THE MAGAZINE FOR ARMY ENGINEERS NUMBER 1. 198Xi~4

iiii+rt 
Equipment 

Repair TechniciansOUR FORGOTTEN 

ENGINEERS? 

by CW3 Curtis R. Millner 

we have a,serious problem 

w~thassignment and training policies for Engineer warrant 

officers. Noncommissioned officers 

cumins into the engineer equipment repair field lack rclevant 

experience and training, even 

though we are getting the cream of 

the crop. 

Jumping from E-7 to WO1 is a 

great increase in responsibility, but 

because it's such a small increase in 

pay, few E-7s apply for warrant 

duty. As a result, wc accept E-8s 

from related MOSS who shotv 

potential and a rvillingness to learn. 

We give these inexperienced warrants a little training in the basic 

course (not all attend), send them to 

a unit and expect them to function. 

The Advanced and Senior Warrant 

Officer Courses teach a lot ahout 

being a staff officer hut little in the 

wag of technical material. Unfortunately for the warrant, commanders expect warrant officers (unlike 

privates and second lieutenants) to 

be experts, technical experts who 

can pass along their skills to others 

in the unit. 

Nobody likes to be embarrassed, 

so what happens is that new warrant officers avoid duty in combat 

heavy engineer units. They get 

themselves assigned to support or 

slaff jobs and stay there. There are 

some solutions to these problems 

that usill help all engineer units, he 

they combat. combat heavy or 

bridging units. 

First of all, the widelines in DA 

Pamphlet 600-11 must be follo\?,ed 

more closely. That's where MII, 

PERCEN can help us. Secondly, 

we've got to take better advantage 

of training opportunities. There are 

numerous civilian maintenance 

schools that offer intense technical 

courses that directly relate to the 

duties of an en~inecr equipment 

repair technieian. These courses 

are offered (sometimes free of 

charge) by most equipment manufacturers. This kind of training 

should be exploited to augment the 

Army's training programs. 

Whether it's Army or civilian traininn. gettinp our warrants technically qualified must he a 

Corps-wide priority. Maybe with 

the proper assinnment patterns and 

good technical training more equipment repair technicians would stay 

in the Army past 20 years. Longer 

retention rates would give us 

greater expertise in maintaining 

our increasingly complex equipment and reduce our warrant 

officer procurement needs. 

As MG Ellis has stated in "Clear 

the Way" (Summer 1982), we must 

consider the career development of 

engineer soldiers of all ranks. Let's 

be sure we don't forget our warrant 

officers. To have the best Army in 

the world, we need top-quality .. 

maintenance people who have had ' ' 

the best training available. So far. 

ure haven't done justice to our 

engineer equipment repair technicians. That must change because no 

matter how sophisticated our 

equipment becomes, if it doesn't 

\rork, it doesn't fight. 

(.'LV.9 C.z~rtisK. Mi1lnri.b the engineer 

cqliipnirnt mainfann?iee officficrr JOI. 

HHC. 548th Bngiiicc~.~ Bn.. Pt. Rmyg. 

,V. C. Hr inas ~IW~.~OIIS!~/ nss ignrrl to 

th~249th E~lnii~rtrr Bn. iir Knrlsrlrhr. 

G~~r?nan?/. CW3 Mill~icr.hos ro??ipleted thc Basic. Adi.ntlrrd nnd 

Senior Wc~r,-nnt Oifir~? Co,rrs(,.~. the 

S~LP~I!~ iVJanngr,i~iunt Officers Coursr 

and Mniiitenrr )ice Mn~tngen~c~nt 

Co~irse. Hr hrls o B.A. drywe hgpnera1 sfudivs .lroii~ C~iliirnhio Co/l~gc. 

Coluntl~io.Mu. 
UNITED STATES ARMY FEATURES 


ENGINEER CENTER 


AND FORT BELVOIR, VA. 


1 

COMMANDER/COMMANDANT 

MG James N. Ellis 

DEPUTY COMMANDANT 

COL Alvin C. Rowe 

CHIEF OF STAFF/DEPUTY 


INSTALLATION COMMANDER 


COL Paul J. Higgins 


COMMAND SERGEANT MAJOR 

CSM Orville W. Troesch 

EDITOR 

john Florence 

ASSISTANT EDITOR 

SSC Bernard W. Tate 

DESIGN DIRECTOR 

lim Wilson 

On the cover: 

The cover phoco shows prototypes olthc M9ArmorrdCombac 

Earrhmoverbeingbuiliata Pacific 

Car and Foundry Co. facility in 

Renron, Wash, The M9 is a key 

part ofthe Army's ellort ro modernize rhe combat engineers. 

(Photo courtesy ol PACCAR) 

10 The State of the Combat Engineer 

by COL P. R. Hoge and LTC P. Stevens 111 

12 The Combat Engineer Mission Area Analysis 

By MAJ Don A. Shuey 

14 Army 86 Combat Engineers 

by MAJ Richard Kanda and CPT Thomas P.Szoaim 

18 Mines as a Combat Multiplier 

by MAJ Johx D. Pawulnk and CPT James C. Loo 

22 Countermine for the AirLand Battle 

by LTC Russell L. Fuhrman 

25 Task Force Puerto Rico Light 

by LTC John A. Tudela and ILT Thomas J. Williams 

28 Ice Bridging 

by ILT Mark L. Prahl 

31 Light Division Engineers 

by ILTRobert E. L. Titus 

33 The CPX as a Training Aid 

by MA J Harley Brinkley and CPT Paul E. Dorr 

35 Under KKMC 

by Donald E. Slater 

37 Engineer Ingenuity, A Fading Art? 

by COL Don W. Barber 

40 Topographic Support: A New Operational Concept 

by CPT(P)David R. Gallay 

42 Nonpolluting Wash Facilities 

by Joe Motherly and Jerry Benson 

43 "Why Wasn't I Selected?" 

bzr CSM (Ret.) Martin Knozolen 

DEPARTMENTS 

2 News & Notes 6 Clear The Way 7 Bridge The Gap 

8 School News 27 Engineer Problem 39 Engineer Solution 

44 Career Notes Forum: Inside front cover 

ENGINEER is an authorized ~ubiicationof the U.S. Army Enaineer Center and Fort Belvoir, Va. Unless s~ecifically stated, material 
2' :: i*. 

'2: 2. . ., 'Pa-. /&. ;,, 

' 3' 

..\ 

j .a ':" ~, 

*& j 

Engineers tackle 

half -marathon 

"Unlucky thirteen" didn't bother 

over 500 soldiers of the 2d Engineer 

Bn. at Camp Casey. Korea, who ran 

13.1 miles (a half-marathon) from 

Uijongbu, a nearby town, to Indianhead Field at Camp Casey. 

LTC C. Hilton Dunn Jr., thenbattalion commander, wanted the 

half-marathon to be as much a mental challenge as a physical one. 

"About 90 percent of you are physically ready now, but only about 60 

& Notes 

percent are mentally prepared." 

Dunn wrote to his soldiers. (Dunn is 

now director. Department of Military Engineering at Fort Belvoir. 

Va.) 

The engineers met the challenge 

and took two hours and txo minutes 

to run the distance in platoon formation. They far exceeded Dunn's goal 

of 90 percent of all runnersfinishing. 

He had planned to award trophies to 

the platoons finishing without any 

runners dropping out. Five platoons 

of the 19entered tied for the honor -

S1 Section. HHC 2d Engineers; A 

Co.'s 1st platoon: C Co.'s 2d and 3d 

platoons: and E Co.'s 3d platoon. 

Ten MOSs close to 

women 

About 140 women are in the 10 

Engineer Military Occupational Specialities (MOSS)closed by the Women 

In The Army Policy Review Group 

report. The report was approved by 

Secretaryof the Army John 0.Marsh, 

Jr. Women currently in these MOSS 

will not be reassigned, according. ti] 

DA spokesmen. At the end of their 

tours they will either re-enlist for 

other MOSS or leave the Army. The 

vacated slots will be filled hy men. 

Of thethree Engineer Career Management Fields, CMF 51 (General 

Engineering) is theonly one affected. 

CMF 12 (Combat Engineering) is 

already closed, and CMF 81 (Topographic Engineering) is still open. 

Ten entry-level MOSS in CMF 51 

have been closed to women becauseof 

the combat exclusion policy, not because of the physical strength tests 

conducted during the review. The 

closed MOSS are: 

82B -Construction Surveyor 

52G-Transportation and Distribution Specialist 

00B- Diver 

61K -Plumber 

SIR- Interior Electrician 

51B-Carpentry and Masonry 

Specialist 

62H -Concrete and Asphalt Operations 

62E -Heavy Construrtiolr Equipment Operator 

Six entry-level MOSS and four 

super\.isory MOSS are still open to 

women in CMF 51. They are: 

.51G- Material Quality Specialist 

81BTechnical Drafting Specialist 

52E-Prime I'ower Production 

Specialist 

S1M -Firefighter 

51C -Structure Specialist 

62F -Liftinp;'Ioading Equipment 

Operator 

51T -Technical Engineer Supervisor 

5lH -Construction Engineer Supervisor 

B2N -General Engineer Supervisor 

51Z -General Engineer Supervisor 

Two other engineer MOSs are also 

01)en: 

51N -Water Treatment Specialist 

(will soon transfer to Quartermaster) 

SRB-Industrial Gas Production 

Specialist (Keservecotnponents 

only) 

Engineer in 

NATO olympics 

An Army Reserve engineer officer 

and two tammates captured third 

place inaNATOmilitaryolytnpicsat 

Fort Mcade, Md. The competition 

\%.as sponsored by the Interallied 

Confederation of Reserve Officers 

and held in conjunction with the 

Reserve Officersof America'sannual 

congress. 

2I.T Daniel Walker, Boulrier, Col.. 

teamed with CPT Jon Nealon. San 

Antonio. Texas, and Marine Reserve 

CPT William Pospisil, Sea Girt, N.J., 

competed against other three~man 

teams from Canada, Denmark, 

France. Germany, Italy. the Netherlands, Norway, the United Kingdom. 

and America. The Norwegians took 

first place. but less tiian 50 points 

separated them from Walker's team. 

News & Notes 

CERL'.s Porteic,ashi.?.sn?en money bg clearzing u'ic1i~11.sti'vsin plncr,. 

CERL cleaner saves big bucks 

Duringthefirst six months of 1982. 

Fort Leonard Wood. Ma., saved about 

$9,240cleaning dumpsters using the 

Portawasher designed by the Army 

Construction Engineer Research Lahoratory, Champaign. Ill. The Portawasher uses high-pressure hot water 

cleaning equipment and a vacuum 

system to retrieve dirty wash water. 

Under the previous contract, Fort 

Leonard Wood paid $12.50 to truck 

each dirty dumpster out and a clean 

dumpster in to rcplace it. With the 

Portawasher's in-place cleaning capability, the cost was reduced to $3.26 

per dumpster, a 74 percent saving. 

Engineers have best maintenance 

Not every Army unitbelieves logis- B Co. had won the best maintetical readiness is just an individual nance posture in the 54th Engineer 

responsibility. B Co., 54th Engineer Bn. in 1982 and they were the hriRn. Wildflecken, Germany, turned gade's nominee for the Medium 

team and individual logistical readi- Maintenance Company of the 

ness into a unit award winner. Quarter. 

B Co. was judged the best unit in One innovation Bravo Company 

the U.S. Army Europe(USAREUR) used is the Commander's Certificafor the first Department of the Army tion Program which identifies weak 

annual Unit Maintenance Award supervisors. Another is their sixprogram in the immediate category. month vehicle identification proThis award is given to a unit with gram which tells platoon leaders 

an outstanding organizational main- what vehicles are coming up for sertenance program using available vice and forecasts the parts needed. 

resources. The winning unit must With this program, B Company can 

also maintain an unusually highstate ,determine if they have everything to 

of readiness at all times. complete the services. 

The competition was based on B Co.'s incentive programs include 

accomplishments from Oct. 1.1981 to the Mechanic of the Quarter, Driver 

Sept. 30, 1982, focusing on training, of the Quarter, and Maintenance Plamanagement, cost and innovation. toon of the Quarter. 

Pounding swo"rds 

into plowshears 

"They shall pound thelr swords 

Into plowshears, and thew spears ~nto 

pruning hooks. . "These words from 

Isarah refer toturning combat-related 

m~litaryequ~pmento peaceful clv-

~lianuses, and C Co., 84th Englneer 

Bn. (Combat) (Heavy) takes the ~dea 

seriously. The engrneers from Schofield Barracks, Oahu, Hawail,burlt a 

mllltary bridge near theflnish l~neof 

the Honolulu Marathon for use by 

clvll~anand rnll~tarynewsmedla who 

were photograph~ngrunners finlshIng the gruellng 26.2 mlle event. 

The br~dgewas an M4T6, commonly used In fleld s~tuatlonsto span 

short gaps 

Two win Tudor 

CPTs David Bedey and Michael 

Biering have received the 1982 

Tudor Award for AcademicAchievement in Military Engineering. 

The award honors Ralph A. Tudor, 

a 1923 West Point graduate, who distinguished himself in military and 

civilian engineering. It is presented 

annually by the Engineer School to 

the outstanding graduate of each 

Engineer Officer Advanced Course 

year group. 

Bedev. .. Class 1-82. also earned the

School's physical fitness award. Biering, Class.5-82, was also a full-time 

trainer fora.n:Edgineer Officer Basic 

Course platoon: . . . . Both officers had gradeaveragesof 

over 97 percent and received the 

Society of American Military Engineers Award of Merit as outstanding 

graduates of their class. Bedey, a 

civil engineering graduate from 

76th Engineer Battalion 

(Heavy), Fort Drum, N. 

1978 West Point alumn 

ate student at the Ge 

, -

4 


4 

n 
 LEAR THE WAY 

by MG Ja~llesN Ell~s,Commandant, U S Army Eng~neerSchool 

COMBAT F,MGIR!EER 


A s we discussed in the last issue, each ENGINEER will have a specific theme of topical interest to all Army engineers. This issue features "Modernizing the Combat Engineers." I think it's a very 

appropriate topic because the American combat engineer is entering a new era, a time when we will truly 

have the means to "clear the \\.as" for the maneuver 

units of Army 86. 

We are aggressively addressing engineer force 

development on all fronts. As you read our theme 

articles contributed by the School's Directorate of 

Combat Developments (pages 10 through 24). you !\,ill 

see we are on a clear azimuth toward making 

engineers an important and integral part of the 

AirLand Battle force. To keep ahead, we are writing 

new concepts which lead to doctrine changes. New 

doctrinal manuals (FM 5-100 Engineer Combat Ope?-ntions series) are already on their way to you, the user. 

Fielding the M9 Armored Combat Earthmover, the 

new Ribbon Bridge Erection Boat and the Small 

Emplacement Excavator are just the beginnings of 

engineer equipment modernization that will take place 

in the next 10 years. To keep pace with the equipment 

modernization we are changinx our TOES. 

New Emphasis 

Emphasizing the need for engineer modernization to 

senior Department of the Army personnel has contributed to this engineer resurgence. This highlighting 

began with the Systems Program Review (SPR) in 

April, 1981. It developed an "Action Plan" focused on 

combined arms mobility - countermobility - survivability capabilities and deficiencies on the AirLand and 

contingency battlefield. 

Future combat developments are building upon SPR 

results, u,hich provide the foundation for the engineer 

Mission Area Analysis (MAA). The Engineer School 

has MAA proponency for combat support, engineering 

and mine warfare. The MAA is becoming the 

definitive statement of the engineer support the Army 

needs for the AirLand Battle. 

Top Priority 

Finishing the analysis has been our top priority, and 

we completed it early this year. Follow-on publications 

are in progress. Virtually the entire engineer community was involved in portions of the analysis-the Corps' 

laboratories, the chief's office, the Engineer Studies 

Center, all of the School at Fort Belvoir-plus 

elements of DARCOM and TRADOC. 

We believe the analysis will be the basis of our road 

map for future engineer combat developments and will 

provide the Army with a pegging point to measure 

engineer contributions to the total force. 

Finally, I emphasize that the thrust of our effort is 

to enhance total force effectiveness. Our words and 

actions must demonstrate unity. Our thoughts, plans. 

and modernization process must focus on ensuring 

engineer readiness on the future battlefield. We need 

your assistance and advice as we . . . 

CLEAR THE WAY 
BRIDGE THE GAP 

by CSM O.W.Troesch. US. Army Eng~neerCenter & School 

NEW CHALLENGES 

FACE NCOs 

we noncommissioned officers play a critically important role in the reception, introductionand training required to support the modernization of 

engineers. 

MG Ellis's "Clear The Way" article notes that there 

will be new equipment, new doctrine, and new mine 

warfare techniques introduced in the next few years. 

Whenever a force modernization effort takes place, it 

places a great training burden on us NCOs. 

The impact is felt immediately when the new 

equipment arrives. Doctrinal changes have las effect 

on the NCO and soldier, except in how we train and 

provide support for maneuver units. So our mission as 

NCOs and trainers is to "bridge the gap" so our 

soldiers fully accept new equipment, rapidly learn to 

use it, and clearly understand its purpose. 

Getting Ready 

The reception phase normally begins when the S4 

informs battalion/company commanders the new 

equipment is scheduled to arrive. Commanders should 

then brief the NCOs about the equipment, so we can 

prepare ourselves and our soldiers for the coming 

changes. 

Concurrently, we must start our own training, or 

participate with the chain-of-command training, in the 

use and maintenance the new equipment requires. 

We have a large responsibility, not only to train our 

soldiers to operate and maintain new equipment, but 

to make sure they understand personnel changes it 

may cause. In our training effort, we must clearly 

define the new equipment's benefit to the company, 

platoon and squad missions. If we don't, soldiers will 

never understand why the equipment is there and will be 

reluctant to accept and use it. Fear of the unknown is 

an area we NCOs must overcome with our training 

programs. We must ensure the engineer family speaks 

with one voice. 

Dirty Hands 

Last but not least, we NCOs must make sure we 

fully comprehend how to maintain our new equipment. 

We must be willing to get our hands dirty in the unit 

maintenance section learning everything that must be 

tightened, cleaned, and serviced. Then we must train 

our soldiers to perform this vital function. 

As we modernize the Army and the Corps of 

Engineers, we NCOs have a key mission as both users 

of new equipment, and trainers of those who use it. I 

ask all of you to accept the challenges as we move 

toward the Army of the 1990's. We must prepare 

ourselves and our soldiers for the AirLandBattle 

concept. Between equipment developers and the soldiers who use the eqi!ipment, we NCOs must . . . 

BRIDGE THE GAP 
'. m~chool News 

Directorate of 

Combat Developments 

DCD and the Future: 	 The Directorate of Combat Developments (DCD) is helping improve engineer organization and equipment to meet modern battlefield requirements. 

This thrust is on track due to improved intra-Army communications, top 

- ~ - ~~ ~~ 

welcome opportunity. Although the feature homes-inon mobility, countermobility and, to some extent, survivability, DCD is actively addressing engineering and topography functions as well. More on these in future editions. 

Directorate of 

Training and Doctrine --	 -~ ~ ~~ -~ ~

ENCOA and EOBC Changes: The Engineer NCO Advanced Course is now 14 weeks and is taught as two 

courses (CMF 12 and CMF 51). Each has a six-week common phase, an 

eight-week MOS phase, and small-group practical exercises, including the 

critical path method, communications and NBC, T/O constructions, and a 

tactical exercise without troops at Manassas Battlefield. A final two-day 

engineer stakes problem tests all ENCOA skills. 

The Engineer Officer Basic Course now has 77 more training hours. The 

largest is part of a three-week field phase at Fort A.P. Hill where students 

learn tactics, minelcountermine warfare, demolitions and weapons, andother 

subjects. They return to Fort A.P. Hill for one week at the course's end to 

practice ARTEP tasks. 

Directorate of 

Training Developments 

SQT Changes: 	 In February, a comprehensive testing program replaced the threecomponent SQT. It has a hands-on common task test, a unit hands-on MOS 

evaluation, and a refined written test. 

The hands-on common task SQT is administered to soldiers E-7 and below, 

and as directed to the Guard and Reserve. The answers are available to 

commanders for mutual scoring, but results are not used for personnel management. The common task SQT is administered using checklists in the 

Soldier's Manual of Common Tasks. HQDA annually selects tasks for the 

common task SQT, which can be administered anytime during the year. 

The MOS-specific hands-on evaluation contains critical tasks recommended by proponent schools. These hands-on evaluations are administered 

by the unit using checklists found in the Soldier's Manual. Results are not 

reported to TRADOC or HQDA, so the MOS-specific hands-on evaluation is 

not part of the soldier's SQT score. 

An MOS-specific written test for each MOS skill level determines individual proficiency. It tests representative combatandlor mission-essential tasks, 

and takes about two hours. The written SQT test period has beenshortened 
Directorate of Training Developments, cont. 

from six to three months. Printed FOUO answers are provided to commanders for all written tests. They permit local scoringfor immediate feedback so 

commanders can correct training weaknesses. 

This written test is the SQT score used by promotion selection boards. 

Directorate of 

Engineer Force Management 

Enlisted Actions: The Directorate of Engineer Force Management (Provisional) (DEFM) is 

involved in several actions affecting engineers. 

For resultsof the Women in theilrmystudy and how it affectsengineers, see 

"News &Notes," page 2. 

Analysis of onlisted selection board results are going to the field. Command 

awareness briefings are also being given to EOBC. EOAC, Precommand 

Course, and ENCOA. 

12B NCO Course: A Basic Technical Course is being developed for 51H and 62N. 

Combat eligible personnel in MOS 51H, 51B. 51C. 51K and 51Rcan attend 

128 Basic NCO Course. 

Physical Profiles: 	 Physical profiles in CMF 51 and81 have been upgraded. Personnel must meet 

fitness and weight standards, provide acurrent photo. and review and update 

records before the selection boards meet. 

Propodency Question Line: 	 Call the Proponency Question L~ne, (703) 664-4172, AUTOVON 354-4172. 

wlth suggestions, questions or comments 

Defense Mapping School 

Topo Support Teams: 	 The Army has revised topographic doctrine from scientific terrain studies 

to quick, combat-oriented analyses. Engineer terrain teams indivision, corps 

and army HQs provide rapid overlays and terrain information for planners. 

Direct support division teams, led by a warrant officer (MOS 841A). have 

five men with a van of equipment. Direct support teams (35men)andgeneral 

support theater army teams (27 men) are commanded by majors and provide 

broader support. 

New MOS: 	 In March 1983. new MOS 81Q (terrain analyst) replaced MOS 81CE5. A 

Basic Terrain Analysis Course (BTAC) will begin in F~84 totrain them. An 

Advanced Terrain Analysis Course (ATAC) began in June 1983 for NCOs. 

Warrant Training: 	 In 1979, warrant officer training opened for topographers with the Terra~n 

Analysis Course. Terrain analysis technicians must be terrain analysts, complete the BTAC and ATAC, and apply for warrant off~cer and MOS 841.4 
THE 


STATE OF THE 


COMBAT ENGINEER 


by COL P.R. Hoge 6 LTC P. Stevens Ill 

Measuring the state ofthe American sapper-the combat engineer-requires not just taking his 

pulse, but measuring his whole system, his job on the battlefield, and the 

team he supports. 

Our most likely battle has two 

probable characteristics: It will be 

far away where we are. least prepared to go, and it will be much less 

intense than a battle in Europe. The 

least likely battle-but the worse 

case-will be against Warsaw Pact 

forces in Central Europe. We must be 

ready for both battles. Their requirements, however, are not only different, but in part mutually exclusive. 

The combat engineers' role on 

these battlefields is precisely what 

it'salways been-alteringtheground 

to our advantage and to the enemy's 

disadvantage. However, that has new 

and ominious importance. The Warsaw Pact is organized and trained to 

overwhelm their foe with massedforces supported by enormous firepower. If we can't use the terrain, we 

lose a key factor the commander 

could use to influence the battle's 

outcome. 

Combined Arms Tasks 

To describe the combined arms 

tasks as they relate to theground, we 

use the terms mobility, countermobility and survivability. These are not 

just engineer tasks; they are the business of the whole combined arms 

team. 

Mobility is clearing the way for 

movement and maneuver. It is 

breaching minefields, reducing 

obstacles, and crossing dry and wet ~ ~ 

gaps. 

Countermobility is the reversedelaying, impeding, or blocking the 

enemy's movement. Obstacles are 

created with mechanical or explosive 

earthworks or minefields. 

Survivability is digging in for 

protection-preparing fighting or 

protective positions for the maneuver 

and artillery elements, or for logistic 

and command activities. 

Why are these battle tasks more 

critical today than in the past? 

Because the Warsaw Pact's tactics 

and capabilities are well known. To 

defeat them, or othersusing their tactics, requires the total integration of 

time, troops and equipment through 

the doctrine called the AirLand Battle. Striking quickly and deeply, seeing the battlefield and slowing the foe 

to create windows of opportunity are 

absolutely key to AirLand Battledoctrine. Failing in any one of those 

areas could result in total mission 

failure. 

Our freedom to maneuver, to delay 

and block the enemy, and to dig in to 

survive the first blow and keepfighting are more important to the AirLand doctrine than to any other 

fighting concept ever practiced by 

our forces. While the comhat engineer is the principal planner and 

actor in the mobility-countermobility-survivability arena, they must 

be practiced by the entire combined 

arms team because there will simply 

never be enough engineers to do the 

job alone. In light of this urgent need, 

what is the state of the engineer and 

the team he supports? 

Army Modernization 

We are experiencing unparalleled 

hardware modernization. The bow 

wave of post-Vietnam research, 

development and acquisition is 

reaching the field. Foremost among 

our new weapons stands the MI 

Abrams tank. Itscross-country speed 

is so great it literally leaves therest of 

our forces behind. Usingthe Abrams' 

mobility while not forcing it to fight 

out front alone is an enormous challenge. It is a particularly vexing 

problem to the sapper who must clear 

the way for the task force. 

For example, the Warsaw Pact 

will make vast use of mines. Add to 

that our own scatterable mines and 

we find the most insidious problem 

on the battlefield-countermine 

o~erations. We don't have a counter- 
mine detection or breaching capability adequate to support armor 

mobility. Mines do not merely destroy armor: they paralyze the entire 

attacking force. They require 

breaching, hy-passing or bulling 

through. 

This countermine deficiency is 

viewed by many as our most serious, 

but it's not the only one. Consider gap 

crossing-in highly mobilewarfarea 

simple gap can render our speed useless. The combat force engineer is 

better equipped here than for countermine but our combined arms 

hardware is increasingly heavy and 

appears to have gone away from 

organic fording orsurimmingability. 

Breaching obstacles under fire 

requires equipment suited to the 

task. The venerable D7 bulldozer on 

its lowbed transporter is a capable 

tool for many jobs, hut isn't suited to 

clearing the way in stride and under 

fire. 

Those are just a few areas in which 

we need to improve. Other problems 

include obstacle construction, explosives, and digging capability. 

Bangalore & Probe 

The combat engineer is equipped 

today much as he was in World War 

11. Major technological advances are 

visible in armor. infantry, artillery 

and aviation, but the sapper still 

fights with his dump truck. 'dozer, 

grader, or D-handled shovel. For 

countermine operations, we still use 

the probe or bangalore torpedo-type 

line chargesof World War IIvintage. 

This is simply too slow and ineffective for combat breachingunder fire. 

The Warsaw Pact recognizes the 

importance of countermine operations and has fielded rollers, plows 

and rocket propelled line charges 

mounted on tanks. They have an 

impressive counterobstaclevehiclea tank with a moveable blade on the 

front and an articulated arm on the 

turret ring to lift and remove obstacles while under fire. 

Surprisingly, the U.S. engineer 

was better off in many respects during World War I1 than he is today. 

Then we had rollers, plows, and even 

rocket-propelled linecharges toclear 

lack of priority for thesecapabilities. 

Our Army has not fought on a battlefield since the Korean War where 

extensive countermine, counterobstacle and cap crossing operations 

were required. Because we haven't 

Joirght this way. we haven't trninvrl 

this way. 

No Gut Feeling 

The lack of training in mobility, 

countermobility and survivability 

within the combined arms team is 

more insidious than simple ignorance. An entire generation of 

maneuver arms officers and NCOs 

lack the gut feeling for the requirement to do these tasks. As they have 

advanced in grade, this deficiency in 

their tactical sense has encouraged 

ignoring the problem. They don't 

ignore it maliciously, it's just that 

they don't understand. So, inthe Pentagon's budget drills, the engineer 

has been a frequent loser. We, the 

Army, simply haven't funded the 

research and development or procurement to solve the problem. 

Our engineer hardware deficiencies are not totally the result of the 

Army not appreciating the problem. 

The engineer has had troublearticulating those needs. For example, 

countermine operations consist of 

detection, breaching, proofing and 

marking. When we argue for building hardware which solves only one 

aspect of the problem, we've notonly 

failed tomeet the need, butalso failed 

to describe the battlefield concept. 

To solve the complex problems of 

mobility, countermobility and survivability, certain combat engineer 

needs are paramount. Re must be 

quick to keep up with the combined 

arms team and to do his job in stride 

and under fire. He must survive to 

get the job done at all. And he must be 

EN(SINE 

strategically deployable to support 

the light force. 

While the picture isn't completely 

bleak, it needs improvement. One 

thing is obvious: The combined arms 

team must train together. Realistic 

training is fundamental to buildinga 

successful team. We can't ignore rivers and assume them away in training. We must place and breach 

minefields usina realistic traininn ., mines and battle drills to penetrate 

them. We must accept such exercise 

delays because the delays on the battlefield will be moreserious. We must 

build and breach obstacles and not 

simulate them with tape. And we 

must dig protective positions and 

show their benefits to the battle team. 

Getting Better & Smarter 

On the hardware side, we must be 

smart and build concept-based 

equipment fitted to a clear and welldefined need and it must be simple 

and programmable in the budget. 

What, then, is the pulse of the combat engineer? Pretty strong and 

lively. There's a lotgoingon; the combined arms team has begun thinking 

of its mobility, countermobility and 

survivability needs. This has an 

impact on both field training and 

Pentagon budget priorities. So it's a 

good pulse and the sapper must keep 

it strong by integrating himself into 

the combined arms team. The whole 

team needs to continue to look to its 

engineers for advice and action. Only 

then can we be ready to fight and win. 

COL P.R. Hoga is the director. Direetorata of Combat Der:elopments 

(DCD), l1.S. Avmy Engineer Sehooi. 

LTC P. Ster*ens III ix a student at the 

ATWI?!War College and served prer~ioasly as chic5 De17eloyment nil!-

ision. DCD. 

OTLl . . rroDlems. ouestions. ana comments relatlno to enolneer aoctrlne. 

tri rganlzati~In, and 8squipmer~t can bes a;ddress,ed telePP o the U.S . Army El igineer School's "I ingineer IHotl~ne." 

Tt 'S auto-ariswer rec order ope rates 24 1lours a dely, seven 

d&y>avvvvn. , ba#,v,=. "-,I**-, >,,""," .h".,lA .-*" ?.,a<.= *I.-:. 
,#CV##.
-...- ..,,A. -..A +, 18aL3Cv, G""8vaa G88" .I^..,.^^^ cv8vp#n"#8v .t-


number, followed by, a concise question IJr comme nt. You'll receive a minefields. Obviously, there was a 

clear need. Why not today? 

Engineers lacking the ability to 

move. operate and to survive on the 

battlefield results primarily from a 

reply within three to 15 days. TIie Hotline is not a re !ceiving a! aency for 

formal requests. 

Call commercial (IOY) 6ti4-3648; WAI IS 800-336-31UY~,extension 3646; or AV 354-3646. 
Determining engineer requirements 

for the AirLand Battle 

THE COMBAT ENGINEER 

SSlON AREA 

ANALYSIS 

The topic "Engineers as Infantry" 

was added because fighting as infantry is the engineer's secondary mission. When exercised, it affects 

"The ~ analvsis - will serve as the com~letion of their primary mis- "~ ~ 

~~~~ - - ~~~~ -

cornerstone for combat engineering 

during the next decade." 

sions. The original scope was to 

include only corps and below. That 

was extended to include echelons 

above corps because of the engineer 

interrelationships required from 

By MAJ Don A. Shuey corps level and above to support the 

forward hattlefield. 

The battlefield missions were 

A s part of the TRADOC Mission 

Area Analysis Program, the 

Engineer School recently conducted 

a Mission Area Analysis (MAA)examining the combat engineer support 

required for AirLand Battle 

operations. 

The concept for the MAA originated from Office of Management 

and Budget (OMB) concerns over the 

manner in which the defense establishment conducted the materiel 

acquisition process. Directives from 

OMB, through the Defense Department, established general guidelines 

for conducting such analyses. 

Department of the Army established 

a set of mission areas and delegated 

certain areas to TRADOC. Then 

TRADOC translated these generic 

DA categories into twelve separate 

mission areas to bestudied by various 

schools and centers. 

The objective of the analyses is to 

identify what must he done on the 

1990 battlefield (missions, functions. 

and tasks), examine the projected 

capability to perform these tasks, 

uncover deficiencies in that capability, and propose corrective actions. 

Corrective actions are categorized 

into doctrine, organization, training, 

and materiel, focusing on the least 

costly approach. 

The Engineer School hasresponsibility for the Combat Support, 

Engineering and Mine Warfare 

(CSEMW) MAA. This title caused 

some confusion; therefore, the first 

analysis task developed a clearer 

understanding of the CSEMW mission area. The CSEMW MAA 

addresses these actions: 

Mobility operations 

Countermobility operations 

Survivability enhancements 

General engineering 

Topographical services 

examined regarding command and 

control, communications, training, 

logistics and an area called human 

dimensions. The MAAalsoexamined 

opportunities to use technological 

breakthroughs. The final product 

will be the most comprehensive 

analysis of combat engineering to 

date. It will include rank-ordered 

deficiencies and recommended solutions supporting a development plan. 

The analysis will serve as a cornerstone for thecombat engineersfor the 

next decade. 

The USAES Directorate of Combat Developments coordinated 

information from not only the Engineer School, but also from TRADOC, 

DARCOM, OCE, the Defense 

Nuclear Agency, the Defense Mapping Agency, selected MACOM engineers, and outside experts. 

Analytical tools were utilized 

throughout the analysis. Computer-
ized force-on-force combat models (Airborne) personnel was alsoused to direction for future engineer planand wargames such as Battle and enhance and supplement other ning and programming. It emphaCnr~nonette became important analyses. sizes which resources must be 

methods to evaluate combat opera- A coordinating draft of the main applied so the Army can fight effections. Combat simulations high- report (plus an executive summary) tively on the AirLand Battlefield. 

lighted deficiencies and compared Together with the other 11 MAAs, 

proposed alternative corrective 

actions. Tactical exercises without 

troops provided useful planning 

"The final product 

will he the most 

TRADOC will prepare a battlefield 

development plan to assist the Army 

in materiel acquisition actions and to 

information, as did tests at Army comprehensive influence DA long-range research 

schools. Additionally, questionnaires 

were sent to engineer units, major 

commands and to general officers to 

analysis to date of 

combat engineering." 

and development objectives. 

MAJ Don A. Sl~ireyis chief. Eraliiafurther assist in the results. Specific lion Branch. Ecaluation aud Analyanalyses for CSEWM MAA were wassubmitted toTRADOCand other sis Dic., Directorate of Combat 

conducted at the TRADOC Systems interested agencies in January 1983. Decelopments. Lr.S. Army Engineer 

Analysis Agency. Construction Engi- The draft development plan for Srhool. He has srrved as commander 

neer Research Laboratory, Water- implementing MAA initiatives was piE Co.. loth Engineers, and as SI of 

ways Experimentation Station, and submitted to TRADOC in March: the 2d Engineer.? in Korea. He has a 

in conjunction with the Closecombat general distribution of the final bachelor's degree in blcsineas adminisHeavy MAA at Fort Knox. A map report was in May. tration front Park College and is a 

exercise at Fort Belvoir with The Combat Support, Engineering graduate of the Enginee~ Officev 

USAES, 9th Infantry Division, and and Mine Warfare MAA provides a Adranced Course and Airborne 

20th Engineer Brigade (Combat) coordinated, logical and consistent School. 

I ENGINEER BRANCH TEAM I 

OFFICER ASSIGNMENTS (I-r) 

(Frontl. LTC Paul Chinen Branch Chief 

Nina Foiler Aclmi,~riira!ion 

Bert? Walih As~i,lanl LTAs,ignmen!, 

Roxanne Smth Acriranl CPT Ar~ignm~rlf\ 

CPT Mered~th Temple LTA,sipnmrnlr 

(Rear), MA1 Charles Ruir MA1 Arii~nmentr 

MA1 Lee Gibson CPTA,rig,lmerrl, 

MAI john Roriotto LTCA>iignnirnl, 

MA) Edward Harris Proiei,iondl 

Devrlopmer,r 

Phone: 2LT-LTC. (202) 325-7504/5/6, 

AVN 221. 

WARRANT OFFICER 

ASSIGNMENTS 

Phone: (2021 325.78381 

7840,AVN 221. 

ENLISTED ASSIGNMENTS (I-r) 

MSG lame5 Blair CIMf 81 

SFC Roberr Ford CMF 12 

LTC Lislon Edge Branch Cilwi 

SGM lohn Petriion Br~rlchSerge,?nl iLlajo, 

SFC Billy Ford CMF 51 

Phone: (202) 325-7710. AVN 221. 
ARMY 86 

COMBAT 

ENGINEERS 

Army 86 organizes the Army 

to fight the AirLand Battle. 

Here is how the engineers 

fit in. 

by MAJ Richard Kanda & CPT Thomas P. Swaim 

he Army 86 study is intended to T. give the Army an improved organizational structure, one tailored 

to execute AirLand Battle tactical 

doctrine with advanced weapons and 

equipment. The study encompasses 

the entire Army, from the foxhole 

through theater level. 

Such modernization is long 

overdue. The last major Army reorganization was in the early 1960s 

when we wentfrom the PENTOMIC 

to the ROAD organizations. Army 86 

organizations are designed to win on 

the 1990s battlefield. 

Army 86 Combat Engineers 

After extensive study, including 

review of previous studies and field 

reports, some general building 

blocks have emerged for combat 

engineer actions in Army 86: 

Take advantage of new technology 

and integrate new equipment. 

Improve command, control and 

communications. 

Orient on combat tasks-mobility, 

countermobility, and survivability-to support maneuver 

forces. 

Support independent operations 

forward-orientation. and selfsufficiency. 

Improve our deployability. 

When all these factors are combined, we see an Army 86 combat 

engineer who needs speed, survivability and deployability to support 

the combined arms team. 

Heavy Division 86 

Heavy Division 86 was the first 

Army 86 study and set the stage for 

all that followed. Heavy Division 86 

will replace the current armored and 

mechanized divisions. Force designs 

for the organic combat engineer battalion and its line companies are 

shown in Figures 1and 2. 

The design's highlights are: 

Equipment systems: 

Mobility: M9, ROBAT, AVLB, 

CEV. 

Countermobility: GEMSS. M9, 

CEV. 

Survivability: SEE, M9, CEV. 

Organizational changes: 

Brigade engineer staff sections. 

Water points to DISCOM. 

HEAVY DIVISION 86. ENGINEER BATTALION 

8 

2 5 

16 

ENGR BN M728 CEV 8 

Figure 7 
Equipment ~ ~ from HHC to line current methods. Also improved is

cornpanitt~. controlling :ind coord~n:itlna r19rnhat 

Mohil~t?.~.ot~nti~rmobility pla- enpinzcr activities n.ht,rt thrllhttlei~ 

toon with new equipment. 

Support platoon provides a 

maintenance warrant bfficer. 

This new combat engineer organization is a significant improvement 

because most combat capability and 

self-sufficiency are forward in the 

line companies. 

The M9 can cut combat trails 

(mobility),bulldoze an antitank ditch 

(countermohility), and dig hull-down 

positions (survivability). It allows us 

to move and to survive with the force 

we support. 

The new Robotic Obstacle Breaching Assault Tank (ROBAT) and consolidating all divisional AVLBs in 

the battalion will give us unprecedented capability to breach obstacles. ROBAT allows us to conduct 

assault breaches of minefields under 

fire without breaking stride. It can 

sense a minefield then breach, proof. 

and mark a path through without 

operators aboard. 

Developmental work is complete 

on SLUFAE, a standoff minefield 

breaching system. Current plans are 

to hold it in a production-ready status, available if war occurs. 

Our ability to lay mines with 

GEMSS makes us much more 

responsive and productive than with 

being fought. 

The Army chief-of-staff approved 

implementation of thisnew organization beginning in Fiscal Year 1983. 

The transition will be phased, based 

on availability of equipment like the 

M9 and ROBAT. 

Army 86 studies show 

the need for more host 

nation support. 

Light Division 86 

Light Division 86 examines the 

infantry, airborne and air assault 

divisions and is still in progress. In 

December 1981, the Army chief-ofstaff ordered a new organization 

fielded by Fiscal Year 1985calledthe 

High Technology Light Division 

(HTLD). 

The significant features are: 

Mobility: M9, MICLIC. LAB. 

light equipment package. 

Countermohility: GEMSS, M9, 

VOLCANO, light equipment 

package. 

Survivability: SEE. M9, light 

equipment package. 

HEAVY DIVISION 86, ENGINEER COMPANY 

l-5 I ENGR CO I .. ...-. 

1-0 31 32 1030~ 

MOBILITY, 

ENGR PLT COUNTER^ 

MOBILITY 

M9 ACE 2 

APCM113 4 I 

SUPPORT 

PLT HQ 

0-0~17~17 0~011-11 

PLT Ha SECTION SECTION SECTION 

AVLB 4 Tri Wrki 101 1 Trt Dump 5T 3 

M728 CEV 2 Recov Veh M88 1 Tank & Pump Unlt 2 

Figure 2 

ROBAT 

MI28 GEMSS 

Loader 1 

SEE 2 

Trk Cargo 5T 1 

Organizational changes: Same 

as Heavy Division 86, plus: 

*Brigade engineer staff section 

in maneuver brigade HHC. 

*Bridge company deleted. 

*Light assault company with 

light equipment package 

added. 

*Entire battalion C141 

transportable. 

Many aspects of the HTLD combat 

engineer battalion were tested by the 

9th Infantry Division High Technology Test Bed at Fort Lewis and 

Yakima. Wash. These tests validated 

the Small Emplacement Excavator 

and M9 and provided impetus to 

accepting the brigade engineer concept. (See page 31for an in-depth look 

at the 9th Infantry Division's 15th 

Engineers.) 

VOLCANO, an accelerated development program, provides a lightweight, helicopter or truck-mounted 

mine emplacement capability. 

Combat engineer battalions 

organic to the AirborneJAir Assault 

Divsions 86 are just emerging from 

the conceptual stage: extensive coordination with field commanders is 

still in progress. These engineer 

organizations will be standardized as 

much as possible. Current force 

designs contain light equipment for 

assault airstrip work, incorporate 

developmental equipment for light 

forces, have staff engineer sections in 

maneuver brigade HHCs, and consist of four line companies. There is a 

design constraint of 625 personnel 

per engineer battalion. 

Corps 86 

Corps 86 coordinates and sustains 

the AirLand Battle while the divisions fight it. Heavy Corps 86 organization and structure was based on a 

European scenario. A Southwest 

Asia scenario was used in the initial 

force development for Contingency 

Corps 86. Four other contingency scenarios will develop a light corps for 

morldwide deployment. 

Army 86 studies and previous analyses support the requirement for 

five combat engineer battalions per 

division in acorps. Tahleof Organization and Equipment 5-45. Combat 

Engineer Battalion. Corps (Mechanized), was recently approved. 

The requirement for this new 

organization has been long recopnized. When fielded, it will im~rove 
our combat power. Actual fielding is 

tied to availability of APCs and other 

equipment. Theunit looks very much 

like the heavy division engineer battalion minus the bridge company. 

When considering a five division 

corps in the European theater, the 

required engineer force in Figure 3 

results. In contingency situations, 

there are requirements for critical 

specialized support, which for 

forward-deployed forces would be 

provided by theater army or host 

nation support. 

Deployahility constraints dictate 

an austere force. Trading heavycombat engineer battalions for corps 

combat hattalions plus combat sup 

port equipment companies, and 

introducing an airborne lightequipment company, was dictated by 

these constraints. 

The corps design for engineer supI 

I 

WHEEL 

WHEEL 

HVY 

Figure 3 

port to three light divisions employed 

in Southeast Asia is shown in Figure 

4. Refinement of this force design is 

continuing with analysis of contingency corps employment in other 

scenarios. 

Echelons Above Corps 86 

The Echelons Above Corps (EAC) 

86 study examines combat and combat service support at the theater 

army level. The primary goal is to 

permit Corps 86 to orient forward to 

conduct combat operations. 

EAC combat engineers support the 

corps with general engineering inthe 

communications zone (COMMZ) and 

provide mobility-countermobilitysurvivability support in the combat 

zone for maneuver forces. Specialized support required by the logistics 

support base in the COMMZ is also 

handled by the EAC engineer force. 

CORPS 86. ENGINEER BRIGADE 

X 2 


rn 


1 

Topographic support from division 

to theater army level is provided by 

engineers from the EAC 86 engineer 

topographic battalion. 

Results of the EAC 86 study for 

Europe and emerging results in the 

contingency corpsstudy, indicatesignificant engineer shortfalls. 

Increased use of host nation support 

and developing contractor support is 

required. Contract procurement and 

management by the Corps of Engineers could reduce some shortfalls. 

Host nation support is dependent 

on detailed advance planning and 

coordination in peacetime to ensure 

that critical engineering services. 

equipment, and materials are provided at the right time and place. 

(Engineer operations at the theater 

army level are detailed in FM 100-6, 

Support Operations (Coordinating 

Draft). November. 1981.) 

Iml OTHER

I 

WHEEL WHEEL 

WHEEL 

HVY WHEEL 

HVY 

HVY 
CONTINGENCY CORPS 86. ENGINEER BRIGADE 

Combat, 1990 M AJ Richard KG,%& is with (h,: CIY' ThonfosP. S7.r.nivi is nlso tr.it/i the 

Army 86 eombat engineer organi- Force Design Branch, Directorate of Force Ue.?ign Branch. Mrcctmatc of 

zations are being designed to meet Combnt Der~clopnients, U.S. Arm!) Combat Det,elopments. 1J.S. Army 

the challenges of eombat in 1990. Enginrer Scl~ool. He has commanded Engineer School. Hu is o graduate of 

New equipment will allow us to tro?nbot engineer rompnnies in. Ger- the U.S. Militor!/ Acarlcm?/. His last 

many and Vietnam. His lost assiyn- ansign?nent irns as commnnder of B orient on the critical mobility- rn!)nt u3as as the e.zcc~ttii.~ i~lfjcrr, 10th Co.. 52d Engifterr BTI..Ft. Cnrson survivability tasks. Command and 

control and self-sufficiency have Combat Engineer Rn.. Sd InJontq! Colo. CPT Slcnint is o .grodva.le of the 

been improved. As Army 86 engi- Dli,. (Meeh.). Gsrrnn)iy. He iso gradu- Engine~r OJficcr Adrrrnred Course 

neers, we will be able to keep up with. nfe ofthe Command nnd General Staff and is o roginterrd p?-ofcssional cngisurvive with. and best support the College and has o ni,nster:s degree in wcc,1- in Virginia. 

civil ei~.v'?ieerin,y. combined arms team. 

Writer's Guidelines 

In response to queries from prospertive duthors. good quality rolor slides. Drawings mu51 br legible 

we pass along the following ENGINEER writer's but nerd not br "camera ready." 

guidelines: COVER LETTER-Please ~ncludt-a rover letter with 

TOPIC-Although our focus is upon rombat your name. address and a phone number at which 

engineering, any subject of professional interest to vou can be contacted. 

the Corps is welcome. It is always best to query first NEWS & NOTES-We're always looking for 

since an article similar to yours may have appeared rontributions here, especially those with photoalready or may bescheduled forafurureissue. Please graphs. Your TASO or public affairs officer will be 

titlr your article. able to provide photographic support. 

LENGTH-Length is not a5 import.lntas content. Let Finally, we'll work with you on polishing your 

your subject ,matter dictate length. Most ENGINEER writing skills. Thc most importanr criteria for an 

articles range from 1.000 to 3,000 words. ENGINEER article is the story it tells and the 

PHOTOGRAPHS AND ARTWORK-Photos and professional growth it stimulates in your fellow 

drawings strengthen your article, and in some cases engineers. 

are vital graphic aids to conveying your message. We look forward to seeing your article in J future 

Photos should be black and white, glossy, and, issue of ENCINEER. 

preferably, at least 5" x 7". We can also work from 
MINES AS A 

COMBAT MULTIPLIER 

A new generation 

of remotely delivered 

mines is revolutionizing 

land-mine warfare. 

Before Vietnam, our mining capa- By MA] lohn D. Pawulak bility consisted of antitank (AT) and 

& antipersonnel (AP) mines developed 

CPT lames C. Loo for World War 11. These mines still 

M'. 

compose most of our land mine invenine warfare is in a major tran- tory. Their size, weight and the time 

s~tlon. New high-technology required to emplace them cause 

(high-tech) mines have added new logistical and operational burdens. 

dimensions to mine warfare and to Great tonnage is required for placethe battlefield. ment, and the manpower and time 

Traditional doctrine of placing requirements they demand would be 

large linear minefields between a serious liability during the swift 

opposing forces at the forward edge AirLand Battle. 

of the battle has been replaced by This doesn't mean hand-emplaced 

concepts to use mines against enemy mines don't have a place on the battleunits anywhere on the battlefield. field. They are still required during 

Remotely delivered high-tech mines prehostilities in demilitarized zones. 

could revolutionize land-mine war- and in protective barriers around 

fare by their on-the-spot capability. installations and fighting positions. 

These technological advances will However, to meet the objectives of 

complement existing conventional land-mine warfare-to fix, delay, 

mines and provide commanders disrupt and channelize enemy firstgreater ability to restrict enemy echelon and follow-on forces-more 

movement without impeding dynamic, rapidly emplaced mines 

friendly mobility. are required. 

The M56 

During the Vietnam War, more 

than 40 new mines were developed, 

but only the M56 Antitank Helicopter Mine Dispensing System was 

fielded. 

The M56 is a unique concept: A 

mine randomly emplaced and surface exposed. It consists of a control 

panel, wiring harness and twoexternally mounted SUU-13 mine dispensers. Each dispenser has 80 

antitank mines. The entire system is 

mounted on a utility helicopter. The 

mines are ejected and arm on ground 

impact. Minefield density is determined by thedispensingrateand aircraft speed. 

While there are advantages to this 

mine, it does haveseriouslimitations. 

There is no self-destruct option and 

no antipersonnel capability. M56 

mines are pressure fuzed only so they 

lack full-width kill capability. 
A helicopter delivered system is 

also limited by aircraft availability. 

weather and ground fire. No further 

M56 procurement is scheduled, making the system obsolete. These drawbacks limit the commander's 

flexibility and do little to reduce the 

logistical and operational problems 

of mine warfare. 

New doctrine in the AirLand Battle and AirLand Battle 2000 greatly 

reduces the feasibility of traditional 

mine warfare, including use of the 

M56. On tomorrow's battlefields, we 

must fight deep and close-in, rapidly 

emplacing mines anywhere they 

enhance favorable engagements. 

Im~roved remotels delivered mines 

can serve as a key combat multiplier. 

A number of new high-tech mine systems capitalize on the M56's 

emplacement capability and reduced 

logistical requirements, while 

adding several improvements. 

Mines now being fielded or developed have short self-destruct times 

(under 24 hours) and APcapabilities. 

Antitank mines have magnetic influence fuzes, making them full-width 

killers. The battlefield commander 

can have these mines applied by 

artillery, hand emplacement, helicopters and high performance aircraft. He will no longer be restricted 

to the M56 for a remotely emplaced 

mine. 

ENGINEER/Number 1,1983 

Here is a look at the high-tech 

mines being fielded, in productionor 

under development. 

RAAM and ADAM 

The Remote AntiArmor Mine System (RAAM) and the Area Denial 

Artillery Munition (ADAM) systems 

are each packed into a modified 

M483 carrier round and fired by 

155mm howitzer. Each has factoryset long or short self-destruct times. 

A RAAM round bme-ejects nine 

magnetically fuzed AT mines over 

the target area. Someofthem havean 

anti-disturbance feature and explode 

if moved. 

An ADAM round contains 36 

bas severai trip-wire sensors which 

deploy at distances up to 20 feet. 

When a trio-wire is disturbed. a balllike munitibn shoots 2 to 8 feet up and 

blows steel fragments in all 

directions 

RAAM and ADAM can be used to 

attack targets of opportunity or be 

harassing agents used with other 

munitions. They are most effective 

when placed on top of or used in front 

of enemy units. They may also be 

used for counterbattery fires and 

reseeding breached minefields. 

RAAM and ADAM have several 

advantages. They can be delivered 

deep into enemy territory to disrupt 

their timetables. The mines' fullwidth kill capability requires fewer 

mines to achieve desired densities 

and, compared with other systems, 

RAAM and ADAM are low-cost. 

fif/,-'&-
Some disadvantages include command and control problems created 

by using remotely delivered mines. 

Extensive coordination is required 

between maneuver elements, engineers and fire support personnel. 

Also, the mines' short emplacement 

time and brief self-destruct interval 

requires rapid reporting to ensure 

we don't impede ourown maneuverability. Competition for artillery will 

pose a problem, as will logistics. 

However, the need to remotely 

deliver mines significantly outweighs these disadvantages. RAAM 

and ADAM will provide commanders with a rapid, flexible and effective means of paralyzing enemy 

forces. Both systems are in the developmental stage. 

GEMSS and FLIPPER 

The MI28 Ground Emplaced Mine 

Scattering System (GEMSS) is in 

production and will be fielded in Fiscal Year 1984. FLIPPER, an auxiliary GEMSS mine dispenser. is 

under development. 

GEMSS is a trailer-mounted 

device which arms and dispenses up 

to 800 mines in 15 minutes. 4typical 

GEMSS mine field consists of three 

30 meter \vide szrips spaced about 

500 to 100 meters apart. GEMSS can 

be used to emplace flank minefields. 

reinforce existing obstacles or to 

close gaps or lanes. The system will 

be issued to corps. heavy and light 

divisions, armored cavalry regiments and to separate brigade engineer line companies. The unit weighs 

7.5 tons (loaded) and can he towed by 

a 5-ton truck, CEV, MI13 APC, M9 

ACE or M548 cargo carrier. 

FLIPPER is being developed to 

provide a lightweight, easily operated device to spin-arm, select the 

self-destruct time, and to dispense 

M74 and M75 mines. The system will 

be primarily an auxiliary dispenser 

for GEMSS mines; four will be issued 

to each engineer unit authorized a 

GEMSS dispenser. FLIPPER will 

be mounted on combat and combat 

support vehicles. 

The M75 and M74 mineseach measure 2% inches high by 4 inches in 

diameter and weigh about four 

pounds. Both have operator selected 

short or long self-destruct times. The 

AT mines use a magnetic fuze for 

full-width kill. Antipersonnel mines 

use four trip-wires for activation. 

The mine kills by both ground blast 

and fragmentation. 

GEMSS offers rapid, large volume 

metered mining. The M74 and M75 

arc smaller than conventional mines, 

reducing logistical burdens. The 

most significant disadvantage is 

GEMSS' size and weight. With the 

unit weighing 7.5 tons, poor soil conditions could greatly hamper a 

wheeled prime mover. 

GEMSS, however. gives commanders the ability to rapidly 

emplace large minefields, forcing the 

enemy to alter his battle plans. 

GATOR 

GATOR is an air-delivered mine 

system that dispenses AP and AT 

mine? from tactical and strategic aircraft. It is being developed for either 

the Air Force CBU-XWR or Navy 

SUU-661B dispensers. The Air Force 

dispenser carries 72 BLU-91/B AT 

and 22 BLU-92IB AP mines. The 

Navy dispenser can carry 45 AT and 

15 AP mines. 

p' 


Three self-destruct times are available with each mine. The BLU-91/B 

AT mine has a magnetic fuze making 

it a full-width killer. The BLU-92/B 

AP mine has a blast fragmentary kill 

mechanism and uses trip-wire sensors. 

Both AT and AP mines are about 

the same weight and shape as a 

GEMSS mine. They areaerodynamically dispensed when a linear line 

charge cuts the dispenser's skin. 

Arming and self-destruct times are 

automatically set when thedispenser 

opens. Adapters on the mines aid dispersion and reduce ground impact 

force. 

The system is designed for rapid 

delivery of interdiction and counter 

ADA minefields. Denying key terrain, disrupting and paralyzing the 

enemy are its primary uses. It will be 

vital in stalling follow-on echelons. 

and will be most effective when used 

at night. 

GATOR isscheduledfor fielding in 

Fiscal Year 1985. 

MOPMS 

The Modular Pack Mine System 

(MOPMS) is a compact. easily portable unit which discharges 21 AT or 

AP mines in a 35 meter semicircle. 

The rectangular. 32x23~13 inch 

unit weighs 150 pounds and can be 

carried by as few as two men. The 

MI31 version contains 21 AP mines. 

Each mine deploys four trip-wires 

which if disturbed. detonates a fragmentary kill mechanism. The MI32 

module contains 21 AT mines with 

magnetic fuzes for full-width kill. 

Future development may include a 

GEMSS 
mixed module containing both AT 

and AP mines. 

Mines can bedispensed from either 

module by remote control or standard hardwire. The remote control 

unit dispenses mines from the 

module, recycles self-destruct times 

or destroys dispensed mines. Hardwire activation only dispenses mines. 

Self-destruct, recycle and command 

destruction are not hardwireoptions. 

MOPMS will close gaps and lanes 

in minefields, reinforce obstacles, 

and set protective and point minefields. It will be a Class V item for 

infantry, armor, artillery and engineer units. 

. VM,n\ 

The system offers many advantages. Its mines do not have to he 

dispensed until the last moment and 

nonactivated units are easily recovered. The mine's recycle capability 

extends minefield life and reduces 

logistical burdens. The remote control feature enhances MOPMS as a 

combat multiplier since several 

MOPMScan becontrolledbyasingle 

operator. 

MOPMS is currentlv under development with fielding expected in 

1986-87. 

VOLCANO 

VOLCANO is an interchangeable 

system which can operate from aircraft oron the ground. It consistsof a 

mine module, dispenser and control 

unit. GATOR AT and AP mines are 

being considered for use with VOLCANO. Mine modules will contain 

AT and AP mines plus a propulsion 

device. 

Air VOLCANO is for combat support aviation companies of all divisions, separate brigades and 

regiments. Ground VOLCANO will 

be organic to all division engineer 

battalions and to the engineer companies of separate brigades and 

regiments. 

When used by aircraft, it will 

emplace tactical minefields, reinforce obstacles, close lanes and gaps, 

create mine defiles, protect flanks 

and deny the enemy key terrain. 

When used by combatengineer units, 

VOLCANO will support in the same 

manner as GEMSS and MOPMS. 

VOLCANO'S fielding is projected 

for 1987 (helicopter) and 1990 

(ground). 

The Future 

New high-tech mines will not 

totally replace conventional handemplaced, nonself-destruct mines. 

Conventional mines will always be 

..- . . 

VOLCANO 

required where precise emplacement is necessary, like around installation perimeters. There also are 

numerous international constraints 

regarding emplacing remotelydelivered, self-destructing mines 

prior to hostilities. 

Both conventional and high-tech 

systems have their place on the battlefield. Used together, they provide 

themaneuvercommanderwithakey 

combat multiplier. 

MAJ John D. Pawulak is a graduale 

of the University of Maryland and the 

Engineer Officer Advanced and 

Army Az~iation Rotary Wing 

Courses. He has served with the 2d 

Engineer Gp., 76th Engineer Bn, 

522d Engineer Co., 222 Aviation Bn., 

and 54th Infantry Bn. (Mech). Henow 

serves as chief. Countermobility 

Branch, Directorate of Combat Developments USAES, Ft. Belvoir, Va, 

CPT James C. Loo is a graduate ojthe 

US. Military Academy and the Engineer Officer Basic and Advanced 

Officer Courses and the Atomic Demolitions Course. He served with the 62d 

Engineer Bn., Ft. Hood, Texas, as a 

platoon leader, S1 and company commander. CPT Loo is now aide-decamp to the director of the Defense 

Nuclear Agency, Washington, D.C. 
Obsolete, Word War II vintage 

countermine capabilities have long 

haunted U.S. engineers. The 

situation is finally improving. 

by LTC Russell L. Fuhrman 

E merging ArrLand Battle doctrine has s~gnlf~cant engineer 

implications. To inflict maximum 

damage on the enemy, maneuver 

commanders must strike deep. They 

must use economy of force measures 

to blunt theenemy penetration while 

making deep attacks into theenemy's 

flanks and rear. Engineer countermobility operations will be vital to 

economy of force operations while 

mobility operations will help the 

maneuver commander strike deep. 

To give the maneuver commander 

an AirLand Battle level of mobility. 

combined arms teams mustbypassor 

breach mined areas in stride and 

under fire. With increased emphasis 

on mobility. flexibility and staying 

power, all units must cope with both 

remotely delivered and conventionally emplaced mines on the 

battlefield. 

Soviet mine doctrine, like ours, 

uses mines to block the enemy. Soviet 

forces would use minesextensively in 

offensive and defensive operations. 

They have millions of mines and can 

emplace them rapidly with aerial 

and ground mechanized-delivery 

systems. Soviet combat troops are 

well trained in land-mine warfare; 

specialized units perform all phases 

of mine warfare quickly and 

effectively. 

Maintaining mobility against this 

threat is a challenging problem for 

the maneuver commander. To stay 

mobile, he must have the capability 

to detect, neutralize and mark 

cleared lanes through minefields. 

Unfortunately, our minefield 

breaching operations are too slow. 

Explosives and hand-held detectors 
-- 

The Robotic Obstacle Breaching Assault Tank iROli.~\ Ti is slaii,d for lreauydiuision engineers. HORATdc,tects, 

neutralizes and marks lanes by remote or manual control. 

are all we have to counter the mine tralizing single-impulse, pressure- SLUFAE & Others 

threat. The Army does havesome line type mines. Standard issue is three The Surface Launched unit~~~l 

charges, but most are in stateside mine rollers per tank battalion. Air Explosive (SLUFAE) provides storage, and units are not trained in Like the roller, the track-width the Army with a significant new 

their employment. Current invento- plow gives armor units an organic capability, SLUFAE 

ries include about 550 MI57 (Dia- counterminecapability. Theplowisa allows the maneuver commander to 

mond Lil) rigid, tank-pushed line relatively lightweight system car- breachaknown minefield frommore 

charges and 360 rocket-propelled, ried on the tank. It can physically than halfamileaway,Thesystemisa sled-mounted M173 line charges. extract, neutralize and remove land 30-tube rocket launcher mounted on 

Our countermine capability is no bet- mines on the surface or tactically a M548 full-tracked cargo carrier. A 

ter than during World War 11. buried 4- to 6-inches deep. A "dog- resupply vehicle with an on.board 

bone" and chain assembly activates crane is to load the rockets and 

New Systems any tilt-rod mines hetween the supports the system. l-he thirty 

However, several countermine tracks. The plow can be operated rockets produce a lane 

items are underdevelopmentandcan from inside the tank. meters wide by 240 meters long. be fielded by 1986-88. These systems 

give the maneuver commander the 

mobility required by AirLand Battle 

doctrine. A critical issue will be 

Army funding for production. Countermine systems compete for procurement dollars with other systems 

ranging from the M1 tank to night 

vision goggles. 

Armor units will have an organic ,;--sSr !w-am-


countermine capability with, the 


track-width mine roller introduced 


in Europe during 1982. The roller 


can detect and neutralize mines and 


survive the blast of several encoun- 


ters. Under battle conditions, it can 


be mounted on the tank in 15 minutes 


and released remotely within 30 


seconds, At a breaching speed of 10 The track-width mi,~', roller ,~,as issued to armor units in Europe last 


mph, it is90 percent effective in neu- year. The roller was reverse engineered from the Soviet PT55IKMT5. 

They can be fired individually or in 

ripples from concealed positions in 

all weather, day or night. 

The Mine Clearing Line Charge 

(MICLIC) complements SLUFAE in 

breaching minefields wherea "closein" system is required. The Marine 

Corps M58A1 trailer-mounted line 

charge is currently being evaluated 

to meet this requirement. The MICLIC clears a lane 8 meters wide by 

100 meters long. Light forces will 

receive the first MICLICs procured. 

Another line charge being evaluated is the PortableMine Neutralization System (POMINS). It 

neutralizes antipersonnel mines, 

booby traps, and wire obstacles for 

dismounted infantry. POMINS can 

be easily set up, fired in less than 30 

seconds and will clear a footpath 25 

meters long. POMINS is a Class V 

item for engineers, infantry and 

armor. 

To counter the threat of magnetic 

mines, the Vehicle Magnetic Signature Duplicator (VEMASID) is 

being evaluated. A coil device, 

VEMASID projects a magnetic field 

forward of the vehicle which creates 

a tank-like signature, detonating 

magnetic mines harmlessly in front 

of the vehicle. 

To complete a breach, the cleared 

lane must be marked for following 

vehicles. Current marking methods, 

like using engineer tape or the Hand 

Emplaced Minefield Marking System (HEMMS), are slow and will not 

survive in a heavy forceenvironment. 

The Cleared Lane Marking System 

(CLAMS) is a mechanical device that 

will significantly improve our marking capabilities. It attaches to the 

rear of combat vehicles and uses 

chemiluminescent markers visible 

day and night. 

The Robotic Obstacle Breaching 

Assault Tank (ROBAT) is a nearterm, affordable solution to the countermine problem for heavy forces. 

Based on a systems approach, the 

ROBAT can detect. neutralize and 

mark a cleared lane by remote or 

manual control. ROBAT uses existing hardnare-an M60 chassis with 

turret removed and a track-width 

mine roller or plow on the front. It 

has two or more protected line 

charges in the turret well and a 

marking system on the rear. The 

ROBAT program is an accelerated. 

two-year research and development 

7'iiis i.'.51VICMirrt~ Cli.oritly Line Ciinrge iJII('I.IC'I is being ri!o/iiolr~rirrn 

a countrr~ni~ze option for light units. 

effort with production starting in the 

third year. Twelve ROBATS will be 

issued to each heavy division engineer battalion. 

Detecting mined areas and individual mines continues tobeaserious 

shortcoming. There is no current 

capability to remotely detect minefields and no foreseeable solution 

until the 1990s. Despite the Army's 

emphasis on high mobility, minefield 

detection in the 1980su~ill bethrough 

visual means or encounter. 

With new countermine hardware. 

our capability to breach minefields 

will significantly improve in the late 

1980s. Under cover of suppressive 

fires and smoke, tank-mounted plows 

and rollers will breach lanes through 

lightly defended hasty minefields. 

Systems like ROBAT and SLUFAE 

will breach deliberate minefields 

and establish additional lanes in 

hasty minefields. With several 

breached lanes, friendly forces will 

move through the minefield in stride 

and under fire. This is a substantial 

improvement over the slow, laborintensive capability we currently 

have. However, our future counterminecapabilitydependson resources 

committed to these systems. 

The Future 

With mobility the key to winning 

the AirLand Battle. an effective 

countermine capability is vital. 

Enemy use of mines will be widespread and continuous in an attempt 

to disrupt and delay our forces and 

logistics. We can expect threat mines 

throughout our operational area. We 

may also have to move through our 

own minefields. Today, we can't pre 

vide the commander that mobility. 

But field commanders are striving to 

improve our countermine capability 

through combined arms battle drills 

and improvised hardu,are like 

armored bulldozers. 

This critical hardware deficiency 

is recognized and a concerted effort is 

underway by TRADOC and DARCOM to field remedies. The accelerated ROBAT program and buying 

the Marine Corps M58Al linecharge 

clearly shows the Army's determination to solve the countermine 

problem. 

LTC Russell L. Fuhrman is commander of the 10th Engineer Bn., Germany. He preoiously served with the 

Engineer School's Directorate of Combat Developments in the Development 

Div. and as chief of the Plans, Programs and Operations Diu. He is a 

graduate of Command and General 

Staff College and has a master's 

degree in engineering from Pennsylvanin State Universitg. 
The 548th Engineers 

test their readiness 

(and impress the Navy) with 

an intense construction exercise. 

TASK FORCE 


by LTC John A. Tudela & 

1LT Thomas J. Williams 

A lthough U.S. contingency forces are characterized by light. 

highly mobile units, part of their 

most important support comes from 

combat heavy engineers. The 548th 

Engineer Hattalion (Combat)(Heavy) 

has a contingency mission to deploy 

an engineer line company in an 

extremely short time with the 

remainder of battalion following 

later. 

As part of the 20th Engineer Brigade (Combat) (Airborne Corps). the 

548th also supports its home post. 

Fort Hragg. N. C.. and the XVIII 

Airborne Corps. 

This dual mission (combatand construction engineering) attests to the 

versatility of the combat heavy battalion. However, versatile, welltrained soldiers are an asset only if 

they can reach their area of 

operations. 

In the past. the 548th sought to 

maintain itsversatilityand readiness 

by convoying annually to Fort Jackson. S.C., for t\vo weeks of combat 

and construction engineering exercises. The training improved 

deployability and construction 

expertise. Also, officers, NCOs and 

enlisted personnel praised the unit 

cohesion these exercises generated. 

Reing a heavy engineer unit, the 

548th at times is precluded. or at 

least inhibited, from being rapidly 

air transportable becauseof the large 

C!{~I!IISits onemove the unit's bulldozers and road- month journey: most other operators 

scrapers. So in a rapid deployment were air deployed. timing their arrisituation, the 548th'~ contingency val to coincide with the ship's. The 

company would deploy and use local exercise rlemonstrated that people, 

engineering equipment until their but not heavy equipment. can be 

own equipment arrived later viaship quickly air transpolted. It also highor aircraft. lighted one of the most challenging. 

Bright Star81 provided the battal- but untested. rapid deployment 

ion the opportunity to deploy a heavy requirements: Del~ioy without your 

equipment platoon by ship to Soma- equipment and still accomplish the 

lia. The C!/g,iit,s, a roll-oniroll-off mission. 

ship. easily accepted the heavyequip- The 548th met that challenge headment. A few equipment operators on, testing itself by deploying Task 

number of C5A aircraft required to sailed with the on 

or!<,<,/'!A<,tmst: j"rW's j>!,>,\,C,,,,5 !,0s 1,) ,,,!/i!Y,! c, c!rc,,r,<,,g<~ #,I flu<,</~/3rr>,', 

areas. Thr lasf?force usid (;unrd rind 1:rsi.ruc cqli,,,i,li~,~i. 
Force Puerto Rico Light to the Roosevelt Roads Naval Station, Puerto 

Rico. 

Members of the 548th'~ Headqnarters Company (for administrative 

and medical support), A Company 

(for pile driving support), and B 

Company deployed by air from Pope 

Air Force Base, N.C. They drew 

equipment in Puerto Rico and spent 

two weeks completing a variety of 

construction tasks. 

A two-man advance party preceded the main body by five days to 

secure engineering support from the 

Army Reserve's488th Engineer Battalion at Fort Buchanan, Puerto 

Rico. A Puerto Rican Army National 

Guard unit and the 699th Port Construction Company, both at Roosevelt 

Roads, supplied tactical vehicle support, bridge boats and a crane barge. 

The naval station's Public Works 

Department (PWD, equal to an 

Army post's Directorate of Engineering and Housing) identified eight 

projects for the engineers. When the 

548th Engineer's capabilities 

became apparent, the PWD quickly 

added nine more projects to the original eight. 

The first tasks were clearing six 

flood-prone drainage areas, repairing four miles of road shoulder, 

installing a security lighting system 

for the PWD building and clearing 

400-foot long vegetation strips for 

survey operations. Theengineers also 

installed a roof on the Roosevelt 

Roads Yacht Club, dredged a 

parasitic-contaminated stream. 

poured five cubic yardsof concrete in 

a pier upgrading project, and drove 

70 20-foot poles (piles) into the ocean 

floor to support and repair the marina area. There were also other 

smaller, squad-sized projects. 

A small task force detachment 

went to nearby Vieques Island to 

work with a Naval mobile construction battalion (SeaBees). They 

dredged ditches, installed concrete 

culverts, and built concrete hardwalls and roofing for a Navy weather 

observation post. 

One of the most challenging and 

rewarding projects was driving the 

piles at the marina and refurbishing 

the boat pier decking materials. The 

PWD said at most only 15piles could 

be driven because the pile-driver was 

on a barge and was subject to wave 

action and jarring. The Alpha Company pile drivers took the PWD eslimate as a challenge to do better. 

Through sheer determination, they 

drove 70 piles in 15 days. 

Pile driving from a barge required 

careful monitoring of weather and 

tides. Decaying pier-poles were 

removed during low tide and new 

ones driven at high tide. 

Another challenging aspect of the 

deployment was using local equipment for the missions. Theonly vehicle brought from Fort Bragg was a 

contact truck. As planned, using 

local equipment was one of the chief 

benefits of the entire mission. 

The equipment supplied by the 

Guard and Reserve was well maintained, but as with any equipment 

unused for long periods, there were 

minor problems. Also, operators 

didn't know their acquired equip 

ment as well as their own at Fort 

Bragg. The intangible quirks of a 

machine is an important consideration when using unfamiliar equipment. Increased efforts in preventive 

maintenance solved many problems 

in this area. 

Although the exercise was 

intended to practice deploying outside CONUS to an unfamiliar tropical area and in using unfamiliar 

IIrcoilri~~q uiorinu piw-poirs bei,lg ~emoceo' at lor,, tide. lT"orkiilgt'roii, R

harp?. A Co.put in 70 new piles in 15days-flue times more than the 

Navy thought possible. 
equipment, another valuable benefit 

came from interacting with the Air 

Force and Navy SeaBees. Since effective wartime performance depends 

on interfacing the armed forces, 

these experiences enhanced the battalion's readiness by strengthening 

their familiarity with interservice 

operations. 

Task Force Puerto Rico Light 

tested the battalion's operational 

flexibility by sending a task force 

without equipment into unfamiliar 

country. The primary lesson was that 

mission completion required flexible 

integration of all aspects of combat 

engineering. This operational flexibility required a thorough understanding of mission requirements 

and detailed planning. Without 

detailed preparation, flexibility 

becomes areaction to circumstances 

rather than an anticipated response. 

Another lesson was theimmrtance 

of using an advance party when 

acquiring equipment. There is no 

substitute for face-to-face 

coordination. 

R .egarding medtcal considerations. .	 , ' ~mmun~zationfor Fort Bragg 

is identical to the Roosevelt Roads 

area. Only one threatening medical 

condition existed inside the base. A 

small, flood-prone stream required 

rebanking for flood control, but the 

water was contaminated with schistosomes (a parasitic infection carried 

by a certain snail species). A problem 

arose when a D8 bulldozer broke 

down while the stream was being 

rebanked. A maintenance team had 

to work for about 30 minutes in contaminated water while fixing the 

'dozer. Complete preventive measures were taken. Everyone earlier 

had received a medical-threat briefing so the men were aware of the 

hazard. A medic at the site saturated 

with alcohol any skin areas which 

contacted the water. Because the 

first phase of schistosomes infection 

is essentially symptom-free, blood 

tests were done on all exposed 

personnel. 

Although all personnel knew heat 

injuries were more likely under the 

equator sun, there were still several 

cases of sunburn. These wereattributable to failure to use sunscreen. 

Hydration and adequate rest were 

strictly enforced; there was only one 

case of heat cramps and noother heat 

injuries. 

The deployment to Puerto Rico 

challenged the548th'sability to move 

quickly into an unfamiliar environment and to use prepositioned equipment to accomplish a host of 

demanding missions. The exercise 

was an exceptionally valuable training tool, one that measurably 

increased the battalion's readiness to 

meet rapid deployment contingencies. 

LTC John A. Tudela is the Army attache. U.S. Embass?), Mrzico Citp He 

commar~ded the 548th Engineers during the Puerto Rico deployment. He 

has a bachelor's degree in industrial 

engineering and o mastcr's in construction engineering, both from 

Tezas A&M. He also has a masteri 

degree in international economics 

from the Monterey Institute of Foreign, 

Studies and in constructwnengineering from the Bolician Engineering 

College. He had completed Airborne. 

Special Forces and Foreign Area 

0ff~:cer training; Command nnrl General Staff College; and the Spanish 

Amy War College. 

ILT Thomc~s J. Williams is 

assigned to the Directorate of Ewalmtion, Academy of Health Scie.nces at 

Ft. Sam Houston, Texas. He served 

with the 548th Engineers as medical 

services officer. He has a bachelor's 

degree from Lincoln University in 

psychology and a master's frmn 

Northeast Missouri State University 

I

in eommunity/clinical psycholo.qy. 

ENGINEER PROBLEM 


I 1. What is the route classification 

formula? 

2 . What type of ford is ford #1? 

3 . What bypass conditions are at the 

tunnel? 

4. What is the mlnimum radius of 

curvature in the series of sharp 

curves? 

5.What approach condition is on the 

left bank of the ford? 

6.What is the minimum traveled way 

width of the underpass? 

7 Whatisthescaleofthemapusedfor 

this overlav? 

8.What seasonal limitations does the 

ford have? 

9.What is the percent of the steep 

grade? 

10.What is the turn around time for 

ferry #l? 

11. Is 	the railroad crossing an obstruction? 

12 What type of off route move- ment/cancealmentisavailablealong 

this route? 
When 


the temperature 


plunges helow zero,the 


2ad Eangimecsr Cornmany puts 


Yatker Nature to work. 


by rLT Mark L. Prahl 

I .t doesn't take magic for a man, a The river channel should be stronger spans. 

jeep or even a 27-ton bulldozer to straight and fairly wide, more than The area upstream is also examcross deep water in winter. All it 60 feet if possible. Areas with unsta- ined. There should be no sianificant 

takes is ingenuity, hard work and ble currentsortemperatures,suchas inflow channels directly upstream 

some frigid weather to make an ice rapids and hot springs, are avoided. (closer than 2 km) which may disrupt 

bridge. Normally, a straight, wide channel normal flow. 

The first step in building an ice will have a slower flow and a level ice The bridge should be as close to 

bridge is site reconnaissance because surface, and the channel should lieso existing roads as possible because it 

there are important location charac- prevailing winds won't drift snow merely continues those roads. Howteristics to consider in positioningthe across the bridge. Routingthebridge ever, for safety, ease of construction 

bridge. between sandbars yields shorter, and maintenance, the crossing loca- 

-

I- -, . 

~- .. *. - --P "' 

An ;r<,hr;</g~built 111. ;Il~,.vt:cz(1 hr~Ogv,stizlrdng Jjrtm l,'t.c~,st 8;l. 

I 
tion has a higher selection priority 

than its distance to roads, as long as 

the bridge is easily accessible to 

wheeled vehicles. 

A final primary consideration is 

the near and far banks. A gradual 

slope to the stream is best because it 

ensures ease of access by vehicles. If 

the banks are too steep, ramps are 

built from the banks to the stream. 

After the bridge location has been 

chosen, the final check before construction is measuring(profi1ing) the 

ice. The profile is the most important 

step in ice bridging and must be conducted diligently and without shortcuts. All safety precautions must be 

observed and immediate aid ready in 

case of ice failure while crews are 

working. 

A profile crew is two or more people, with the lead person tied to the 

rest of the crew by a line. The lead .,. .. . . 

UEAR Sk 

CURRENT 

I 

9 

11 

e 

I 

I 

1 

W I 21 

LU+

' 1 u. 

'd 

I 

I 

I 

I 

I 

I 

I 

....

- i 

FAR SHI APPROP 

A protiiing crew tesling ice 


thirf~ricss. 


man bores test holes at 10-foot intervals with an auger or ice-chopper. As 

he crosses the river, the following 

persons (the recording crew) belay .,- . .. ~..- - n4, ,:mgmF7----

iAR SHO 

-X Frs1 !,ole I t 

X Second thole I 

I X Foi~rll?l>(>lr 

I
 I 

1 59 4 

X 


I 


30 

I -X 

I 1 + 30' 

I - X 

, .. ~

-~=T- ---

him and are prepared to assist if he 

breaks through. Data is recorded for 

each hole, including its location, ice 

thickness, snow cover, channel depth 

and ice quality. 

If the profile crew encounters ice 4 

inches thick or less, they don skis or 

snowshoes for safety before continuing. Ice less than 3 inches is too thin; a 

different site or a standard fixed 

bridge must be used. 

When the profile is complete, all 

information necessary to decide on 

accepting the ice bridge location has 

been collected and construction may 

begin. 

Ice bridge construction is the process of artificially increasing the rate 

of ice formation on the bridge 

surface. 

The first step is dealing with snow 

covering the crossing strip. Thesnow 

is cleared in a lane 30 meters wide. 

The roadway is standard military 

road width, but a 30-meter lane 

ensures plenty of ice to support it. 

The snow may be cleared entirely off 

of the bridge or be compacted to no 

more than 2 inches thick. Compacting may be done with snowmobiles. 

skis, or snowshoes. Any snow 

removed from the bridge must be distrubuted to avoid snow berms higher 

than 12 inches on the edges of the 

bridge. 

Whether the snow is cleared or 

compacted, the next step is flooding. 

Hand-owerated or - . aas-uowered ice 

augers are used to drill 12-inch wide 

holes in the ice on the downstream 

side of the bridge. The river or lake 

becomes the water source for a 

pumping operation. 

"We pump water up from below 

and flood the ice about an inch deep. 

let it freeze, then flood it again,until 

we get the thickness we want," 

explains SFC Lincoln V. Thompson, 

operations and training NCO, 23d 

Engineer Company (Combat) 

(Heavy), 172d Infantry Brigade. 

"We've crossed a D7'cat'on 32 inches 

of ice and it weixhs 54.200 wounds 

with its bullbladel" 

The 23d Engineer Company uses 

three commercial, electric submersible . 

ournus .. (each wowered by a fivekilowatt generator), or gasoline-powered centrifugal pumps to raise 

layers of water. 

"The commercial pumps are better 

for this job than the centrifugal 

A typzrol arrangement of proftie hoi~s. ones." says Thompson. "The electric 
pumps are self-priming and won't 

freeze in extreme cold. Wejustdrilla 

hole in the ice, drop it in and start 

pumping." 

"How fast we can build a bridge 

depends on temperature and how 

long the bridge must be," explains 

CPT Christopher M. Turletes, 23d 

Engineer company commander."We 

figure one squad with one pump can 

freeze 100 feet of bridge per hour at 

-10°F. 

With the slowness of clearing snow 

and freezing water, ice bridging 

can't be considered a hasty crossing 

for combat use. 

"Tactically, ice bridges are used on 

main supply routes and lines of communication," says Turletes. "They 

are deliberate crossings used when 

the area beyond is secured and ready 

to be opened for resupply." 

Like the pumps they use, some of 

the 23d Engineer Company's icebridging techniques deviate from 

standard Army procedure. 

"We've built a lot of ice bridgesand 

done considerable research with the 

Corps' Cold Regions ResearchLaboratory (CRRL)," explains Turletes. 

"There's also a lot of research being 

done commercially on the North 

I TITLE 

Slope with ice bridges, and we've 

used that, too. 

"Figures in TM 5349, Arcti. Constrzztion, indicate a 200-foot width 

for ice bridges." Turletes says. "Of 

course, the wider the bridge, the 

stronger it is. But the TM tends to be 

conservative. Our experience and 

CRRL's research shows that an ice 

bridge over 14 inches thick is strong 

enough to resist bending, and that 30 

meters is a good width to work with." 

Some experts recommend replacing threeor four inchesof snow on the 

bridge as a treadway. 

"Snow is an insulator and tends to 

protect the ice bridge from cold air," 

says Turletes. "After the bridge is 

constructed, we replace no more than 

one inch of snow for a wearing 

surface." 

Other experts advocate freezing 

timbers into the ice to reinforce the 

bridge. 

"Our research and experience 

shows that logs, planks and straw 

don't really strengthen an ice 

bridge," says Turletes. "They are 

darker, absorb solar beat and could 

weaken the hridge. We often use logs 

for ramps and treadways, butnotfroZen into the ice itself." 

FOR YOUR INFORMATION 

OFFICE TITLE 

After the 23d Engineer Company 

builds their ice bridges, they maintain several safety factors. "When in 

doubt, profile," is the rule. They measure the ice thickness every eight 

hours not only to monitor the thickness of the ice, but alsothedistanceto 

the bottom of the channel. "If the ice 

builds up tw thick below, the water 

dams up behind the bridge and the 

pressure can cause shears at any 

weak point," says Thompson. 

The 23d Engineer Company built 

three ice bridges at Fort Greely, 

Alaska, during exercise Brim Frost 

83. Their mission during theexercise 

was to operate, maintain and 

upgrade the exercise's main supply 

route. 

ILT Mark L. Prahl is platoon leader 

of the earthmoving platoon 23d Engineer Co., R.Richardson, Alaska. He 

designed airfields for the Corps of 

Engineers. Anchorage District, during his previous assignment. He has a 

bachelor's degree in engineeringfrom 

the Unittersity of Wiseon$in (Madison), and i c a graduate ofthe Engineer 

Offi,cer Ba~ic Course and the Airborne School. 

OFFICE I 

M9 ACE Effectiveness Analyzis (Aug 80) ATZA-CDE Po,l~rFB 123 - Soviet Combat ATZA-PAA-A 

Engineer Tartics. Groupings and 


Countermine Functional Area Analysis ATZA-CDE Tcrhniquei (lul 82) 


(lun 82) 
 Poircr FfJ 124 -Soviet Engineer ATZA-PAA-A 

Functional Area Analysis of Land-mine ATZA-CDE Equipment - Division and Brloiv 

Warfare (Jun 82) llul 82) 

Points of Contact JUSAES) ATZA-CDE Poxrer FB 125 -Soviet Combat ATLA-PAA-A 

llun 82) Engineer Organizations Below 

Divkions Jlul 821 


USAES DCD Periodir Intelligence ATZA-CDC 


Report (PEKINTREP) (Quarterly) 


For information contact: Commandant. USAES, ATTN: ATZA-, Ft. Belvoir, Virginia 22060 I I
 1 I
 TITLE OFFICE TITLE OFFICE 

TRADOC Pam 525-18. US Army ATDO-ZD TRADOC Pam 525-19, US Army ATDO-ZD 

Operational Concept for Countermine Operational Concept for 

Operations (lun 82) Land-m~ne Warfare (lun 821 

For information contact: Commander, TRADOC, ATTN: ATDO-ZD, Ft. Monroe, Virginia 23651 I I 

As the Army's first high-techn lology 

engineer unit, the 15th 

Engineers are the leading 

edge of Army 86 combat 

engineering. 

by 1LT Robert E. L. Titus 

A new k~nd of combat engineer .'. battallon 1stak~ngshape at Fort 

Lewis. Wash. The 15th Engineer Battalion (Combat) supports the 9th 

Infantry Division, the prototype 

High-Technology Light Division 

(HTLD). The HTLD, a new type of 

unit scheduled under Army 86 (see 

"Army 86," page 14), is a motorized 

light infantry unit capable of striking deep into enemy territory. Its 

combat support elements must be 

equally mobile, and this is where 

high-technology- ~ engineers make

their debut. 

In October 1982, the 15th Engineers began forming into a hightechnology engineer battalion. The 

new design radically alters the battalion's existing structure. With less 

equipment and fewer personnel, it 

moves quicker and provides engineering support tailored for the 

HTLD. 

The battalion shed about 150 personnel. A headquarterscompany provides maintenance and support, 

three light engineer companies support the infantry brigades, and a 

deep-strike company supports lightassault missions (compare Figures 1 

& 2). 

The deep-strike company is a special organization that deploys with a 

maneuver unit, including on airmobile missions behind enemy lines. 

Construction of hasty airstrips, building obstacles and digging gun and 

vehicle emplacements are primary 

missions. 

"The capability to accompany 

infantry units on airmobile missions 

and take along the necessary support 

equipment never realistically existed 

before now." says LTC James E. Corbin, 16th Engineer Battalion commander. "The deepstrike engineer 

concept will provide much-needed 

support to maneuver units assigned 

such missions." 

To support these missions, the battalion is becoming a far-reaching. 

hard-hitting force to complement 

HTLD capabilities. Their first combat priority is mobility, followed by 

survivability and countermobility. 

Eliminating mostlarge, heavyequipment and sectionalizing items like 

scrapers and graders helps streamline the battalion. 

Using smaller bulldozers and light 

gap-crossing equipment, the battal- 
ion will have an airmobile package 

able to travel with the infantryitsupports. The High Mobility MultiPurpose Wheeled Vehicle, the Mine 

Clearing Line Charge, the Ground 

Emplaced Mine Scattering System, 

and the Light Assault Bridge are all 

being incorporated into the battalion. 

However, its most highly prized engineering assets are the Small 

Emplacement Excavator (SEE) and 

the M9 Armored Combat Earthmover (ACE). 

The SEE is a light, multi-purpose 

vehicle with a 45 mph road speed. Its 

four-wheel drive, combined with a 

differential lock, gives it the power to 

easily travel through mud and sand. 

Its two independent hydraulic systems can be used simultanwusly. 

Any of its many attachments can be 

changed within 30 minutes, allowing 

one SEE to do a variety of tasks. The 

battalion has 12 SEES for concept 

Present Organization and Major Equil 

1155 HI 

2 07 dozer 1 JI 

2 Graders 1 C 

2 R T crane 20 Nhiia ~ULZLLU~ 

2 - SEE 

2 JD-410 

enlo sets 

1.2 Ion truc 

ton dump 

7 dozers 

. " .~- ,-.> 

evaluation. 

The M9 ACE can maneuver 200 

miles across open terrain without 

refueling, carry troops, swim and do 

the jobs of a five-ton dumptruck, 

'dozer and grader. It can dig a TOW 

position in about 10 minutes and M1 

tank position in 20-30 minutes. 

"The M9 finally puts combat engineers out front, constructing obstacles and preparing TOW and tank 

positions," says CPT James C. Morris, a former 15th Engineers company commander. "It gives us the 

same mobility as the infantry we support. With it, we can get in quick, do 

the job and getout. The M9 frees engineer squads for obstacle construction 

and demolition missions." 

The high-technology engineer battalion revolutionizes the capabilities 

of combat engineers. 

"Now we can lead the way in the 

attack," says MAJ Emmett Stobbs. 

battalion executive officer. "In 

defense or withdrawal, we can do a 

better job of emplacing mines and 

building obstacles. Under the new 

concept, we'll move and fight beside 

the infantry as an integral partof the 

combined arms team." 

High Technology Ligh. -...-.-,. 

Engineer Battalion Organizatior 

trike 

-lnfan 

Mo . A". 

try Brigade,Support Deep S 

CMO & CTL 

SPT & Malntenancb - aYIVIVOUIIII)I 

Countermobll 

bility 

...;......:,:*.. Mobil 

Surviba~,,,,~ 

termobility 

Id Repair/ 

truction 

ity ..".:,;. 

Coun 

Airfie 

Cons 

3 ton cargo 

5 ton wroch 

POL tanker 

HMMWV -

tUCV- 13 "-- . 

nlVl1Vl 

cucv 

SEE -

M-9 -

5 ton 

D5 dc 

5 ton 

LAB -

MlCLl 

ti lVl IVlVV 

CUCV -

MlCLlC 

SEE 8 

M9 2 

Airfield pacKage I a 

5 tondump 4 

5 ton carqo 4 

1LT Robert E. L. Titus is the assistant public affairsofficer,9th Infantly 

Div.. Fort Lewis. Wash. He has also 

served with the division's 3/39 Infant~ as a platoon leader and S3 (Air). 

He is a graduate of VirginiaMilitary 

Institute. 

- Srer 2 

dump ~ 4 

2 

C-3 
well-planned command post A exerclse (CPX) is an exceptionally valuable training aid. Using a 

CPX, the battalion commander, for 

example, can concentrate on training 

and evaluating his staff and commanders without draining personnel, equipment and monetary 

resources. 

The 875th Engineer Battalion 

(Combat), Arkansas Army National 

Guard, participated in two CPXs as 

preparation for its external Army 

Training Evaluation Program 

(ARTEP). The commander of the 

875th requested the 95th Division 

Maneuver Training Command 

(MTC), Oklahoma City, Okla., to prepare and administer the CPXs and 

the ARTEP. To establish continuity 

amone .. the exercises, the 95th MTC

developed a three-part, two-year 

training program. 

The CPXs were designed to provide the battalion first-hand experience with the comhined arms 

concept while learning the extent to 

which combat engineers could be 

used as a combat multiplier. Each 

CPX integrated the general scenario 

guidelines and specific training 

objectives of the battalion commander. Additionally, objectives and 

situations entirely new to the battalion were also injected to create a 

vibrant, intensive training environment. Doctrine and recently published articles were used extensively 

to develop themissionsand situations 

portrayed to the battalion. 

The CPX centered around the 

European scenario in which the 10th 

U.S. Corps defends the Fulda Gap in 

West Germany. Several basic 

chan~rswere made in the pr\~l)lt.mto 

enhance tht! training -. ooteniial of thr

CPX, including: 

The 3d Corps from Fort Hood, 

Texas, defended the sector to add 

CAPSTONE realism. 

The covering force mission was 

given to an armored cavalry regiment (ACR). 

The 875th Engineer Battalion was 

attached to the ACR in the covering 

force area, making the battalion an 

important element of a combined 

arms team located well forward in 

the defensive area with little time to 

perform a mammoth mission. This 

also met the Guard commander's 

desire to locate the battalion forward 

of the committed division's rear 

boundary. 

The first CPX, called Pioneer, 

covered the two days before violation 

of the international border by opposing forces (OPFOR). The exercise 

emphasized the planning functions 

vital to success in thedefense. During 

the second CPX, Pioneer 11, the covering force battle was fought. The 

obstacle and denial plans developed 

in CPX Pioneer were implemented 

and the withdrawal of the ACRfrom 

the covering force area planned. In 

the ARTEP, the battalion supported 

the ACR in the corps rear area as 

they constructed blocking positions. 

For CPX Pioneer, the 875th Eneineer's commander established &e 

following training objectives: 

as A Review command relationships. 

Improve staff coordination. 

Review and practice task planning for engineers in the defense. 

by MAJ Harley Brinkley 

& 

CPT Paul E. Dorr 
The CPX started two hours before 

the battalion's attachment to the regiment with the engineer battalion 

commander and his S3 bring briefed 

by the ACR commander. The major 

tasks assigned to the engineers 

included: 

Conduct a terrain analysis and 

recommend changes to phase lines, 

control points, maneuver routes, unit 

positions and unit sectors as 

required. 

Prepare the engineer subparagraph to paragraph three of the 

ACES operations order (OPORD), 

including task organization. 

Assume operational control 

(OPCON) of the regiment's engineer 

company. 

Prepare the EngineerAnnes and 

the Obstacle!Deninl Annez to the 

ACR's OPORD. Coordinate and 

include all engineer actions down to 

squadron level to reduce paperwork 

for squadron commanders. 

After analyzing the assigned missions and his unit's capabilities, the 

875th commander identified further 

areas for staff concentration: 

The mheel-mounted engineer 

battalion did not have the flexibility 

and maneuver mobility compatible 

with the regiment, 

The battalion lacked organic 

capability to communicate throughout the covering force area due todistance, terrain and shortages of 

equipment. 

P erhaps the most unique 

feature of the CPX over 

past exercises was the attachment of 

the engineer battalion to a tactical 

unit. The engineer commander's 

responsibility was vastly expanded, 

for now he had to consider the engineer requirements of a unit four to 

five times larger than his battalion. 

When the engineer tasks exceeded 

his unit's capabilities, he had noengineer group to which he could turn for 

assistance. 

By changing the chain-ofcommand from engineer to tactical 

channels, command and support 

relationships, as well as mobility and 

communications situations, were 

practiced and improved. By havinga 

mechanized engineer company 

OPCON to the battalion, new problems arose for a staff which previously had not deployed "engineers 

without dump trucks." With a company OPCON to his battalion. companies in direct support of the 

squadrons and a company in general 

support of the regiment. theengineer 

commander and his staff had to 

understand. in detail, all command 

and support relationships. 

D eveloping the obstacle plan and 

and writing the annexes for the 

ACR's OPORD required detailed 

coordination. Intra- and interstaff 

coordination were necessary to 

ensure that the obstacle plan supported the maneuver concept and 

that the plan could be supported 

logistically. 

While writing the engineer and 

obstacle annexes, the engineer battalion planned and coordinated those 

expressed and implied missions 

given by the regimental commander. 

Those missions, by their nature, coincided with the tasks designated by 

theengineer battalion commander in 

his training guidance for the exercise, i.e.. crater roads and construct 

vehicle and track defilade positions. 

The training benefits from CPX 

Pioneer were exceptional. The 875th 

commander developed his next year's 

training schedule around training 

deficiencies identified in the CPX. 

Because of such focused training, the 

battalion personnel became considerably more qualified to conduct engineer tasks in the defense. 

CPX Pioneer I1 continued the Pioneer scenario with an international 

border violation. During the exercise, the 875th Engineers performed 

three major tasks: 

Implemented the obstacle and 

denial plan prepared during CPX 

Pioneer. 

Supported the delaying effort of 

the ACR in the covering forcearea by 

preparing fighting and protective 

positions. 

Planned for the withdrawal 

under fire of the ACR. including 

route selection and evaluating potential crossing sites of the Fulda River. 

As in CI'X Pioneer, Pioneer I1 provided the battalion commander with 

the challenge of providing engineer 

support in a highly mobile defense to 

a unit whose mobility far exceeded 

his own. The special areas of concern 

identified in CPX Pioneer continued 

to exist, but since they had been identified as potential problems early in 

the exercises and received special 

attention, they did not significantly 

hamper the engineer effort. Engineer company commanders worked 

closely with a maneuver commander 

so that engineer activities fully complemented the tactical unit'smission. 

The company commanders, particularly, applauded this portion of the 

exercise for its realism. 

Using a multi-staged, integrated 

approach like the Pioneer exercises 

provides positive, cost effective 

results. Specifically, it replaces disjointed training and evaluation with 

a realistic continuum and a scenario 

on which a flexible training program 

can be built, evaluated, refined and 

reevaluated. The time between 

stages can be used by thecommander 

to provide training in those areas 

where additional work is needed to 

improve ARTEP task performance. 

he CPXs generate enthusiasm Tfor tralning. .. When key command 

and staff personnel see how vital 

their role is to the success of the combined arms team, the engineer mission 

gains new meaning and importance. 

Fear of the ARTEP disappears as 

commanders and staff look forward 

to the ARTEP as an opportunity to 

display the prowess of their unit. 

By identifying specific training 

objectives and then establishing the 

parameters within which to work, a 

series of exercises can be developed to 

provide excellent, low cost training. 

The enormous support requirements 

in personnel, time, equipment, space 

and money, make it practically prohibitive to conduct a simultaneous 

battalion ARTEP. Rather. CPXs can 

be used to fine tune command and 

control procedures and staff relationships to enhance the ARTEP evaluation at the squad, platoon and 

company levels. 

MAJ Harley Brinkley and CPTPaul 

Dorr are both assigned to Engineer 

Team 3. Exercise Dizrikion B of the 

&5th Division Maneuver Training 

Command in Oklahoma City, Okla. 

Both previously were assigned to the 

130th Engineer Bde. in Germany. 
by Donald E. Slater 

A remote desert area in the Kingdom of Saudi Arabia is being 

transformed by the Army Corps of 

Engineers into a 16 square mile military base for 70.000 military and 

maintenance personnel and their 

families. 

When completed, the $7 billion 

King Khalid Military City (KKMC) 

will be a major cantonment for Saudi 

troops defending Saudi Arabia's 

borders. The installation is about 950 

kilometers northeast of Jiddab and 

450 kilometers north of Riyadh in a 

remote, sparsely populated desert 

near the Iraqi border. 

The city is octagonal with a Centrum containing the main religious. 

administrative, and social facilities. 

All housing is north of the Centrum: 

all support functions are south. The 

Saudi Engineer Center and School is 

west of the city; the parade ground. 

stadium, race track, hospital, and 

VIP quarters are to the east. The 

water supply is also east of the city. 

As James Michener began his 

novel Centennial with a description 

of that town'sgeology, so the first step 

in building KKMC was to study the 

earth that would support the Corps' 

largest construction project. 

Topography 

The city is located on a flat, gravelly plain. Relief is in the 7 meter 

range with a median elevation of 

about 410 meters. The regional slope 

is from the northwest with localized 

depressions. Surface materials consist of lag deposits ("desert pavement") resulting from deflation 

activity, and surface rock exhibits a 

film of iron oxide ("desert varnish"). 

Vegetation is sparse. 

Geology 

The King Khalid Military City is 

within a subdivision of the Arabian 

shelf called the Northern Tuwayq 

Segment. The area is composed of 

sedimentary rock fromthe Paleozoic. 

Mesozoic, and Cenozoic Ages. The 

sedimentary rocks are covered in 

many areas with a thin deposit from 

the Tertiary and Quaternary Ages. 

Rock at the site is sandstone, limestone, and sandstone-conglomerate. 

The limestone sbowsevidence of solution activity which formed small 

caves, pinnacles, and an uneven surface. Thesolutionactivityapparently 

happened before the Quaternary. 

The sandstone conglomerate is generally weakly-to-moderately 

cemented. Most of the observed rock 

exhibits moderately-to-widely spaced. 

high-angled joints. 

Soils 

The soils at the site are silty-sands, 

silts. gravelly-sands, and gravel 0.3 

to 3.0 meters deep. The geologic soil 

age is Quaternary. The gravels are 

composed of transported suhrounded to rounded particles and are 

mainly igeneous or metamorphic. 

Soil cementation increases with 
Structural loads have been supported on shallow foundations. Insitu soils generally have an allowable 

bearing capacity of 1.5 kilogramsper 

square centimeter with a footing 

depth of about 0.6 meters. Rock generally has an allowable bearing 

capacity of 15.0 kilogramsper square 

centimeter on conglomerate. The 

bearing capacity of conglomerate is 

low due to artifically produced 

ground water which could cause the 

loss of cementation. 

In areas underlain by limestone, 

caution was exercised because of possible solution activity. Subsurface 

probes along foundations in limestone areas were necessary to locate 

cavities and enlarged joints. 

In geotechnical terms, KKMC is 

built on a thin soil layer overlaying 

rock. Thesoil isacombinationof silts, 

sands and gravels. The rock is either 

limestone, sandstone or sandstoneconglomerate. Perched ground 

The S i i,i//ir,n King Khalid .Ilrl~tary ('iiy is the largest curlstrucfir,n water may occur due to irrigation or 

prolect ever izandlpd by the Corps. It will be completed late this drade. sewage leaching fields. 

When the King Khalid Military 

City is completed late this decade it 

will end an epicconstruction project. depth. The soil's silt component is of to 30 meters. Borings were done with Those who inhabit its hundreds of 

low plasticity. There are scattered truck or trailer-mounted drill rigs buildings may never know of the 

pockets and layers of gypsum. Per- using both diamond rotary and hol- Corps of Engineers' geological sur- meabilities are low to medium. The low stem augers. vey, nor of the eons taken to form the 

soils are moisture-sensitive when Many test pits and test trenches area's geology. remolded during compaction. were excavated to depths of up to 5 But as Michener said of his ficmeters. The test pits weredug with a 

Ground Water backhoe to determine the effort 

tional Centennial's geological history, it will ". . . lie upon the Ground water was usually not required to excavate soil and consiousness of man the way vague encountered within the depths cemented soil with mechanical 

explored. However, human activities equipment. The test trenches were to 

memories or ghosts survive in the 

recollections of childhood. When man have caused localized perched water determine the ripability of surficial 

tables. Surface irrigation contrib- rock. Test pits and test trenches both did finally arrive on the scene, he 

would be the inheritor of those vanutes to forming ground water, as do supplied samples of soil and rock for 

pipe leaks and sewagedisposal areas. engineering evaluation. ished years, and everything he did 

would be limited to some degree by Shortly after the city is occupied, Two types of percolation tests were what had happened to his earth in ground water will probably become performed at various locations those forgotten years, for it was then perched on the bedrock, with a water throughout the site. One type that its quality was determined, its table developing within less than 3 involved a 30-centimeter hole with a mineral content, the value of its soil, feet of the surface. 24-hour soak. The other involved a and the salinity of its waters." 


test pit hole witha24-hoursoak. Both 


Exploration were performed to evaluate the rate 


Subsurface exploration at KKMC of water flow into the soil and rock. Donald E. Slater is a civil engineer 

was performed in several phases Extensive laboratory testing was with the Foundations, Materials, and 

between 1974 and the present. The performed on the soil. Surveys Branch of the US. Army 

phases consisted of general explora- Engineer Division, Middle East 

tion for such things ascoarseand fine (Rear). He has practiced in the geoaggregate sources, foundations for technical discipline for over 14 years. 

structures and specific exploration Applications He has a bachelor's degree in civil 

for facilities like the airfield, sta- The soil and decomposed rock may engineering from the Catholic Univerdium, underground storage tanks, be excavated by normal heavy equip- sity ofAmerica andamaster'sincivil 

and ammunition storage. ment, with blasting required for engineering from Oklahoma State 

Borings ranged in depths between excavation to any appreciable University. He is professionally reg5 to 15 meters with severalextending depths. istered in Maryland and Virginia. 
"A military engineer must have 

the ability to improvise. He will 

have to do his job with what is 

available on the spot." 

Brigadier General (Ret.) 

Hugh J. Casey 

A FADING ART? 


by COL Don W. Barber 

A ny student of military history 

understands that war places 

great demands on the military engineer. In wars from antiquity to the 

20th century, there are countless 

examples of engineer ingenuity turning the tide of battle. 

Peacetime training, however, places little emphasis on engineer ingenuity and its precursor, reconnaissance. We must rekindle interest in 

ingenuity during training because 

the ability to improvise will certainly 

be a key factor on the nextbattlefield. 

Ingenuity is more than mere technical expertise. It is the engineer 

leader's ability toassimilatedataand 

to use it creatively! The scarcity of 

resources in combat has frequently 

driven engineers to ingenious solutions. Moreover, innovative use of 

locally available materials was the 

paramount factor in most engineer 

successes on past battlefields. 

Such ingenuity, based on personal 

reconnaissance, was demonstrated 

during World War I1 by then-Colonel 

Emerson C. Itschner, engineer of the 

Advanced Section (ADSEC), Communications Zone, Europe. 

On Aug. 12, 1944, Itschner took a 

mission of great importance and difficulty. General Patton, who had 

broken through the German lines 

and was racing towards Paris. 

needed fuel for his tanks and trucks. 

Itschner had to rebuild the railroad 

to LeMans in three days. 

He faced an immense job. The rail 

line extended 137 miles, seven 

bridges were down, and three rail 

yards were heavily bombed. Few 

watering and coaling facilities 

remained. He had 75 hours todoajob 

requiring several months. 

ADSEC's 10.500 engineer troops 

were scattered throughout Normandy. Itschner had to notify them, 

assign tasks, and deploy them 

between Folligny and LeMans. 

But first came personal reconnaissance. Itschner flew over the rail net 

to select lines that could be quickly 

repaired. He ruled out the most 
~u~J~u~'cY/ fkn~iuil~~q!,i~,vil!ni is !,.$<'c~i 6~~1!11,~1~ii~~~~r,sofD (,'(,., :!82rlE,!!,i,i~~?rR?(1. 

lo yepair a rniironrl ri,.nr A/d~n/~rri~rn. G~rii~r~i~?/. du~ingW~r/dWar II. 

direct route because bridges at Pontaubault and Laval were too damaged for quick repair. He decided to 

use the double-track between LaChapelle Athenaise and LeMans. 

The bridge over the Selune River 

at St. Hilaire-du-Harcourt presented 

the worst obstacle. The Germans had 

blown the south end off its abutment. 

The 347th Engineer General Service 

(GS) Regiment cut off the damaged 

end, jacked up the bridge, and rested 

it on a crib. Men went without sleep 

so they could complete this task in 

three days. 

When Major General Cecil R. 

Moore, chief engineer, ETO, flew 

over the bridge with Itschner six 

hours before deadline, he saw spelled 

out in white cement, "Will finish at 

2000." And it was. 

T ' 

he first trainload of gasoline 

left Folligny Aug. 15 and 

reached LeMans two days later. 

Thirty trainscarryingfuel for Patton 

followed at 30-minute intervals. 

Meanwhile, another general service regiment began repairing 

bridges at Pontaubault and Laval. 

When completed by the end of 

August, they allowed opening a better line to LeMans. Itschner's troops 

helped speed along the gasoline 

required for Patton's armor to thrust 

across Northern France and shorten 

the European war. 

While the LeMans railroad illustrates personal reconnaissance, it 

doesn't tell all about engineer 

ingenuity. 

The American forces were critically short of bridge materials. In 

earlier reconnaissances, ADSEC 

engineers spotted quantities of 

German-produced meter beams. In 

an interview conducted by the Office 

of the Chief of Engineers. Itschner 

recalled how they were put to use: 

All through Europe we found these big 

meter beams . ..We found other sized 

beams, too. hut the meter beams were 

the mainstay of the Germans and they 

were all stamped with the name of a 

single steelmill-Hadir-located at 

Differdange, Luxembourg. So we 

determined right from the start if we 

ever got into Luxembourg, and we 

thought we would, we'd head right 

away for Differdange. And assoonas it 

was captured we had our people there, 

and lo and behold, the steelmill was 

intact. They were badly in need of 

rubber belts, and of course we didn't 

have any of them, but we found some 

others and replaced them, cannihalized and replaced them. But above all 

they needed manganese to mix with 

the ore. It was a steelmill located right 

at an iron mine and near sources of 

coke. So you had everything right 

there. We had our scouts out all over 

and fortunately they reported there 

was a large pile of manganese right on 

the west bank of the Rhine, at the time 

the Germans were on the east bank. So 

we sent our trucks up there at night 

and with some cover from our ownforces we got the manganese that was 

needed and hauled it back. 

Resources located through personal reconnaissance and used creatively compensated for critical 

material shortages. Fifty thousand 

tons of meter beams were produced 

after the United States took over pro 

duction at Hadir, and over 90 percent 

of all railroad bridges built by engineers used them. Engineers throughout Europe used these meter beams 

to build bridges which permitted tactical operations that would have been 

impossible or delayed. 

In The Military Engi.neer. Feb. 

1943, Rrigadier General Hugh J. 

Casey. listed the following attributes 

of a successful military engineer: 

initiative 

intelligence 

ability to reduce problems to 

fundamentals 

ability to see the big picture 

proper sense of balance 

commitment to the welfare of 

subordinates 

a sense of humor 

ability to improvise 

cooperation 

a reasonable degree of professional or technical knowledge 

composure 

continuous exercise of active 

reconnaissance 

The following excerpts from 

Casey's article represent his experience as chief engineer, General 

Headquarters, Southwest Pacific 

Area. Casey knew the meaning of 

ingenuity: 

A Military Engineer must have the 

ability to improvise. He will have to do 

his job with what is available an the 

spot. There is nocorner hardwareshop 

to get the supplies, or industrial establishment to turn out the tools that he 

needs for the jab immediately ahead. 

He must do it with what is on hand. If 

hand grenades are not available, a cookie (most appetizing to serve) can be 

made from apieceofhamhoo.astickaf 
dynamite, some nails, mud, a cap and 

fuze with cellophane-wrapped match 

attached. A larger cookie with a piece 

of automobile spring for a catapult or 

with a bow and arrow arrangement 

made of discarded inner tubes may 

make a workable, even though less 

capable, substitute for lacking mortars. In the absence of tank mines, a 

tiny wooden coffin with ten pounds of 

dynamite, an electric cap, a flashlight 

battery with contacts operated by 

crushing in the top, secured by only 

sufficient brads tosustain a 400-pound 

load, will give reasonably satisfactory 

results. At least the tanks don't like it. 

The use of boiler plate properly 

emplaced will make a small cruiser out 

of a large-size rowboat. Piers and 

bridges can be built out of discarded 

gasoline drums. The job, no matter 

what it is, must be done with whatever 

is available. The Military Endneer 

will never say he can't do the job 

because he lacks the means. 

The Military Engineer must continuously exercise Active Reconnaissance. 

He must reconnoiter the area in which 

he is engaged, evaluate the difficulties 

which may be encountered. and determine and know the engineering 

resources that are available in the 

operations area. He should know the 

condition of roads, bridges, railroads, 

and their potential sources of trouble. 

He should devise plans beforehand as 

to what he must, can, and will do ta 

handle those problems. He should 

know where sources of timber, gravel, 

water, barbed wire fences. stocks of 

engineer tools, plants or supplies are 

available. Only by continuous reconnaissance will he remain a jumpahead 

of such problems and contingencies 

that will be continually arising. 

The engineersare among the first ones 

in and the last ones out. The Military 

Engineer in time of war is rough, 

tough, and fast. His whole mental 

makeup and characteristics must be 

adjusted to that tempo if he is to 

accomplish his job. 

All engineer leaders must be concerned about battlefield ingenuity. 

The ingredients are reconnaissance, 

assimilation of data, and improvisation. We train our soldiers in part of 

the ingenuity equation, but fall short 

in solving the whole problem. 

For example, units in field training exercises frequently receive 

reconnaissance missions. But what 

happens to the data? Usually the 

reconnaissance form is evaluated and 

filed, not used for accomplishing a 

battlefield task. Locally available 

materials spotted during reconnais- meeting challenges with enthusiasm 

sance aren't used in a mission. In and imagination. Between those of us 

other words, we aren't fostering bat- at the Engineer School and each of 

tlefield ingenuity. you in the field, we can work together 

T to bring ingenuity back to the fore- here are many obstacles to front in combat engineering. creatlng a proper training 

environment-restraints on using 

locally available materials, prohibi- COL Don W.Barbercommands the 

tions against cutting trees, training Engineer Center Brigade at Fort Belareas without usable materials, and voir. He has completed En.ginea 

environmental objections. Officer Basic and Advanced Courses, 

Many leaders also argue you can't Airborne and Ranger training. Comteach ingenuity. That mentality is mand and General Staff College, and 

hogwash. It better be, because we'll the Industrial College of the Armed 

need all our ingenuity in the next Forces. He h,a~a mmterk degree in 

war. civil engineering from the Univer.$ity 

Engineer leaders should be foster- of Tennessee and is a registered proing an innovative spirit. If you have fessional engineer in Virginia. Past 

suggestions for improving officer or assignments inelude HQ, U.S. Army 

NCO training or if you tried some- Vietnam: Operation Deepfreeze; 

thing in your unit that may improve Operations Personnel Directorate. 

our curriculum, tell us. Write to DCSPER, DA; and command and 

USAES, DTAD, Fort Belvoir, Va. staff positions in the 7th and 8th 

22060. The Engineer School is incor- In/a.ntry division,^. Engineer School 

porating the topic of ingenuity into assignments include director, Direcinstruction programs. torate of Training and Doctrine and 

With military history as a beacon, director, Department of Military 

we can foster a creative spirit by En.~neering. 

IENGINEER 

, 5/Z/?/4.l/(OB) 

Z-Route 

5-Minimum 

is type 

width 

Z anytime 

encountered 

a ford 

SOLUTION 

was 

or 

5 

ferry 

meters. 

is 

I 

encountered along a 


route. 


?-Lowest Military Load Classification-No bridge along the route and 


the load classificat~on along the worst section of the route is 


undetermined. 


4.1-Lowest overhead clearance was encountered at the railroad 


crossing, 4.1 meters. 


(0B)-Used if any obstructions were encountered, i.e., sharp curves, 


ferry ford, overhead clearance 4.3 meters, and traveled-way width of 


underpass. 


, Vehicle/Pedestrian 8. No seasonal limitations 

, Difficult 9. 11% 

, 15 meters 10. 30 minutes 

,. Difficult 11. Yes-overhead clearance is 4.3 meters 

8. 6 meters 12. Tracked vehicle turn-off with 


. 1:12,500 coniferous concealment 

attle graphics, survey data, ter- B . rain analysis, updated maps and 

reproductions-all are products and 

services required by commanders at 

all levels. What is the best way to 

provide those essential services to the 

light, mobile units of the U.S. Central 

Command (CENTCOM)? 

Fort Belvoir's 30th Engineer Battalion (Topographic) (Army), part of 

the reactivated Third U.S. Army 

(which includes CENTCOM), prohably would support a CENTCOM 

deployment. After analyzingthe support requirements of likely CENTCOM missions, the 30th hasdeviseda 

new topographic operational 

concept. 

The analysis defined the battalion's 

mission in termsof general supportthe surveying, mapping, terrain 

analysis, and map storage/distribution requirements of a light force 

operation at echelons above corps. 

The analysis baseline mas predicated on the current Modified Table 

of Organization and Equipment 

(Fimre 1). 

The major objective of the analysis 

was to develop a self-sufficient and 

responsive task organization. Selfsufficiency. for analysis purposes, is 

achieved when an element meets its 

topographic support requirements 

without operational backup. Responsiveness is attained when it meets its 

topographic in the 

time set in the topographicchapter of 

A new operational concept 

~ ~ . .,".. 

by CPT(P)David R. Gallay 

the Engineer School's Mission Area support. 

Analysis. In concept, the battalion conducts 

base-plant operations in asemisecure 

The Concept location. Its headquarters company 

The battalion's preliminary analy- performs staff and unit housekeepsis suggests the organization shown ing functions. The staff is augmented 

in Figure 2. The analysis also sug- with the major who was the terrain 

gests that this organization can pro- detachment commander under the 

vide both general "base-plant" standard MTOE. With the detachtopographic support in rear areas ment ceasing to exist under the new 

and mobile, combat topographic concept, the major becomes the 

CURRENT ORGANIZATION 

Survey 

Terra," Pholornap Reproducllon Storage & Survey 

Dlstr#but#on 

Figure I. Current MTOE of the 30th Engineer Battalion 


(Topoilr&W IArmyi. 


I 
PROPOSED ORGANIZATION 

I 

HHC 

ease Forward Sup~orl . 

Base Plant 

Operation 

F6gi1ra2. The 30th Enqineers'a.nalysis 

deplo~ni(~nt. 

assistant command topographer. He 

or she represents the battalion commander and serves as a liaison to 

higher headquarters. 

The new concept shows the topographic company with three platoons: base, forward, and 

storage/distribution. In the semisecure location, the base platoon performs most mapping missions, while 

the storage and distribution platoon 

prepares standard Defense Mapping 

Agency and nonstandard Army map 

products for supply-point distribution. 

(The Engineer School and others 

know that storage and distribution 

functions may be better performed 

by logisticunitsusingsupply support 

concepts, and that there may be a 

need for greater Defense Mapping 

Agency support. However, for the 

time being, the 30th Engineers will 

rely on battalion assets.) 

As its title implies, the forward 

platoon isn't confined to a rear area. 

Its mappers, surveyors, and terrain 

analysts provide forward combat 

topographic support to the corps' 

topographic assets. 

The topographic support company 

is also in the semisecure area. It provides support with specially tailored 

teams to meet specific requirements. 

Hasly Storage Maintenance Survey Terra~n 

MJPP~~~ & Comrnun~catons 

Terra~n D~str~but~on Mess 

Analysts 

;sii,ggests that this organizational striictlire 

The support platoon, for example, 

supports the battalion with maintenance, communications and mess 

resources. The remaining company 

elements, the survey platoon and two 

terrain teams. provide general topographic support where needed. 

Evaluation and Interpretation 

This task organization, plus four 

alternatives, were evaluated in tactical exercises without troops. Besides 

the criteria of self-sufficiency and 

responsiveness, the analysis 

addressed command and control, 

communications, logistics, and 

liaison. 

Based on the tests, the task organization's support platoon appears to 

enhance logistic and communication 

support. The forward platoon also 

increases the battalion's operational 

capabilities. Additionally, the assistant command topographer provides 

good liaison with both higher and 

lower headquarters. More importantly, both response timeand operational self-sufficiency are improved 

significantly. 

Future Actions 

The 30th Engineer Battalion will 

continue to test thenew organization. 

The plan is to conduct a command 

would best support a CENTCOM 

post exercise of the battalion's most 

likely mission. This will he followed 

by two field training exercises, the 

first evaluated internally, the second 

externally. All tests will becompared 

with the battalion's ARTEP performance when the unit was configured 

conventionally. 

The findings and conclusions of 

those tests will he consolidated. 

recommendations prepared, and the 

entire analysis submitted to the 

Engineer School. Perhaps a new 

organizational standard will evolve. 

Topographic support to the combined arms team is crucial. The 30th 

Engineer Battalion's proposed task 

organization points us in the direction to more effectively support the 

battlefield commander. 

CPT(P) Daaid R. Gallay, XO of the 

30th Engineer Battalion, has a bachelm's degree from the U.S. Military 

Academy. a master's degree in en,qineering from Purdue University and 

a master's in management from the 

liniversity of Southern California. 

He has commanded engineer cornpapanies in Korea and Germany and is a 

graduate of the Command and General Staff College. He is a registered 

professional engineer in Virqinia. 
Fort Polk recently began operat- NONPOLLUTING ing a new centralized wash facility 

using the "tank bath" option. The 

FACILITIES 

WASH bath is a water basin with adjustable 

water levels through which tracked 

and wheeled vehicles drive. Both 

entrance and exit areas areequipped 

with fixed spray guns that an operator plays across the vehicle. The 

bath's purpose is to wet and quickly 

remove most soil on the vehicle. The 

They use up to 99%less water bathsalsoretain the soil, avoidingthe 

costly handling at individual washand 86% less energy. racks. 

A 

Jim Kelly, general engineer, Master Planning Branch. Facilities 

by Joe Matherly & Jerry Benson Engineers at Fort Polk, says,"Washing an M60 tank twk a crew of four 

people three to four hours because of 

system developed by the Army Historically. Fort Lewis has had the thick clay mud here. Our new 

Construction Engineering difficulty meeting pollution-control facility with the same crew washes it 

Research Laboratory (CERL), requirements for water leaving the in about 10 minutes; the record is six 

Champaign, Ill., cuts time spent installation. The primary pollution minutes. This lets soldiers concenwashing a mud-caked tank from source was vehicle maintenance trate on training and maintenance. 

three hours to 10 minutes. The sys- activities. and boosts morale by gettingsoldiers 

tem also solves attendant wash rack The changes at Fort Lewis motor out of the motor pool and home 

problems of clogging storm drains pools involved eliminating wash sooner." 

and polluting adjacent water supp- racks, constructing vehicle maintelies. CERL's concepts are being suc- nance platforms that use hot-water Joe Matherlg is the team lender of 

cessfully applied at Forts Lewis, cleaners, improved waste oil collec- CERL's Maintenance Facility PolluWash.. and Polk, La. tion/storage, and using overhead tion Abatemenf Team. He has a B.S. 

Fort Lewis completed a one-year cranes. The hot-water cleanerselimi- in chemistry from Eastern Illinois 

pollution abatement project based on nated using vast amounts of deter- Uninil-ersity and a M.S. in emironCERL recommendations. Project gents, solvents and other aids for mental engineering from the U?z,i?rerresults confirm that the CERL proce- cleaning engines and mechanical sily of Illinois. He is a registered 

dures control water pollution from components. The greatly reduced. professional engineer in Illinois. 

vehicle maintenance areas and simplified waste-water flow is pre- Jerry Benson is an en~:ironmmtal 

reduce time spent on vehicle treated in small, comparatively inex- enginper with CERLk Ennil:ironmencleaning. pensive gravity oil and sediment tal Dinision. He has a B.S. in cioil 

The Army Environmental separators before entering the engineering from the Un.iversitll of 

Hygiene Agency (AEHA) Western sewers. Illinois. 

Region Office evaluated the CERLdesigned systems at Fort Lewis and 

found them performing effectively. 

Better a,ashing equipment, appropriate water pressures, improved station lavouts and recyclina treated 

water reduced potablk water use by 

90 to 95 percent. At a CERL wash 

facility at Fort Lewis' Yakima Firing Range, washing an M60 tank 

used only one percent of the water 

and 14 percent of the energy needed 

with the previous system. 

David Hanke, chief, Sanitation 

Branch, Utilities Division at Fort 

Lewis says. "We remove 12.000 cubic 

feet of dirt from vehicles annually. 

The wash racks were scattered and 

storm drainsgotsoclogged they were 

cleaned once a week. Now there are 

only two collection facilities to clean. 

The operation is a dream compared 

to what it was." A! this ,,i.rt i:.I'ol/: jnciiity. M(io io~iksarc ii.os!rc~iI,, iri rrlinlrfps. 
"Why 

wasn't I 

selected ?" 

by CSM (Ret.)Marc~ii~KIZ~LI'ICS 

A fter a promotion list is published, the questions start. "Why 

wasn't I selected?" Commanders and 

leaders wonder, "Why wasn't Sergeant Tentpeg selected?" 

The same questions are asked after 

every promotion board. Promotion 

board members would like to answer 

them personally, but obviously they 

can't. However, they do provide a 

review and analysis report to the 

Soldier Support Center at Fort Benjamin Harrisonand to thecommandant of each proponent school. 

The selection criteria are based on 

the "best qualified method through 

a "whole person" evaluation of each 

soldier's record. The best qualified 

method identifies NCOs who have 

proven they possess personal characteristics and duty potential greater 

than their CMF contemporaries. 

Undoubtedly, the toughest part of 

a board's job is determining who is 

best qualified. It is impossible for 

each NCO to personally meet with 

the selection board, so board 

members must base lheir decisions 

on the NCO's Official Military Personnel File (OMPF). 

Each year. DA announces thedates 

for all centralized promotion selection boards. Messages alert all NCOs 

In thezones of consideration toensure 

their OMPFs are complete and to 

verify the information in their promotion packet. 

When I sat on a promotion board 

several years ago, I was shocked at 

hori, many OMPFs were incomplete. 

NCOs must remember that to the 

board. !~oirrOMPF is !/OII. 

Here are some observations from 

recent E-7. E-8 and E-9 selection 

boards: 

Physical fitness: Sometimes a service member's height and weight 

could not be verified. The data was 

either not posted or not currenton the 

DA Form 2-1. Some official photographs did not correspond to OMPF 

height and weight statements. In 

other instances, photos and records 

showed the NCO wasoverweight, but 

no comments or corrective action 

were noted on EERs. An overweight 

condition is a major obstacle to being 

promoted. 

Utilization and assignments: 

Some records revealed an NCO hada 

profile which logically prevented 

him from working in his primary 

MOS. However, the records didn't 

reflect what action was taken to reclassify him. Sometimes an NCO had 

spent a considerable amount of time 

in ROTC, as a recruiter, drill sergeant, instructor, or in an invalid 

TDAIMTOE position. These "offline" assignments must be limited. 

Strive to be assigned toanddo well in 

TOE leadership positions. 

Performance and potential: 

Some EER numerical scores weren't 

supported by the narrative. On some 

reports, the rater and indorser 

recommended promoting the service 

member, yet the numerical rating 

was low. Indorsers many times 

merely parrot rater comments. Comments regarding performance 

should be specific; an appropriate 

level of NCOES and future assignments should be recommended. 

Board recommendations: NCOs 

should serve in mainstream assipnments and avoid repelitive toursoutside the CMF. NCOs must maintain 

the weight standards listed in AR 

600-9, and must validate their 

records before any board. Commanders and leaders need to know the 

importance of writing EERs which 

accurately reflect the NCO's performanre. Records are important and 

NCOs must review them conscientiously. 

Promotion isn't a reward for past 

performance: it's recognition of 

potential to serve in a position of 

greater responsibility. However. 

judging your potential is based on a 

review of your file-a file that must 

be accurate and up-to-date to be fair 

to yon. 

CSM (Ret.) Marvin Knou'les u;aseommand sergennl major (J' the Engineer 

Center and School ?<.henh,e retired in 

1982. He now lices in Pefershurg. Va. 
Icareer Notes 


NCO 	& Enlisted Branch 

Tougher Topo: 	 The physical requirements for topographic soldiers have been upgraded to 

provide the Army with combat-ready field topographic ~. units and to enhance ~ 

this career management field. 

The physical profile serial (PULHES) for MOSS 41B,81C, 83E, 83F, and 

812 has been chanced . 	 to ensure these soldiers are able to meet the ." ohvsical 

demands of their job. 

It should be stressed to commanders and soldiers alike that the physical 

profile serials listed for MOSS in AR 611-201 are only guidelines. 

A common misconception about such changes is that soldiers whose phgsical profile doesn't meet the new MOSphysical standardsmustbereclassified. 

This is not always the case. 

As lone as a soldier with a limitine ~hvsical - .< . . ~rofile can ~erform his MOS 

duties, no reclassification is necessary. However, if he can't perform his MOS 

duties, he should be encouraged to reclassify for medical reasons. 

Warrant Officer 	Branch 

Updating Records: 	 Warrant officers must hare up-to-date physicals, photographs and Offleer 

Record Briefs (ORBS) for all promotion boards and senlor course boards. 

Recent changes require a photograph for promotion boards. 

Phase I1 Mores: 	 Warrant Officer Advance Course Phase I1 moved from Fort Relvoir, Va., to 

Fort Leonard Wood, Mo. in April. Phase I remains at Aherdeen Proving 

Ground, Md. 

Info: 	 For information concerning warrant officer careers, contact CW4 

Edward L. Walls, (202) 325-78.1913840; AVN 221. 

Commissioned Officers Branch 

Company Command: 	 Current DA policy for company command tours of 18months. plus or minus 

six months. 

Preference Statement: 	 A current preferencestatement isan important tool for your career manaber. 

It's especially important that Ennineer Branch, MILPERCEN, have your 

current phone number, and your residence and official mailing addresses. 

Also, list any special conditions, e.g.. handicapped dependent. 
Commissioned Officers, cont. 

Official Photographs: 	 DAseleclion boards~ispofficial photos in addition to the ORB atid microfiche 

records. I'hotos should be updated every four years nr after promotion: !year 

individual awards and a pressed, n.cll-tailorerl uniform. 

Civil School Applications: 	 Officers ivho desire to compete for civil schools shuuld apply to Engineer 

Branch. The Civil Schools Selection Roa1.d meets in September and March. 

Applicationsshoul~lhcnradeon DA Form 1618-1:. (;raduatcrlcgree programs 

are restricted to shortage ~iisciplines in the officer specialties. Applicants 

must hava successful company command and be advanced course graduates. 

3R and IG Assignments: 	 Engineer officers captain to lieutenant ci~lnnel should plan on at least one 

ROTC, recruiting. reserve component ad\.isor, or I(; assig-nmrnt. 

Tech .Jobs for LTs: 	 Lieulenants who do n-ell with troops and have a technical backgr~~und mar 

qualify for tile fex~ technical jobs a\,ailablc to lieutcnanls. For information, 

contact the Lieutenants' Assignment Officer. 

SC 21 Restructure: 	 DSCPER recently approved the restructuring of Speciality Code 21. "Engineer" for commissioned officers. This changr. the culmiriation of an 18-month 

study by the Engineer School, separates SC: 21 into two clearly defined functional areas: Combat Engineering and Facilities/Contract ivlanagement 

Engineering. 

The new SC 21. "Combat Engineer." will encompass positions related to 

missions involving battlefield mobility. countermohility, sur\,ivability, and 

general engineering tasks. Also included are positions requiring combat 

engineer expertise. Like the other combat arms specialities. Combat Engineer will be an accession speciality. It will not be available as an additional 

speciality. 

The new SC 23. "FacilitiesIContract Construction Management Engineer," 

will include positions related to Arms facilities/famils housing support and 

positions related to civil \vorks and military construction programs. SC 23 

will be an additional speciality available to officers of all specialities. 

MILPERCEN will review the recordsof current SC21 officcrsand identify 

those qualified for Combat Engineer and Facilities Construction Management Engineer. Experience, education, and training will be the determining 

factors in reclassification. Most officers with SC 21 as their initial speciality 

will be assigned Combat Engineer. About 60 percent of these Combat Engineer officers will also be assigned the additional speciality of Facilities Construction Management Engineer. Officers who now have SC 21 as their 

additional speciality will generally be reclassified as SC 23. 

MILPERCEN will send letters to each officer affected by speciality redesignation. The actual reclassification will occur between April and Seplember, 1984. More details concerning this change will be in future issues of 

ENGINEER Magazine. 
SP4 James Baldwin, left, and SP4 Gregory Bost prepare to move against a sniper during 

MOUT (military operations in urbanized terrain) training in Bonnland, Germany. Both 

soldiers are from A Company, 9th Engineer Battalion, 7th Engineer Brigade. (Photoby I John VastvanJ