________________________________________________________

m meter(s)M8-AGS M8 armored gun system
MACOM major (US Army) command
MANPADS man-portable air defense system
max maximum
MBA main battle area
MCD missile countermeasure device
mech mechanized
MEDEVAC medical evacuation
METL mission-essential task list
METT-T mission, enemy, terrain (and weather), troops, and time available (factors insituational analysis)
MHz megahertz
MICLIC mine-clearing line charge
min minute(s); minimum
mm millimeter(s)MMS mast mounted sight
MOPP mission-oriented protective posturemort mortar(s)MPAT multipurpose antitank (ammunition)
mph mile(s) per hour
MRE meals, ready to eat
MRS muzzle reference sensor
MSR main supply route
N

NAAK nerve agent autoinjector kit
NBC nuclear, biological, chemical
NBCWRS NBC warning and reporting system
NCO noncommissioned officer
NCOIC noncommissioned officer in charge
NCS net control station
neg negative
NEO noncombatant evacuation operations
NET new equipment training
NLT not later thanno number
NOD night observation deviceO

O officer(s) (illustration text)
OAK-OC obstacles; avenues of approach; key terrain;
observation and fields of fire; and cover and concealment347

____________________________________________________________________________________________________________________________________________________________________________(considerations in evaluating terrain as partof METT-T analysis)
obj objective
OEG operational exposure guidance
OIC officer in charge
OOTW operations other than war
OP observation post
OPCON operational control
OPLAN operation plan
OPORD operation order
OPSEC operations security
OT observer-targetP

PCI precombat inspection
PEWS platoon early warning system
PFC private first class
PIR priority intelligence requirements
PL phase line; platoon leader (illustration text only)
PLL prescribed load list
plt platoon
plt ldr platoon leader
PMCS preventive maintenance checks and services
POL petroleum, oils, and lubricantspos position; positive
POSNAV position navigation (system)
PP passage point (abbreviation on overlays)
PSG platoon sergeant
psi pound(s) per square inch
R

RAAM remote antiarmor minerad radiation absorbed doserd roundrecon reconnaissance
REDCON readiness condition
RES radiation exposure status
retrans retransmission
RFL restrictive fire line
ROE rules of engagement
ROM refuel on the move
RP release point
RPV remotely piloted vehicle348

______________________________________________________________________________________

rte route
RTP radiotelephone procedureS

S1 adjutant (US Army)
S2 intelligence officer (US Army)
S3 operations and training officer (US Army)S4 supply officer (US Army)
SALUTE size, activity, location, unit identification, time, andequipment (format for report of enemy information)
SAW squad automatic weapon
SBF support by fire (position)
sct scoutsec section; second(s) (illustration text)
SFC sergeant first class
SGT sergeant
SHORAD short-range air defense
SINCGARS single channel ground/airborne radio system
SITREP situation report
SOI signal operation instructions
SOP standing operating procedure
SOSR suppression, obscuration, security, and reduction(actions executed during breaching operations)
SP start point
SPC specialist
SPOTREP spot report
SSG staff sergeant
STAFF smart target activated fire and forget (ammunition)
STANAG standardization agreement (international)
SVML Stinger vehicle-mounted launcher
T

TAC CP tactical command post
tac idle tactical idle (speed)
TACFIRE tactical fire direction system
TC tank commander
TCP traffic control point
TEWT tactical exercise without troops
TF task force
TIRS terrain index reference system
TIS thermal imaging systemtm team
TNT trinitrotoluene (explosive)349

____________________________________________________________________________________________________________________________________________________________________________

TOC tactical operations center
TOE table(s) of organization and equipment
TOW tube-launched, optically tracked, wire-guided (missile)
TRADOC US Army Training and Doctrine Command
TRP target reference point
trp troop
TSOP tactical standing operating procedure
TTP tactics, techniques, and procedures
TTS tank thermal sightU

UAV unmanned aerial vehicle
UMCP unit maintenance collection point
UN United Nations
USAARMS US Army Armor SchoolV

VEESS vehicle engine exhaust smoke systemveh vehicle (illustration text)
VT variable-timedW

WIA wounded in action
WO warning order
WP white phosphorus
X

XO executive officer
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350

______________________________________________________________________________________REFERENCES
SOURCES USED
These sources are quoted or paraphrased in this publication.
Army Publications
ARTEP 17-237-10-MTP Mission Training Plan for the Tank Platoon.
3 October 1988. (A revision is scheduled to be published during fiscal year 1996.)

FM 1-112 Tactics, Techniques, and Procedures for the Attack Helicopter Battalion.
21 February 1991.
FM 1-116 Tactics, Techniques, and Procedures for the Air Cavalry/Reconnaissance
Troop.
20 February 1991.
FM 3-3 Chemical and Biological Contamination Avoidance. 16 November 1992.
FM 3-4 NBC Protection. 29 May 1992.
FM 3-5 NBC Decontamination. 17 November 1993.
FM 3-19 NBC Reconnaissance. 19 November 1993.
FM 3-100 NBC Defense: Chemical Warfare, Smoke, and Flame Operations. 23 May
1991.
FM 6-30 Tactics, Techniques, and Procedures for Observed Fire. 16 July 1991.
FM 7-7J Mechanized Infantry Platoon and Squad (Bradley). 7 May 1993.
FM 7-8 Infantry Rifle Platoon and Squad.
22 April 1992.
FM 7-10 Infantry Rifle Company. 14 December 1990.
FM 7-20 The Infantry Battalion. 6 April 1992.
FM 7-92 The Infantry Reconnaissance Platoon and Squad (Airborne, Air Assault, Light
Infantry). 23 December 1992.
FM 7-98 Operations in Low Intensity Conflict.
19 October 1992.
FM 17-12-1 Tank Combat Tables, M1. 3 November 1986.

351

____________________________________________________________________________________________________________________________________________________________________________

FM 17-12-1-1 Tank Gunnery (Abrams), Volume I.
30 June 1992.
FM 17-12-1-2 Tank Gunnery (Abrams), Volume II.
30 June 1992.
FM 17-18 Light Armor Operations. 8 March 1994.
FM 17-97 Regimental Armored Cavalry Troop.
3 October 1995.
FM 17-98 Scout Platoon. 9 September 1994.
FM 34-1 Intelligence and Electronic Warfare Operations. 2 September 1994.
FM 34-130 Intelligence Preparation of the Battlefield.
8 July 1994.
FM 71-1 Tank and Mechanized Infantry Company Team. 22 November 1988.
FM 71-2 The Tank and Mechanized Infantry Battalion Task Force. 27 September 1988.
FM 90-3 Desert Operations. 24 August 1993.
FM 90-10 Military Operations on Urban Terrain (MOUT). 15 August 1979.
FM 100-5 Operations. 14 June 1993.
FM 101-5-1 Operational Terms and Symbols.
21 October 1985.
Command Publications

The following materials, published by the US Army Armor Center and School as Fort
Knox Supplementary Material (FKSM), are scheduled for initial publication during fiscal
year 1996. They cannot be obtained through Armywide resupply channels. Determine
availability by contacting the installation at the following address:
Commander, USAARMC
ATTN: ATZK-IMO-RS
Fort Knox, KY 40121-5000
FKSM 17-15-1 Tank Platoon Tactics, Techniques, and Procedures for Digital and Enhanced Systems.

FKSM 17-15-3 Tank Platoon SOP.
DOCUMENTS NEEDEDThese documents must be available to the intended users of this publication.
Department of the Army Forms352

______________________________________________________________________________________DA Form 581 Request for Issue and Turn-in of Ammunition. August 1989.

DA Form 1155 Witness Statement on Individual. June 1966.
DA Form 1156 Casualty Feeder Report. June 1966.
DA Form 1594 Daily Staff Journal or Duty Officer's Log. November 1962.
DA Form 2028 Recommended Changes to Publications and Blank Forms. February
1974.
DA Form 2404 Equipment Inspection and Maintenance Worksheet. April 1979.
DA Form 2765 Request for Issue or Turn-in. April 1976.
DA Form 2765-1 Request for Issue or Turn-in. April 1976.
DA Form 5368-R Quick Fire Plan (LRA). December 1984.
DA Form 5988-E Equipment Inspection Maintenance Worksheet. March 1991.
Department of Defense Forms
DD Form 1380 US Field Medical Card. December 1991.
READINGS RECOMMENDED

These readings contain relevant supplemental information.
Miscellaneous
Battle Space: Article by LTG Paul E. Funk. Military
A Commander's Tool Review magazine, December 1993.
on the Future Battlefield
Leadership in Combat: Study conducted by the History Department,
An Historical Appraisal US Military Academy, under direction of
LTC K.E. Hamburger. 1984.
Information on the following publication is available from the US Army Armor School
Library at the following address:
Commander, USAARMS
ATTN: ATSB-OPL
Fort Knox, KY 40121-5200
A Bigger Hammer Armor Center monograph by LTC Arthur B. Alphin. May 1990.
Joint and Multiservice Publications
FMFM 6-18 Techniques and Procedures for Fire Support Coordination. 27 March 1992.

JCS PUB 3-50 National Search and Rescue Manual,
Volume 1: National Search and Rescue System. 1 February 1991.
STANAG 2014 Operation Orders, Warning Orders, and Administrative/Logistics Orders.
353

____________________________________________________________________________________________________________________________________________________________________________STANAG 2029 Method of Describing Ground Locations, Areas, and Boundaries.
STANAG 2099 Fire Coordination in Support of Land Forces.
STANAG 2128 Medical and Dental Supply Procedures.
STANAG 2144 Call for Fire Procedures.
STANAG 2147 Target Numbering System (Non-nuclear).
STANAG 3466 Responsibilities of Air Transport Units and User Units in the Loading
and Unloading of Transport Aircraft in Tactical Air Transport Operations. Edition 2.
Army Publications
DA Pam 738-750 Functional Users Manual for the Army Maintenance Management
System.
1 August 1994.
FM 3-50 Smoke Operations. 4 December 1990.
FM 5-33 Terrain Analysis. 11 July 1990.
FM 5-36 Route Reconnaissance and Classification.
10 May 1985.
FM 5-100 Engineer Combat Operations.
22 November 1988.
FM 5-101 Mobility. 23 January 1985.
FM 5-102 Countermobility. 14 March 1985.
FM 5-103 Survivability. 10 June 1985.
FM 5-114 Engineer Operations Short of War.
13 July 1992.
FM 5-250 Explosives and Demolitions. 15 June 1992.
FM 6-20 Fire Support in the AirLand Battle.
17 May 1988.
FM 6-20-50 Tactics, Techniques, and Procedures for Fire Support for Brigade
Operations (Light).
5 January 1990.

354

______________________________________________________________________________________

FM 7-30 Infantry, Airborne, and Air Assault Brigade Operations. 24 April 1981.
(NOTE: This manual is currently under revision at the US Army Infantry School.)
FM 7-90 Tactical Employment of Mortars.
9 October 1992.
FM 8-42 Medical Operations in Low Intensity Conflict. 4 December 1990.
FM 8-55 Planning for Health Service Support.
9 September 1994.
FM 12-6 Personnel Doctrine. 9 September 1994.
FM 14-7 Finance Operations. 17 August 1994.
FM 16-1 Religious Support Doctrine for the Chaplain and Chaplain Assistant. 27
November 1989.
FM 19-40 Enemy Prisoners of War, Civilian Internees, and Detained Persons. 27
February 1976.
FM 20-22 Vehicle Recovery Operations.
18 September 1990.
FM 20-32 Mine/Countermine Operations.
30 September 1992.
FM 21-60 Visual Signals. 30 September 1987.
FM 21-76 Survival. 5 June 1992.
FM 26-2 Management of Stress in Army Operations. 29 August 1986.
FM 31-20 Doctrine for Special Forces Operations.
20 April 1990.
FM 31-70 Basic Cold Weather Manual. 12 April 1968.
FM 33-1 Psychological Operations. 18 February 1993.
FM 41-10 Civil Affairs Operations. 11 January 1993.
FM 44-1 US Army Air Defense Artillery Employment. 9 May 1983.
FM 44-100 US Army Air Defense Operations.
22 November 1988.
FM 55-9 Unit Air Movement Planning. 5 April 1993.
355

____________________________________________________________________________________________________________________________________________________________________________FM 57-38 Pathfinder Operations. 9 April 1993.
FM 63-2-1 Division Support Command: Light Infantry, Airborne, and Air Assault
Divisions.
16 November 1992.
FM 71-3 The Armored and Mechanized Infantry Brigade. 11 May 1988. (NOTE: Thispublication is currently under revision, with publication scheduled in fiscal year 1996.)
FM 71-100 Division Operations. 16 June 1990.
FM 71-123 Tactics and Techniques for Combined Arms Heavy Forces: Armored
Brigade, Battalion Task Force, and Company Team.
30 September 1992.
FM 90-2 Battlefield Deception. 3 October 1988.
FM 90-4 Air Assault Operations. 16 March 1987.
FM 90-5 Jungle Operations. 16 August 1982.
FM 90-6 Mountain Operations. 30 June 1980.
FM 90-8 Counterguerrilla Operations. 29 August 1986.
FM 90-10-1 An Infantryman's Guide to Combat in
Built-Up Areas. 12 May 1993.
FM 90-13 River Crossing Operations.
30 September 1992.
FM 90-13-1 Combined Arms Breaching Operations.
28 February 1991.
FM 90-14 Rear Battle. 10 June 1985.
FM 90-22 Multiservice Night and Adverse Weather Combat Operations. 31 January
1991.
FM 90-26 Airborne Operations. 18 December 1990.
FM 100-10 Combat Service Support. 18 February 1988.
FM 100-15 Corps Operations. 13 September 1989.
FM 100-19 Domestic Support Operations. 1 July 1993.

356

______________________________________________________________________________________

FM 100-20 Military Operations in Low Intensity Conflict. 5 December 1990.
FM 100-25 Doctrine for Army Special Operations Forces. 12 December 1991.
FM 100-27 US Army/US Air Force Doctrine for Joint Airborne and Tactical Airlift
Operations.
31 January 1985.
FM 100-37 Terrorism Counteraction. 24 July 1987.
FM 101-5 Staff Organization and Operations. 25 May 1984.
TB MED 524 Occupational and Environmental Health: Control of Hazards to Healthfrom Laser Radiation. 20 June 1985
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357